Business Analysts Quotes

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I loved getting my M. B. A., and I really enjoyed being an accountant and financial analyst before I quit my day job twenty-five years ago to write full time. I just liked writing more…plus, I knew even then that as a full-time writer, I'd get plenty of chances to do business-type stuff, while as an accountant, I probably wouldn't get a lot of opportunities to write about dragons.
Patricia C. Wrede
Business analysts must have a thick skin: thick enough to take feedback on documents and receive unexpected answers to questions!
Laura Brandenburg
There was one sure way, and only one sure way, to get ahead, and everyone with eyes in 1982 saw it: Major in economics; use your economics degree to get an analyst job on Wall Street; use your analyst job to get into the Harvard or Stanford Business School; and worry about the rest of your life later. So,
Michael Lewis (Liar's Poker)
Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.
Sorin Suciu (The Scriptlings)
The application of creative intelligence to a problem, the finding of a solution at once dogged, elegant, and wild, this had always seemed to him to be the essential business of human beings—the discovery of sense and causality amid the false leads, the noise, the trackless brambles of life. And yet he had always been haunted—had he not?—by the knowledge that there were men, lunatic cryptographers, mad detectives, who squandered their brilliance and sanity in decoding and interpreting the messages in cloud formations, in the letters of the Bible recombined, in the spots on butterflies’ wings. One might, perhaps, conclude from the existence of such men that meaning dwelled solely in the mind of the analyst. That it was the insoluble problems—the false leads and the cold cases—that reflected the true nature of things. That all the apparent significance and pattern had no more intrinsic sense than the chatter of an African gray parrot. One might so conclude; really, he thought, one might.
Michael Chabon (The Final Solution)
Sometimes the economy is unpredictable. Sometimes markets and industries are unpredictable. Sometimes unpredictable things happen that could impact the company. That's why your company needs to have a healthy amount of liquidity; accessible cash. And that's why the company needs to be nimble and able to adapt. A nimble and adaptable company with healthy cash reserves is better positioned to thrive even through unpredictable circumstances.
Hendrith Smith
Being able to think and invest very long term and not worry about current earnings or Wall Street analysts can be a major competitive advantage in certain businesses. Acquire
Daniel Pecaut (University of Berkshire Hathaway: 30 Years of Lessons Learned from Warren Buffett & Charlie Munger at the Annual Shareholders Meeting)
Without hypothesis tests, you risk drawing the wrong conclusions and making bad decisions. That can be costly, either in business dollars or for your reputation as an analyst or scientist.
Jim Frost (Hypothesis Testing: An Intuitive Guide for Making Data Driven Decisions)
At the lowest level of the investment banking hierarchy are the analysts. To find this young talent, the I-banks send their manicured young bankers out to the Whartons, Harvards and Princetons of the world to roll out the red carpet for the top undergraduates and begin the process of destroying whatever noble ideals the youngsters have left.
John Rolfe (Monkey Business: Swinging Through the Wall Street Jungle)
It was a scientific success, bringing back data enough to keep the analysts busy for years… but there was no glib, slick way to explain the full meaning of its observations in layman’s terms. In public relations the mission was a failure; the public, seeking to understand on their own terms, looked for material benefit, treasure, riches, dramatic findings.
C.J. Cherryh (Downbelow Station (The Company Wars, #1))
In most respects, Barbara [Stanwyck] was a man's woman, although her home was lovely. Like me, she was an animal lover—she kept poodles. Her son, Dion, was in the service at this point—I never actually met him—and she was hopeful that the Army might help him. She had adopted Dion when she was married to Frank Fay, one of the most dreadful men in the history of show business. Fay was a drunk, an anti-Semite, and a wife-beater, and Barbara had had to endure all of that. I don't think she was going to an analyst at this point, but she did make regular visits to a man who gave her sodium pentothal. It wasn't like the LSD therapy that came later, which Cary Grant tried and got so much out of. Barbara had a lot of things going on in her head, but she didn't put it out there for conversation, let alone public consumption. When I was with her, it was all about us. There wasn't a lot about anybody else, not Frank Fay, or even Bob Taylor. She had a small scar on her chest, where someone had once put out a cigarette on her. I think it was Al Jolson, speaking of sons of bitches. Jolson had been crazy about her back in the New York days, when she was a young actress on Broadway. She would talk about him once in a while, mainly about what an asshole he had been.
Robert J. Wagner (Pieces of My Heart: A Life)
Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
Adolescents need to cocoon. Cocooning is a term coined in the early 1980s by Faith Popcorn, a social trend analyst with a bizarre and compelling name. (That’s neither here nor there, but it can’t go unsaid.) Popcorn describes cocooning as “the impulse to stay inside when the outside gets too tough and scary.” Since its introduction to our lexicon, it has come to be used regularly to describe adolescents and their relationship to their rooms. Tweens and teens cocoon because at a time when most things in their lives are changing—their bodies, brains, emotions, friends, and even their self-concepts—bedrooms are safe havens. There, they can think about any and all things ad nauseam, or push them aside and take a break from the mental turmoil of their busy minds.
Michelle Icard (Fourteen Talks by Age Fourteen: The Essential Conversations You Need to Have with Your Kids Before They Start High School)
Michael Ward knows. Ward loves railroads. His loves his own railroad company, CSX, which traces its origins to 1827 when the Baltimore & Ohio Railroad was formed as the nation’s first common carrier. He traces his own origins at CSX back thirty-seven years, when he took an analyst job as a newly minted Harvard Business School M.B.A., rising to become chairman, president, and CEO in 2003. And he loves the whole American freight rail industry. “Railroaders are like farmers,” Ward declares. “You heard about the farmer that won the lottery? They said to him, ‘Oh my gosh, you won the lottery; what are you going to do with all that money?’ He said, ‘I’m a farmer and I love farming, and I’m going to farm until every penny of it is gone.’ And I say railroaders are like that. When we make more money, we’re going to invest more back into the infrastructure, so we can strengthen the railroad and grow the business.” Ward may sound like a press release, but that’s exactly how he talks, and why he’s a major industry spokesman. He lavishes praise on industry performance: “While we’ve improved the profitability of the industry, we’ve also cut rates in half of what they were in 1980 for our customers, on an inflation-adjusted basis. We’re providing a more economical product to them, and it’s safer and more reliable. Over the years, as an industry, our train accident rate is down 80 percent; our personal injury rate is down 85 percent; and we’re doing this with about one-third of the workforce we had in 1980.” He calls the industry “the envy of the world.
Rosabeth Moss Kanter (Move: Putting America's Infrastructure Back in the Lead: Putting America's Infrastructure Back in the Lead)
The need for managers with data-analytic skills The consulting firm McKinsey and Company estimates that “there will be a shortage of talent necessary for organizations to take advantage of big data. By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” (Manyika, 2011). Why 10 times as many managers and analysts than those with deep analytical skills? Surely data scientists aren’t so difficult to manage that they need 10 managers! The reason is that a business can get leverage from a data science team for making better decisions in multiple areas of the business. However, as McKinsey is pointing out, the managers in those areas need to understand the fundamentals of data science to effectively get that leverage.
Foster Provost (Data Science for Business: What you need to know about data mining and data-analytic thinking)
What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.
Sam Walton (Sam Walton: Made In America)
In certain situations, though, competition will not work: if the dinosaurs are a cartel strong enough to squelch competition; if they have enlisted the state to make the threatening technology illegal, describing it as a predatory encroachment on the “rights” of the old guard rather than aggressive competition; if ingrained prejudices are simply so strong that the potential business benefits take years to become apparent; or if the market has “locked in” on a dominant standard—a technology or an operating system, say—to which new market entrants do not have legal access. In those situations, markets cannot be counted on to self-correct. Unfortunately, and this is a key point, intellectual property policy frequently deals with controversies in which all of these conditions hold true. Let me repeat this point, because it is one of the most important ones in this book. To a political scientist or market analyst, the conditions I have just described sound like a rarely seen perfect storm of legislative and market dysfunction. To an intellectual property scholar, they sound like business as usual.
A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too. There are several reasons ratios tend to be the best metrics: • Ratios are easier to act on. Think about driving a car. Distance traveled is informational. But speed—distance per hour—is something you can act on, because it tells you about your current state, and whether you need to go faster or slower to get to your destination on time. • Ratios are inherently comparative. If you compare a daily metric to the same metric over a month, you’ll see whether you’re looking at a sudden spike or a long-term trend. In a car, speed is one metric, but speed right now over average speed this hour shows you a lot about whether you’re accelerating or slowing down. • Ratios are also good for comparing factors that are somehow opposed, or for which there’s an inherent tension. In a car, this might be distance covered divided by traffic tickets. The faster you drive, the more distance you cover—but the more tickets you get. This ratio might suggest whether or not you should be breaking the speed limit.
Alistair Croll (Lean Analytics: Use Data to Build a Better Startup Faster)
Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman
John Kay (Other People's Money: The Real Business of Finance)
Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.
Michael D. Watkins (The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter)
In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.
Edward N. Luttwak
7 Lessons on Failure You Can Learn From Top Athletes What's the key to progress? You could state diligent work or commitment or even an inspirational mentality. Yet, the genuine mystery? Disappointment. Your past disappointments are straightforwardly identified with your future achievement. Without them, you may not be sufficiently inspired to achieve your objectives. Competitors confront overcome regularly all through their vocations yet don't give it a chance to get them down. Rather, they let it drive them to progress. A recent report in which the analysts met Olympic gold medalists found that a large number of those competitors considered mishaps basic to their gold decoration wins. Disappointment is similarly as basic to your profession, regardless of what your teach. For whatever length of time that you have the correct disposition and view your disappointments as learning encounters, you can utilize them to push forward and make progress. Here are seven lessons that the world's best competitors can show you about disappointment. 1. There is no such thing as flawlessness. This past August, Olympic champion Usain Bolt kept running in the men's 100-meter race at the IAAF World Championships in London. Despite the fact that he was relied upon to win, he completed third, denoting his first misfortune in an Olympic or big showdown last and consummation a 45-race winning streak. While Bolt is generally viewed as the best sprinter ever and holds various world records, he is as yet human. Flawlessness does not exist, notwithstanding for somebody as capable and solid as Bolt. You can't hope to prevail at all that you set out to do. There will be times when you flop, so you should set your desires in like manner.
Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.
Edward N. Luttwak
ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?
Chris Voss (Never Split the Difference: Negotiating As If Your Life Depended On It)
Increasingly, I have become concerned that the motivation to meet Wall Street earnings expectations may be overriding common sense business practices,” he said. “Too many corporate managers, auditors, and analysts are participants in a game of nods and winks. In the zeal to satisfy consensus earnings estimates and project a smooth earnings path, wishful thinking may be winning the day over faithful representation. As a result, I fear that we are witnessing an erosion in the quality of earnings, and therefore, the quality of financial reporting. Managing may be giving way to manipulation. Integrity may be losing out to illusion.” It was a remarkable speech.
David Gelles (The Man Who Broke Capitalism: How Jack Welch Gutted the Heartland and Crushed the Soul of Corporate America—and How to Undo His Legacy)
Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.
Sebastian Mallaby (The Power Law: Venture Capital and the Making of the New Future)
By the mid-1990s, new businesses were beginning to emerge. Analyst Igor Bunin published an influential book in 1994 that profiled forty entrepreneurs
Chris Miller (Putinomics: Power and Money in Resurgent Russia)
There is a story in your data. But your tools don’t know what that story is. That’s where it takes you—the analyst or communicator of the information—to bring that story visually and contextually to life.
Cole Nussbaumer Knaflic (Storytelling with Data: A Data Visualization Guide for Business Professionals)
Ralph Brown coached high school football at St. Margaret’s Episcopal School in San Juan Capistrano, California. He is an accomplished football player who has won various championships and awards. He proudly served as a sports broadcaster for Fox Sports West Prenzone for 3 years, and he was a sports analyst for the ABC affiliate in Lincoln Nebraska, covering Husker Football. Ralph currently serves as a mentor and motivational speaker to young athletes.
Ralph Brown (Making Business Writing Happen: A Simple and Effective Guide to Writing Well)
TABLE 1-1 Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.
Michael D. Watkins (The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter)
The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.
Steven G. Mandis (What Happened to Goldman Sachs: An Insider's Story of Organizational Drift and Its Unintended Consequences)
Chinese companies don’t have this kind of luxury. Surrounded by competitors ready to reverse-engineer their digital products, they must use their scale, spending, and efficiency at the grunt work as a differentiating factor. They burn cash like crazy and rely on armies of low-wage delivery workers to make their business models work. It’s a defining trait of China’s alternate internet universe that leaves American analysts entrenched in Silicon Valley orthodoxy scratching their heads.
Kai-Fu Lee (AI Superpowers: China, Silicon Valley, and the New World Order)
The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.
Rita Gunther McGrath (The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty)
Many financial analysts will find Emerson and Emery more interesting and appealing stocks than the other two—primarily, perhaps, because of their better “market action,” and secondarily because of their faster recent growth in earnings. Under our principles of conservative investment the first is not a valid reason for selection—that is something for the speculators to play around with. The second has validity, but within limits. Can the past growth and the presumably good prospects of Emery Air Freight justify a price more than 60 times its recent earnings?1 Our answer would be: Maybe for someone who has made an in-depth study of the possibilities of this company and come up with exceptionally firm and optimistic conclusions. But not for the careful investor who wants to be reasonably sure in advance that he is not committing the typical Wall Street error of overenthusiasm for good performance in earnings and in the stock market.* The same cautionary statements seem called for in the case of Emerson Electric, with a special reference to the market’s current valuation of over a billion dollars for the intangible, or earning-power, factor here. We should add that the “electronics industry,” once a fair-haired child of the stock market, has in general fallen on disastrous days. Emerson is an outstanding exception, but it will have to continue to be such an exception for a great many years in the future before the 1970 closing price will have been fully justified by its subsequent performance. By contrast, both ELTRA at 27 and Emhart at 33 have the earmarks of companies with sufficient value behind their price to constitute reasonably protected investments. Here the investor can, if he wishes, consider himself basically a part owner of these businesses, at a cost corresponding to what the
Benjamin Graham (The Intelligent Investor)
Investors Look to Build Airbnb Portfolios Investors see huge potential in the growth of short-term rentals and are rapidly collecting homes to rent out to vacationers. For example, ReAlpha, a Dublin, Ohio–based firm, is reportedly looking to spend up to $1.5 billion to buy short-term rentals. The company’s CEO said that’s enough to buy about 5,000 homes. ReAlpha plans to target markets like Dallas, Austin, Texas, and Miami, where it then intends to acquire 100 to 500 homes quickly and nearly at the same time. ReAlpha’s CEO Giri Devanur also said he wants to let other people purchase fractional ownership of short-term rentals on his company’s app. Short-term rentals have seen a surge in demand as vacationers during the pandemic looked to homes over hotels to stay. Read more: Short-Term Rentals Target ‘Digital Nomads’ and Short-Term Rental Operators Offer Longer Leases Other investors are also looking to buy up groups of Airbnb units and other short-term rentals to take advantage of returns from a post-pandemic travel boom. “The business model has been proven, and now the opportunity is to do this at scale,” Scott Shatford, CEO of industry analyst AirDNA, told Bloomberg. “People can’t figure out how to deploy capital quickly enough.” Owning short-term rentals can pose challenges, however. It requires regular house cleaners and maintenance and fast turnover times due to shorter stays than apartments that have longer leases. Investors are facing higher home prices due to the highly active market, and adding portfolios of short-term properties could prove a challenge with competition. Some municipalities are also cracking down on which properties can be offered on a short-term basis in neighborhoods and condo buildings. Sean Breuner with AvantStay, which manages branded properties that offer concierge services, told Bloomberg that he believes the demand for short-term rentals will draw tens of billions of dollars in future years. “It is the last remaining asset class with any yield remaining,” says Breuner, whose company also operates a brokerage to help investors find such real estate. “We believe there is a huge opportunity to institutionalize.
“Investors Chasing Housing Target Massive Pools of Airbnb Rentals,” Bloomberg (June 25, 2021) Commen
How is it not possible for the leaders of such giant, public, dispersed-ownership conglomerate companies to take a such a bold step as well to focus on creating long-term value for shareholders and institutional investors? Many investors do not invest in companies for the short term: institutional investors, mutual funds, index funds, and many shareholders, buy and hold patiently for dividends and capital appreciation for the long term. Why, then, do corporate leaders insist that they are unable to invest for the long term due to financial market and analyst pressures? These are interesting research questions that could generate interesting empirical studies.
Sanjay Sharma (Patient Capital: The Role of Family Firms in Sustainable Business (Organizations and the Natural Environment))
But Anita Roddick had a different take on that. In 1976, before the words to say it had been found, she set out to create a business that was socially and environmentally regenerative by design. Opening The Body Shop in the British seaside town of Brighton, she sold natural plant-based cosmetics (never tested on animals) in refillable bottles and recycled boxes (why throw away when you can use again?) while paying a fair price to the communities worldwide that supplied cocoa butter, brazil nut oil and dried herbs. As production expanded, the business began to recycle its wastewater for using in its products and was an early investor in wind power. Meanwhile, company profits went to The Body Shop Foundation, which gave them to social and environmental causes. In all, a pretty generous enterprise. Roddick’s motivation? ‘I want to work for a company that contributes to and is part of the community,’ she later explained. ‘If I can’t do something for the public good, what the hell am I doing?’47 Such a values-driven mission is what the analyst Marjorie Kelly calls a company’s ‘living purpose’—turning on its head the neoliberal script that the business of business is simply business. Roddick proved that business can be far more than that, by embedding benevolent values and a regenerative intent at the company’s birth. ‘We dedicated the Articles of Association and Memoranda—which in England is the legal definition of the purpose of your company—to human rights advocacy and social and environmental change,’ she explained in 2005, ‘so everything the company did had that as its canopy.’48 Today’s most innovative enterprises are inspired by the same idea: that the business of business is to contribute to a thriving world. And the growing family of enterprise structures that are intentionally distributive by design—including cooperatives, not-for-profits, community interest companies, and benefit corporations—can be regenerative by design too.49 By explicitly making a regenerative commitment in their corporate by-laws and enshrining it in their governance, they can safeguard a ‘living purpose’ through times of leadership change and protect it from mission creep. Indeed the most profound act of corporate responsibility for any company today is to rewrite its corporate by-laws, or articles of association, in order to redefine itself with a living purpose, rooted in regenerative and distributive design, and then to live and work by it.
Kate Raworth (Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist)
What you really want to know, though, is what are the company's most pressing business needs. What is keeping the CEO up at night? To gather this information, you need to begin by doing some research. If your customer is a publicly traded company, I would start by reviewing three to four quarters of earnings calls with analysts. You generally can access these from the company's investor-relations pages on their website, or you can use a service such as Seeking Alpha. I like to scan three to four quarters of earnings calls at a time, paying particular attention to the Q&A section at the end of each call.
Victoria Medvec
Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.
Victoria Medvec (Negotiate Without Fear: Strategies and Tools to Maximize Your Outcomes)
Noyce recalled that the group had some slight qualms about running their own business, but these doubts were easily overcome by “the realization, for the first time, that you had a chance at making more money than you ever dreamed of.” The dream, as it happened, came true. Even by high-tech standards, that $500 turned out to be a spectacular investment. In 1968 the founders sold their share of Fairchild Semiconductor back to the parent company; Noyce’s proceeds—the return on his initial $500 investment—came to $250,000. Noyce and his friend Gordon Moore had by then found another financial backer and started a new firm, Intel Corporation (the name is a play on both Intelligence and Integrated Electronics). Intel started out making chips for computer memories, a business that took off like a rocket. Intel’s shares were traded publicly for the first time in 1971—on the same day, coincidentally, that Playboy Enterprises went public. On that first day, stock in the two firms was about equally priced; a year later, Intel’s shares were worth more than twice as much as Playboy’s. “Wall Street has spoken,” an investment analyst observed. “It’s memories over mammaries.” Today, Intel is a multibillion-dollar company, and anybody who held on to the founding group’s stake in the company is a billionaire several times over.
T.R. Reid (The Chip : How Two Americans Invented the Microchip and Launched a Revolution)
It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
Another common issue is the lack of interdisciplinarity in the transformation. In our experience, the highest impact is the result of multi-lever end-to-end process automation – not small, siloed implementations, focused on one single technology lever. To achieve this, management should advocate for getting the right talents from across the different parts of an organization to work together (e.g., data scientists, developers, business analysts). Interdisciplinarity is also about avoiding limiting the transformation to the implementation of one single technology lever (e.g., RPA), and about implementing IA on end-to-end processes instead of only a few process tasks. By combining talents and technology levers and targeting end-to-end processes, the organization will create synergies, build economies of scale, and remove potential bottlenecks. Organizations failing to achieve this are not able to scale their IA transformation.
Pascal Bornet (INTELLIGENT AUTOMATION: Learn how to harness Artificial Intelligence to boost business & make our world more human)
Trademark Trademark is fundamentally exceptional of a licensed innovation comprising plans, logos, and imprints. Organizations utilize different plans, logos, or words to recognize their items and administrations from others. Those imprints which help in distinctive the item or administrations from others and help the clients in distinguishing their image, quality, and even source of the item is known as Trademark. In contrast to licenses, a brand name is enlisted for a very long time, and from that point, it tends to be recharged for an additional 10 years after an additional installment of reestablishment expenses. Trademark Objection After the enrollment of the brand name, an Examiner/Registrar or outsider can set a trademark objection. As per Section(s) 9 (Absolute Grounds of Refusal) and 11 (Relative Grounds of Refusal) of the Act, these two can be the ground of a complaint:- The application contains wrong data, or Comparable or indistinguishable brand names exist. At whatever point a Trademark enlistment center mentions a criticism, a candidate has an occasion to send a composed answer alongside the strong proof, realities, and reasons why the imprint ought to be assigned to him within 30 days of the protest. On the off chance that the analyst/enlistment center discovers the answer to be adequate and addresses the entirety of his interests in the assessment report and there is no contention, at that point he may give authorization to the candidate to distribute the application in the Trademark diary before enrollment. How to respond to an objection A Trademark assessment report is set up on the Trademark office site alongside the subtleties of the brand name application and a candidate or a specialist has the occasion to send a composed answer which ought to be known as a trademark objection reply. The answer can be submitted as "Answer to the assessment report" either on the web or it tends to be submitted through a post or individual alongside supporting archives or a sworn statement. When the application gets recorded a candidate ought to be given a notification about the protest and ground of the complaint. Different grounds are:- There ought to be a counter assertion of the application, It ought to be recorded within 2 months of the application, On the off chance that the analyst neglects to record a complaint inside the time, at that point the status of the application will be deserted. After recording the counter of a complaint, the enlistment center will call a candidate for the meeting. On the off chance that it rules in the courtesy, at that point, the candidate will get it enrolled, and on the off chance that the answer isn't agreeable, at that point, the application for the enlistment will get dismissed. Trademark Objection Reply Fees Although I have gone through various sites, finding a perfect formal reply is quite difficult. But Professional Utilities provides a perfect reply through experts, also the trademark objection reply fees are really affordable. They provide services for just 1,499/- only.
Shweta Sharma
The talent required within the CoE is wide and ranges from business and operations excellence to risk and IT departments. According to McKinsey’s survey, the CoE of top-performing companies includes a large variety of profiles such as delivery managers, data scientists, data engineers, workflow integrators, system architects, developers, and, most critically, translators and business analysts.152 A
Pascal Bornet (INTELLIGENT AUTOMATION: Learn how to harness Artificial Intelligence to boost business & make our world more human)
Contingent upon the setting of the audit, numerous entrepreneurs can cause more mischief by reacting to a negative survey than not, in particular in light of the fact that there are such countless potential snares to fall into when reacting to an irritated client. In this way, as opposed to quickly replying, make a stride back and ensure you have a methodology for reacting. Stage one is evaluating the audit. It is vital to survey the audit cautiously and carefully. A few analysts are searching for a reaction immediately on the grounds that they really need a response to a worry which they express inside their survey. These audits ought to be reacted to immediately with an answer that tends to the issue straightforwardly with an answer if there is one. Image for post The survey reaction will live everlastingly and will be seen by many individuals (not simply the commentator), so it needs to ponder emphatically the business. We suggest the accompanying structure: Say thanks to them by name for setting aside the effort to leave criticism Recognize the particular circumstance (you don’t need it to appear to be a nonexclusive reaction) Apologize for their negative insight Express that what they encountered isn’t the means by which the business works Clarify any means you will take to guarantee that no one has that experience once more Welcome them to reach you straightforwardly as you’d like a chance to make it right Give your name and an immediate telephone number and additionally email Attempt to utilize your regular voice and be certified and legit. Official-sounding PR articulations simply don’t work in survey reactions; putting on a show of being a genuine human does.
Vipul Kant Upadhyay
Evolution is the only constant.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile is; not a methodology, but an approach.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile ponders, on people and tractions; than processes and systems.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Best way to be Agile is; go Agile, step-by-step.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Scrum is like a roundtable; with agenda, followed by minutes.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
To make best of Agile; find a framework, customize it.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Scrum refers to; orderly crowd or disorganized team.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
In a scrum team, no one is boss but a partner, for the success of a project.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Methodology is to an approach what vehicle is to a journey.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
If project is in question; Agile is the answer.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile means to progress, with speed and ease.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile is to continue delivering, with quality; ASAP and AEAP; as soon as possible; as easily as possible.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
For GAME OF PROJECTS, Agile is the play-book.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile invention is carbon dated; discovered of late.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile, ubiquitous since ages; coined of late.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Choosing an Agile framework is same as cooking same cuisine with same recipe and ingredients using available equipments but by a different method.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Synonyms for Scrum Ceremonies are what, when, who, how, why.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Scrum is either of two types, understanding what is required, or telling what is delivered.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Agile has become the salt and pepper for the world of projects.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Being Agile; piece by piece, step by step.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
To keep growing; keep evolving.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
While enroute to project journey, the only question arises is: which methodology; the approach is pre-decided; Agile.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Being Agile is to take that first of many steps.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Every role in a scrum team is either a producer or a consumer, within.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
Scrum is about plotting your TO-DOs in calendar and ticking them off.
Vikrmn: CA Vikram Verma (Agile Able: Project Management Simplified)
People suitable for designing the IA for a site could include: business analysts usability specialists writers graphic designers web developers project managers Their skills should include: empathy with people language ability to synthesise different types of information attention to detail great communication skills
Donna Spencer (A Practical Guide to Information Architecture)
EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.
So we said, "OK, we'll do Apple Computer." In those days there was no money yet in this microcomputer business, and big experienced companies and investors, analysts-those kind of people, that are trained in business and much smarter than we were-they didn't think that this was going to be a real big market. They thought it was going to be a little hobby thing, like home robots or ham radios, that a few techie people would get into and really it wasn't going to go to the masses.
Jessica Livingston (Founders at Work: Stories of Startups' Early Days)
According to the Project Management Triangle, in an IT project you can only achieve two out of three objectives: Good, Fast, and Cheap. It is almost impossible to achieve three of them at the same time.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
There are no big problems; there are just a lot of little problems.” They should divide problems into smaller parts and resolve them with a bottom-up approach.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
Don’t Exaggerate Problems “It is not that I am so smart, it is just that I stay with problems longer.” – Albert Einstein.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
The associates are the Cro-Magnon men. They live in caves, have trouble walking upright, and have a lot of hair on their backs. Usually, they communicate by grunting. Those are the associates. Finally, there are the analysts. Monkeys. Tons and tons of little monkeys. Not humans, just monkeys crawling all over each other and pulling lice out of each other’s fur. Those are the analysts.
John Rolfe (Monkey Business: Swinging Through the Wall Street Jungle)
In the old waterfall method, the business experts talk to the analysts, and analysts digest and abstract and pass the result along to the programmers, who code the software. This approach fails because it completely lacks feedback.
Eric Evans (Domain-Driven Design: Tackling Complexity in the Heart of Software)
1. The conglomerate movement, “with all its fancy rhetoric about synergism and leverage.” 2. Accountants who played footsie with stock-promoting managements by certifying earnings that weren’t earnings at all. 3. “Modern” corporate treasurers who looked upon their company pension funds as new-found profit centers and pressured their investment advisers into speculating with them. 4. Investment advisers who massacred clients’ portfolios because they were trying to make good on the over-promises that they had made to attract the business. 5. The new breed of investment managers who bought and churned the worst collection of new issues and other junk in history, and the underwriters who made fortunes bringing them out. 6. Elements of the financial press which promoted into new investment geniuses a group of neophytes who didn’t even have the first requisite for managing other people’s money—namely, a sense of responsibility. 7. The securities salesmen who peddle the items with the best stories—or the biggest markups—even though such issues were totally unsuited to the customers’ needs. 8. The sanctimonious partners of major investment houses who wrung their hands over all these shameless happenings while they deployed an army of untrained salesmen to forage among even less trained investors. 9. Mutual fund managers who tried to become millionaires overnight by using every gimmick imaginable to manufacture their own paper performance. 10. Portfolio managers who collected bonanza incentives of the “heads I win, tails you lose” kind, which made them fortunes in the bull market but turned the portfolios they managed into disasters in the bear market. 11. Security analysts who forgot about their professional ethics to become storytellers and let their institutions be taken in by a whole parade of confidence men. This was the “list of horrors that people in our field did to set the stage for the greatest blood bath in forty years,
Adam Smith (Supermoney (Wiley Investment Classics Book 38))
The notion of implicit communication also has deep roots in Zen, another of Boyd’s primary influences. Thomas Cleary, in his The Japanese Art of War (which may have been Boyd’s all time favorite book, next to Sun Tzu itself) emphasizes the importance Zen places on mind-to-mind communication. As Cleary notes, this has nothing to do with telepathy or other mystical nonsense but clearly means the transmission of Zen through objective experience, that is, through actions in the real world, which is how Boyd and the maneuver warfare theorists build mutual trust and unit cohesion.63 It is true that the Germans did not always apply these principles well, and sometimes forgot them entirely. Len Deighton even claims that there was only one true Blitzkrieg, the May 1940 attack on France.64 Defense analyst and Boyd acolyte Pierre M. Sprey,65 who translated and assisted in several of Boyd’s interviews with the German generals, estimated that the climate was only fully implemented by maybe one-half of one percent of the army—the small circle around Heinz Guderian that Sprey calls “brilliant rebels.” In this sense, the Israeli Army of 1956 and 1967 was superior, man for man, to the German Army of 1940.66
Chet Richards (Certain to Win: The Strategy of John Boyd, Applied to Business)
For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
In the past, firms could employ teams of statisticians, modelers, and analysts to explore datasets manually, but the volume and variety of data have far outstripped the capacity of manual analysis.
Foster Provost (Data Science for Business: What you need to know about data mining and data-analytic thinking)
long before reality TV and Facebook or Instagram — media analyst Neil Postman ominously warned, “When a population becomes distracted by trivia, when cultural life is redefined as a perpetual round of entertainments, when serious public conversation becomes a form of baby talk, when, in short, a people become an audience and their public business a vaudeville act, then a nation finds itself at risk; [and] culture-death is a clear possibility.
Mark Dice (The True Story of Fake News: How Mainstream Media Manipulates Millions)
Good product managers think about the story they want written by the press. Bad product managers think about covering every feature and being absolutely technically accurate with the press. Good product managers ask the press questions. Bad product managers answer any press question. Good product managers assume members of the press and the analyst community are really smart. Bad product managers assume that journalists and analysts are dumb because they don’t understand the subtle nuances of their particular technology. Good product managers err on the side of clarity. Bad product managers never even explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do. Good product managers send
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
By combining software with another, more readily monetized product — services, in this case — Amazon is able to efficiently extract profit from a growing, volume market. What’s more impressive, however, is that because Amazon is building primarily from either free software (in the economic sense) or software it developed internally, it is paying out minimal premiums to third parties for the services it offers. Which means that not only is AWS a volume business, it may be a high-margin business at the same time. Amazon does not break out its AWS revenues, so we’re forced to rely on estimates, but UBS analysts Brian Fitzgerald and Brian Pitz projected in 2010 that AWS’s margins would grow from 47% in 2006 to 53% in 2014. Last year, Andreas Gauger, the chief marketing officer for Amazon competitor ProfitBricks, estimated Amazon’s margins were better than 80%.
Stephen O’Grady (The Software Paradox: The Rise and Fall of the Commercial Software Market)
Sinegal trusts his gut more than he trusts Wall Street analysts. “Wall Street is in the business of making money between now and next Tuesday,” he said in the 20/20 interview. “We’re in the business of building an organization, an institution that we hope will be here fifty years from now. And paying good wages and keeping people working with you is very good business.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.
The all-seeing eye reminds us, as system analysts, that we must consider our own limitations. The System 1/System 2 related judgment and decision biases
Rich Jolly (Systems Thinking for Business: Capitalize on Structures Hidden in Plain Sight)
The evaluation of securities and businesses for investment purposes has always involved a mixture of qualitative and quantitative factors. At the one extreme, the analyst exclusively oriented to qualitative factors would say, “Buy the right company (with the right prospects, inherent industry conditions, management, etc.) and the price will take care of itself.” On the other hand, the quantitative spokesman would say, “Buy at the right price and the company (and stock) will take care of itself.” . . . Interestingly enough, although I consider myself to be primarily in the quantitative school (and as I write this no one has come back from recess—I may be the only one left in the class), the really sensational ideas I have had over the years have been heavily weighted toward the qualitative side where I have had a “high-probability insight.” This is what causes the cash register to sing. However, it is an infrequent occurrence, as insights usually are, and, of course, no insight is required on the quantitative side—the figures should hit you over the head with a baseball bat. So the really big money tends to be made by investors who are right on qualitative decisions, but, at least in my opinion, the more sure money tends to be made on the obvious quantitative decisions.
Allen C. Benello (Concentrated Investing: Strategies of the World's Greatest Concentrated Value Investors)
Business analyst is the one who is adept in confusing the customer, developer and testers simultaneously
Nipun Varma (Adventures of an Indian Techie)
For ecommerce data derived from digital experiences, such as the keywords and phrases from search engines to the frequency of purchases of various customer segments, data is most often not normally distributed. Thus, much of the classic and Bayesian statistical methods taught in schools are not immediately applicable to digital ecommerce data. That does not mean that the classic methods you learned in college or business school do not apply to digital data; it means that the best analysts understand this fact.
Judah Phillips (Ecommerce Analytics: Analyze and Improve the Impact of Your Digital Strategy (FT Press Analytics))
I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.
Simon A. Lack (Wall Street Potholes: Insights from Top Money Managers on Avoiding Dangerous Products)
The evaluation of securities and businesses for investment purposes has always involved a mixture of qualitative and quantitative factors. At the one extreme, the analyst exclusively oriented to qualitative factors would say, “Buy the right company (with the right prospects, inherent industry conditions, management, etc.) and the price will take care of itself.” On the other hand, the quantitative spokesman would say, “Buy at the right price and the company (and stock) will take care of itself.” As is so often the pleasant result in the securities world, money can be made with either approach. And, of course, any analyst combines the two to some extent—his classification in either school would depend on the relative weight he assigns to the various factors and not to his consideration of one group of factors to the exclusion of the other group. Interestingly enough, although I consider myself to be primarily in the quantitative school (and as I write this no one has come back from recess—I may be the only one left in the class), the really sensational ideas I have had over the years have been heavily weighted toward the qualitative side where I have had a “high-probability insight.” This is what causes the cash register to really sing. However, it is an infrequent occurrence, as insights usually are, and, of course, no insight is required on the quantitative side—the figures should hit you over the head with a baseball bat. So the really big money tends to be made by investors who are right on qualitative decisions but, at least in my opinion, the more sure money tends to be made on the obvious quantitative decisions. As
Jeremy Miller (Warren Buffett's Ground Rules: Words of Wisdom from the Partnership Letters of the World's Greatest Investor)
Congratulations on your exciting opportunity!” declared the blob in a voice that sounded like a mix between sandpaper and nails on a chalkboard. It appeared to be wholly ignorant of the way its voice sounded, its words infused with a joyful sincerity Paresh found unsettling. “Excuse me?” asked Paresh, who had never encountered an alien before but decided that if the first thing they did when they invaded was congratulate you, they couldn’t be all that bad. “We have identified you as a potential host body. We find your body very desirable.” No one was allowed to find his body desirable but his wife, dammit. “Host body?” “Our analysts have determined that your body’s complexion, specific gravity, and the length of its extremities are optimal for our experience.” Sita had never commented on his specific gravity, but Paresh took it as a compliment. She had commented on the length of his extremity.
Sunil Patel (The Merger: A Romantic Comedy of Intergalactic Business Negotiations, Indecipherable Emotions, and Pizza)
By some analysts’ estimates, the Cupertino company now pockets as much as 80 percent of the profits of the entire cellphone handset business.
Brent Schlender (Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader)
High-level knowledge of the fundamentals helps creative business analysts see novel formulations.
Foster Provost (Data Science for Business: What you need to know about data mining and data-analytic thinking)
there is a mismatch between available workers’ existing skill sets and jobs. This mismatch is most acute in data-oriented jobs. Research by MGI and McKinsey’s Business Technology Office suggests that the U.S. is facing a shortage of 140,000 to 190,000 individuals with analytical expertise and 1.5 million managers and analysts with the skills to understand and make decisions based on the analysis of data, and this estimate could easily be off by multiple factors.
Shawn DuBravac (Digital Destiny: How the New Age of Data Will Transform the Way We Work, Live, and Communicate)
The 49-year-old Bryant, who resembles a cereal box character himself with his wide eyes, toothy smile, and elongated chin, blames Kellogg's financial woes on the changing tastes of fickle breakfast eaters. The company flourished in the Baby Boom era, when fathers went off to work and mothers stayed behind to tend to three or four children. For these women, cereal must have been heaven-sent. They could pour everybody a bowl of Corn Flakes, leave a milk carton out, and be done with breakfast, except for the dishes. Now Americans have fewer children. Both parents often work and no longer have time to linger over a serving of Apple Jacks and the local newspaper. Many people grab something on the way to work and devour it in their cars or at their desks while checking e-mail. “For a while, breakfast cereal was convenience food,” says Abigail Carroll, author of Three Squares: The Invention of the American Meal. “But convenience is relative. It's more convenient to grab a breakfast bar, yogurt, a piece of fruit, or a breakfast sandwich at some fast-food place than to eat a bowl of breakfast cereal.” People who still eat breakfast at home favor more laborintensive breakfasts, according to a recent Nielsen survey. They spend more time at the stove, preparing oatmeal (sales were up 3.5 percent in the first half of 2014) and eggs (up 7 percent last year). They're putting their toasters to work, heating up frozen waffles, French toast, and pancakes (sales of these foods were up 4.5 percent in the last five years). This last inclination should be helping Kellogg: It owns Eggo frozen waffles. But Eggo sales weren't enough to offset its slumping U.S. cereal numbers. “There has just been a massive fragmentation of the breakfast occasion,” says Julian Mellentin, director of food analysis at research firm New Nutrition Business. And Kellogg faces a more ominous trend at the table. As Americans become more healthconscious, they're shying away from the kind of processed food baked in Kellogg's four U.S. cereal factories. They tend to be averse to carbohydrates, which is a problem for a company selling cereal derived from corn, oats, and rice. “They basically have a carb-heavy portfolio,” says Robert Dickerson, senior packagedfood analyst at Consumer Edge. If such discerning shoppers still eat cereal, they prefer the gluten-free kind, sales of which are up 22 percent, according to Nielsen. There's also growing suspicion of packagedfood companies that fill their products with genetically modified organisms (GMOs). For these breakfast eaters, Tony the Tiger and Toucan Sam may seem less like friendly childhood avatars and more like malevolent sugar traffickers.
Labor also dominates stories of elite income at the next rung down. Although only three hedge fund managers took home over $1 billion in 2017, more than twenty-five took home $100 million or more, and $10 million incomes are so common that they do not make the papers. Even only modestly elite finance workers now receive huge paydays. According to one survey, a portfolio manager at a midsized hedge fund makes on average $2.4 million, and average Wall Street bonuses exploded from roughly $14,000 in 1985 to more than $180,000 in 2017, a year in which the average total salary for New York City’s 175,000 securities industry workers reached over $420,000. These sums reflect the fact that a typical investment bank disburses roughly half of its revenues after interest paid to its professional workers (making it a better three decades to be an elite banker than to be an owner of bank stocks). Elite managers in the real economy also do well. CEO incomes—the wages paid to top managerial labor—regularly reach seven figures; indeed, the average 2017 income of the CEO of an S&P 500 company was nearly $14 million. In a typical recent year the total compensation paid to the five highest-paid employees of each S&P 1500 firm (7,500 workers overall) might amount to 10 percent of S&P 1500 firms’ collective profits. These workers do not own the assets—the portfolios or the companies—that they manage. Their incomes constitute wages paid for managerial labor rather than a return on invested capital. The enormous paydays reflect what prominent business analysts recently called a war between talent and capital—a war that talent is winning.
Daniel Markovits (The Meritocracy Trap: How America's Foundational Myth Feeds Inequality, Dismantles the Middle Class, and Devours the Elite)
Use of Average Earnings In former times analysts and investors paid considerable attention to the average earnings over a fairly long period in the past—usually from seven to ten years. This “mean figure”* was useful for ironing out the frequent ups and downs of the business cycle, and it was thought to give a better idea of the company’s earning power than the results of the latest year alone. One important advantage of such an averaging process is that it will solve the problem of what to do about nearly all the special charges and credits. They should be included in the average earnings. For certainly most of these losses and gains represent a part of the company’s operating history. If we do this for ALCOA, the average earnings for 1961–1970 (ten years) would appear as $3.62 and for the seven years 1964–1970 as $4.62 per share. If such figures are used in conjunction with ratings for growth and stability of earnings during the same period, they could give a really informing picture of the company’s past performance.
Benjamin Graham (The Intelligent Investor)
In the service sector requirements are meaningless unless they are rightly communicated, rightly related, and rightly interpreted.
Amit Kalantri (Wealth of Words)
Being able to think and invest very long term and not worry about current earnings or Wall Street analysts can be a major competitive advantage in certain businesses.
Daniel Pecaut (University of Berkshire Hathaway: 30 Years of Lessons Learned from Warren Buffett & Charlie Munger at the Annual Shareholders Meeting)
In the last few months we've seen a lot of heatlhinasia Reform rules and regulations being introduced by the Health and Human Services Department. Every time that happens, the media gets hold of it and all kinds of articles are written in the Wall Street Journal, the New York Times, and the TV network news programs talk about it. All the analysts start talking about the pros and cons, and what it means to businesses and individuals.
Project manager and business analyst roles have many intersection points. Scope management is one of them. While the project manager is responsible for “project” scope management, the business analysts are responsible for “product” scope management. Project scope is defined as the work that needs to be accomplished to deliver a product with specified features, whereas product scope represents the features of the product to meet the business needs of the project. Therefore, in order to determine the project scope correctly, the project manager should assist business analysts in defining a clear and correct product scope. After business analysts reach an agreement with business units about product scope and prepare the business case or vision and scope document, the project manager should define the project scope on the project charter document.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
Requirements gathering is the most important phase in a software development project. While it is possible to cook bad food from good ingredients, it is not possible to cook good food from bad ingredients. Similarly, although it is possible to build bad-quality software with well-defined requirements, it is impossible to deliver high-quality software with poor requirements even with the best developers.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
According to the Project Management Triangle, in an IT project you can only achieve two out of three objectives: Good, Fast, and Cheap.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
Cedar Capital Group Tokyo Review of Stats Shows Decrease in Mortality Rate in Construction Sites Cedar Capital Group in Tokyo Japan construction industry is one of the riskiest industries to work with. Not only do they have to deal with falling debris but workers also have to be aware of faulty wirings, defective equipment and weather warnings. Workers even sometimes have to lose their lives in the midst of construction. These circumstances are inevitable and precautions were already implemented even at the start of training. Yet, it cannot be denied that construction is one of the most lucrative businesses in the world today. Everywhere we go, we see buildings being built and establishments being constructed. We see new structures in developed nations. New York, America, Tokyo, Japan, Beijing, China and Seoul, South Korea are some of the leading cities which feature new construction projects almost everyday. Singapore is also not left behind. Considered as one of the most flourishing countries in the world, the little island-city has prided itself with new infrastructure projects and promise a thousand more to come. It came no surprise that the country’s journey towards urbanization was held liable for the deaths of hundreds of construction workers in the previous years. Just recently, though, Singapore has declared their concern on the number of fatalities there are in a construction project. If not of deaths, accidents resulting to fractures and minor and major injuries are also experienced in other neighboring countries. Cedar Capital Group in Tokyo Japan, one the distributor of heavy capital equipment in the country, reports to have dozens of death in the last 4 years of their operation. This, as they claim, is one of the reasons why there is a large scarcity in job application related to construction. Many companies are also faced with numerous complaints because of these deaths and injuries. According to further review, approximately one-quarter of the deaths result from exposure to hazardous substances which cause such disabling illnesses as cancer and cardiovascular, respiratory and nervous-system disorders. Analysts even warn that work-related diseases are expected to double by the year 2020 and that if improvements are not implemented now, exposures today will kill people by the year 2020. Surprisingly, though, while people are being troubled with the number of casualties in the construction sector, recent studies and statistics show fewer deaths in construction sector in the first half of the year. Specifically in Singapore, Manpower Ministry has announced only 8 death reports compared to the 17 deaths in 2014. Although this is not a reason to celebrate since there are still fatalities, Singapore’s Contractual Association stated that this is an improvement as it shows the effectiveness of the recent awareness programs and training seminars conducted across the island-city. The country aims to clear all fatalities for the next succeeding years.
Jackie Legaspi
Thus the interpretation of dreams, whether by the analyst or by the dreamer himself, is for the Jungian psychologist an entirely personal and individual business (and sometimes an experimental and very lengthy one as well) that can by no means be undertaken by rule of thumb.
C.G. Jung (Man and His Symbols)
In requirements gathering meetings giving right answers to wrong questions is worse than giving wrong answers to the right questions. Wrong questions mislead the team, generate conflicts, waste project time, and result in failure. Business analysts should prepare simple, objective, and to-the-point questions before these meetings.
Emrah Yayici (Business Analyst's Mentor Book : With Best Practice Business Analysis Techniques and Software Requirements Management Tips)
Thus the interpretation of dreams, whether by the analyst or by the dreamer himself, is for the Jungian psychologist an entirely personal and individual business (and sometimes an experimental and very lengthy one as well) that can by no means be undertaken by rule of thumb. The converse of this is that the communications of the unconscious are of the highest importance to the dreamer-naturally so, since the unconscious is at least half of his total being-and frequently offer him advice or guidance that could be obtained from no other source.
C.G. Jung (Man and His Symbols)
Many security analysts still believe that agencies are a poor investment. Not so Warren Buffett, one of the most successful investors in the world. He has taken substantial positions in three publicly held agencies, and is quoted as saying, ‘The best business is a royalty on the growth of others, requiring very little capital itself … such as the top international advertising agencies.’ If
David Ogilvy (Ogilvy on Advertising)
While he was in school, we needed to pay our bills. I had to get a job. I'd majored in music (piano). I had no business credentials, connections, or confidence, so I started as a secretary to a retail sales broker at Smith Barney in midtown Manhattan. It was the era of Liar's Poker, Bonfire of the Vanities, and Working Girl. Working on Wall Street was exciting. I started taking business courses at night and I had a boss who believed in me, which allowed me to bridge from secretary to investment banker. This rarely happens. Later I became an equity research analyst and subsequently cofounded the investment firm Rose Park Advisors with Clayton Christensen, a professor at Harvard Business School. When I walked onto Wall Street through the secretarial side door, and then walked off Wall Street to become an entrepreneur, I was a disruptor. "Disruptive innovation" is a term coined by Christensen to describe an innovation at the low end of the market that eventually upends an industry. In my case, I had started at the bottom and climbed to the top—now I wanted to upend my own career. No wonder my friend thought I'd lost my sanity. According to Christensen's theory, disruptors secure their initial foothold at the low end of the market, offering inferior, low-margin products. At first, the disrupter's position is weak. For example, when Toyota entered the U.S. market in the 1950s, it introduced the Corona, a small, cheap, no-frills car that appealed to first-time car buyers on a tight budget.
Whitney Johnson (Disrupt Yourself: Putting the Power of Disruptive Innovation to Work)
One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.
Vaughn Vernon (Implementing Domain-Driven Design)
As a Freudian, I'm not supposed to use words like evil; my business is with instinct, memory, and desire. Nevertheless, I've been wondering, lately, whether evil might exist. If it does, I've been thinking, it might be like what Freud called the navel of the dream, the place where all the lines of meaning the analyst has so carefully traced through the patient's life vanish into the unknown. But where the navel of the dream is essentially harmless phenomenon, a point where the dream's meaning is sufficiently understood, and further interpretation would be pointless, evil is a mystery with power. It reaches up into the world and makes everything mysterious.
Paul La Farge (The Night Ocean)
Binder suggests that many mergers fail because analysts and executives do not consider values and culture but rather think only about compatibility of business models and balance sheets.
Dave Logan (Tribal Leadership)
Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is?
Robert I. Sutton (The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't)
Its February 1, 2018, earnings call was almost exclusively dedicated to highlighting its service revenue, which was $31.15 billion in 2017 and could constitute a Fortune 100 company itself. That revenue is growing at 27 percent a year and represents more than half of Apple’s growth. And while its hardware business is seasonal and subject to wide peaks and troughs, its service business shows consistent, predictable growth quarter over quarter. But guess what? Some people still don’t get it! The Q&A session of that last earnings call was dominated by analyst questions around iPhone supply and demand. It’s enough to make you slam your forehead on your desk.
Tien Tzuo (Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It)
In a small, independent organization, these small wins will generate energy and enthusiasm. In the mainstream, they would generate skepticism about whether we should even be in the business. I want my organization’s customers to answer the question of whether we should be in the business. I don’t want to spend my precious managerial energy constantly defending our existence to efficiency analysts in the mainstream.
Clayton M. Christensen (The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change))
With all of the data and analytical tools at our disposal, you would not expect this, but a substantial proportion of business and investment decisions are still based on the average. I see investors and analysts contending that a stock is cheap because it trades at a PE that is lower than the sector average or that a company has too much debt because its debt ratio is higher than the average for the market. The average is not only a poor central measure on which to focus in distributions that are not symmetric, but it strikes me as a waste to not use the rest of the data.
Aswath Damodaran (Narrative and Numbers: The Value of Stories in Business)
The primary test of managerial economic performance is the achievement of a high earnings rate on equity capital employed (without undue leverage, accounting gimmickry, etc.) and not the achievement of consistent gains in earnings per share. In our view, many businesses would be better understood by their shareholder owners, as well as the general public, if managements and financial analysts modified the primary emphasis they place upon earnings per share, and upon yearly changes in that figure.
Warren Buffett