Many people working in large companies speak business-buzzwords as a second language. Business language is full of pretty meaningless words. I Don’t Understand What Anyone Is Saying Anymore article tells that the language of internet business models has made the problem even worse. There are several strains of this epidemic: We have forgotten how to use the real names of real things, acronymitis, and Meaningless Expressions (like “Our goal is to exceed the customer’s expectation”). This would all be funny if it weren’t true. Observe it, deconstruct it, and appreciate just how ridiculous most business conversation has become.
Check out this brilliant Web Economy Bullshit Generator page. It generates random bullshit text based on the often used words in business language. And most of the material it generates look something you would expect from IT executives and their speechwriters (those are randomly generated with Web Economy Bullshit Generator):
“scale viral web services”
“integrate holistic mindshare”
“transform back-end solutions”
“incentivize revolutionary portals”
“synergize out-of-the-box platforms”
“enhance world-class schemas”
“aggregate revolutionary paradigms”
“enable cross-media relationships”
How to talk like a CIO article tries to tell how do CIOs talk, and what do they talk about, and why they do it like they do it. It sometimes makes sense to analyze the speaking and comportment styles of the people who’ve already climbed the corporate ladder if you want to do the same.
The Most Annoying, Pretentious And Useless Business Jargon article tells that the stupid business talk is longer solely the province of consultants, investors and business-school types, this annoying gobbledygook has mesmerized the rank and file around the globe. The next time you feel the need to reach out, touch base, shift a paradigm, leverage a best practice or join a tiger team, by all means do it. Just don’t say you’re doing it. If you have to ask why, chances are you’ve fallen under the poisonous spell of business jargon. Jargon masks real meaning. The Most Annoying, Pretentious And Useless Business Jargon article has a cache of expressions to assiduously avoid (if you look out you will see those used way too many times in business documents and press releases).
Is Innovation the Most Abused Word In Business? article tells that most of what is called innovation today is mere distraction, according to a paper by economist Robert Gordon. Innovation is the most abused word in tech. The iPad is about as innovative as the toaster. You can still read books without an iPad, and you can still toast bread without a toaster. True innovation radically alters the way we interact with the world. But in tech, every little thing is called “innovative.” If you were to believe business grads then “innovation” includes their “ideas” along the lines of “a website like *only better*” or “that thing which everyone is already doing but which I think is my neat new idea” Whether or not the word “innovation” has become the most abused word in the business context, that remains to be seen. “Innovation” itself has already been abused by the patent trolls.
Using stories to catch ‘smart-talk’ article tells that smart-talk is information without understanding, theory without practice – ‘all mouth and no trousers’, as the old aphorism puts it. It’s all too common amongst would-be ‘experts’ – and likewise amongst ‘rising stars’ in management and elsewhere. He looks the part; he knows all the right buzzwords; he can quote chapter-and-verse from all the best-known pundits and practitioners. But is it all just empty ‘smart-talk’? Even if unintentional on their part, people who indulge in smart-talk can be genuinely dangerous. They’ll seem plausible enough at first, but in reality they’ll often know just enough to get everyone into real trouble, but not enough to get out of it again. Smart-talk is the bane of most business – and probably of most communities too. So what can we do to catch it?
2,693 Comments
Tomi Engdahl says:
IT-KONSULTOINNIN HINTA – MITÄ OSTAJAN ON TÄRKEÄÄ TIETÄÄ HINNOITTELUSTA?
https://www.digitalentconsulting.fi/fi/blog/it-konsultoinnin-hinta-mita-ostajan-on-tarkeaa-tietaa-hinnoittelusta?fbclid=IwAR3bSA3k1-G0rQJ1mypgIXlqckhSWe2uaQR1XEMoK8-G9jp9j_KTGhnq3Ps
Paljonko on it-konsultin tuntihinta? Miten vältyn yllättäviltä kustannuksilta? Mitä tarkoittaa toimittajaloukku? Kuinka varmistan kustannustehokkuuden ostaessani it-konsultointipalveluita?
Ostamisen tuska voi ajoittain tuntua ylitsepääsemättömältä. Jos ostokokemusta ei ole vielä kertynyt tai on aiemmin tuntenut tulleensa pimitetyksi yllättävien kulujen kasvaessa ja teknologiaprojektin pitkittyessä, on varovaisuus seuraavia ostohousuja päälle pukiessa ymmärrettävää – ja järkevääkin.
Paljonko on it-konsultin tuntihinta ja mitkä tekijät siihen vaikuttavat?
Jo nopealla googlettelullakin selviää, että it-konsultointia voi Suomessa ostaa niin 40 euron kuin 250 euron tuntihintaan. Kokemuksemme mukaan it-konsultit, joiden kokemus ja osaaminen vastaa uran alussa olevaa junioriosaajaa, velottavat noin 40-70 euroa tunnilta. Kokeneemmat osaajat taas, joille on jo kertynyt vankkaa vuosien kokemusta alalta velottavat noin 70-130 euroa tunnilta.
It-konsultin tuntihintaan vaikuttaa kokemusvuosien lisäksi mm. seuraavat asiat: sijainti, kielitaito, teknologiaosaaminen ja koulutus.
Miten hillitä it-konsultoinnin yllättäviä kustannuksia?
Teknologiaprojekteissa yllättävät rahalliset menot useimmissa tapauksissa tarkoittavat aikataulun venymistä, työmäärän yllättävää lisääntymistä tai aiemmin puuttuneen osaamisen palkkaamista tiimiin.
Kaikkiin yllä mainittuihin seikkoihin vaikuttaa perusteellinen suunnittelu, mikä tietenkin sisältää myös alkutilanteen kartoituksen. Jos projektiin ryhdytään ”lähdetään selvittämään, mitä konepellin alta löytyy ja edetään siitä” -asenteella, on alussa rustatut aika- ja resurssiarviot yhtä luotettavat, kuin tammikuiset ennustukset juhannussäästä.
Toki on olemassa myös niitä kehitysprojekteja, joita on lähestyttävä kyseisellä mentaliteetilla esimerkiksi dokumentaation tai versionhallinnan puutteen vuoksi, mutta voidaanko niissä tapauksessa edes puhua yllättävistä kustannuksista? Mielestämme ei.
Vältä toimittajaloukku – kustannustehokas it-konsultointi vaatii ennakointia
Kauaskantoinen kustannustehokkuus it-konsultointia ostaessa nojaa pitkälti seuraavaan kysymykseen: Miten huolehdimme ylläpidosta ja jatkokehityksestä, kun projekti on valmis?
Kustannusten näkökulmasta it-konsultointikumppaninne edun mukaista olisi niin sanottu toimittajaloukku, mikä tarkoittaa, että olisitte myös projektin valmistumisen jälkeen riippuvaisia heidän konsulttiensa osaamisesta.
Toimittajaloukku voi it-konsultoinnissa syntyä esimerkiksi kummallisten teknologia- ja kielivalintojen seurauksena. Jos it-konsultointikumppaninne rakentaa ratkaisunne suomeksi, rajaa se myös jatkokehittäjät vain suomen kieltä taitaviin. Sama pätee teknologioihin: mitä harvinaisempia teknologioita valitaan, sitä hankalampi on löytää jatkokehittäjiä.
Tomi Engdahl says:
Oletko hyvä suosittelija?
https://www.kooders.fi/blogi/oletko-hyva-suosittelija?utm_campaign=Kooders+blogimainos&utm_source=facebook&utm_medium=paid&hsa_acc=10202172231020759&hsa_cam=6235361223902&hsa_grp=6235361225102&hsa_ad=6236842249502&hsa_src=fb&hsa_net=facebook&hsa_ver=3&fbclid=IwAR2KZqQF-zLUrMKjhV6gakywh5SWV6SXpOwu9GGv3u3nzJHD6NYEZvojLrE
Tomi Engdahl says:
Rikkonaisia urapolkuja ja merkityksellisyyttä
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/rikkonaisia-urapolkuja-ja-merkityksellisyytta?fbclid=IwAR1Wg-rcd5N-cCbiyD8LbAymIlSmVokP5NufoUNEmofw381HMXcpAF8qNe4&utm_campaign=OTTY_B2C&utm_content=fb_post_falcon&utm_medium=cpc&utm_source=facebook
Tulevaisuuden työurat näyttävät vanhemman sukupolven silmissä yhdeltä rikkonaiselta sotkulta, mutta tarjoavat tekijöilleen merkityksellisyyden ja kuuluvuuden tunnetta, jota tuskin voi mitata perinteisten menestysten mittareiden perusteella.
Kun palkka tai korkea asema eivät ole se tärkein tavoittelun kohde uralla, sillä mitä ja miten työtä tekee alkaakin mitata menestystä.
Tomi Engdahl says:
https://www.meom.fi/venture/blogi/startupin-perustamisen-muistilista-14-tarkeaa-kysymysta/
Tomi Engdahl says:
https://blogit.utu.fi/utu/2021/04/27/nolojen-tilanteiden-teknologiat/
Tomi Engdahl says:
https://villivisio.fi/blogi/brandintappajat/
Tomi Engdahl says:
Pandemia paljasti piilevän epäluottamuksen työntekijöitä kohtaan
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/pandemia-paljasti-piilevan-epaluottamuksen-tyontekijoita-kohtaan
Tomi Engdahl says:
https://www.meom.fi/venture/varmista-kysynta/
Tomi Engdahl says:
CEOs are hugely expensive – why not automate them?
If a single role is as expensive as thousands of workers, it is surely the prime candidate for robot-induced redundancy.
https://www.newstatesman.com/business/companies/2021/04/ceos-are-hugely-expensive-why-not-automate-them
Tomi Engdahl says:
https://kollega.fi/2021/04/eettinen-kuormitus-ohitetaan-tyoyhteisoissa/
Tomi Engdahl says:
Learning to work through imposter syndrome one day at a time
https://www.editorx.com/shaping-design/article/how-to-deal-with-imposter-syndrome-in-design
Feeling like a fraud is common, especially in creative fields where things are often subjective. These words of advice can help.
At some point we’ve all had the moment of insecurity: Can I do this job? Will I be good at this? Am I a fraud?
Working through imposter syndrome is a real concern for many designers. It can sneak into your psyche at almost any time, regardless of where you are in your career. Its implications go beyond the anxiety you may feel when starting a new job or role.
However, once you recognize it, working through the pains that come with feeling like a fraud can help you get past it one day at a time. Here are some words of advice on how to deal with imposter syndrome.
The most recognized imposter syndrome definition comes from a classic study in Psychotherapy published by S.A. Imes and Pauline Rose Clance: “The psychological experience of believing that one’s accomplishments came about not through genuine ability, but as a result of having been lucky, having worked harder than others, or having manipulated other people’s impressions, has been labeled the impostor phenomenon.”
The roots of imposter syndrome come from a study conducted with college women in 1978, who despite success, did not see themselves as worthy and competent as their peers. In the study, they attributed accomplishment to luck, charm, or an ability to please people, but not their skills, leading to self-doubt and a belief that they were “faking it.”
This is the same feeling that many of us–regardless of gender–experience today, and it’s quite common among designers and others working in creative fields.
These feelings can come and go at different points in your career. While most designers associate imposter syndrome with a career change, that’s not always the case. Consider the following:
An unexpected promotion can trigger these feelings, potentially making you feel unworthy.
Too much praise can make you feel uncertain. (We all fail at some point.)
You admire a colleague’s work so much that you begin to feel inadequate.
You’re involved with risky bets or design choices that result in continued success.
Almost every designer feels like an imposter from time to time, but is it a bigger concern?
See if any of the following applies to you:
Perfectionist: Has high goals, fear of failing, and has trouble letting things go
Superman/woman: Feels like a phony working next to “real designers” and compensates by working longer hours (even if the work is done)
Genius: Thinks success is based on ability rather than hard work and fears mentors
Individualist: Believes that asking for help will show weakness
Expert: Feels that they somehow “tricked” people into hiring them and seeks constant training to improve
How to deal with imposter syndrome
If you are feeling like imposter syndrome has snuck into your professional world, it’s important to recognize and manage it. (Everyone else is doing it, too!)
While it’s not uncommon to compare yourself to other designers and co-workers with more experience or expertise, imposter syndrome goes beyond this form of self-doubt. It’s worrying that you’re going to be “found out” and that you aren’t really good at design at all.
Whether you work alone or are part of a big team, the best thing you can do is to trust your work ability. Trust the feedback you get from others. If someone tells you they like your work, believe it.
Challenge yourself. Hard work, continued learning, and getting feedback (especially constructive criticism) can help humble you in a way that feels human. I felt most like an imposter when too many good, big things happened at once; balance brought me back.
Remember the following, more accurate ways of interpreting a new situation to stay on top of imposter syndrome:
You were hired for your ability.
Your work speaks for itself.
You are part of a team that respects what you do.
You are not alone. We all have good days and bad, awesome projects and duds.
You can ask for help; it’s not a sign of weakness.
You will feel different or uncomfortable sometimes; as long as it is only temporary, that’s totally normal and can make you an even better designer.
Tomi Engdahl says:
https://blog.netprofile.fi/naista-tunnistat-hyvan-kriisijohtajan
Tomi Engdahl says:
https://www.siqni.fi/blogi/parempi-kolme-ahkeraa-kuin-10-intohimoista/
Tomi Engdahl says:
Arkkitehti varoittaa: Etätyö ei saisi kasvaa hallitsemattomasti – nyt työnantaja tulee kotiisi etätoimiston kautta
Yhteinen tila etätyöntekijöille voi olla ratkaisu, jos oma etätoimisto ei mahdu keittiön nurkkaan, sanovat rakentaja, arkkitehti ja kaupunkisuunnittelija.
https://yle.fi/uutiset/3-11863034
Tomi Engdahl says:
https://www.aaltopro.fi/aalto-leaders-insight/2021/operatiivinen-kyvykkyys-on-strateginen-asia-siis-johdon-asia
Tomi Engdahl says:
https://blog.rollco.fi/miten-lineaarijarjestelmien-toimittajasi-kasittelee-reklamaatioita
Tomi Engdahl says:
https://www.dustin.fi/solutions/tietopankki/archive/vanhat-it-jaerjestelmaet-ovat-valtava-ongelma/
Tomi Engdahl says:
Mitä jokaisen virtuaalitapahtumaa suunnittelevan tulee tietää?
https://www.virtuaalitapahtumat.fi/virtuaalitapahtuman-suunnittelijan-10-askelta/
Tomi Engdahl says:
Virtuaalitapahtuman osallistujan opas: näin saat virtuaalitapahtumasta enemmän irti
https://www.virtuaalitapahtumat.fi/virtuaalitapahtuman-osallistujan-opas/
Tomi Engdahl says:
Aito DevOps huomioi tekijänsä – Ohjelmistokehityksessä ei ole kyse vain teknologiasta
https://www.tivi.fi/kumppanisisallot/gofore/aito-devops-huomioi-tekijansa-ohjelmistokehityksessa-ei-ole-kyse-vain-teknologiasta/
Tomi Engdahl says:
Impactful Automation – How to measure and verify your RPA benefits?
https://skaler.siili.com/blog/how-to-measure-rpa-benefits
Tomi Engdahl says:
https://www.reaktor.com/forkpullmergepush/
Tomi Engdahl says:
Long working hours are a killer, WHO study shows
https://www.reuters.com/world/long-working-hours-are-killer-who-study-shows-2021-05-17/
Working long hours is killing hundreds of thousands of people a year in a worsening trend that may accelerate further due to the COVID-19 pandemic, the World Health Organization said on Monday.
In the first global study of the loss of life associated with longer working hours, the paper in the journal Environment International showed that 745,000 people died from stroke and heart disease associated with long working hours in 2016.
That was an increase of nearly 30% from 2000.
“Working 55 hours or more per week is a serious health hazard,” said Maria Neira, director of the WHO’s Department of Environment, Climate Change and Health.
“What we want to do with this information is promote more action, more protection of workers,” she said.
The joint study, produced by the WHO and the International Labour Organization, showed that most victims (72%) were men and were middle-aged or older. Often, the deaths occurred much later in life, sometimes decades later, than the shifts worked.
people living in Southeast Asia and the Western Pacific region — a WHO-defined region which includes China, Japan and Australia — were the most affected.
Overall, the study – drawing on data from 194 countries – said that working 55 hours or more a week is associated with a 35% higher risk of stroke and a 17% higher risk of dying from ischemic heart disease compared with a 35-40 hour working week.
Tomi Engdahl says:
Do you work more than 55 hours a week? Then you should consider your job a serious health hazard.
Working Long Hours Kills 745,000 People Every Year, Says WHO Study
https://www.iflscience.com/health-and-medicine/working-long-hours-kills-745000-people-every-year-says-who-study/
Tomi Engdahl says:
Moni toimisto vaatii todella paljon osallistumista asiakkaalta
https://vierityspalkki.fi/2021/05/10/moni-toimisto-vaatii-todella-paljon-osallistumista-asiakkaalta/?fbclid=IwAR0luFNsmYMmKj0sO7QulXOuB4v0BCXQxwIjgNIduQZP7TMTUiwTrJvxNzY
Tomi Engdahl says:
What do you always keep in mind when you are in charge of a large project?
When Stephen Carver was a young project manager, a more experienced colleague told him that managing large projects is, in fact, quite impossible.
The colleague shared their three rules for running major projects, and now Carver – Senior Lecturer at Cranfield School of Management – shares those with us.
https://www.aaltoee.com/aalto-leaders-insight/2021/why-most-large-projects-fail
Tomi Engdahl says:
https://www.siqni.fi/blogi/miten-korona-on-vaikuttanut-tyontekijoille-merkityksellisiin-asioihin/?utm_campaign=siqni-liikenne-kiinnostukset&utm_source=facebook&utm_medium=display&utm_content=Koronan+vaikutukset&fbclid=IwAR3Sw4jQhPkT86WFqB4mEZEBM9TiNOyChJvpENrWzyMayEfoVpRKpp2epLo
Tomi Engdahl says:
The pandemic has spurred a revolution in remote office work that was long overdue.
Why Did It Take a Global Pandemic to Trigger the WFH Revolution?
https://spectrum.ieee.org/telecom/internet/why-did-it-take-a-global-pandemic-to-trigger-the-wfh-revolution
The pandemic appears to have reversed the migration toward urban centers that has been going on since the start of the Industrial Revolution. People are now fleeing cities like San Francisco while rewriting the rules of office work. After all, why maintain expensive homes in or near a city when you can work from anywhere, via satellite?
The magnitude of the change that many people made over the last year cannot be overemphasized. Within hours of the planet effectively shutting down in mid-March 2020, many information-based businesses resumed operations, more or less unaffected. An entire population of office workers continued to carry out their daily tasks without skipping a beat. That is nothing less than miraculous. How could so many manage so painlessly to achieve this transformation?
Tomi Engdahl says:
Tulevaisuuden työurat näyttävät vanhemman sukupolven silmissä yhdeltä rikkonaiselta sotkulta, mutta tarjoavat tekijöilleen merkityksellisyyden ja kuuluvuuden tunnetta, jota tuskin voi mitata perinteisten menestysten mittareiden perusteella. Lue lisää Paulan mietteitä blogista.
Rikkonaisia urapolkuja ja merkityksellisyyttä
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/rikkonaisia-urapolkuja-ja-merkityksellisyytta?fbclid=IwAR10ImpvKcwNVqyB5t0dEwEnnIpxIMbVzd_ZMqtnkr71xo93_fGaqV5fynA&utm_campaign=OTTY_B2C&utm_content=fb_post_falcon&utm_medium=cpc&utm_source=facebook
Tulevaisuuden työurat näyttävät vanhemman sukupolven silmissä yhdeltä rikkonaiselta sotkulta, mutta tarjoavat tekijöilleen merkityksellisyyden ja kuuluvuuden tunnetta, jota tuskin voi mitata perinteisten menestysten mittareiden perusteella.
Kun palkka tai korkea asema eivät ole se tärkein tavoittelun kohde uralla, sillä mitä ja miten työtä tekee alkaakin mitata menestystä.
Tomi Engdahl says:
White Men Are Now The Minority Of Business Owners In The United States
https://www.forbes.com/sites/elizabethmacbride/2021/05/23/white-men-are-now-the-minority-of-business-owners-in-the-united-states/
White men now make up the minority of business owners in the United States, a shift driven by fast growth in women- and LatinX-owned businesses, and one that has profound implications for the country’s finance and innovation infrastructure.
The 12.5 million white male business owners comprise about 41% of the 30.5 million total owners of small businesses in America. There are about 11.6 million women-owned businesses (about 65% of them are white-woman owned) and 6.5 million businesses are owned by men of color, based on a recent analysis venture capitalist Seth Levine and I conducted with the help of researchers from Stanford University using two sets of U.S. Census Bureau data from 2017, those for employer and non-employer businesses.
Tomi Engdahl says:
In a LinkedIn post, Satya Nadella, the CEO of Microsoft, wrote “hybrid work represents the biggest shift to how we work in our generation.” The “vast majority of employees say they want more flexible remote work options.”
Microsoft’s Hybrid Return-To-Work Plan For “The Biggest Shift To How We Work In Our Generation”
https://www.forbes.com/sites/jackkelly/2021/05/23/microsofts-hybrid-return-to-work-plan-for-the-biggest-shift-to-how-we-work-in-our-generation/
In a LinkedIn post, Satya Nadella, the CEO of Microsoft, wrote “hybrid work represents the biggest shift to how we work in our generation.”
The “vast majority of employees say they want more flexible remote work options,” Nadella says based upon his research. At the same time, people state that “they want more in-person collaboration, post-pandemic.” Therein lies the hybrid work paradox.
“Over the past year, no area has undergone more rapid transformation than the way we work. Employee expectations are changing,” and we will need to to be much more “inclusive of collaboration, learning, and wellbeing to drive career advancement for every worker.” This needs to be accomplished with “flexibility in when, where, and how people work” he said.
Tomi Engdahl says:
Suomi muuttui Euroopan startup-keskukseksi: Suomen kasvuyritykset saavat verrattain ylivoimaisesti eniten sijoituksia
Suomi oli kärkipaikalla jo kolmatta vuotta peräkkäin, ero Ruotsiin jo kaksinkertainen, kun rahoitusmäärät suhteutetaan bruttokansantuotteeseen.
https://www.hs.fi/talous/art-2000007997826.html
SUOMALAISET kasvuyhtiöt saivat eurooppalaisten pääomasijoitustilastojen mukaan viime vuonna enemmän riskirahaa kuin mikään muu Euroopan maa, jos sijoitettua summaa vertaa maiden bruttokansantuotteeseen.
Suhteessa kansantuotteeseen toiseksi eniten sijoituksia sai Britannia, kolmanneksi eniten Hollanti ja neljänneksi eniten Ruotsi.
Ero Suomen hyväksi on merkittävä.
Kun Suomessa sijoitusten määrä oli 0,2 prosenttia kansantuotteesta, seuraavina tulevat britit, hollantilaiset ja ruotsalaiset jäivät alle 0,12 prosenttiin maidensa bkt:stä.
Tomi Engdahl says:
Surprise! Developers’ days ruined by interruptions and meetings, GitHub finds
If you want to be happy at work, never meet more than twice a day
https://www.theregister.com/2021/05/25/developers_interruptions_github/
Tomi Engdahl says:
Inflation In 2021 Is Nothing Like 1970s Inflation
https://www.forbes.com/sites/eriksherman/2021/05/28/inflation-in-2021-is-nothing-like-1970s-inflation/
At this point, it’s a difficult call to decide whether some journalists or economists are the ultimate hype artists when discussing inflation.
Not all, thank heavens, and do let us have a public debate on what might happen. Realizing that analogies are dangerous and sly. At question is whether worries that we could see a return of 1970s inflation. Bank of England chief economist Andy Haldane brought up an echo of that infamous economic period, according to Reuters.
Is it possible numerically? Perhaps. To rule absolutely against the possibility would mean having a largely accurate and dependable view of the future. Having foreseen coming conditions on one occasion doesn’t mean ongoing trustworthy prognostication.
Tomi Engdahl says:
3 Major Culture Risks When Hiring at Scale — and How to Address Them
https://www.linkedin.com/business/talent/blog/talent-strategy/hiring-at-scale-culture-risks
I want to talk about how we can mitigate three major risks as we scale up.
New people hiring new people.
Same people hiring the same people.
Same people hiring new people.
Tomi Engdahl says:
CIO’s face the challenge of not only becoming to laser-focused on data, but remaining driven by data. https://trib.al/lXGLcQq
Tomi Engdahl says:
Blueworks Live demo (video)
29/04/2021
Blueworks Live demo – prosessien tavoitteellinen kuvaaminen on muutakin kuin vuokaavioiden piirtelyä
https://www.solidabis.com/ajankohtaista/blogi/blueworks-live-demo/?utm_source=facebook&utm_medium=banner&utm_campaign=bwl-demo&fbclid=IwAR2v-DnYsjEN6LLc8gciY8v8xj7zgQvUoL0gWFHm_l9Eri-X9ENISvzBccE
Tomi Engdahl says:
Shishir Mehrotra / Coda:
An insider’s look at how YouTube tackled its 2008 to 2014 hypergrowth years with a set of rituals for everything from strategic planning to effective meetings — A peek inside how YouTube tackled the 2008 to 2014 hypergrowth years with a unique set of rituals for everything from strategic planning to effective meetings.
https://coda.io/@shishir/rituals-for-hypergrowth-an-inside-look-at-how-youtube-scaled
Tomi Engdahl says:
Kevin Roose / New York Times:
As Uber and Lyft aim to become profitable this year, it seems like a golden era of VC-subsidized services, from Uber to Bird and MoviePass, is coming to an end — The price for Ubers, scooters and Airbnb rentals is going up as tech companies aim for profitability.
https://www.nytimes.com/2021/06/08/technology/farewell-millennial-lifestyle-subsidy.html
Tomi Engdahl says:
Perinteinen projektinhallinta vai ketterät menetelmät – kumpaa kannattaa käyttää? Riippuu siitä, mitä haluat optimoida, sanoo Nitorin Lean-Agile Coach Kirsi. #agile
Be aware! Project and agile have different optimization goals!
https://nitor.com/en/articles/be-aware-project-and-agile-have-different-optimization-goals?fbclid=IwAR0c2dc7heSMOKRbrqqNeVFpjazCiPibD42mNG1y1yttdDiiv3TeFuaTTs8
Project work aims at optimizing the usage of resources. The aim is to stick to a predetermined budget and schedule. The agile way of working, in contrast, aims at delivering the highest possible customer value as quickly as possible. The goal of agile is the ability to learn and adapt quickly to changing circumstances.
Here are some differences of optimization I found:
Effectiveness within the organization vs. customer value quickly
In projects, work stages are designed to follow one another. In the beginning, the content of the project is defined, with an end date and a budget. A project manager holds all the strings together, making sure that the project moves forward on schedule and on budget. The project manager’s goal is to optimize the usage of resources in the project so that the project objective is reached within the agreed budget.
The agile way of working is based on cross-functional teams that work together over a long period of time. The teams learn new skills and grow their capabilities continuously. The end goal of agile is producing customer value and this can change when the customer and the team members grow their understanding of the subject at hand. The customer decides when enough value has been delivered, thus ending the current assignment.
Sense of security from predicting the future vs. continuous adaptation to new circumstances
A project organization’s work is based on the assumption that what happens in the future can be predicted based on the knowledge gained from previous projects.
An agile organization bases its work on the assumption that what we think we know today, will be left behind tomorrow when new insight is gained. Change in plans is the only thing that we know to be certain.
Both agile and project work have their places. I would recommend project work when dealing with a repetitive nature of work, which proceeds in stages and is well understood as a whole. In contrast, agile works well in a changing, uncertain environment, where learning and the ability to react quickly are important.
Tomi Engdahl says:
KUN HALUAT EPÄVARMUUDESTA HUOLIMATTA ANTAA PARASTASI NIIN ETÄTYÖSSÄ KUIN TYÖPAIKALLAKIN
https://www.torfinnslaen.com/johdanto
Tomi Engdahl says:
https://www.lifeworks.fi/blogit/itselleen-sopivan-tyon-loytaminen/
Tomi Engdahl says:
https://sportspot.fi/blog/hybriditapahtumat-tulivat-jaadakseen/
Tomi Engdahl says:
https://framian.fi/fi/blogi/innovaatioseteli/
Tomi Engdahl says:
Once a buzzword, digital transformation is reshaping markets
And impacting the latest SaaS earnings reports
https://techcrunch.com/2021/05/28/once-a-buzzword-digital-transformation-is-reshaping-markets/
Tomi Engdahl says:
Työntekijän sitouttaminen – 3 nyrkkisääntöä
https://atalent.fi/blog/nyrkkisaannot-tyontekijan-sitouttamiseen
Tomi Engdahl says:
Why Do Board Directors And CEO’s Need To Value Sustainability And AI Relevance?
https://www.forbes.com/sites/cindygordon/2021/06/07/why-do-board-directors-and-ceos-need-to-value-sustainability-and-ai-relevance/
Tomi Engdahl says:
Four key aspects to helping employees understand change, to drive commitment, and to ultimately contribute to success:
1. Inspire people by presenting a compelling vision for the future.
2. Keep employees informed by providing regular communications.
3. Empower leaders and managers to lead through change.
4. Find creative ways to involve employees in the change.
Change Management
Don’t Just Tell Employees Organizational Changes Are Coming — Explain Why
https://hbr.org/2018/10/dont-just-tell-employees-organizational-changes-are-coming-explain-why?utm_medium=social&utm_campaign=hbr&utm_source=facebook&tpcc=orgsocial_edit
Employees around the world are reporting that big organizational changes are affecting their jobs. From leadership transitions and restructurings, to mergers and acquisitions, to regulatory changes, there seems to be constant unrest in the workforce. But according to one survey of more than half a million U.S. employees, almost one-third don’t understand why these changes are happening.
This can be detrimental for any company trying to implement change. When employees don’t understand why changes are happening, it can be a barrier to driving ownership and commitment and can even result in resistance or push back. And employees’ resistance to change is a leading factor for why so many change transformations fail.
Tomi Engdahl says:
Covid-19 brought about years of digitalisation in just a few months. Will it last?
https://www.wired.co.uk/bc/article/covid-19-digitalisation?utm_source=Paid_Social&utm_medium=Facebook&utm_campaign=Wired+Mckinsey+Traffic+May+2021&fbclid=IwAR0fY12YPNVMPHZ5jm89afi-Z4ofxk9krdT3inpklYH7mX0WnSzvaDni5ZY
As Covid-19 shuttered shops and emptied offices, millions of us moved our lives online. Now, with pandemic restrictions easing across Europe, how much of this digitalisation will stick?
In March 2020, few of us expected that it might be more than a year before we next stepped inside a shop, shared lunch with a colleague, or hugged our grandparents. But while the Covid-19 pandemic suddenly stripped away much of what we took for granted, it’s also pushed us to adapt. We’ve celebrated birthdays on Zoom and taught older family members how to shop online. We’ve shared virtual dinners and reconnected with friends across the globe who, in our new digital world, may as well be as close as those just down the street.
Tomi Engdahl says:
https://kollega.fi/2021/06/ala-anna-kiireellisten-asioiden-menna-tarkeimpien-asioiden-edelle/