Flexibility In Business Quotes

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

You need to have firm determination but a flexible mind if you want to grow.

What is needed now is for leaders to become more open, more flexible, less egoistic and less hypocritical. We must loosen our death grip on whatever we believe to be the truth simply because it is how we want the truth to look. We must be honest with ourselves and invite honesty from others.

I have discovered there are only a handful of good ideas in the whole world. You already know them. You have heard them your entire life. Here are some of the main keys to being more successful: Take personal responsibility. Things change, so be flexible. Work smart and work hard. Serve others well. Be nice to others. Be optimistic. Have goals; want something big for yourself. Stay focused. Keep learning. Become excellent at what you do. Trust your gut. When in doubt, take action. Earn all you can. Save all you can. Give all you can. Enjoy all you've got. Above all keep it simple.

Pricing power is important in business. You want your business to have the flexibility to raise prices as needed, especially with regard to inflation.

It's important for business processes to be adaptable and flexible.

In terms of business resilience, it's important to have the ability to repurpose inputs and redirect outputs. It's important to have a good amount of flexibility designed into the businesses operating systems. When a business can answer the if this then that question over and over again with different fill in the blanks, it's got resilience.

Options are often an overlooked form of value—flexibility is one of the Three Universal Currencies (discussed later). Find a way to give people more flexibility, and you may discover a viable business model.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

Organizational restructuring is something that should take place within a company fairly regularly. With our modern day economy being as dynamic as it is, and with change being as prevalent as it is, companies need to be adaptive and flexible - and that requires regular restructuring.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

In the business of scholarship, evidence is far more flexible than opinion. The prevailing view of the past is controlled not by evidence but by opinion.

Don’t expect perfection and things to go the way you want them to when it comes to people, business, your prospects, and your social life. When things don’t go according to your desires, when the weather of life is foul, be creative and consider what may be the higher reasons why this is happening and why you must adjust. Perhaps it’s to gain forbearance, patience, inner strength, flexibility, or the ability to withhold criticism while serving as a loving model.

She downed the last of her beer, knowing that her wayward thoughts were Drunk Allison coming out to play. She wasn’t even drunk proper yet, just tipsy, but Drunk Allison was flexible like that.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Putting work in for your business is good. Your business needs you to put that work in. But don't exhaust yourself because if you drain yourself to the point of exhaustion then you become a liability to your business.

Economic Values that people typically consider when evaluating a potential purchase. They are: 1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

flexibility cannot be the solution to work-life issues as long as it is stigmatized. The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?

To a Poet" Let verse of yours be flexible, but strong, Strong as a poplar under valley's cover, Strong as the earth under a plough, long, Strong as a girl, who never knew a lover. Reliably preserve severity at length, Your verse need not be fluttering or booming, Although the Muse has very easy steps, She's not a dancer, but a goddess, ruling. Frolicsome din of interrupted rhymes -- Temptation for decline, so free and so easy -- Just leave for use by jokers in a dance On city streets for people who aren't busy. And going out on the sacred paths, Bring to melodiousness your chosen damnation. You know, she's a mistress of the mass, She craves embraces, as a dearth -- donations.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

Design thinking is about cognitive flexibility, the ability to adapt the process to the challenges.

•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time

1. Efficacy—How well does it work? 2. Speed—How quickly does it work? 3. Reliability—Can I depend on it to do what I want? 4. Ease of Use—How much effort does it require? 5. Flexibility—How many things does it do? 6. Status—How does this affect the way others perceive me? 7. Aesthetic Appeal—How attractive or otherwise aesthetically pleasing is it? 8. Emotion—How does it make me feel? 9. Cost—How much do I have to give up to get this?

The main problem with Sentinel, Fulgham believed, was that the bureau—like many big organizations—had tried to plan everything in advance. But creating great software requires flexibility. Problems pop up unexpectedly and breakthroughs are unpredictable.

High-quality and affordable childcare and eldercare • Paid family and medical leave for women and men • A right to request part-time or flexible work • Investment in early education comparable to our investment in elementary and secondary education • Comprehensive job protection for pregnant workers • Higher wages and training for paid caregivers • Community support structures to allow elders to live at home longer • Legal protections against discrimination for part-time workers and flexible workers • Better enforcement of existing laws against age discrimination • Financial and social support for single parents • Reform of elementary and secondary school schedules to meet the needs of a digital rather than an agricultural economy and to take advantage of what we now know about how children learn

Institutional changes, instead of following the path of a guided arrow, head in different and often conflicting directions: a profitable operating unit is suddenly sold, for example, yet a few years later the parent company tries to get back into the business in which it knew how to make money before it sought to reinvent itself. Such twists have prompted the sociologists Scott Lash and John Urry to speak more largely of flexibility as “the end of organized capitalism.

Our internal boundaries define and contain the unique personal characteristics of our thoughts, feelings, opinions, behaviors, beliefs, and spirituality. Boundaries help us recognize, honor, and respect our individual wants, needs, and desires. They help us define our separateness and give us safety in our intimate communications with others. If someone verbally attacks us, we maintain our internal boundary and practice self-containment by moderately expressing our thoughts and feelings about their behavior using “I” statements. Or, we may choose not to respond and silently remind ourselves that how another person acts is about that person, not about us. If someone confronts us about our behavior, we use our internal boundary to listen to what they say. We do not internalize what is said before deciding if any of it rings true for us. If we have wronged the other person, we make amends. In either situation our self-worth is not diminished because we have maintained our internal boundaries. 110:2 We use internal boundaries in various ways. An example is deciding how much personal information, such as personal history or financial information, to share with others. Conversely, we refrain from delving into others’ personal business. We might really want to ask a question or say something to someone, yet we do not because we know that person’s private life is none of our business. 111:1 When we have healthy internal boundary systems, we recognize that each individual is responsible for his or her emotional, mental, and spiritual boundaries. We allow ourselves and others to have their own thoughts, feelings, opinions, behaviors, beliefs, and spirituality. With functional boundaries we are able to meet our needs without infringing on others’ abilities to meet their needs. Our internal boundaries can be flexible and we decide what is safe and comfortable for ourselves.

Visionaries are especially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

But Welch's approach benefited GE because it made each unit accountable and did away with inefficiencies. The business rules across the company were: be number one or two in a market or get out, and generate high returns on investments. If a business unit failed in either of these areas, it was sold. Welch's method ensured that each unit was being run profitably, while allowing unit heads significant flexibility and independence. The plan worked. GE's market value skyrocketed. Valued at $12 billion in 1981, it was valued at $375 billion twenty-five years later.

Each of the eight scales represents one key area that managers must be aware of, showing how cultures vary along a spectrum from one extreme to its opposite. The eight scales are:        •  Communicating: low-context vs. high-context        •  Evaluating: direct negative feedback vs. indirect negative feedback        •  Persuading: principles-first vs. applications-first        •  Leading: egalitarian vs. hierarchical        •  Deciding: consensual vs. top-down        •  Trusting: task-based vs. relationship-based        •  Disagreeing: confrontational vs. avoids confrontation        •  Scheduling: linear-time vs. flexible-time

There's a clear link between this cultural pattern and Germany's place in history as one of the first countries in the world to become heavily industrialized. Imagine being a factory worker in the German automative industry. If you arrive at work four minutes late, the machine for which you are responsible gets started late, which exacts a real, measurable financial cost. To this day, the perception of time in Germany is partially rooted in the early impact of the industrial revolution, where factory work required the labor force to be on hand and in place at a precisely appointed moment. In other societies -particularly in developing world- life centers around the fact of constant change. As political systems shift and financial systems alter, as traffic surges and wanes, as monsoons or water shortages raise unforeseeable challenges, the successful managers are those who have developed the ability to ride out the changes with ease and flexibility.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

ALL POST-COMMUNIST SOCIETIES ARE uprooted ones because Communism uprooted traditions, so nothing fits with anything else,” explained the philosopher Patapievici. Fifteen years earlier, when I had last met him, he had cautioned: “The task for Romania is to acquire a public style based on impersonal rules, otherwise business and politics will be full of intrigue, and I am afraid that our Eastern Orthodox tradition is not helpful in this regard. Romania, Bulgaria, Serbia, Macedonia, Russia, Greece—all the Orthodox nations of Europe—are characterized by weak institutions. That is because Orthodoxy is flexible and contemplative, based more on the oral traditions of peasants than on texts. So there is this pattern of rumor, lack of information, and conspiracy….”11 Thus, in 1998, did Patapievici define Romanian politics as they were still being practiced a decade and a half later. Though in 2013, he added: “No one speaks of guilt over the past. The Church has made no progress despite the enormous chance of being separated from the state for almost a quarter century. The identification of religious faith with an ethnic-national group, I find, is a moral heresy.” Dressed now in generic business casual and wearing fashionable glasses, Patapievici appeared as a figure wholly of the West—more accurately of the global elite—someone you might meet at a fancy

In this world, a subordinate owes fealty principally to his immediate boss. This means that a subordinate must not overcommit his boss, lest his boss “get on the hook” for promises that cannot be kept. He must keep his boss from making mistakes, particularly public ones; he must keep his boss informed, lest his boss get “blindsided.” If one has a mistake-prone boss, there is, of course, always the temptation to let him make a fool of himself, but the wise subordinate knows that this carries two dangers—he himself may get done in by his boss’s errors, and, perhaps more important, other managers will view with the gravest sus- picion a subordinate who withholds crucial information from his boss even if they think the boss is a nincompoop. A subordinate must also not circumvent his boss nor ever give the appearance of doing so. He must never contradict his boss’s judgment in public. To violate the last admonition is thought to constitute a kind of death wish in business, and one who does so should practice what one executive calls “flexibility drills,” an exercise “where you put your head between your legs and kiss your ass good-bye.” The subordinate must extend to the boss a certain ritual deference. For instance, he must follow the boss’s lead in conversation, must not speak out of turn at meetings, must laugh at his boss’s jokes while not making jokes of his own that upstage his boss, must not rib the boss for his foibles. The shrewd subordinate learns to efface himself, so that his boss’s face might shine more clearly.

Spot Rumination Triggered by Emails Email is a common trigger for rumination. Text messages, Facebook comments, and tweets can be too. All the nonverbal cues, and many of the context cues, are stripped out of this type of communication. The asynchronized nature of email often adds to the issue. For example, does a slow reply to an email mean the person is disinterested? Or might it mean something else? Is the person busy? A habitual slow replier? Waiting on some information before coming back to you with a reply? Still thinking about what you’ve said? Is the person disorganized and got distracted? Not checking messages? Did your message go to spam? If you get caught in email-induced rumination, recognize if you’re jumping to any negative conclusions about why the person hasn’t responded and try coming up with alternative explanations that are plausible. Use the next experiment as a guide. Remember that slowing your breathing will always help you think more clearly and flexibly, so do this too. Experiment: Can you recall a time when a nontimely response to an email set off rumination for you? What was (1) your worst-case scenario prediction for the person’s lack of response, (2) the best-case scenario, and (3) the most likely scenario? If you struggle to think of an answer for “most likely,” pick something that falls in the middle, between your answers for the best- and worst-case scenarios. In the email incident you just recalled, did you ever find out what the reason for the slow response was? Often you won’t find out the reasons for other people’s actions, which is part of why this type of rumination tends to be so futile.

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

The researcher who led that work went on to study thousands of businesses. She found that the most effective leaders and organizations had range; they were, in effect, paradoxical. They could be demanding and nurturing, orderly and entrepreneurial, even hierarchical and individualistic all at once. A level of ambiguity, it seemed, was not harmful. In decision making, it can broaden an organization’s toolbox in a way that is uniquely valuable. Philip Tetlock and Barbara Mellers showed that thinkers who tolerate ambiguity make the best forecasts; one of Tetlock’s former graduate students, University of Texas professor Shefali Patil, spearheaded a project with them to show that cultures can build in a form of ambiguity that forces decision makers to use more than one tool, and to become more flexible and learn more readily.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

Quantity Leads to Quality For many of us, brainstorming seems unnecessary. We hear about a customer problem or need, and our brain immediately jumps to a solution. It’s human nature. We are good at closing the loop—we hear about a problem, and our brain wants to solve it. However, creativity research tells us that our first idea is rarely our best idea. Researchers measure creativity using three primary criteria: fluency (the number of ideas we generate), flexibility (how diverse the ideas are), and originality (how novel an idea is).35 Similar research shows that fluency is correlated with both flexibility and originality.36 In other words, as we generate more ideas, the diversity and novelty of those ideas increases. Additionally, the most original ideas tend to be generated toward the end of the ideation session.37 They weren’t the first ideas we came up with. So even though our brain is very good at generating fast solutions, we want to learn to keep the loop open longer. We want to learn to push beyond our first mediocre and obvious ideas, and delve into the realm of more diverse, original ideas.

Building a minimalist business does not mean settling for second best. Instead, it’s about creating sustainable companies that have the flexibility to take risks to serve the greater good, all while empowering others to do the same. Being profitable, hopefully from the very beginning, means being able to focus and to stay focused on the reason you started a business in the first place: to help others.

Coworking together is not just about welcoming remote workers. It is important for real estate because it benefits both companies and their employees equally. Collaborating takes up the most important business and expensive costs — the workplace — and renders the service. The space-as-a-service model introduces balance sheets and creates staff flexibility.

You are willing to work hard, but you want something with flexible hours. You have a baby on the way. Also, you’re sick of bosses. You want to be your own boss, but you don’t have much money to start a business.

Scientists agree that while high sensitivity allows individuals to be especially aware of nuances in their surroundings - like subtle sounds, unique smells, and different textures - it also causes people to feel overwhelmed. Stadiums and concerts and busy markets can be exasperating rather than enjoyable. So too can loud classrooms and testy tones of voice. To survive, sensitive people might try to control their surroundings, they can become less emotionally flexible, and they might even flee. Essentially, life is richer yet harder for individuals with high sensitivity. Unfortunately, rather than appreciate the valuable attributes of sensitive people, modern society often regards them disdainfully. The exceptional skills related to sensitivity are disregarded as 'soft', and the people themselves are devalued for being delicate, inhibited, reactive, rigid and anxious. Aware of the excessive scrutiny they face, sensitive kids might feign composure at school and then break down at home. They also mighty become perfectionists and react intensely to even the slightest error. Many seek constant affirmation to calm their nerves and perform poorly when watched or tested. Given these distinct responses, experts encourage adults to allow for calmer environments, gentler forms of guidance, and more compassion.

The compulsion to achieve to which we subject ourselves . . . accompanies us during leisure time, torments us even in our sleep, and often leads to sleepless nights. It is not possible to recover from the compulsion to achieve. It is this internal pressure, specifically, that makes us tired. . . . The rise of egotism, atomization, and narcissism in society is a global phenomenon. Social media turns all of us into producers, entrepreneurs whose selves are the businesses. It globalizes the ego culture that erodes community, erodes anything social. We produce ourselves and put ourselves on permanent display. This self-production, this ongoing “being-on-display” of the ego, makes us tired and depressed. . . . Fundamental tiredness is ultimately a kind of ego tiredness. The home office intensifies it by entangling us even deeper in our selves. Other people, who could distract us from our ego, are missing. . . . An absence of ritual is another reason for the tiredness induced by the home office. In the name of flexibility, we are losing the fixed temporal structures and architectures that stabilize and invigorate life.160

JIM WALTON: “Dad always said you’ve got to stay flexible. We never went on a family trip nor have we ever heard of a business trip in which the schedule wasn’t changed at least once after the trip was underway. Later, we all snickered at some writers who viewed Dad as a grand strategist who intuitively developed complex plans and implemented them with precision. Dad thrived on change, and no decision was ever sacred.

Our flexibility in capital allocation – our willingness to invest large sums passively in non-controlled businesses – gives us a significant advantage over companies that limit themselves to acquisitions they can operate. Woody Allen stated the general idea when he said: “The advantage of being bi-sexual is that it doubles your chances for a date on Saturday night.” Similarly, our appetite for either operating businesses or passive investments doubles our chances of finding sensible uses for our endless gusher of cash.

Selling in these initial stages is more akin to business development than a defined, repeatable sales process. In a business development situation, every aspect is interpreted case by case, and we adapt to the circumstances at hand. Pricing and contract terms are flexible. Selling, by contrast, is a systemic, highly standardized process.

Our UK company was established in 2012 after identifying the need for a specialist business to provide the service of “Contract Gasketing” in the UK. The decision to start this venture was based on the founders 30+ years in the industrial & automotive adhesive and sealant sector. Contract Gasketing is the use of high precision 6 axis robot systems, to automatically apply complex foam seals or adhesives directly to customers parts. This service being flexible enough to produce individual prototype parts, through the development phases to full, high-volume quantities. The benefit for the end customer, is that this robotic seal application can be adopted without the usual and significant capital investment in specialist automation and sealing technology.

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The bureaucracy of a big company like Citi often led to bad policies. Such a large firm is basically forced to make decisions for a whole organization that don’t necessarily apply well to the individual business units. Is it better, one wonders, to have uniformity of authority in decision making at the expense of flexibility? It was a demonstration of the challenges of size, the difficulty of managing a large business with hundreds of disparate units. In the mid-2000s, for example, the firm developed new rules for air travel, insisting that employees reach their destinations on the cheapest fares available, even if that meant multiple connections to get to smaller cities. Saving money was not a bad inclination in an industry notorious for profligacy, but there was no flexibility in the rule, and so my assistant, Angela Murray, was engaged in frequent battles to make sure I could arrive at out-of-town meetings on time. If I had a ten o’clock morning meeting in Omaha to discuss a deal with a potential $6 million fee, Citi still insisted on saving a few hundred bucks by booking me on a flight that arrived in the afternoon, which meant I would miss the meeting unless I traveled the day before. And because those cheaper flights often required an overnight stay, more work hours were wasted as well as any potential savings, since the firm would have to pay for a hotel and meals. I knew for a fact that the policy was revenue-negative.

Warren Buffett once said, “You can determine the strength of a business over time by the amount of agony they go through in raising prices.”4 Buffett and his partner, Charlie Munger, realized that as customers form routines around a product, they come to depend upon it and become less sensitive to price. The duo have pointed to consumer psychology as the rationale behind their famed investments in companies like See’s Candies and Coca-Cola.5 Buffett and Munger understand that habits give companies greater flexibility to increase prices.

Wi-Fi is one of the maximum vital technological developments of the present day age. It’s the wireless networking wellknown that enables us experience all of the conveniences of cutting-edge media and connectivity. But what is Wi-Fi, definitely? The time period Wi-Fi stands for wi-fi constancy. Similar to other wi-fi connections, like Bluetooth, Wi-Fi is a radio transmission generation. Wireless fidelity is built upon a fixed of requirements that permit high-pace and at ease communications among a huge sort of virtual gadgets, get admission to points, and hardware. It makes it viable for Wi-Fi succesful gadgets to get right of entry to the net without the want for real wires. Wi-Fi can function over brief and long distances, be locked down and secured, or be open and unfastened. It’s particularly flexible and is simple to use. That’s why it’s located in such a lot of famous devices. Wi-Fi is ubiquitous and exceedingly essential for the manner we function our contemporary linked world. How does Wi-Fi paintings? Bluetooth Mesh Philips Hue Wi-fi Although Wi-Fi is commonly used to get right of entry to the internet on portable gadgets like smartphones, tablets, or laptops, in actuality, Wi-Fi itself is used to hook up with a router or other get entry to point which in flip gives the net get entry to. Wi-Fi is a wireless connection to that tool, no longer the internet itself. It also affords get right of entry to to a neighborhood community of related gadgets, that's why you may print photos wirelessly or study a video feed from Wi-Fi linked cameras without a want to be bodily linked to them. Instead of the usage of stressed connections like Ethernet, Wi-Fi uses radio waves to transmit facts at precise frequencies, most typically at 2.4GHz and 5GHz, although there are numerous others used in more niche settings. Each frequency range has some of channels which wireless gadgets can function on, supporting to spread the burden in order that person devices don’t see their indicators crowded or interrupted by other visitors — although that does happen on busy networks.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley.

We all have patterns and defaults, including in the roles we play at work. The better you can accept others for who they are, the easier it will be to work with them. Flexibility will help provide an environment where everyone feels accepted for their unique strengths and skills.

If you can begin to stretch for complete acceptance, you’ll be in a place where you can focus on things you can change. Flexibility does not mean nothing can change, but it does mean that you stop trying to change others. Go ahead and change your own behavior, your reactions, your willingness to engage, and anything else you can control that will improve things. But don’t wait for other people to change.

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If freedom, flexibility, and autonomy do not create chaos in a fast-paced basketball game, what stops us from adapting the same in the business world?

In a way, what this means is today there is scientific proof that without taking a drop of alcohol, without taking any substance you can simply sit here and get drugged or stoned or drunk by yourself. If you are aware in a certain way, you can activate the system in such a way that if you sit here it is an enormous pleasure. Once simply sitting and breathing is such a great pleasure, you will become very genial, flexible, wonderful because all the time you are in a great state within yourself. No hangover. Mind becomes sharper than ever before.

When you decide to take a step to the right, you expect all parts of your body to work in unity to take that step. Actually, you do not even expect it; it is just as natural a feature of our existence as drawing breath. You would be dumbfounded if not outright terrorized if your left leg suddenly moved in the opposite direction. While this is an everyday occurrence in the corporate world, with organizations aimlessly ambling about like zombies, the problem of moving in unity becomes even more urgent if we truly aim to achieve business agility. It is only when we can harmonize the decentralized decision making in the teams with the intent of senior leadership that we can achieve real business agility. Imagine your organization moved like your body: If there is an unexpected noise in your environment, your whole body turns in that direction to assess the situation and address possible threats that might come towards you. How great would it be if your organization did the same? Flexibly reacting to changes in the environment without friction, discussion, or delay, just a seamless and natural response — would that not be true agility?

We hear all the time about how important it is to be physically fit. Our society has become ultra-focused on fitness and health. Our Facebook feeds are filled with seven-minute workouts. There are YouTube videos galore on seven days to rock-hard abs. The radio plays ads to lose ten pounds in ten days, but only if you call in the next ten minutes. Even the president told us to be physically fit. Remember the Presidential Physical Fitness Test in elementary school? A quick shuttle run, the dreaded flexed arm hang. It tested strength, endurance, flexibility, and agility. All different ways to prove we were physically fit. Or not. As a matter of fact, Americans now spend more on fitness than on college tuition.1 Over a lifetime, the average American spends more than $100,000 on things like gym memberships, supplements, exercise equipment, and personal training.2 Seems shocking, right? But where are the training programs for the thoughts in your head? Those thoughts that tell you that you have no choices when bad things happen. Those thoughts that try to convince you everything is out of your control in difficult situations. Where do you go if you want to be Thoughtfully Fit? Right here in this book.

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What was that about the family investment project?” she asks. “Just that without your cooperation your family will likely go the way of the bird,” her mother cuts in before Sirhan can muster a reply. “Not that I expect you to care.” Boris butts in. “Core worlds are teeming with corporates. Is bad business for us, good business for them. If you are seeing what we are seen—” “Don’t remember you being there,” Pierre says grumpily. “In any event,” Sirhan says smoothly, “the core isn’t healthy for us one-time fleshbodies anymore. There are still lots of people there, but the ones who uploaded expecting a boom economy were sadly disappointed. Originality is at a premium, and the human neural architecture isn’t optimized for it—we are, by disposition, a conservative species, because in a static ecosystem that provides the best return on sunk reproductive investment costs. Yes, we change over time—we’re more flexible than almost any other animal species to arise on Earth—but we’re like granite statues compared to organisms adapted to life under Economics 2.0.” “You tell ’em, boy,” Pamela chirps, almost mockingly. “It wasn’t that bloodless when I lived through it.” Amber casts her a cool stare. “Where was I?” Sirhan snaps his fingers, and a glass of fizzy grape juice appears between them. “Early upload entrepreneurs forked repeatedly, discovered they could scale linearly to occupy processor capacity proportional to the mass of computronium available, and that computationally trivial tasks became tractable. They could also run faster, or slower, than real time. But they were still human, and unable to operate effectively outside human constraints. Take

In Emily's nature, the extremes of vigour and simplicity seemed to meet. Under an unsophisticated culture, inartificial tastes, and an unpretending outside, lay a secret power and fire that might have informed the brain and kindled the veins of a hero. But she had no worldly wisdom. Her powers were un- adapted to the practical business of life. She would fail to defend her most manifest rights, to consult her most legitimate advantage. An interpreter ought always to have stood between her and the world. Her will was not very flexible, and it generally opposed her interest. Her temper was magnanimous, but warm and sudden ; her spirit altogether unbending.

Your system of value creation has to be flexible and adaptable. Like your strategy, it too has to evolve over time, and respond to—or better yet, anticipate—changes in the business environment or within the firm itself that can make its elements obsolete.

WeWork’s core business was simple. It leased space, cut it up, and rented out each slice with an upcharge for hip design, flexibility, and regular happy hours. Other companies had risen, and in many cases fallen, by offering more or less the same service, which amounted to a straightforward arbitrage: lease long, rent short, and collect the margin.

Many of us spend time thinking about all the ways other people could be different. Flexibility allows us to save our time and energy for things we can control.

Letting go of judgment and accepting others just as they are is difficult. However, it’s one of the most powerful Thoughtfully Fit practices. Flexibility teaches us the value of acceptance—full and unconditional acceptance of others. Even, or maybe especially, when you don’t agree with their choices or behaviors. It’s much easier to accept others when we agree with them 100 percent.

It requires leaders to design organizations that can succeed in mature businesses where success comes from incremental improvement, close attention to customers, and rigorous execution and to simultaneously compete in emerging businesses where success requires speed, flexibility, and a tolerance for mistakes. We refer to this capability as ambidexterity—the ability to do both. If leaders are the linchpin to success, then ambidexterity is the weapon with which they must do battle. We believe ambidexterity is the key to solving the innovator’s dilemma. How leaders and companies can do this is the story we tell here.

Call center solutions for small business What does it mean to develop a call center solutions that is small business friendly? It is unique to each organisation, which necessitates that the design be designed on a case-by-case basis. Do you have a partner who is willing to help you build your solution from the ground up? Scaling is a crucial aspect of developing a call center solution for a small organisation. Tiny businesses aren't always small businesses. By the end of a single year, a company that accepts a few dozen calls per week may be taking several hundred calls per day — Alternatively, they could remain the same size. It depends on a number of things, one of which is whether they are committed to providing the resources their customers and employees require for organic growth. Speak with your technology solutions provider about scalability if you want to provide your company the chance to expand. ChaseData offers a variety of scalability alternatives, including solutions that allow for remote agent flexibility, allowing your team to grow and shrink as needed. That way, you'll always be in control of your labour costs, and you'll have the correct number of employees on hand to handle whatever your customer base throws at you! Small Business Still Be Smart A prevalent assumption is that small business call center solutions must be limited in terms of features and capabilities. This is absolutely not the case. When it comes to the technology employed in today's call centers, small can be mighty. One of the most pressing concerns when it comes to increasing efficiency and productivity in a call center – whether large or small – is reducing time spent on repetitive information. Consumers frequently say that they spend several minutes providing simple information to call center personnel, including repeating it several times for verification or because their call has been moved. This process is not only inconvenient for the caller, but it can also be a waste of time and money for your call center! Using smarter technology to limit the quantity of data that must be transmitted is a wonderful approach to improve productivity, efficiency, and customer happiness. It assists in the reduction Our Topics Tags -: ivr solutions in delhi | voice blaster | voice logger | GSM PRI Gateway | GSM VoIP Gateway | Gsm gateway

Let’s face it: we judge. We all do. It’s part of our humanity. We might never say anything aloud, but we judge, or at the least, we wish others would be different or act differently. Admit it: when you’re at the grocery store, are you secretly looking at someone else’s cart and thinking, Ooh, don’t you know diet soda will kill you? Gosh, that’s loaded with carbs. When you experience or observe behavior you don’t like, Pause and Think by asking yourself: Is this in my control? Is this any of my business? When it’s not your business and/or not in your control, you need to Act by practicing Flexibility.

Oftentimes, your Flexibility practice won’t be visible to someone else, as it may be just letting go and moving on. In those instances, that will be for your benefit. But finding a way to demonstrate empathy or compassion, as opposed to judgment or avoidance, can also help strengthen the relationship. If you can’t accept and move on, can you get curious? Rather than making assumptions about what the other person is thinking or feeling, ask them. This can still feel like judgment, and so part of your job is to feel curious, not pretend or go through the motions. You need to try to move past your initial feelings and get to a place of curiosity and, ultimately, acceptance of what is.

Flexibility, like all the Thoughtfully Fit practices, is something you need to work on to improve. Start simple, such as with the outrageous dresser at the parent-teacher meeting or the glacially slow cashier at the convenience store. Find the places where things are none of your business and affect you the least, and use those as your training ground. You’ll be building your Flexibility muscles, so they’ll be ready in more challenging circumstances.

Yet evidence reveals that when business executives compete in tournaments to price products, the best strategists are actually slow and unsure. Like careful scientists, they take their time so they have the flexibility to change their minds.

Exhibit #2 ________ Director of Marketing Dear ________: Special, highly effective TV exposure at half the ordinary cost, even a smaller fraction of the ordinary cost — even free! Yes, it is possible. Our annual ARTHRITIS FOUNDATION TELETHON has moved to CHANNEL 10 (Phoenix' CBS affiliate), and we are offering an expanded, more flexible, more creative range of Sponsor Opportunities to businesses of all sizes in the valley. Many corporate sponsors last year actually participated spending little or no money — the funds were raised through fundraising events or promotions involving their employees or customers. For example, one major corporation used several Employee Promotions, and raised over $50,000.00. A small company used a Bowl-A-Thon with their employees, employees' family members, and friends, and raised $5,000.00. Both received excellent exposure on the Telethon. AND THIS YEAR, THE OPPORTUNITIES ARE EVEN GREATER.

The Ultimate Inflation Hedge What can we do then to mitigate the effects of inflation? The same thing that Buffett and Munger would do if there were no inflation. We’d buy great businesses with excellent management at a fair to bargain price and leave them alone. While inflation is still undesirable, well-run businesses that employ relatively little capital, that throw off lots of cash and that have pricing flexibility will cope well with inflation.

They reallocate resources flexibly and on an ongoing basis, rather than going through sudden divestitures or restructurings.

Again, Amazon builds “failure” into its budgets to give it the flexibility to allocate resources to many things they know will fail. Not only will the few successes overcome the multiple failures, but Amazon learns from, and builds upon, its failures to make other endeavors successful.

A foundation of values surrounded by those flexible rings of changeable tactics is the strongest basis for stability in business today. You can most successfully change what you’re doing and how you do it if you have a clear sense of who you are.

Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility.

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1.   Identify your core capabilities as a business. Can you define precisely what gives your company competitive advantage? How easily can it be imitated? How do you deliver value to your customers? Evaluate your business as a set of processes and capabilities. Be clear on the definition, and break down big processes into smaller functions and services. 2.   Identify the services. Think through what the service, and the API for the service, might be. How do you make it a “black box”? In other words, how will you protect it from replication and theft? 3.   Where’s your advantage? How would you offer best-in-class commercial terms? Commercial terms include cost, speed, availability, quality, flexibility, and features. 4.   Can it be profitable? Would these commercial terms and capabilities be viable in the market? Would it be a viable profitable business for you? 5.   Test and evaluate. You have a critical and fact-based understanding of your core capabilities, their gaps, and the potential benefit (or lack thereof) of a platform. Build your agile approach to testing, learning, and building value as you go.

Being flexible and, more important, empathetic, in business partnerships is essential.

With too many children an organized schedule is needed Needed to have a private time with each child Each child needs quality time with his mother or father Father knows how to organize his busy schedule Schedule is scheduled. Parents and children should be flexible Flexible toward variables, incidents, and true Parents Parents Exist

There are no ready-to-use modules with RPA. Most of the development is bespoke, and all process flows need to be built almost from scratch. The connections also need to be constructed. This results in a more flexible design and implementation of the programs developed, which can fit with more specific business requirements. The key advantage of RPA is that it allows the creation of automation programs that can involve legacy systems (e.g., those which can’t use APIs) or address non-standard requirements (e.g., onboarding of clients for a broker insurance company under Singapore regulations). However, with RPA, the lack of native integration amongst the components has weaknesses. For example, it involves less robustness, weaker data integrity, and lower resilience to process changes. If one part of an RPA program fails, the whole end-to-end process is stopped. As an outcome, based on our experience, the leading practice is to use low-code and smart workflow platforms as a foundation of the overall automation platform. In contrast, RPA is used for any integration of the overall platform with legacy systems or for automation of bespoke processes.

option. Never forget that while you’re a salesperson, you are also in the service business—and sometimes that means being flexible and playing by someone else’s rules.

Boundaries are obviously an idea closely related to containers. Boundaries should be flexible, letting in what you want and keeping out what you don’t want. You want to avoid shutting everyone out all the time indiscriminately. And you want to control any urges to merge with others. It would be nice, but it just doesn’t work for long. You lose all of your autonomy. Many HSPs tell me that a major problem for them is poor boundaries—getting involved in situations that are not really their business or their problem, letting too many people distress them, saying more than they wanted, getting mired in other people’s messes, becoming too intimate too fast or with the wrong people. There’s one essential rule here: Boundaries take practice! Make good boundaries your goal.

You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning. Down that road—after many iterations—you may learn that some element of your product or strategy is flawed and decide it is time to make a change, which I call a pivot, to a different method for achieving your vision.

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

We need to encourage habits of flexibility, of continuous learning, and of acceptance of change as normal and as opportunity - for institutions as well as for individuals.

rather than heavy annual budgeting processes and efficiency-oriented values, the outlier firms invest in increasing their flexibility, even if this might lead to a small degree of

access to assets, rather than ownership, provides flexibility and scalability without having to commit to a particular path

Virtual Contact Center allows employees to provide customer service support for certain products from home. As Bezos puts it, “This flexibility is ideal for many employees who, perhaps because they have young children or for another reason, either cannot or prefer not to work outside the home.” —Bezos (2013 Letter)

art of hand-to-hand fighting in which the weight and efforts of the opponent are used to bring about his defeat,” judo strategy exploits “techniques [that] are generally intended to turn an opponent’s force to one’s own advantage rather than to oppose it directly.”1 In the world of business, we use the term “judo strategy” to describe a particular way of competing. A judo approach to competition emphasizes the use of movement and flexibility to

Remember and Share - For some businesses, forming habits is a critical component to success, but not every business requires habitual user engagement. - When successful, forming strong user habits can have several business benefits including: higher customer lifetime value, greater pricing flexibility, supercharged growth, and a sharper competitive edge. - Habits can not form outside the “Habit Zone,” where the behavior occurs with enough frequency and perceived utility. - Habit-forming products often start as nice-to-haves (vitamins) but once the habit is formed, they become must-haves (painkillers). - Habit-forming products alleviate users’ pain by relieving a pronounced itch. - Designing habit-forming products is a form of manipulation. Product builders would benefit from a bit of introspection before attempting to hook users to make sure they are building healthy habits, not unhealthy addictions (more to come on this topic in chapter eight).

I hate interruptions, especially when I have a deadline. Can’t people see I am busy? Jesus was having a busy day. A synagogue official’s daughter lay dying, and he begged Jesus to heal her. What a prime opportunity for Jesus to win over one of the religious leaders! Surely He should have accompanied this important official in haste and with single-minded determination. Jesus did not allow the pressure of a dying child to interfere with another divine appointment arranged by His heavenly Father. Can you imagine the official counting the minutes when Jesus stopped to question the crowd? Yet Jesus had time for both needs, and the official’s child benefited from a more glorious healing than she would have earlier. Just as Jesus trusted His heavenly Father to orchestrate His schedule, we also must trust the Architect of our days. Dear Lord, forgive me for the times I have ignored Your divine appointments. Help me keep my schedule flexible to respond to Your promptings.

I visited with every customer it made sense to see. I sought to discover what they liked and disliked about their current situation and suppliers, and tried to position my company as a better partner that was easier to work with, more flexible, and more eager to meet their needs. I asked lots of questions, toured their facilities, and talked about improvements to our product and ways we were willing to customize our service. It didn’t take long to learn that it was a lot more fun calling on business owners and senior executives than purchasing agents,

Running a business with the customer in charge requires total dedication to becoming flexible.

Web designing with PHP is the good choice, PHP programming services are compatible for all browsers as well as flexible, easy to control, edit and read. Our PHP experts love to play with new technology and updated features, customizing website to the business needs resulting in gaining more traffic.

The pressure on life businesses and the capital fears prompted by the 2008 crisis have prompted the industry to build bigger capital cushions and cut costs. This has left insurers in a relatively good position. Investors have enjoyed decent dividends with payouts increasing by a cumulative 70% since 2009, according to FactSet. For shareholders, the risks to returns from life insurance have, so far, been balanced by earnings from nonlife insurance and asset management. Germany’s Allianz has U.S. bond house Pacific Investment Management Co. and nonlife insurance businesses, like property and casualty cover, around the world. Pimco has done well as interest rates declined and bond prices rose, but is expected to suffer once rates rise again—especially since founder Bill Gross walked out. France’s Axa similarly has global nonlife businesses and a large investment manager. However, these businesses ultimately will suffer from low investment returns. In nonlife, insurers can combat this with tougher underwriting standards. But demand for property-type insurance also suffers in a slower economy. Allianz has the lowest financial leverage of the big-three eurozone life insurers, and so has more flexibility to look for higher returns abroad. It also has a substantial general insurance business in the U.S., where rates should head higher sooner, and a higher expected dividend yield than France’s Axa or Italy’s Generali for this year and next.

1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

The message: Paris and Rome must reform their economies, removing barriers to the creation of businesses and jobs. Countries with the flexibility to spend more while staying within EU deficit rules should do so, creating what Mr Draghi described as “a more growth-friendly overall fiscal stance for the euro area”. Though the ECB president did not name names, that suggestion was widely interpreted as a call for Germany, the eurozone’s dominant economic power, to raid its fiscal coffers. “The part of Mr Draghi’s speech on the fiscal stance was an innovation,” says Lucrezia Reichlin, a professor at London Business School and a former head of research at the ECB. “The idea of co-ordination between monetary and fiscal policy from a euro area perspective is a hint to Germany.” France, already used to the ECB’s grumbles that it should do more to restructure the economy, received Mr Draghi’s calls warmly.

Companies kept stricter control of their labour costs, increasingly contracting out production in industrial businesses and re-engineering middle-management. Computerisation and improved communications then sped the process up, making it easier for companies to export jobs abroad, to reshape them so that they could be done by less skilled contract workers, or to eliminate them entirely. This has all resulted in a more rootless and flexible labour force.

Agile project management is a style of project management that focuses on early delivery of business value, continuous improvement of the project’s product and processes, scope flexibility, team input, and delivering well-tested products that reflect customer needs.

Visionaries are specially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders of lots of iterations. The basis for success then, and for continual product excellence, is speed. Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

The pressure to provide services better, faster and cheaper is forcing the legal industry to behave more like a business in an ever-changing economy. Law firms will have to sacrifice the premium pricing of the billable hour in order to improve efficiency and productivity. Law firms will have to become more flexible in their pricing models and strategies. They will have to listen much more closely to their clients and customers.

Acknowledging what you can't see-getting comfortable with the fact that there are a large number of two-inch events occurring right now, out of our sight, that will affect us for better or worse, in myriad ways- helps promote flexibility...to be truly humble, those leaders must first understand how many of the factors that shape their lives and businesses are-and always will be-out of sight.

The most important pillar behind innovation and opportunity—education—will see tremendous positive change in the coming decades as rising connectivity reshapes traditional routines and offers new paths for learning. Most students will be highly technologically literate, as schools continue to integrate technology into lesson plans and, in some cases, replace traditional lessons with more interactive workshops. Education will be a more flexible experience, adapting itself to children’s learning styles and pace instead of the other way around. Kids will still go to physical schools, to socialize and be guided by teachers, but as much, if not more, learning will take place employing carefully designed educational tools in the spirit of today’s Khan Academy, a nonprofit organization that produces thousands of short videos (the majority in science and math) and shares them online for free. With hundreds of millions of views on the Khan Academy’s YouTube channel already, educators in the United States are increasingly adopting its materials and integrating the approach of its founder, Salman Khan—modular learning tailored to a student’s needs. Some are even “flipping” their classrooms, replacing lectures with videos watched at home (as homework) and using school time for traditional homework, such as filling out a problem set for math class. Critical thinking and problem-solving skills will become the focus in many school systems as ubiquitous digital-knowledge tools, like the more accurate sections of Wikipedia, reduce the importance of rote memorization. For children in poor countries, future connectivity promises new access to educational tools, though clearly not at the level described above. Physical classrooms will remain dilapidated; teachers will continue to take paychecks and not show up for class; and books and supplies will still be scarce. But what’s new in this equation—connectivity—promises that kids with access to mobile devices and the Internet will be able to experience school physically and virtually, even if the latter is informal and on their own time.

Being flexible means to explore the alternative ways to solve problems. Never think there is a short list of solutions you can pick from,

Flexible Business Systems

The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?” DANGER:

Winter arrived with the month of June, which is the December of the northern zones, and the great business was the making of warm and solid clothing. The musmons in the corral had been stripped of their wool, and this precious textile material was now to be transformed into stuff. Of course Cyrus Harding, having at his disposal neither carders, combers, polishers, stretchers, twisters, mule-jenny, nor self-acting machine to spin the wool, nor loom to weave it, was obliged to proceed in a simpler way, so as to do without spinning and weaving. And indeed he proposed to make use of the property which the filaments of wool possess when subjected to a powerful pressure of mixing together, and of manufacturing by this simple process the material called felt. This felt could then be obtained by a simple operation which, if it diminished the flexibility of the stuff, increased its power of retaining heat in proportion.

Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The

I mean, seriously, dude,” he said, “I allow flexible hours, but this eleven thirty shit has to stop. It makes me look bad to my boss when he sees you rolling in so late.” “I’m sorry,” I said. I didn’t know how to explain that I had willfully and radically rearranged my priorities and, as a consequence, no longer gave a damn about work. Sure, I was willing to maintain my Business-Man persona, but only in ways that suited me as a family man. “I’ll try to work it out so I get in sooner.” “Don’t try, idiot. Do. Ten o’clock. That’s the latest I want you coming in.” “Ten o’clock . . .” I shook my head and let out a long, contemplative sigh. I did the math, working backward from ten o’clock: Leave the house by nine. Kids over to Mary’s at eight thirty, which gives me only thirty minutes to eat, shower, and get dressed. That won’t work. The alternative is waking up earlier, like around six. No fucking way. “I don’t know if that’s going to work.” He laughed. “Ten o’clock. Make it happen.” I knew I couldn’t give him a plausible explanation for my eleven thirty start time. No one in the chain of command above me at work would care about my Best Practices. So, in the end, I lied. “Ten o’clock it is.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

Aging means losing things, and not just eyesight and flexibility. It means watching the accomplishments of your youth be diminished, maybe in your own eyes through perspective, maybe in the eyes of others through cultural amnesia. Most people live anonymous lives, and when they grow old and die, any record of their existence is blown away.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

Gartner predicts that by 2020, more than 80 percent of software providers will have shifted to subscription-based business models. As a recent Deloitte paper notes, the big technology firms simply can’t afford not to offer subscription models: “As more and more customers demand more flexible payment models, the continued viability of many companies, and even entire industries, is being threatened. Those that fail to at least explore consumption-based offerings may end up on the path to obsolescence.

IT buyers prefer opex to capex. Historically software companies have preferred capital expenditures (capex) for technology investments, as this afforded them the ability to take advantage of amortization and depreciation of the capital investments over a period of time. But as technology shifts to the cloud, there’s a complementary shift happening in favor of opex over capex. Operating expenses bear the advantage of a pay-as-you-go model for services used with comparatively little to no up-front investment. Not only is this a greater value prop, as a business is getting exactly what it pays for, but it’s also a strategy for freeing up cash to drive growth, and a way for large enterprises to be nimble rather than locked into expensive IT infrastructure that lacks flexibility and often serves as nothing more than a bottleneck for transformation.

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The point of school, after all, isn’t to do homework. The point of school is to learn. It was a mistake to assume that teachers—or anyone else, for that matter—automatically knew what was best for me. Rules are there to help us—to create a culture, to streamline productivity, and to promote success. But we’re not computers that need to be programmed. If you approach your bosses or colleagues with respect, and your goals are in alignment, there’s often room for a little customization and flexibility. And on the other side, those in positions of power shouldn’t force people to adhere to a plan for the sake of protocol. The solution, always, is to listen carefully—to your own needs and to those of the people around you.

Compare it with water – which flows freely and naturally. Taking the shape the situation requires. “To grow my business, I need to become free-flowing and flexible like water.” In practical terms, what this meant was losing one’s ego. Seeing more in other people. “Mujhe log dikhai dene lage…unki capability dikhai dene lag gayi.” (I became more sensitive to the capabilities of my people.)

The reason is that the state has an interest in promoting the familial arrangement whereby a mother and a father raise the children that came from their union. The state has been in the marriage business for the common good and for the well-being of the society it is supposed to protect. Kids do better with a mom and a dad.1 Communities do better when husbands and wives stay together. Hundreds of studies confirm both of these statements (though we all can think of individual exceptions I’m sure).2 Same-sex marriage assumes that marriage is redefinable and the moving parts replaceable. By recognizing same-sex unions as marriage, just like the husband-wife relationship we’ve always called marriage, the state is engaging in (or at least codifying) a massive reengineering of our social life. It assumes the indistinguishability of gender in parenting, the relative unimportance of procreation in marriage, and the near infinite flexibility as to what sorts of structures and habits lead to human flourishing.3

Hyper, my 5-star rated book on responsive, agile, and flexible BI, breaks Amazon's Top 10 Best Sellers in Information Management (12/23/15, Kindle Edition).

Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.

Rather than setting up a separate diversity committee or women’s committee with dedicated resources, I recommend that companies instead assemble small, temporary, twenty-first-century leadership task forces. This is an efficient, flexible team with the knowledge and authority to make decisions and the seniority and business networks to influence key stakeholders. Such a team would emphasize the accountability of business leaders for making change happen.

good storyteller, build good relationships internally and externally with key ecosystem constituents, take calculated risks, be quickly adaptable and flexible, communicate humbly but firmly, recruit all the time, implement sound business processes, and execute-execute-execute pragmatically within your ecosystem with purpose! If not, success will be just a pipe dream or fleeting experience, as building a start-up successfully is quite difficult. And great ideas don’t just come to you. You must pursue them. Regardless of what your vision for the future is, find ways to keep strengthening your pragmatic combination of mind-set, skill set, direction, strategies, know-how, and execution! If the featured young

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

When successful, forming strong user habits can have several business benefits including: higher customer lifetime value (CLTV), greater pricing flexibility, supercharged growth, and a sharper competitive edge.

Business Process Management (BPM) is a systemic approach for capturing, designing, executing, documenting, measuring, monitoring, and controlling both automated and non-automated processes to meet the objectives and business strategies of a company. BPM embraces the conscious, comprehensive, and increasingly technology-enabled definition, improvement, innovation, and maintenance of end-to-end processes. Through this systemic and conscious management of processes, companies achieve better results faster and more flexibly.

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning.

What is the House of Clinton? It is a large family syndicate predicated on the three facts. One, Bill is a amoral, well-connected ex-president and good old boy schmoozer who enjoys a lifestyle that only ethical misconduct can ensure. Two, a less charismatic Hillary plays good cop to his bad, and for thirty years has been seen by donors as the likely first female president. Three, as flexible liberals, they have no ideological reluctance to snag Wall Street and corporate pay-for-play cash — and they let that be known to the one-percent who in turn feel that the Clintons’ populist verbiage is simply good insurance. The result is that although Bill, Hillary, and Chelsea are not business people, they became multimillionaires precisely because they can offer access and at least the scent of favorable government treatment to billionaires.

learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

I busied myself with the seaweed, while Stephen pulled out flexible opaque salmon bones. After skinning the fish, he sliced it down the center seam, creating two pieces, which he cut into quarter-inch-thick slices. Then, like magic, he transformed a knob of ginger into a miniature golden haystack. I handed him the slippery piece of kelp, which he squared off and placed on a bamboo sushi roller. Next, he laid several slices of salmon across the shiny middle, sprinkled it with a few threads of ginger, and rolled it up like a nori roll. After sealing the cylinder in plastic wraps, he handed it to me. "Cut this into bite-size pieces." The sweet and tangy kelp yielded like a cooked lasagna noodle under the sharp knife, creating exotic coral-and-sienna pinwheels. Next, we made delicate egg crepes to wrap around thick oily slices of mackerel that we soaked in a bracing mix of dashi, sugar, and soy. This was followed by a small "salad" of lightly salted white fish "noodles" tossed with salmon roe and lemony yuzu.

Remain open to change and you will succeed.

We pride ourselves on providing the most flexible Solo 401k plan on the planet. You can invest in what you want, and when you want. There are no minimums to open or use your plan. You can contribute on your own schedule. You can change your adopting employer, or plan trustees at any time. All without any hidden fees ever. Nabers Group is a A+ Better Business Bureau Accredited business with a fanatical dedication to excellence in customer service and lifetime customer support to account holders.

Be You, Be Aware, Be Flexible.

The MTA had limited flexibility to cut its expenses. The subways had very high fixed costs and the Transit Authority needed to provide enough services for the four-hour peak commuting period. While a private business would have tried to replace full-time workers with part-time workers or scaled back salaries and benefits, those were not feasible options for a state-run enterprise whose workers were politically influential. Instead, a new union contract in 1968 allowed transit workers to retire with half pay after twenty years of work, exacerbating the MTA’s financial problems and affecting service quality after most of the car maintenance workers and 40 percent of the electrical workers retired in the next two years.75 With

quality or qualities that would be necessary for business success in the twenty-first century. It finally concluded that the most important quality required for success would be "flexibility.” It would be the ability to rapidly react and respond to the accelerating rate of change in all areas. The development of this attitude of flexibility, accepting that "the answers have changed,” would give an individual or organization a tremendous advantage over more rigid and inflexible competitors.

Strong enough to be weak Successful enough to fail Busy enough to make time Wise enough to say "I don't know" Serious enough to laugh Rich enough to be poor Right enough to say "I'm wrong" Compassionate enough to discipline Mature enough to be childlike Important enough to be last Planned enough to be spontaneous Controlled enough to be flexible Free enough to endure captivity Knowledgeable enough to ask questions Loving enough to be angry Great enough to be anonymous Responsible enough to play Assured enough to be rejected Victorious enough to lose Industrious enough to relax Leading enough to serve Poem by Brewer, as cited by Hansel, in Holy Sweat, Dallas Texas, Word, 1987. (p. 29)

Existential Flexibility is the capacity to initiate an extreme disruption to a business model or strategic course in order to more effectively advance a Just Cause.

Achieving business agility requires a more flexible approach to all types of contracts. How this is achieved depends on the nature and type of contract, but each must be considered in terms of the adaptability that may be required as strategy evolves.

Network Marketing is a flexible, credible and exciting way to build a business and change your life. But it isn’t a get rich quick scheme that will transform your life overnight with no effort or commitment on your part. People fail in Network Marketing just as they do in every part of life because they fear their own dreams, they fail to plan and they allow apathy and self-doubt to keep them firmly stuck in their comfort zone.

The traditional lecture format of the twentieth century (which is still largely used in business schools) was quite adapted to the bygone industrial era. In that format, one enlightened person talks (the teacher as knowledge giver) while the students (a-lumni, “those who do not see the light”) listen passively. Such traditional setting worked well in a world in which knowledge access was limited, environmental changes were slower and hierarchical organizations relied on passive workers mostly to relay information and obey orders. In our digital, post-industrial age, organizations that thrive are those that have flexible structures, adaptable strategies and a culture of constant learning and collaboration among so-called “knowledge workers”. Modern companies expect students to become autonomous information seekers and problem solvers. Students expect to be given tools, methods and concepts that will make them better at thinking critically and creatively (Lima, 2003). But that is not always what they find in passive learning environments.

As a result, new parents’ habits are more flexible at that moment than at almost any other period in an adult’s life.

 Decouple benefits from jobs to increase flexibility and dynamism. Tying health care and other mandated benefits to jobs makes it harder for people to move to new jobs or to quit and start new businesses. For instance, many a potential entrepreneur has been blocked by the need to maintain health insurance.

If we focus on substance over size, sustainability over consumption, we can create a solo business that is efficient and profitable. This may seem entirely conceptual (and it is), but changing your philosophy from “Bigger is Better” to “Business Edited” will allow you more freedom, flexibility, and profit. Living Business Edited You may want to grow your business into a thriving company. And that’s a great goal. But the philosophy can be the same. Create a business based on substance over size. Bigger is not better. Become an expert in efficiency and embrace the less stuff, less overhead philosophy. Here are a few examples of how to live Business Edited: Focus on a niche instead of trying to do everything for everyone (think small target market over large target market) Get rid of paper – no one reads brochures! Embrace technology that helps you integrate and organize (think iPad over PC) Choose sustainable and local whenever you can Create a leaner office space Choose dual purpose items Don’t purchase “stuff”  – purchase only what you truly need Minimalism

Finally, every society develops a system of aesthetic standards that get manifested in everything from decorative art, music, and dance to the architecture and planning of buildings and communities. There are many different ways we could examine artistic systems. One way of thinking about it is to observe the degree to which a society's aesthetics reflect clear lines and solid boundaries versus fluid ones. Many Western cultures favor clean, tight boundaries whereas many Eastern cultures prefer more fluid, indiscriminate lines. In most Western homes, kitchen drawers are organized so that forks are with forks and knives are with knives. The walls of a room are usually uniform in color, and when a creative shift in color does occur, it usually happens at a corner or along a straight line midway down the wall. Pictures are framed with straight edges, molding covers up seams in the wall, and lawns are edged to form a clear line between the sidewalk and the lawn. Why? Because we view life in terms of classifications, categories, and taxonomies. And cleanliness itself is largely defined by the degree of order that exists. It has little to do with sanitation and far more to do with whether things appear to be in their proper place. Maintaining boundaries is essential in the Western world; otherwise categories begin to disintegrate and chaos sets in.13 Most Americans want dandelion-free lawns and roads with clear lanes prescribing where to drive and where not to drive. Men wear ties to cover the adjoining fabric on the shirts that they put on before going to the symphony, where they listen to classical music based on a scale with seven notes and five half steps. Each note has a fixed pitch, defined in terms of the lengths of the sound waves it produces.14 A good performance occurs when the musicians hit the notes precisely. In contrast, many Eastern cultures have little concern in everyday life for sharp boundaries and uniform categories. Different colors of paint may be used at various places on the same wall. And the paint may well “spill” over onto the window glass and ceiling. Meals are a fascinating array of ingredients where food is best enjoyed when mixed together on your plate. Roads and driving patterns are flexible. The lanes ebb and flow as needed depending on the volume of traffic. In a place like Cambodia or Nigeria, the road space is available for whichever direction a vehicle needs it most, whatever the time of day. And people often meander along the road in their vehicles the same way they walk along a path. There are many other ways aesthetics between one place and another could be contrasted. But the important point is some basic understanding of how cultures differ within the realm of aesthetics. Soak in the local art of a place and chalk it up to informing your strategy for international business.

Some creators shy away from systems because they seem overpowering and rigid. However, in reality, strong systems are the only way in which you will ever have time and space for flexibility. This is true for content production, business, and many other areas of life.

Maybe tangled will be a spectacular rump. maybe i will adore it: it could happen. But one thing is for sure: tangled will not be rapunzel. And thats too bad , because rapunzel is an specially layered and relevant fairytale, less about the love between a man and a woman than the misguided attempts of a mother trying to protect her daughter from (what she perceives ) as the worlds evils. The tale, you may recall, begins with a mother-to-bes yearning for the taste of rapunzel, a salad green she spies growing in the garden of the sorceress who happens to live next door. The womans craving becomes so intense , she tells her husband that if he doesn't fetch her some, she and their unborn baby will die. So he steals into the baby's yard, wraps his hands around a plant, and, just as he pulls... she appears in a fury. The two eventually strike a bargain: the mans wife can have as much of the plant as she wants- if she turns over her baby to the witch upon its birth. `i will take care for it like a mother,` the sorceress croons (as if that makes it all right). Then again , who would you rather have as a mom: the woman who would do anything for you or the one who would swap you in a New York minute for a bowl of lettuce? Rapunzel grows up, her hair grows down, and when she is twelve-note that age-Old Mother Gothel , as she calls the witch. leads her into the woods, locking her in a high tower which offers no escape and no entry except by scaling the girls flowing tresses. One day, a prince passes by and , on overhearing Rapunzel singing, falls immediately in love (that makes Rapunzel the inverse of Ariel- she is loved sight unseen because of her voice) . He shinnies up her hair to say hello and , depending on the version you read, they have a chaste little chat or get busy conceiving twins. Either way, when their tryst is discovered, Old Mother Gothel cries, `you wicked child! i thought i had separated you from the world, and yet you deceived me!` There you have it : the Grimm`s warning to parents , centuries before psychologists would come along with their studies and measurements, against undue restriction . Interestingly the prince cant save Rapuzel from her foster mothers wrath. When he sees the witch at the top of the now-severed braids, he jumps back in surprise and is blinded by the bramble that breaks his fall. He wanders the countryside for an unspecified time, living on roots and berries, until he accidentally stumbles upon his love. She weeps into his sightless eyes, restoring his vision , and - voila!- they rescue each other . `Rapunzel` then, wins the prize for the most egalitarian romance, but that its not its only distinction: it is the only well-known tale in which the villain is neither maimed nor killed. No red-hot shoes are welded to the witch`s feet . Her eyes are not pecked out. Her limbs are not lashed to four horses who speed off in different directions. She is not burned at the stake. Why such leniency? perhaps because she is not, in the end, really evil- she simply loves too much. What mother has not, from time to time, felt the urge to protect her daughter by locking her in a tower? Who among us doesn't have a tiny bit of trouble letting our children go? if the hazel branch is the mother i aspire to be, then Old Mother Gothel is my cautionary tale: she reminds us that our role is not to keep the world at bay but to prepare our daughters so they can thrive within it. That involves staying close but not crowding them, standing firm in one`s values while remaining flexible. The path to womanhood is strewn with enchantment , but it also rifle with thickets and thorns and a big bad culture that threatens to consume them even as they consume it. The good news is the choices we make for our toodles can influence how they navigate it as teens. I`m not saying that we can, or will, do everything `right,` only that there is power-magic-in awareness.

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning. Down

2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation.

Fire Groove Gear is owned and operated by Lester Mooney who is one of the original founders of the business in 2005 and one of the 3 Fire Groove siblings (Hannah, Kamala, and Lester). He has been building fire props for over 13 years now and has over 15 years of Fire dance experience. Once you have mastered the skill of Meteor Rope Dart what could be more exciting than doubling your fire and adding a brand new genre of opposing momentum! Technora poi rope is quickly becoming the standard for professional and hobbyist spinners alike who fashion it for its high heat resistance (930° F), burn protection, and its astonishing strength. Our stage balls travel all the way from Italy just to unite with your hands. Made from a flexible hollow PVC giving them a nice grip and a great weight. Our Fire palm torches are hand-crafted with high quality leather and a unique connection that leaves these torches secure, comfortable, and beautiful!

Business models need to have the flexibility to change in their early years.

A massive shift has now occurred in global business that requires businesspersons to have the flexibility to adapt quickly to rapid changes in the terrain.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

following one process and the development team with different process philosophies, terms and metrics. In Waterfall, once a “plan” is baked and approved, there is an expectation that the plan will be followed and delivered upon, even if the development team is using Agile to execute. Now I’m going to say it, “But that’s not truly Agile,” since Agile requires the plan to be flexible and consistently reprioritized and revised. We see this approach so often that we’ve heard many describe it as, “WaterScrumFall. ” It’s really business as usual

When I say that the fate of any group enterprise, and the individuals within it, are interconnected and interdependent, it may sound trite. But it’s not. What’s more, seeing all of the interdependencies that shape our lives is impossible, no matter how hard or long we look. If we don’t acknowledge how much is hidden, we hurt ourselves in the long run. Acknowledging what you can’t see—getting comfortable with the fact that there are a large number of two-inch events occurring right now, out of our sight, that will affect us for better or worse, in myriad ways—helps promote flexibility. You might say I’m an advocate for humility in leaders. But to be truly humble, those leaders must first understand how many of the factors that shape their lives and businesses are—and will always be—out of sight.

In terms of the workload, the best teachers for kids with slow processing speed tend to: Deemphasize busy work. Show a willingness to adjust homework assignments to “fit” with a student’s pace. Balance the common needs of all the students with the specific needs of individual students. Be excited by the use of technology in their classrooms because it makes it easier to adapt instruction. Be both organized and flexible.

Another way to frame the issue is that leaning in when you have significant caregiving responsibilities requires an intensive support structure at home and lots of flexibility at work. Think about simple physics. Imagine a tree leaning over the water

leaning in when you have significant caregiving responsibilities requires an intensive support structure at home and lots of flexibility at work.

Potential fame, fortune, or freedom aside, there is simply no better way to learn about yourself than starting a business. And when you truly know yourself, you tend to design a business that matches your strengths. Because you are the one in charge, you care more. No longer constrained by a labyrinthine bureaucracy, you think bigger. And given the flexibility to design whatever you want, you are more likely to do something that means something to the world.

Exploitation: early entrants make use of the wealth of opportunity in their environment to multiply. Most fail, not least because they are poorly-connected individuals facing a dangerous world on their own, but some may eventually build a system with potential and connectedness. This is known as the r phase: r has for many years been used as a label for the rate of growth of the population of an ecology (example of phase: young trees).2 2. Conservation: the system persists in its mature form, with the benefit of a complex structure of connections, strong enough now to resist challenges for a long time, but with the weakness that the connections themselves introduce an element of rigidity, slowing down its reactions and reducing its inventiveness. This is the K phase, where the ecology reaches its carrying capacity (example: mature trees).3 In due course, however, the tight connections themselves become a decisive problem, which can only be resolved by . . . The back loop (moving from bottom-right to top-left in the diagram): 3. . . . release: at this point, the cost and complication of maintaining the large scale—providing the resources the system needs, and disposing of its waste—becomes too great. The space and flexibility for local responsiveness had become scarce, the system itself so tightly connected that it locked: a target for predators without and within, against which it found it harder and harder to defend itself. But now the stresses join up, and the system collapses (example: dying trees). This is the omega (Ω) phase, as suggested by Holling and Gunderson, and it is placed by them in its ecological context: The tightly bound accumulation of biomass and nutrients becomes increasingly fragile (overconnected, in systems terms) until it is suddenly released by agents such as forest fires, droughts, insect pests, or intense pulses of grazing.4 4. Reorganisation: the remains of a system after collapse are unpromising material on which to start afresh, and yet they are an opportunity for a different kind of system to enjoy a brief flowering—decomposing the wood of a former forest, recycling the carbon after a fire, restoring the land with forgiving grass, clearing away the assumptions and grandeur of the previous regime. Reorganisation becomes a busy system in its own right (example: rotting trees). This is the alpha (α) phase.5 In this phase, there is a persistent process of disconnecting, with the former subsidiary parts of the system being broken up. But our diagram is drawn on a graph of potential (increasing from bottom to top) and connectedness (increasing from left to right), which allows us to note a curious aspect of this back loop: the defining relationship of the fore loop—where more potential is correlated with more connectedness—is reversed. In the back loop (even) less connectedness goes with more potential. How can this be?

And what’s the biggest life event for most people? What causes the greatest disruption and “vulnerability to marketing interventions”? Having a baby. There’s almost no greater upheaval for most customers than the arrival of a child. As a result, new parents’ habits are more flexible at that moment than at almost any other period in an adult’s life. So

While inflation is still undesirable, well-run businesses that employ relatively little capital, that throw off lots of cash and that have pricing flexibility will cope well with inflation.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

A dashboard—the systematic record you keep to guide and track this process—is a flexible tool for addressing your leaps of faith. It forces you to keep track of the questions you have about your venture, while keeping your assumptions (often guesses, really) in mind. It focuses your attention on the critical issues and more efficiently deploys your precious time and resources to removing the critical risks. And it provides a way to respond to the real-life data you generate.

Doing this does not mean flying by the seat of your pants—nor without instrumentation. Both flexibility and methodical iteration are the keys to finding entrepreneurial nirvana. Dashboards will record the results of the tests of your hypotheses as they occur. But mere record-keeping isn’t why dashboards are so important. More crucially, they will signal the mid-course corrections necessary to reach a viable Plan B. And they have some other tricks, too, as we’ll see.

When it comes to choosing a customer relationship management (CRM) tool, businesses have plenty of options to choose from. Two of the most popular options are Go High Level and Active Campaign. While both tools offer similar features and benefits, there are some key differences that may make one a better fit for your business than the other. Go High Level: Overview and Features Go High Level is an all-in-one sales and marketing platform designed specifically for businesses that want to streamline their customer management processes. The platform offers a wide range of features, including: 1. Sales Automation: Go High Level offers a range of sales automation features, including lead capture forms, appointment scheduling, and automated follow-up emails. 2. Marketing Automation: The platform also offers a range of marketing automation tools, including email marketing campaigns, SMS marketing, and social media marketing. 3. CRM: Go High Level provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. Analytics: The platform also offers detailed analytics and reporting tools, allowing businesses to track the success of their sales and marketing efforts. Active Campaign: Overview and Features Active Campaign is another popular CRM tool that offers a wide range of features and benefits. Some of the key features of Active Campaign include: 1. Email Marketing: Active Campaign is primarily known for its email marketing capabilities, offering a range of tools for creating and managing email campaigns. 2. Marketing Automation: The platform also offers marketing automation tools, including lead capture forms, automated emails, and CRM integration. 3. CRM: Active Campaign provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. E-commerce: Active Campaign offers e-commerce integrations that allow businesses to track customer behavior and make personalized product recommendations. Go High Level vs. Active Campaign: Comparison While both Go High Level and Active Campaign offer similar features and benefits, there are some key differences between the two platforms that businesses should be aware of. 1. Sales and Marketing Automation: While both platforms offer sales and marketing automation features, Go High Level offers a more comprehensive set of tools. This includes appointment scheduling, SMS marketing, and social media marketing. Active Campaign is primarily focused on email marketing, although it does offer some automation features. 2. Ease of Use: Both Go High Level and Active Campaign are user-friendly platforms, but Go High Level is known for its simplicity and ease of use. This makes it a good choice for businesses that are new to CRM tools and want to get up and running quickly. 3. Pricing: Pricing is an important consideration when choosing a CRM tool, both Go High Level and Active Campaign offer competitive pricing. However, Go High Level offers more flexible pricing options, including a pay-as-you-go plan that allows businesses to only pay for the features they need. 4. E-commerce Integration: While both platforms offer e-commerce integrations, Active Campaign is known for its strong e-commerce capabilities. This includes features like abandoned cart tracking, product recommendations, and personalized product recommendations based on customer behavior. 5. Customization: Go High Level offers more customization options than Active Campaign. This includes the ability to create custom workflows and integrations with third-party apps. Which One to Choose? Choosing between Go High Level and Active If you're looking for a simple and easy-to-use platform with a comprehensive set of sales and marketing automation features, Go High Level may be the right choice for you.

When it comes to choosing a customer relationship management (CRM) tool, businesses have plenty of options to choose from. Two of the most popular options are Go High Level and Active Campaign. While both tools offer similar features and benefits, there are some key differences that may make one a better fit for your business than the other. Go High Level: Overview and Features Go High Level is an all-in-one sales and marketing platform designed specifically for businesses that want to streamline their customer management processes. The platform offers a wide range of features, including: 1. Sales Automation: Go High Level offers a range of sales automation features, including lead capture forms, appointment scheduling, and automated follow-up emails. 2. Marketing Automation: The platform also offers a range of marketing automation tools, including email marketing campaigns, SMS marketing, and social media marketing. 3. CRM: Go High Level provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. Analytics: The platform also offers detailed analytics and reporting tools, allowing businesses to track the success of their sales and marketing efforts. Active Campaign: Overview and Features Active Campaign is another popular CRM tool that offers a wide range of features and benefits. Some of the key features of Active Campaign include: 1. Email Marketing: Active Campaign is primarily known for its email marketing capabilities, offering a range of tools for creating and managing email campaigns. 2. Marketing Automation: The platform also offers marketing automation tools, including lead capture forms, automated emails, and CRM integration. 3. CRM: Active Campaign provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. E-commerce: Active Campaign offers e-commerce integrations that allow businesses to track customer behavior and make personalized product recommendations. Go High Level vs. Active Campaign: Comparison While both Go High Level and Active Campaign offer similar features and benefits, there are some key differences between the two platforms that businesses should be aware of. 1. Sales and Marketing Automation: While both platforms offer sales and marketing automation features, Go High Level offers a more comprehensive set of tools. This includes appointment scheduling, SMS marketing, and social media marketing. Active Campaign is primarily focused on email marketing, although it does offer some automation features. 2. Ease of Use: Both Go High Level and Active Campaign are user-friendly platforms, but Go High Level is known for its simplicity and ease of use. This makes it a good choice for businesses that are new to CRM tools and want to get up and running quickly. 3. Pricing: Pricing is an important consideration when choosing a CRM tool, both Go High Level and Active Campaign offer competitive pricing. However, Go High Level offers more flexible pricing options, including a pay-as-you-go plan that allows businesses to only pay for the features they need. 4. E-commerce Integration: While both platforms offer e-commerce integrations, Active Campaign is known for its strong e-commerce capabilities. This includes features like abandoned cart tracking, product recommendations, and personalized product recommendations based on customer behavior. 5. Customization: Go High Level offers more customization options than Active Campaign. This includes the ability to create custom workflows and integrations with third-party apps. Which One to Choose? Choosing between Go High Level and Active Campaign ultimately comes down to your business needs and preferences. If you're looking for a simple and easy-to-use platform with a comprehensive set of sales and marketing automation features, Go High Level may be the right choice for you.

As long as you are obsessed about what you want to achieve and flexible about how you get there, then you will give yourself the best chances of success.

HERE’S WHAT MAKES A BUSINESS RESILIENT: Low (preferably zero) outstanding debt Low overhead, fixed costs, and operating expenses Substantial cash reserves for unexpected contingencies Multiple independent products/industries/lines of business Flexible workers/employees who can handle many responsibilities well No single points of failure Fail-safes/backup systems for all core processes

It was time to honestly evaluate how I spent every minute of every day. I scanned for wasted time, inefficient hours, and activities that failed to meet the litmus test of mission critical. Utilizing many of the tools set forth in Timothy Ferriss’s The Four-Hour Workweek, I made some drastic cuts, eventually creating a lifestyle template that forms the underpinnings of how I live and manage time today. On the professional front, I did away with all nonessential networking and business-development lunches, events, and meetings, a favorite Hollywood pastime that always sucked up precious hours and rarely led to new business. Unless it was crucial, I politely declined meeting with clients in person, forcing conversations to the phone. And anything that could be done via e-mail replaced lengthy conference calls. High-maintenance clients who represented low revenue were let go. Hours spent on the freeway commuting were traded whenever possible for the home office or the local Starbucks. I went digital on all fronts, untethering my business from location and always having handy my laptop or iPhone. And because I was self-employed—admittedly, a crucial component in my success equation—I could make creative decisions about when and where I worked, giving me the flexibility to train into the late morning and sometimes mid-afternoon without suffering professional consequences.

As I see it, the future of investing belongs to those who are flexible in their thinking and capable of moving easily from one segment of the market to another.

The digital economy is becoming a hegemonic model: cities are to become smart, businesses must be disruptive, workers are to become flexible, and governments must be lean and intelligent. In this environment those who work hard can take advantage of the changes and win out. Or so we are told.

Effective leaders know that to maintain their edge they need to see their edge – and beyond. They recognize that if they can’t see their own blind spots, patterns and world views, they’ll be making decisions based on erroneous information. Acting on what they believe to be true, rather than on what is actually true, is a great way to guarantee muddy results. Effective leaders know intuitively that self-awareness is the key to creating desirable results. Coaching is all about developing that deeper awareness by revealing what cannot otherwise be seen. As a busy executive or professional, you’re already a life-long learner. But how aware are you? Are you applying your curiosity to yourself? Your patterns? So how does coaching help leaders? Coaching is the one place where you can explore what you truly want – with no fear of being judged or found wanting. You can question your own point of view in confidence, and play with alternate ways of seeing your experience. You get to learn how to think flexibly, learn about your strengths, face your challenges and discover the wisdom you already have. Coaching is the process that supports you in finding your own answers. You learn to be your own best ally by regularly exploring how to make your deeper knowing sustainable across time. Over time, you learn to trust yourself in a new way.

Zego is a London based insurtech start-up that provides flexible motor, personal and commercial insurance. The company sells policies ranging in length from an hour to a year. Customers purchase these online, via phone and through Zego’s app. Zego was founded by former Deliveroo employees Sten Saar and Harry Franks, alongside Stuart Kelly, former Head of Engineering at Hubble. The company originally began operating in the motor insurance market, selling policies by the hour to part-time fast food delivery drivers. In 2020 Zego started to offer private hire insurance policies. Since 2016, the company has expanded into other areas of insurance, including public liability insurance for self-employed professionals and employers’ liability cover for businesses. In September 2018, Zego launched overseas, making flexible motor insurance products available to delivery drivers in Ireland. In December 2018, Zego began offering motor insurance policies in Spain.

Ivar joined Durant on road shows, and interest grew as Ivar repeated his speech throughout 1923. By the fall Durant believed he finally had found enough investors, and Ivar and Lee Higginson began preparing to close a deal. They followed the same procedure as anyone seeking money. First, they created a new firm, called International Match Corporation, and incorporated it in Delaware. During the late nineteenth century, states had begun competing for corporate charters, the formative documents that corporations are required to file when they are created. Delaware had recently surpassed New Jersey as the incorporation state of choice, and increasingly companies chose to file in Delaware, even if their operations were in another state. Delaware judges took a hands-off approach to business, and would be unlikely to second-guess Ivar’s decisions. By incorporating International Match in Delaware, Lee Higginson would give Ivar and themselves maximum flexibility. Next, Durant and Ivar chose the initial shareholders and directors of International Match. The two original shareholders would be Swedish Match and a syndicate of Swedish banks; they would contribute start-up capital of 30 million dollars and receive the company’s shares, in equal amounts. As shareholders, Swedish Match and the bank syndicate would vote for the company’s board of directors, as well as other major business decisions. The shareholders would elect five directors to oversee International Match’s business: Ivar; Krister Littorin, Ivar’s engineering classmate from Stockholm; Donald Durant; Frederic Allen, Lee Higginson’s senior statesman and head of the firm’s New York office; and Percy A. Rockefeller, a nephew of John D. Rockefeller. Percy Rockefeller owned the World Match Company of Walker-ville, Ontario, and recently had met Ivar while negotiating the sale of a Canadian match manufacturing plant to Swedish Match.29 The two men had impressed each other, and Ivar saw that Rockefeller, who then served on more than sixty other boards, would be the ideal director of International Match: he was well connected, wealthy, generally familiar with the match industry, and far too busy to care about any details. Ivar had idolized the Rockefellers since he was a boy in Kalmar; now, a member of that family would serve on his board.

Silicon Valley’s and China’s internet ecosystems grew out of very different cultural soil. Entrepreneurs in the valley are often the children of successful professionals, such as computer scientists, dentists, engineers, and academics. Growing up they were constantly told that they—yes, they in particular—could change the world. Their undergraduate years were spent learning the art of coding from the world’s leading researchers but also basking in the philosophical debates of a liberal arts education. When they arrived in Silicon Valley, their commutes to and from work took them through the gently curving, tree-lined streets of suburban California. It’s an environment of abundance that lends itself to lofty thinking, to envisioning elegant technical solutions to abstract problems. Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations. In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

Existential Flexibility is the capacity to initiate an extreme disruption to a business model or strategic course in order to more effectively advance a Just Cause. It is an infinite-minded player’s appreciation for the unpredictable that allows them to make these kinds of changes.

I know the explanations, and there’s no doubt that during the busy years, hobbies and personal passions tend to fall by the wayside. People will sometimes make space for flexible fun like reading, crafting, or solo exercise, and that’s great. But committing to something out of the house, and involving other people, that meets at a particular time, seems like an entirely different matter. There are all the logistics to consider. Plus there are other people’s schedules, and the question of whether chaos

My many years of advising companies and making value-driven equity bets has made it crystal clear to me that the ascent of great companies is not linear but more a step function. There are critical moments when decisions are made that inexorably shape the company’s future trajectory. To get these crux moves right, you must flexibly adapt your strategy to emerging circumstances.

There are three prominent features of the Chinese state. The first is its power: it has the resources and administrative skill to mobilize rapid collective action in service of the nation’s goals. The second is its structure of political centralization paired with economic decentralization, which makes room for creative local business activity under central guidance. The third feature is its adaptability. It can adapt to the changing circumstances rapidly and flexibly, dialing back policy measures if they have gone too far and shifting between priorities when the situation warrants it.

Having a clear vision and a solid plan for your business is essential, but it’s equally important to be flexible and adaptable as circumstances evolve. Surround yourself with people who inspire and support your goals, and stay focused on your long-term vision.

an adversarial mindset not only prevents us from understanding and responding to the other party, but also makes us feel like we've lost when we don't get our way

The shift Even the most focused entrepreneurs who are pursuing a particular vision must constantly shift and adjust to changes in technology, the market, or the world in general. Pivoting in this way doesn’t mean giving up on the vision; in fact, they’re often more successful at pivoting because they’re guided by a vision. The switch Pivots often occur within an existing business: for example, when the company switches from one strategy to a different one. It’s important to get early feedback on changes like this—or at least communicate those changes to as many of your stakeholders as you can before you flip the switch. The swerve Some pivots are reactions to an unexpected development: a new problem or opportunity that suddenly manifests itself. It might be blocking the path forward, requiring a deft sideways maneuver to avoid a crash, or it could be something compelling that has cropped up on the side of the road. You may find it’s worth swerving to investigate and perhaps pursue this new possibility. The reboot A pivot can sometimes—not often, but sometimes—be a complete departure from the original mission of the company. A total reboot like that can work, but it rarely goes off without some bumps. The rebound: Pivoting in a crisis Crises can cause some unwelcome pivots. But they also can offer opportunities to learn, experiment, and make improvements to your current business. So, even while navigating a crisis, look toward the future and ask questions like “Within these constraints, what are the newer creative possibilities? How can we make our business more flexible, and stronger, over the long run?

Platforms such as DoneGood and Buycott steer customers toward businesses fairly compensating their workers. The nonprofit organization B Lab certifies companies that meet high social and environmental standards, scoring on the basis of worker compensation and benefits, job flexibility, potential for worker ownership, and a host of other criteria.

In today's fast-paced business landscape, companies are constantly seeking ways to optimize their operations and stay competitive. One strategy that has gained immense popularity in recent years is outsourcing. Outsourcing involves delegating certain business functions or processes to external service providers, often located in different parts of the world. This practice has numerous benefits, including cost savings, access to specialized expertise, and increased flexibility. In this article, we'll explore some insightful quotes about outsourcing that shed light on its significance in the modern business world. Why Outsource? "Outsourcing allows businesses to focus on their core competencies, while experts handle the rest." - John Smith