Blog – Amplify

Why Executives and Boards Should Start Planning for 2026 Now

Wed, 03 Sep 2025 13:56:23 GMT

Summer has officially wound down, and as we step into September, the clock already started ticking for 2026. For executives, boards, and senior leaders, this is your moment to pause and ask a critical question:

Do we have a clear, actionable plan to guide our organization
into the next fiscal and calendar year?

If you haven’t started, you’re already behind.

The Cost of Waiting

Markets are moving faster, technological innovation is reshaping industries daily, and the competitive landscape is anything but forgiving. Thriving organizations are the ones that anticipate disruption, set direction early, and align resources to execute with discipline.

When companies delay annual planning, three things typically happen:

Teams get stuck in reactive mode instead of proactively driving strategy
Investments drift without clear ROI measures.
Leadership spends more time putting out preventable fires instead of building sustainable growth.

Why the Work Starts in September

Annual planning is not a “December activity.” By then, budgets are frozen, priorities are locked, and the opportunity for bold shifts passed long ago. September is when leaders should start shaping the Goals, Objectives, Strategies, and Tactics that define the Annual Operating Plan.

Done right, this process brings:

Clarity and focus – align executives, boards, and staff on what matters most.
Scalability and efficiency – ensure processes and structures keep pace with growth.
Confidence in change – provide the roadmap needed to navigate transformation with control and measurable success.

Where Many Organizations Struggle

Whether you’re a rapidly scaling startup, a mature enterprise, or a mid-market company juggling priorities, the challenges are often the same:

No formal plan to guide business activity for the next 12–24 months.
Difficulty prioritizing “the right things” amid competing demands.
Frustration when large, complex initiatives underdeliver on expectations.
Teams overworked but misaligned, with unclear visibility into progress.

Practical Tips for Executives and Boards

While every organization’s journey is unique, here are a few starting points:

Start with the end in mind. What do you want 2026 to look like? Work backwards to define the steps.
Bring in diverse perspectives. Boards, executives, and front-line leaders all see different parts of the business.
Focus on agility, not just control. Build room for flexibility so your plan evolves as the market shifts.
Don’t reinvent the wheel. Mature organizations often need fine-tuning, not reinvention—whereas growth-stage firms may need help building structure for the first time.

How Amplify Helps

At Amplify, we partner with leadership teams to design operating plans that are not just theoretical, but actionable.

Our blend of strategy, operations, and transformation expertise allows us to meet organizations where they are—whether you’re defining your first framework or refining a well-established planning cycle.

The question isn’t if you’ll need a 2026 plan. The question is how ready will you be when the new year arrives?

If your organization hasn’t started, the best time to begin is today.

How to Build a Future-Proof Talent Strategy for High-Growth Companies

Wed, 26 Mar 2025 17:43:35 GMT

Talent is the single biggest factor in whether a high-growth company thrives or stalls. As companies scale, the challenge shifts from just hiring quickly to hiring the right people who can grow with the business.

At Amplify Resources Group, we’ve seen firsthand how hiring missteps can slow down even the most promising companies:

Bad hires cost companies 30% of annual salary in lost productivity and rehiring costs.
Hiring delays can set growth targets back 6-12 months.
Companies that don’t hire for future needs end up in constant reactive mode , always playing catch-up.

So, how do you build a scalable and future-proof talent strategy?

Here’s our 4-step framework to help high-growth companies hire, develop, and retain the right people for sustainable success.

Step 1: Align Hiring with Long-Term Business Strategy

Many companies hire for immediate gaps , but the best companies hire for the next stage of growth.

Key questions to ask before hiring:

What roles will we need 12-24 months from now?
Which positions have the biggest impact on revenue, efficiency, or innovation?
Where do process or personnel bottlenecks slow us down the most?

Example: A fast-scaling SaaS company we worked with was aggressively hiring engineers to meet short-term product deadlines. But they didn’t plan for customer success and implementation teams to scale at the same pace. As a result, churn increased due to onboarding inefficiencies. By shifting to a cross-functional hiring strategy , they reduced churn by 15% in just six months and improved retention.

Step 2: Design a High-Retention Hiring Process

Hiring for skills alone isn’t enough—alignment with company culture, mission, and adaptability is critical.

How to increase retention from Day 1:

Pre-hire clarity: Ensure candidates understand the role, challenges, and growth trajectory.
Cultural alignment: Hire for adaptability and ownership, not just technical skill.
Structured onboarding: Create first-90-day success plans to integrate new hires quickly.

Example: A VC-backed e-commerce startup had 40% turnover in the first year due to poor hiring processes and unclear expectations. We helped them implement structured role scorecards and a more rigorous interview process , improving first-year retention to 90% and reducing replacement hiring costs.

Step 3: Invest in Internal Growth & Upskilling

Companies that focus only on external hiring bleed money on churn. Instead, the best high-growth firms develop their internal teams to meet evolving needs.

Key strategies for internal talent development:

Leadership pipeline: Identify and train future managers early to avoid leadership gaps.
Cross-functional skill-building: Develop employees so they can pivot into new roles as needs change.
Career mapping: Provide clear advancement paths to retain top performers.

Example: A B2B fintech company struggled to fill senior product roles externally, leading to delayed launches and team burnout. Instead of relying solely on external hires, they launched an internal career acceleration program, filling 50% of senior roles from within and cutting time-to-hire for leadership positions by half.

Step 4: Scale Hiring with Systems, Not Just People

Scaling talent isn’t just about more recruiters —it’s about building the right processes and using data-driven hiring.

Future-proof hiring strategies:

AI-driven sourcing: Automate candidate screening for efficiency and better match rates.
Talent dashboards: Use real-time hiring and performance analytics to forecast hiring needs.
Process automation: Reduce manual work in scheduling, assessments, and onboarding.

Example: A rapidly scaling logistics tech company was struggling to hire fast enough due to bottlenecks in the interview process. By automating resume screening and first-round assessments , they cut time-to-hire by 40% while improving candidate quality.

A future-proof hiring strategy isn’t just about filling roles— it’s about building a workforce that scales with your company. The best high-growth firms take a proactive, data-driven, and long-term approach to hiring and talent development.

If you’re struggling with hiring bottlenecks or talent retention, we can help you optimize your talent strategy for faster hiring, higher retention, and long-term scalability.

Optimize your supplier selection - implement our strategic sourcing framework

Mon, 24 Mar 2025 15:03:38 GMT

Implement the ASTRA Framework: A mplify S trategic T argeted R esource A cquisition

We believe that successful strategic sourcing requires a structured and a data-driven approach. Our Strategic Sourcing Framework provides procurement leaders with the tools to optimize supplier selection, mitigate risks, and drive efficiencies.

The following steps outline the key components of our proven methodology:

Is Your Business Aligned for Success?

At Amplify , we help executive teams, boards, and decision-makers optimize strategy execution. Whether you’re refining your market approach or struggling with operational alignment, our tailored solutions ensure your strategies don’t just sound good—they actually support the broader mission of the organization.

�� Let’s talk. Reach out today to explore how we can help your organization amplify its success.

Why great strategies fail: The missing link that could change everything

Tue, 18 Mar 2025 16:21:35 GMT

In business, success isn’t just about having a vision—it’s about execution. Many organizations struggle, not because they lack ambition, human capital or intelligence, but rather they fail to connect the aspirational to the day-to-day actions.

Why Businesses Fail Without Alignment

Without a structured framework , companies often experience:

Disjointed Efforts: Teams working on initiatives that don’t support or align to the broader organizational goals.
Lack of Accountability: No clear way to measure success or failure.
Strategy-Execution Gap: A great plan that never materializes into results.
Resource Challenges: staff working on various projects and not aligned or allocated to the “right” projects.

The missing link?

A structured framework that ensures every step moves the business forward and you have traceability throughout your organization.

That’s where the GOST Model comes in: Goals, Objectives, Strategies, and Tactics . When these four elements align, businesses can transform their plans from well-intentioned ideas into tangible and valuable results.

Let’s break it down with some real-world examples:

GOALS: Setting the Big Picture

A goal is your North Star . It’s the broad, ambitious vision of what you want to achieve.

Example: A technology company sets a goal to “Become the market leader in SMB cybersecurity solutions.”

This goal is directional, inspiring, and long-term . It sets the stage for what success looks like but lacks specifics. That’s where the next step comes in.

OBJECTIVES: Defining Success

Objectives make goals measurable . They provide checkpoints to track progress.

Example: The same cybersecurity company refines its goal with an objective: “Increase cybersecurity software adoption across the US SMB market by 30% within 18 months.”

This makes success quantifiable . Objectives should be SMART — Specific, Measurable, Achievable, Relevant, and Time-bound. Without clear objectives, it’s impossible to know whether you’re truly advancing toward your goal.

STRATEGIES: The Blueprint for Action

Once objectives are in place, strategies define the approach to achieve them.

Example: To hit the 30% adoption target, the cybersecurity firm decides to expand into new market segments through strategic partnerships.

Strategies are broad strokes —they guide decision-making but don’t detail the exact steps . A good strategy aligns teams and resources toward a common direction.

TACTICS: Executing with Precision

Tactics are the specific actions that bring strategies to life. These are the step-by-step moves that drive execution.

Example: To execute its market expansion strategy, the cybersecurity firm launches a webinar series featuring industry experts. It also increases its sponsorship presence at trade shows and security conferences to better promote its tools, generate leads and build brand awareness.

While strategies answer, “How do we approach this?”, tactics answer “What exactly do we do?”.

Bringing It All Together

Let’s visualize how it works in action:

By implementing the GOST Model , organizations ensure alignment from vision to execution , bridging the gap between ambition and achievement and ensuring that the entire organization is brought on their enterprise journey.

When each element builds upon the last, execution becomes intentional, structured, and impactful.

Is Your Business Aligned for Success?

�� Let’s talk. Reach out today to explore how we can help your organization amplify its success.

Optimize your RFP process - a checklist

Wed, 26 Feb 2025 18:32:12 GMT

Optimize your RFP process

The strongest vendor relationships start with the right RFP. A well-crafted RFP doesn’t just check boxes—it defines expectations, minimizes risk, and ensures you attract partners who deliver real value.

Our RFP Essentials Checklist helps you structure clear, complete, and strategic RFPs that drive better proposals and smarter decisions. But the RFP process is just one part of a larger strategy.

Whether you're optimizing operations, managing complex programs, or driving transformational initiatives , the way you define and structure work matters. If you're looking for expert guidance—with RFPs, but also on how to run a more efficient, high-performing business —reach out!

Stay in Control of Your Transformation Initiatives with This Free Tracker

iydo@amprg.com (Ida Ydo) — Tue, 11 Feb 2025 16:32:51 GMT

Leading a transformation initiative—whether it’s an operational overhaul, technology upgrade, or strategic shift—can feel like navigating a moving puzzle. With shifting priorities, multiple stakeholders, and unexpected roadblocks, it’s easy to lose track of progress.

That’s why we created the Transformation Initiative Tracker—a simple, structured tool to help leaders stay organized, track milestones, manage risks, and measure success. This tracker keeps everything in one place so you can make informed decisions, adjust course when needed, and ensure your initiatives deliver real impact.

Download the free template now and take the guesswork out of your transformation efforts!

Need expert guidance to ensure your transformation initiative stays on track? We specialize in helping companies streamline operations, implement strategic changes, and drive measurable results.

Whether you need a customized roadmap, hands-on execution support, or expert advisory, we’re here to help.

Let’s turn your vision into reality — get in touch today!

Business Success is More About the Short Game Than the Big Swing

Fri, 07 Feb 2025 16:29:58 GMT

Drive for Show, Putt for Dough

In golf, there are few better moments on the course than watching a perfectly struck drive soar down the middle of the fairway. It may even garner a few “oohs” and “ahhs” from your playing partners, making it a shot that everyone wants to have in the bag. However, there’s a reason why professional golfers spend a majority of their practice time on their short game. Most tournaments and matches won’t be decided by distance of the tee, but rather by touch and feel on the greens.

The same can be said in business.

Big, attention-grabbing moves might turn heads, but long-term success hinges on the steady, deliberate work put in on a day-in and day-out basis.

The Allure of the Big Drive

The long drive is the showstopper of golf – a display of power that leaves an impression and sets the tone for the hole ahead. In business, the equivalent might be a high-profile launch, landing a big client or debuting an exciting, new marketing campaign. These big, bold moves create excitement and are undeniably important to generate momentum and stand out amongst competitors.

But here’s the catch: A long drive is only the first step. If it’s not followed up with a strong short game, it’s unlikely to translate into long-term success. Similarly, in business, bold strategies and big moves need to be supported by detailed execution. A viral campaign brings in leads, but without a solid sales function ready to capitalize on that opportunity, those leads never turn into customers. The big drive sets the stage, but it’s what comes next that will determine the ultimate payoff.

The Short Game

In golf, putting is where a match or tournament is won or lost. It may not always be the flashiest aspect of the game, but it tends to make the biggest impact. This same principle can be applied in business. Operational excellence, attention to detail and follow-through are the “short game” of the business world. Behind every successful initiative lies a network of coordinated efforts that work together to ensure that potential transforms into measurable results.

The short game may not grab headlines, but it’s what closes deals, builds trust and creates lasting value. It’s the quiet, steady work that ensures that the bold moves pay off.

Finding the Balance

Success in golf, as in business, requires a balance between power and precision. Focusing exclusively on one at the expense of the other leads to missed opportunities. The key is to develop both skills and create an environment where the long game and short game compliment each other. High-impact moves are essential for growth and innovation, and they must be supported by day-to-day operational efficiency. Business leaders should regularly assess this balance within their own organization and determine if they’re striking the right balance.

Conclusion

In golf, the best players are those who can drive and putt the ball efficiently. They know that success comes from mastering both the long and short game. In business, it’s key to have bold ideas and strategies that are backed up by careful, consistent execution. If you’re able to create the perfect balance, you’ll put your team in good shape to hit a lot of fairways and sink a lot of putts.

How to Prevent Your Systems from Slowing You Down

Wed, 05 Feb 2025 17:03:34 GMT

THE “TECH DEBT REDUCTION” FRAMEWORK:

How to Prevent Your Systems from Slowing You Down

Tech debt is one of the biggest silent killers of growth. It sneaks up on high-growth biotech and fintech firms—what starts as a quick fix or workaround becomes a structural problem that slows down operations, increases costs, and hinders scalability.

At Amplify Resources Group , we’ve seen this firsthand: companies that don’t proactively manage tech debt end up spending 30-50% of their development budget on reworking past decisions instead of innovating. The key is not just fixing tech debt, but preventing it from accumulating in the first place.

Here’s our 3-Step Tech Debt Reduction Framework to keep your systems clean, scalable, and efficient.

Tech debt will always exist, but unmanaged tech debt will cripple your ability to scale. The key is early identification, smart prioritization, and a proactive prevention strategy.

If your team is struggling with tech bottlenecks, we can help audit and streamline your systems for faster growth and lower operational drag.

Your Guide to an Effective Employee Lifecycle

Fri, 31 Jan 2025 14:48:16 GMT

Take action on your employee lifecycles

A well-structured employee lifecycle program is the foundation of a high-performing, engaged workforce. This checklist provides a clear, actionable framework to help organizations optimize every stage—from recruitment to alumni relations. Whether you're refining your existing processes or building from the ground up, this guide will equip you with the key steps to attract, develop, and retain top talent.

Download your copy now and start creating a more effective and sustainable employee experience.

If you need help, never hesitate to reach out to us at experts@amprg.com

Transformation in 2025: How to Turn Data and Processes into Your Competitive Advantage

Fri, 20 Dec 2024 18:40:28 GMT

Transformation in 2025: How to Turn Data and Processes into Your Competitive Advantage

As we enter a new year, many organizations find themselves reflecting on past performance and setting goals for the future. The year 2025 presents a unique opportunity to not only recover from recent challenges but to leap ahead by embracing the transformative power of data and process optimization. For companies seeking a competitive edge, the intersection of data and processes offers a compelling path forward.

By strategically integrating innovative approaches to data and processes, your organization can unlock unparalleled opportunities for growth, efficiency, and resilience in 2025 and beyond.

The Strategic Importance of Data and Processes

Simply put, data is the lifeblood of decision-making. Yet, raw data alone is not enough. Without streamlined and effective processes, even the most insightful data can not drive meaningful change. Companies that align their data strategies with optimized workflows stand to:

Make faster, smarter decisions by harnessing real-time insights.
Reduce inefficiencies and cut costs through process automation and refinement.
Enhance customer experiences by delivering tailored solutions with precision.
Stay agile in the face of market shifts and disruptions.

The question isn’t whether to invest in data and processes but how to do so strategically.

3 Steps to Turning Data and Processes Into a Competitive Edge

1. Audit Your Current Systems

Before making changes, conduct a comprehensive review of your existing data systems and processes. Ask questions like:

Is our data clean, accessible, and integrated across departments?
Are there bottlenecks or redundancies in our workflows?
Do our employees have the tools they need to make data-driven decisions?

A thorough audit will uncover gaps and highlight areas for improvement, setting the stage for impactful transformation.

2. Invest in the Right Tools and Technologies

The right tools can turn data and processes into powerful enablers of growth. Consider:

Data Management Platforms: Centralized solutions to organize, clean, and analyze data.
Automation Software: Tools like robotic process automation (RPA) to eliminate repetitive tasks and streamline operations.
Integrated Analytics: Advanced analytics platforms powered by AI and machine learning to provide predictive insights.

Technology investments should align with your specific goals, whether it’s improving operational efficiency, enhancing customer engagement, or driving innovation.

These investments and decisions should be made not based on what the current “flavor of the day” is in the public eye, but rather based on what fits your actual needs and environment.

3. Foster a Culture of Data-Driven Decision-Making

Tools and technologies are only as effective as the people using them. Build a culture where:

Employees at all levels are empowered to use data in their roles. For example, whether you’re talking about the intern or the CTO, providing accessible dashboards and clear performance metrics can help teams track progress and make informed decisions in real time.
Training programs equip teams with the skills needed to leverage data and optimize processes. Offering workshops or hands-on training sessions can ensure employees understand how to apply data insights effectively in their daily workflows.
Leadership prioritizes transparency and collaboration, ensuring alignment across the organization. This means to empower and celebrate people sharing not only the 'good' data, but also the realistic data that can drive the business' decisions to avoid the issues seen in the data. An empowered data team is an effective data team.

Organizations that embrace a data-driven mindset will be better positioned to adapt to change and seize new opportunities.

The Time to Act Is Now

As 2025 unfolds, the organizations that prioritize data and process transformation will be the ones to lead their industries. By taking deliberate steps to audit your systems, invest in the right tools, and foster a culture of data-driven decision-making, you can position your company for sustained success.

At Amplify, we specialize in helping businesses unlock the full potential of their data and processes. Whether you’re just starting your transformation journey or looking to refine an existing strategy, our team can provide the expertise and guidance you need. Let’s make 2025 the year your organization takes the lead.

Reach out to us to learn more about how Amplify has helped businesses across industries achieve real results. From boosting efficiency to streamlining workflows and improving employee satisfaction, we bring proven strategies tailored to your unique needs. Let’s explore how we can help your business thrive in 2025.

Year-End and Fresh Starts: Taking a Look in the Mirror

Thu, 19 Dec 2024 16:53:06 GMT

Year-End and Fresh Starts: Taking a Look in the Mirror

As the year winds down, many of us find ourselves reflecting on what we’ve accomplished, where we’ve fallen short, and what lies ahead. But amidst all the goal setting and strategy-planning for the new year, there’s one perspective that’s often overlooked: the honest self-assessment. Not the review your employer conducts or the feedback you receive from your manager, but the raw, unfiltered evaluation you give yourself.

This time of year, provides a powerful opportunity to pause, take stock of your own performance, and lay the groundwork for a fresh start.

Here’s how to approach this personal year-end review in a way that drives renewed energy and clarity for the year ahead.

1. The Mirror Test: Acknowledge Your Wins

Begin by giving yourself credit where it’s due. We’re often quick to move past accomplishments, forgetting the effort and determination it took to achieve them. Reflect on:

What projects or goals did you knock out of the park?
What skills did you improve, or what new abilities did you acquire?
When did you step out of your comfort zone and succeed?

Celebrate these wins, no matter how small they seem. Recognizing your successes reinforces your capability and builds confidence for the challenges ahead.

2. Owning Your Misses

The real growth comes when you look yourself in the eye and acknowledge where you fell short. This isn’t about self-criticism; it’s about self-awareness. Ask yourself:

What commitments or goals did I not meet this year, and why?
Were there times I avoided accountability or took the easier path?
What habits or patterns held me back?

Be honest but be constructive. The goal isn’t to dwell on these moments but to identify actionable lessons that can fuel your improvement.

3. Assessing Your Alignment

A key part of this self-assessment is checking in with your values and long-term goals. Are your daily actions and efforts aligned with where you want to go? Consider:

Did my choices this year bring me closer to my personal or professional vision?
What tasks or roles felt most meaningful to me?
Where did I spend time and energy that didn’t serve my larger purpose?

Understanding these alignments—or misalignments—will help you set clearer, more impactful priorities for the new year.

4. Planning Your Fresh Start

Once you’ve reviewed your performance, it’s time to act. Set aside the urge to craft a long list of resolutions and focus instead on a few intentional changes. To keep your momentum:

Identify one habit to strengthen and one to let go of.
Set specific, measurable goals for the first quarter of the year.
Find an accountability partner or system to track your progress.

Remember, the beauty of a fresh start isn’t about perfection; it’s about progress. Your willingness to evaluate and adjust is what matters most.

5. Fueling Forward Energy

An honest self-assessment isn’t just a tool for growth; it’s an act of empowerment. It shifts the narrative from external expectations to internal ownership. You stop waiting for a manager or employer to evaluate your potential and start taking the reins yourself.

This level of self-awareness creates clarity. It energizes you with a sense of purpose, helping you move into the new year with focus and determination. The more you lean into this process, the more you’ll find that growth isn’t a product of annual reviews—it’s a way of life.

Closing Thought

As you wrap up your year-end review, remember: the person you’re ultimately accountable to is yourself. Use this time to recalibrate, reimagine, and recommit to the goals that truly matter to you. With honesty, introspection, and a little bit of courage, you can turn the page on this year and step boldly into the next chapter.

Your fresh start is waiting—are you ready to seize it?

New Beginnings: Seizing Opportunities in a Changing Market

mtrembicki@amprg.com (Matt Trembicki) — Mon, 09 Dec 2024 16:14:15 GMT

New beginnings aren’t just personal milestones. They’re the lifeblood of growth in companies and industries. Every new year brings a wave of fresh initiatives, ambitious projects, and bold strategies to reshape what’s possible.

As someone who transitioned from a decade in recruiting to strategy consulting, I’ve had the privilege of guiding companies through their own “new beginnings”—whether it’s launching a new product, entering a new market, or recalibrating their operations to unlock potential.

These moments of change are where transformation happens, for individuals and organizations alike. They require courage, vision, and above all, the willingness to embrace uncertainty. In business, these moments of transformation often coincide with the new year; a time when fresh perspectives and bold moves can redefine success.

Let’s explore how organizations can seize these opportunities to set the stage for growth and innovation:

New Beginnings in Business:

The Clean Slate Effect
A new year is a unique opportunity for companies to take a step back, reflect on their past performance, and chart a fresh course. Whether it’s launching a new initiative or restructuring for efficiency, there’s something undeniably energizing about starting with a clean slate. In my consulting career, I’ve seen the power of this effect when companies use the new year to implement ambitious operational strategies or adopt technologies that redefine their capabilities. It’s not just about fixing what’s broken. It’s about building something better.
Building the Right Foundation
The beginning of any project or initiative is critical. Success hinges on clarity of purpose, alignment across teams, and a solid foundation. Recently, I worked with a growing biotech firm as they prepared to expand into a new market. The challenge wasn’t just in the logistics but in helping them define the “why” behind their strategy. Once that was clear, every decision—from resource allocation to go-to-market planning—fell into place. New beginnings are easier to navigate when you start with the right structure and strategy.

The Role of Strategy in New Opportunities:

The Power of Fresh Perspectives
One of the most rewarding aspects of working in strategic consulting is helping companies see opportunities they may have overlooked. Sometimes, a company just needs a fresh set of eyes to identify inefficiencies or uncover hidden growth potential. For example, a fintech company I recently worked with had all the pieces for success but lacked cohesion in their operational strategy. By stepping back and identifying key bottlenecks, we were able to develop a roadmap that not only aligned their teams but also allowed them to re-allocate resources in a way that helped them open up new revenue streams.
Iterate, Don’t Hesitate
New beginnings aren’t about having all the answers; they’re about taking that first step and optimizing as you go. Companies that thrive are those that aren’t afraid to pivot, adapt, and iterate. I’ve seen this firsthand working with startups, where the ability to move quickly and learn from early challenges often determines long-term success. The lesson? You don’t have to get it perfect. You just have to get started.

Lessons from the New Year:

Alignment is Everything
Whether you’re an individual navigating a career shift or a company pursuing a bold initiative, alignment is the cornerstone of success. Everyone needs to understand the mission, their role in achieving it, and how it ties to the bigger picture. In my work with clients, I aim to emphasize this constantly. A misaligned team can derail even the best-laid plans, while an aligned one can execute with precision and purpose.
The Big Picture Matters
New beginnings are exciting, but they also need to be sustainable. It’s easy to get caught up in the energy of the moment and overlook the bigger picture. That’s why a solid strategy isn’t just about short-term wins; it’s about setting the stage for lasting success. As consultants, we guide companies to think beyond immediate goals and payoffs and to ask, “What do we want this to look like in five years?” That question often reframes their approach and ensures their new beginning becomes the start of something meaningful.

Conclusion:

As we step into a new year, the opportunities for fresh starts abound, for individuals and companies alike. Whether it’s a new strategy, market, or initiative, the key is to approach change with purpose, vision, and adaptability.

Having spent years helping individuals and companies navigate transitions, I’ve learned that every new beginning is a chance to build something better. Not just for today, but for the future.

The first step is always the hardest, but it’s also the most important.

The GPS of Professional Growth: How Mentors Guide the Way

Tue, 26 Nov 2024 19:47:19 GMT

Starting in a new industry can feel a lot like driving through unfamiliar territory. You might have a destination in mind, but without a guide, every twist and turn seems overwhelming.

That’s where mentors come in—they’re the GPS of professional growth. They help you chart your course, reroute when you hit a roadblock, and steer you away from potential pitfalls.

In consulting, where each project can feel like a new challenge, having mentors to guide the way has been invaluable in my journey, offering the perspective and clarity I didn’t even know I needed.

Driving the Car Yourself

One of the most impactful things about my mentors is the trust they’ve placed in me to take the wheel and figure things out on my own. They don’t overwhelm me with detailed instructions upfront, but rather encourage me to try, experiment, and learn by doing.

For example, when I am asked to put together a deck or a spreadsheet, I am often given some high level objectives rather than specific instructions. From there, my natural inclination is to prod for more info, to which I am frequently met with “I want to see what you do with it.”

This challenge allows me to take chances, learn lessons and add to my skillset, knowing that I have the safety net of my mentors to help me along the way if I get stuck and provide valuable feedback when I share what I have created. This balance of freedom and guidance has allowed me to build confidence, learn quickly, and grow into a more capable consultant.

The Long-Term Perspective

In the short term, it can feel like you’re just trying to get from point A to point B. Mentors help you see the bigger picture. They’re not just concerned with your immediate tasks; they’re focused on your long-term journey. When I’ve taken a wrong turn or gotten stuck, my mentors have been there to offer a broader perspective—reminding me of my goals and helping me figure out how today’s work contributes to where I want to go in the future.

It’s easy to get lost in the day-to-day challenges, but having someone who can see the forest through the trees makes all the difference. Mentors aren’t there to drive the car for you; they’re there to help you navigate, make adjustments, and ensure you’re moving in the right direction.

My mentors’ insights have been invaluable in shaping my approach, keeping me focused on growth, and continually pushing me toward my potential.

Amplify's Approach

At Amplify, we recognize the importance of mentorship—both internally and in our client engagements. Just as my mentors have guided me, Amplify is committed to sharing expertise, offering a helping hand, and providing the guidance needed to navigate complex business challenges.

Just like a good GPS, we don’t dictate every move but are always ready to lend our knowledge and help you find your way forward. It’s about trusting the process, learning through experience, and having the right support to guide you on your journey.

Navigating the Dual Role: What Defines Successful Leaders and Managers

Thu, 21 Nov 2024 14:12:16 GMT

We tend to wear many hats in our professional lives. Professionally we often find ourselves playing dual roles: being both a leader and a manager. While the terms "leader" and "manager" are sometimes used interchangeably, they represent distinct skill sets and responsibilities. A leader focuses on inspiring a vision, while a manager works to optimize team performance and development. Balancing both roles is challenging but essential for driving success and nurturing a motivated team. Here, we explore the top traits that distinguish leaders and managers, shedding light on what it takes to excel in each role.

Key Traits of Strong Business Leaders

1. Vision and Strategic Thinking

Effective leaders have a clear vision and strategic outlook, enabling them to set long-term goals that inspire and guide their teams. This trait allows leaders to anticipate market changes, understand industry trends, and adjust strategies accordingly. A leader with vision sees beyond the day-to-day, guiding the organization toward long-lasting and sustained success.

2. Effective Communication

Leaders who communicate well foster an environment of transparency and alignment. Clear, concise, and open communication ensures everyone understands the organization's goals and expectations. Equally important, good leaders excel at listening. They encourage team feedback and foster open dialogue, building trust within their teams. This approach not only keeps everyone on the same page but also empowers employees to share their insights and ideas freely.

3. Decisiveness and Accountability

Decision-making is at the heart of leadership. Strong leaders make timely, well-informed decisions, even in uncertain situations. They take accountability for these decisions, standing by their choices and owning both successes and failures. This accountability encourages a culture of responsibility, inspiring teams to take ownership of their roles and learn from their experiences.

4. Adaptability and Resilience

Business environments are constantly changing, and good leaders must be flexible and resilient. By embracing change, pivoting when needed, and maintaining composure during challenging times, leaders show their teams how to navigate adversity. This adaptability not only strengthens their teams’ resilience but also positions organizations to handle unexpected obstacles effectively.

5. Empathy and People-Centered Leadership

Great leaders build genuine relationships by showing empathy and prioritizing their teams’ well-being and professional growth. This people-centered approach improves morale, engagement, and productivity. By understanding individual needs, leaders create a supportive work culture that fosters loyalty and encourages growth. Empathy, therefore, is more than a soft skill—it’s a critical component of effective leadership that drives long-term success.

Key Traits of Effective People Managers

1. Empathy and Emotional Intelligence

As managers, leaders must go a step further in their empathetic approach. Recognizing each team member's unique strengths, challenges, and personal circumstances enables managers to provide tailored support. This emotional intelligence fosters trust, enhances morale, and ensures that employees feel valued and understood. A team that feels cared for is more likely to stay engaged and committed.

2. Clear Communication and Active Listening

Effective managers prioritize clear communication and active listening. They make sure that instructions, expectations, and feedback are communicated in a way that everyone understands. In turn, they listen attentively to team members' ideas, concerns, and feedback, promoting a culture of openness. This two-way communication reduces misunderstandings and fosters collaboration, helping employees feel heard and supported while empowering them to continue to share their own thoughts and ideas.

3. Support for Growth and Development

Good managers are invested in the growth and development of their team members. By providing opportunities for skill-building, mentorship, and career progression, they help everyone reach their potential. Focusing on development doesn’t just enhance team capabilities; it also inspires loyalty and drive, creating a work environment where employees feel their ambitions are valued and supported.

4. Recognition and Appreciation

Recognizing and celebrating individual and team achievements is a key element of successful management. Managers who regularly acknowledge effort and success motivate their teams to continue performing at their best. This appreciation fosters a positive culture, where employees are engaged and feel that their hard work is noticed and valued.

5. Adaptability and Flexibility

Managing people means dealing with a variety of personalities, work styles, and changing situations. Good managers are adaptable. They areable to tailor their approach based on individual needs and circumstances. This flexibility helps them address diverse team dynamics, manage conflict, and maintain a supportive environment even in challenging situations. By being flexible, managers demonstrate they are invested in helping their team members grow and succeed in the long term as well and are truly committed to each team member’s success.

Bridging the Gap Between Leadership and Management

To excel as both leaders and managers, professionals must integrate these traits into their daily interactions and decision-making. Visionary thinking and strategic direction are critical for leadership, but without empathy, active listening, and adaptability, management suffers. Similarly, managing team performance requires more than setting tasks and targets; it’s about creating an environment where individuals feel valued, supported, and motivated to grow.

Leadership and management together enable a balanced approach to organizational success. Leaders inspire, and managers execute; leaders look to the future, while managers optimize the present. Both roles are essential, and mastering the traits of each can lead to a thriving, dynamic team culture that drives long-term success.

The Power of a Great Team (From a Jets Fan Who Knows the Difference)

Tue, 19 Nov 2024 17:49:55 GMT

Let’s talk about the value of having a great team around you. Whether at work or in life, the right team makes all the difference. They’re the ones who show up when it matters, execute when it counts, and make you feel like you’re part of something bigger than yourself.

And as a Jets fan, I know exactly what it’s like to watch a team that doesn’t quite hit those marks. Sure, they’re talented. Sure, they’ve got potential. But talent alone doesn’t make a team. A roster? Yes. A well-oiled, high-performing machine? Eh… not so much.

Here’s what I’ve learned about the importance of a true team—both on and off the field.

1. Talent Alone Doesn’t Win Games

It’s easy to assemble a group of talented individuals, but without coordination, communication, and a shared purpose, it doesn’t matter how skilled everyone is. A great team knows how to work together, filling in each other’s gaps and amplifying strengths.

Take the Jets, for example. We’ve got playmakers, no question. But sometimes watching them feels like watching a group project where one person has a plan, another is winging it, and everyone else is waiting for instructions.

The lesson? Talent is great, but teamwork wins championships—or at least keeps things from imploding.

2. Roles Matter, and Everyone Needs to Know Theirs

On a great team, everyone understands their role and executes it to the best of their ability. There’s no confusion, no overlap, and no "waiting for someone else to do it." It’s a beautiful thing when it works.

Now, let’s pivot back to the Jets for a moment. How many times have we seen moments of brilliance undermined by… questionable decisions? (Looking at you, offensive play-calling.) It’s not that people aren’t trying. It’s that great execution requires clarity and alignment.

At work or on the field, a great team knows exactly who’s doing what and how it all fits together. No freelancing. No hero ball. Just execution.

3. Support Systems Are the Backbone

The best teams aren’t just about winning; they’re about lifting each other up. When one person stumbles, the others step in. When stress runs high, they offer perspective. A great team is like a safety net. You know someone has your back.

Contrast that with certain…rosters. Ever seen a QB scramble while the offensive line takes a group lunch? Or a defense that plays like it forgot the basics of coverage? Yeah, me too. It’s a stark reminder of what happens when support systems break down.

4. Accountability Makes All the Difference

Good teams hold themselves accountable. They own their mistakes, learn from them, and move forward together. There’s no finger-pointing or blaming the schedule, the refs, or bad luck.

Now, Jets fandom comes with its fair share of “we’ll get ’em next time” energy. But accountability is what separates the teams that learn from their failures from the ones that repeat them.

5. True Teams Bring the Fun

Let’s not forget the most underrated part of a great team: They make the journey enjoyable. Whether it’s cracking jokes during stressful times or celebrating small wins, great teams know how to have fun while getting the job done.

Jets fans? Well, we’ve developed a unique kind of humor—it’s called “laughing through the pain.”

The Jets vs. The Ideal Team

So, what’s the takeaway here? The Jets might be talented, but they’re a reminder that talent without teamwork is just noise. A great team—a real roster—is more than the sum of its parts. It’s about connection, collaboration, and showing up for each other every single day.

At work, in life, and (hopefully someday) on the field, a great team is worth everything. So whether you’re building one, part of one, or just trying to survive another Jets season, remember: it’s not just about having the pieces—it’s about knowing how to put them together.

Puzzling process

iydo@amprg.com (Ida Ydo) — Tue, 12 Nov 2024 21:48:52 GMT

I tend to think of an organization like a thousand different puzzle pieces, all of varying shapes and sizes; some of them represent tasks, some departments, some responsibilities, and the rest procedures.

When we create processes, we’re essentially mapping out the connections between each of these “pieces,” so everyone can understand how they connect. The clarity of a process streamlines operations and empowers each person in the organization to understand their purpose and impact.

Defined processes are a framework that holds everything together, turning separate parts into a coherent whole . When we define processes, we track progress, measure outcomes, and pinpoint what is (or isn't!) working .

It’s like assembling the border pieces of a puzzle first; once those are in place, everything else comes together more easily.

Build Confidence and Consistency

One of the best things about well-designed processes is that they give people confidence . Instead of reinventing the wheel with every new task, they know there’s a trusted method to follow.

I once had a job where there was no defined process for my daily work. I was expected to deliver, but I didn’t understand the expectations, and I wasted time and effort just trying to come up with new methods to complete repetitive tasks every day (and worrying if I was meeting expectations while performing them).

Finally, I had enough and started writing down and defining the most efficient path for every repeated part of my workday, and my work life changed after that.

The reliability of having your workflows defined reduces stress and provides a foundation that you and others can build upon. You aren’t left guessing or cutting corners because you know that the steps are in place, and the expectations are clear .

Processes Enable Innovation and Growth

There’s often a misconception that processes restrict creativity or innovation. But in my experience, it is quite the opposite.

Clear processes give teams a safe structure within which they can experiment, iterate, and scale new ideas . If you don’t have “the box” defined, how in the world do you know when you’re “thinking outside of” that box?

When managing and performing routine tasks, defined processes free you up to focus on higher-level thinking , strategic goals, and creative problem-solving.

In growing companies, processes become even more crucial. When an organization is expanding, it’s impossible to manage everything on an ad-hoc or bespoke basis . Processes make growth sustainable by giving teams a roadmap for scaling their work and adapting to new challenges without losing sight of quality and efficiency.

Define now so you can scale tomorrow

Scaling doesn’t just mean doing more work; it means building systems that can handle the complexity without sacrificing quality . Well-defined processes make sure that, as your business grows, every team member understands what they’re doing, why they’re doing it, and how it impacts the organization as a whole.

This is where consulting can make a real difference. When Amplify is engaged, we bring an objective, honest, experienced perspective to help you break down what’s working and what is not.

We don’t just help you define steps; we make sure your processes are documented, optimized, and ready to support the entirety of the puzzle that is your organization. We focus on creating a structure that’s not only sustainable but also adaptable as the company evolves.

Hidden Data: Overlooked Helpers in Our Personal Lives and Workplaces

Thu, 07 Nov 2024 17:46:15 GMT

Data surrounds us everywhere. Working quietly behind the scenes every day, data makes life easier, safer, and more efficient. From helping us make better choices in our personal lives to enabling smarter decisions in the workplace, data’s “hidden helpers” simplify routines we might otherwise take for granted. By exploring how data supports us both at home and at work, we can foster a sense of gratitude for these often-invisible aids. Let’s look at some key examples where data shines in our lives and our work, with common threads that reveal its invaluable impact.

Guiding Us Forward: Navigation and Decision-Making

In our personal lives, data supports us through things like navigation systems, which we use daily to get from point A to point B. Apps like Google Maps or Waze rely on real-time traffic updates, accident reports, and alternative routes to guide us efficiently and safely. Each route adjustment and delay warning is powered by countless data points gathered passively from sensors, GPS signals, and other drivers’ devices, all working together to streamline our journeys and keep us safe on the road.

Similarly, in the workplace, operational data is our GPS that helps us navigate our way to informed, effective decisions. Sales data, customer feedback, and productivity trends offer insights that allow teams to plot the course through challenges. Data-driven clarity helps us steer our strategies, avoid obstacles, and reach our goals.

Recognizing the guidance that data provides—whether in finding the fastest route home or optimizing a project—will deepen your appreciation for the support it quietly offers.

Preparing for What’s Ahead: Weather Forecasting and Predictive Analytics

Weather data helps us plan our activities, from choosing an outfit to rescheduling an outdoor event. Meteorologists compile millions of data points like temperature, wind speed, and humidity, all drawn from sensors, satellites, and weather stations around the world. This information helps us adapt to the elements, adding a layer of convenience and safety to our routines that we may rarely pause to appreciate.

At work, data plays a similarly prognostic role through predictive analytics, enabling teams to anticipate future challenges. Analyzing historical data allows organizations to identify patterns and trends that help forecast demand, resource shortages, or even anticipate potential maintenance issues. This foresight ensures that teams are prepared and equipped to handle upcoming hurdles, making day-to-day operations smoother and predictable. The parallel between weather forecasts and workplace predictive data reminds us to be thankful for the stability and preparedness that data brings, whether we’re facing a storm or operational business obstacles.

Enhancing Wellness: Health Data and Employee Engagement

Wearable devices and health apps have brought data into our wellness journeys, providing insights to help us stay active, monitor heart rates, and improve sleep patterns. The information gathered by these devices empowers us to make informed choices for our health, alerting us to trends and offering personalized advice that supports our long-term wellness.

Inside the workplace, engagement data serves a similar purpose by highlighting the areas that impact employee well-being and job satisfaction. HR teams analyze engagement metrics and feedback forms to understand employee needs and adjust, whether that’s introducing flexible scheduling, offering wellness resources, or fostering work-life balance. Both in personal health and workplace engagement, data empowers organizations and individuals to make choices that foster a healthier, more supportive environment.

Optimizing Resources: Energy Efficiency and Workflow Analytics

In our homes, data-driven systems help us conserve energy. Smart home devices analyze energy usage patterns, real-time grid data, and even weather conditions to optimize energy consumption. This unseen data helps us lower costs and reduce our environmental footprint effortlessly, enhancing sustainability without requiring our constant attention.

Likewise, in the workplace, workflow analytics can streamline resource allocation. By examining data on time management, task completion rates, and productivity bottlenecks, companies can identify where resources are underutilized, projects are over- or under-staffed, or processes are lagging. With these insights, small adjustments to processes can lead to big improvements in efficiency. Both at home and at work, data helps us make the most of our resources, inviting us to appreciate the quiet efficiencies it fosters.

Protecting What Matters: Fraud Prevention and Predictive Problem-Solving

In digital transactions, data analysis has become a powerful safeguard. Fraud prevention algorithms monitor spending habits and geolocation to spot suspicious activity and alert us to potential risks. This data-driven protection, often running silently in the background, allows us to conduct financial transactions with greater peace of mind.

At work, predictive problem-solving offers a similar kind of protection. By identifying trends that signal potential issues such as supply chain disruptions, regulatory compliance risks, or shifting market demands, teams can act before problems escalate. This Proactive use of data protects businesses from costly delays, compliance penalties, and missed opportunities, fostering resilience and agility.

Whether it’s securing our financial systems or adapting to market changes, data helps us protect what matters most, inviting gratitude for these safeguards in both our financial and professional lives.

Appreciating Data’s Impact in Life and Work

Data serves as a hidden ally in both our personal lives and workplaces, offering guidance, preparation, wellness insights, resource optimization, and protection. From helping us navigate traffic to empowering our teams to make informed choices, these unseen helpers show up every day, often without recognition. By acknowledging and fostering appreciation for data’s unseen but invaluable role, we can approach each day with greater appreciation, embracing the power of data to enhance our lives and work.

As we recognize the profound influence of data in our daily lives, it’s clear that maximizing its potential requires a thoughtful approach. At Amplify, our team can guide you through unlocking the full potential of your data, bringing transparency, efficiency, and strategic insight to your organization. Reach out to our experts today to set up a conversation to see how we may be able to help you identify, strategize and harness hidden data to drive smarter decisions, streamline processes, and prepare for future challenges.

Let’s work together to transform these hidden helpers into visible strengths, helping you and your teams achieve meaningful impact, every day.

The Fear of Losing Talent: How Businesses Can Prevent Turnover Nightmares

Tue, 29 Oct 2024 19:25:54 GMT

After spending nearly a decade in recruiting and search, I’ve seen up close just how disruptive talent loss can be.

In one instance, we placed an absolute rockstar in a key role—a true "needle in a haystack" kind of hire. This person hit the ground running, delivering real results and firing on all cylinders right from the start.

On paper, the role seemed like a perfect fit for their career growth. But within a year, they were gone, feeling stifled and underutilized.

For that company, it wasn’t just a blow to productivity but to morale and momentum. After all, they’d searched for months for the “right fit,” only to find themselves back at square one.

That experience is one of many that reveal why the fear of losing top talent haunts so many leaders.

The hidden costs —lost productivity, constant recruiting, re-training—all add up, and if left unchecked, it’s easy to end up with a revolving door that’s tough to close.

Here’s the truth: Managing talent is a lot like managing a complex project—it takes thoughtful planning , consistent check-ins, and a long-term view.

Here are five common pitfalls that turn talent management into a nightmare, and how to avoid them:

1. Neglecting Employee Development: Failing to Nurture Long-Term Loyalty

Many companies put all their focus on the initial hire and forget about growth paths once they’re on board. But without clear advancement opportunities, even the most driven employees will start looking elsewhere.

Tip: Show employees there’s a future with your company. Development plans, mentorship, and upskilling aren’t just perks ; they’re retention essentials. Let your team know their growth is a priority.

2. Overworking Your Team: Pushing Talent Beyond Their Limits

Burnout is real. Just as athletes need rest to perform at their peak, so do employees. I can’t count the number of candidates who’ve come to me looking for new roles simply because their work-life balance was sacrificed .

Tip: Encourage balance. Give employees the freedom to recharge and consider flexible arrangements . A healthy work-life balance isn’t just good for employees—it’s good for business.

3. Ignoring Feedback: Missing Early Warning Signs

Not listening to feedback is like ignoring a warning light on your dashboard—sooner or later, things will break down . Often, simple issues go unresolved, and employees see the exit as the only fix.

Tip: Make feedback routine. Use surveys, 1:1s, and team meetings to catch concerns early. Listening (and acting) on feedback shows your team that their voice matters .

4. Failing to Recognize Efforts: Letting Talent Feel Undervalued

Recognition goes far beyond compensation. Employees want to feel that their hard work and impact are seen and valued.

Tip: Bake appreciation into your culture. Create programs to celebrate wins , big or small, and make recognition part of your team’s day-to-day experience. A simple “thank you” or a shoutout can go a long way.

5. Lack of Strategic Workforce Planning: Not Preparing for Turnover Risks

Too many companies are caught off guard by turnover, scrambling to fill gaps once they’re there. Without a strategic workforce plan, turnover can lead to productivity dips and chaotic transitions.

Tip: Build a workforce strategy that accounts for succession, cross-training, and talent mobility. Planning ahead ensures that your business stays steady, even during inevitable transitions.

Turnover doesn’t have to be a horror story. By focusing on development, fostering balance, listening to your team, recognizing efforts, and planning strategically , you can create a place where people actually want to stay.

In the end, retaining talent is about investing in your people. It’s about keeping the right people on board — those who grow with you and help fuel your company’s long-term success.

Don't bury your projects alive

Thu, 17 Oct 2024 18:12:41 GMT

Have you noticed that around this time - mid October - the stores are already starting to push the Christmas decorations? They may even have stopped stocking the Halloween items, and the inventory is just dwindling?

Last year I tried to buy my son a Halloween costume the week before the holiday, thinking that was plenty of time. I was wrong. The ghouls and jack o'lanterns had been switched out with Santa’s sleigh, and in the very back was a measly group of deeply discounted costumes in either size XXS or XXXL. The holiday was deemed over before it even began.

But… was it?

If you looked at the commercial world, there wasn’t much more money to make on the new, shiny things. People had seen them, bought what they wanted, and if you hadn’t, then too bad for you - you should’ve been out earlier.

But to millions of kids and their parents, we were still working the process of planning. We were carving out our pumpkins, and hemming the costumes, preparing for the day that hadn’t even arrived yet before the commercial world had decided it was over.

Just because the perception may be that there’s no more money to make (or not enough to make the board happy with the analytics) does not mean that it’s time to stop refining, preparing, planning, and executing.

I think oftentimes there’s a tendency for people to look to the new thing before they’ve even realized a successful execution. If you don’t complete your project and reflect on the journey, you don’t know where you went wrong - or where you went right! If you don’t identify and learn from your failures, how do you make sure you don’t carry them into your next project? Likewise, how can you identify standards and efficiencies that could easily be repeated in future work?

Stop for a moment and consider how we often rush to the next “shiny object” before fully embracing the current one. Just like the commercial shift to candy canes before the kids have even collected their sour vampire bats, many businesses find themselves chasing the next project without even making sure that the last one was executed to its fullest potential (or even executed at all!).

When wrapping up your current initiatives, think about these strategies to ensure you don’t miss the true spirit of your projects:

Reflect on Your Halloween: Just as families cherish their Halloween traditions, take the time to celebrate what you’ve accomplished. Gather your team to discuss the successes and challenges/lessons learned of your recent project. This reflection can reveal valuable insights that will guide your future endeavors.
Document the Process: Create a “Halloween diary” of sorts—a place to record what worked, what didn’t, and the lessons learned. This documentation is vital for ensuring that the knowledge gained from one project informs the next, helping you avoid the fate of rushing into a new venture without proper preparation.
Celebrate the Season: Just as we celebrate Halloween with never-ending candy and decorations, make it a point to recognize the hard work of your team. Acknowledging their efforts fosters a sense of pride and motivates everyone to carry that energy into future projects.
Plan Your Next Adventure: When you finalize your current efforts, start plotting your next steps with care. Outline clear objectives and timelines, ensuring that your next project is well thought out rather than a knee-jerk reaction to market trends.
Stay Agile: While it’s crucial to plan, be ready to adjust your course based on the feedback you gather. Just as the sheet ghosts might need last-minute hemming and eye-hole adjustments, your strategies should be flexible enough to incorporate new insights.

While the rush to the next big thing can feel tempting it’s essential to take a moment to fully embrace and analyze your current projects. Reflecting on your work, documenting your insights, and celebrating successes, means you won’t just move forward because you think you should, but do so with purpose and clarity.

As you prepare for the upcoming months, focus on closing out your current initiatives effectively and analyze the successes as well as the failures, so you’re stepping into the future equipped with valuable lessons learned, ready to create a successful next chapter.

Lessons on how NOT TO DROWN as a Business Executive from a Scuba Diver

Fri, 11 Oct 2024 16:06:28 GMT

DON'T GET PULLED UNDERWATER:

Lessons on how NOT TO DROWN as Business Executive from a Scuba Diver

Some of you who know me personally know I have several hobbies and interests that stretch far and wide from my business career. One of these hobbies is Scuba diving. SCUBA, which stands for Self Contained Underwater Breathing Apparatus , was first coined by Dr. Christian Lambertsen in 1954 – a new name for his earlier invention, the Lambertsen Amphibious Respiratory Unit (LARU).

Recently , while studying for an advanced certification, it dawned on me that Scuba, like business leadership, requires precision, awareness, and careful navigation . The mistakes new divers make when learning the ropes in the underwater world mirror the challenges and missteps that executives (new or seasoned) face when they take on a leadership role in a new company. Both require adapting to a new environment, exercising caution, and learning to trust the tools and skills at their disposal.

Here’s a look at the top five mistakes new scuba divers make , and how they equate to the top five mistakes new executives can often make i n a new company or role.

1. Poor Buoyancy Control = Struggling to Find Strategic Balance

In diving, poor buoyancy control leads to erratic ascents or descents, making it difficult to maintain stability and harming the environment around you. Similarly, new executives can struggle with balance — caught between immediate demands and long-term strategic goals. Instead of smoothly adjusting to the organization’s culture and current dynamics, they may either push too many changes too quickly or become too passive, failing to gain momentum.

Executive Tip: Master your strategic buoyancy. Align your actions with the company’s immediate needs while ensuring long-term strategies are slowly introduced. Take time to observe, adapt, and balance.

2. Ascending Too Quickly = Moving Too Fast Without Understanding the Environment

Divers who ascend too quickly risk decompression sickness (the bends) — a dangerous and sometimes deadly mistake. In the business world, executives who charge forward with sweeping changes without fully understanding the company’s ecosystem can create confusion, employee disengagement, and resistance to new initiatives.

Executive Tip: Pace yourself. Get to know the organization’s internal structures, key players, and cultural norms before making drastic moves. Rushing transformation without groundwork can lead to long-term damage.

3. Breathing Inefficiently = Failing to Manage Stress and Resources

New divers sometimes breathe too fast or hold their breath, which wastes air and leads to panic. In leadership, executives may get overwhelmed by new responsibilities or spread themselves too thin, reacting to every challenge instead of responding thoughtfully.

Executive Tip: Regulate your leadership “breathing.” Establish a calm, measured approach to decision-making and stress management. Prioritize tasks and resources, taking deep, strategic “breaths” rather than reacting impulsively to every pressure point.

4. Not Equalizing Properly = Failing to Adjust to New Pressures

Just as divers must equalize the pressure in their ears during descent to avoid discomfort or injury, new executives must adjust to new pressures in a business environment. Failing to properly calibrate to the organization’s politics, stakeholders, and market demands can lead to personal and professional strain and in many cases failure.

Executive Tip: Regularly “equalize” by maintaining open communication with key stakeholders. Stay attuned to internal dynamics and adjust your expectations as you descend deeper into the role.

5. Not Monitoring Air Supply = Neglecting Key Resources and Metrics

Running out of air is one of the most fatal mistakes a diver can make. In business, failing to monitor key resources such as cash flow, human capital, or market data can result in disastrous outcomes. Executives sometimes neglect essential business metrics in the rush to prove results, leading to financial instability or operational breakdowns.

Executive Tip: Keep a close eye on your “air supply.” Regularly track key performance indicators (KPIs), financial health, and employee engagement levels to ensure you’re not running out of vital resources at a critical moment.

Final Thoughts

Whether diving into the deep ocean or a new leadership role, the principles of success are strikingly similar: maintaining balance , moving at the right pace, managing stress, adjusting to pressure, and monitoring resources . By taking lessons from the deep sea, new executives can avoid these pitfalls and better prepare for the uncharted waters of leadership.

Just as with diving, preparation and awareness are the keys to a smooth, successful journey in business leadership . Avoid these common mistakes, and you'll be well on your way to becoming a seasoned, successful and confident executive.

See you in the water!!

- David

PADI Certified Open Water Diver
PADI Certified Adv Open Water Diver
PADI Certified Night Diver Specialist
PADI Certified Equipment Specialist

The Nightmare of Scope Creep: When Projects Spiral Out of Control

Wed, 02 Oct 2024 19:40:04 GMT

The Nightmare of Scope Creep: When Projects Spiral Out of Control

There’s a term that strikes fear into the hearts of even the most seasoned Program Management professionals: scope creep.

This insidious phenomenon occurs when the scope of a project gradually expands beyond its original goals, frequently without formal approval or additional resources.

What starts as a well-defined project can quickly spiral out of control, leading to missed deadlines, budget overruns, and frustrated stakeholders. To avoid this nightmare, it’s crucial to have a strong Project Management Office (PMO) that uses data-driven strategies to keep projects on track and to provide continuous feedback for course correction.

Understanding Scope Creep

Scope creep occurs when new features, tasks, or deliverables are added to a project without adjusting the project timeline, budget, or resources. These changes happen incrementally; perhaps a stakeholder asks for a minor feature to be added, or a team member identifies an opportunity to enhance a deliverable. While these changes may seem small in isolation, over time and in aggregate they accumulate, transforming the project into something much larger than originally planned.

The consequences of scope creep can be devastating. According to a study by the Project Management Institute (PMI), 52% of projects experience scope creep, and it is one of the leading causes of project failure. Projects affected by scope creep are 45% more likely to miss deadlines, 35% more likely to go over budget, and 25% more likely to fail to meet their original goals. [1]

The Role of a Strong PMO

To prevent scope creep, organizations must establish a robust Project Management Office (PMO). A strong PMO provides the structure, governance, and oversight necessary to ensure that projects stay aligned with their initial objectives. More importantly, it acts as a gatekeeper, managing changes to the project scope and ensuring that any modifications are properly vetted, approved, and resourced.

A PMO can do this effectively by implementing clear guidelines for managing scope changes. For example, every potential change should go through a formal change management process that includes a cost-benefit analysis, impact assessment on timelines, and resource allocation. Organizations should require all scope changes to be reviewed and approved through a formal process. The PMO helps prevent unapproved additions from sneaking in and derailing the project.

Data-Driven Project Management

Data-driven project management allows organizations to track project performance in real time, providing valuable insights into whether a project is on course or veering off track. It also allows post-implementation/post-mortem opportunities wherein organizations can identify areas for improvement in future projects.

Typical data points that an organization can monitor to ensure that the project remains within scope include:

Budget adherence
Task completion rates
Resource allocation
Milestone achievements

Additionally, time tracking tools can help project managers understand where time is being spent and whether tasks are taking longer than anticipated—an early warning sign that scope creep may be occurring.

Using data, project managers can spot trends and proactively address issues before they become major problems. For example, if a project’s burn rate is increasing without a corresponding increase in deliverables, it could signal that scope creep is at play. The PMO can then intervene, investigate the root cause, and adjust course as needed.

Continuous Feedback Is Important

Continuous feedback loops are another critical element of preventing scope creep. Feedback from project team members and stakeholders provide real-time information about how the project is progressing. It ensures that the scope remains relevant and aligned with business goals while preventing unnecessary changes from being added.

A strong PMO establishes regular checkpoints including sprint reviews, stakeholder meetings, and project status updates. These checkpoints provide opportunities to reassess project goals, review deliverables, and confirm that the project scope remains intact. If any scope adjustments are needed, they can be addressed in an organized and controlled manner, with input from all relevant parties.

The Antidote to Scope Creep? Effective Change Management

Even with the best planning, change is inevitable in most projects.

Markets evolve, stakeholder needs shift, and new opportunities arise. The key to preventing scope creep is not to avoid change altogether, but to manage it effectively. This structured approach ensures that any changes made are intentional, necessary, and beneficial, rather than the result of ad-hoc decisions or scope drift.

A successful change management process includes:

Formal Change Requests: Every change must be documented and submitted through an official process.
Impact Assessment: Analyze how the change will affect the timeline, budget, and resources.
Stakeholder Approval: Ensure all key stakeholders are aware of and sign off on the change before it is implemented.
Resource Reallocation: Make sure additional resources (time, budget, human capital) are allocated if necessary to support the change.

Scope creep is a common project management challenge that can have serious consequences if left unchecked. However, with a strong PMO, data-driven project management practices, and continuous feedback loops, organizations can keep their projects on track and prevent scope creep from turning a well-planned initiative into a nightmare. By emphasizing structured change management, monitoring key metrics, and involving stakeholders at every stage, organizations can avoid the pitfalls of scope creep and ensure that their projects deliver the intended value on time and within budget.

The key is to stay vigilant, use data effectively, and ensure that changes are managed with precision and care.

Transformational Change: Are we speaking the same language

Mon, 30 Sep 2024 19:11:45 GMT

Transformational Change: Are we speaking the same language

“Transformational change” is often championed as one of the paths to success.

Companies set their sights on evolutionary shifts in operations, business models, and in organizational cultures. Yet, most often a crucial disconnect exists between these lofty ambitions of transformational change and the practical understanding of its true value versus its cost.

The Real Cost of Transformational Change

First of all, I think a lot of people are used to (and a bit burnt out over…) the term “Transformational Change” without understanding that it’s not just terminology. So to get that out of the way, let’s start with a definition:

“Transformational change refers to a fundamental shift in an organization's structure, processes, or culture aimed at significantly improving its performance or achieving new strategic goals. It involves comprehensive and deep alterations that affect the entire organization rather than incremental adjustments.” (Harvard Business Review, 2020)

Transformational change involves sweeping alterations that demand extensive resources, meticulous planning, and strategic execution. However, many organizations embark on these ambitious projects without fully grasping the operational implications. Research from the Harvard Business Review highlights that the majority of transformational initiatives fail due to poor planning and inadequate resources (Harvard Business Review, 2020).

Ironically, when financial constraints hit, change management—the discipline essential for guiding and supporting these large-scale changes—is often among the first areas to face budget cuts or being eliminated altogether.. This is comparable to starting a major home renovation project and then eliminating the budget for project management. The outcome? Increased chaos, higher failure rates, unmet objectives and staff disengagement. Nobody wants to live and work in that mess.

The Value of Incremental Change

Many organizations can derive substantial value by focusing on incremental improvements rather than committing solely to wide transformational change.

Incremental changes are smaller, manageable adjustments that address immediate needs and build momentum without the upheaval of larger-scale transformations. A study published in the Journal of Change Management underscores that incremental change can often lead to better outcomes and reduced resistance compared to radical change (Journal of Change Management, 2021).

For instance, rather than overhauling an entire system, implementing a series of smaller, targeted updates can significantly enhance productivity and employee satisfaction . These incremental steps not only offer immediate benefits but also lay the groundwork for more extensive improvements in the future.

What can you do now? Practical Steps for executives

As an executive, effectively balancing transformational goals with the reality of value versus cost is crucial.

Here’s how to navigate this balance effectively:

Define True Value: Understand the real value of change for your organization. Assess whether the anticipated benefits justify the costs and resources required. Bring your staff on the journey, build their buy-in & illustrate “What's in it for them…”
Invest Wisely in Change Management: Recognize that change management is an investment in success, not a cost to be cut. According to Prosci, organizations with strong change management practices are six times more likely to meet their project goals (Prosci, 2023).
Embrace Incremental Improvements: Focus on smaller, actionable changes that can provide immediate value. Incremental improvements can mitigate risks and produce quick wins , leading to long-term benefits.
Communicate and Engage: Engage with your team to understand their needs and how incremental changes can address them. Effective communication and engagement are critical for gaining support and ensuring successful implementation.
Monitor and Adapt: Regularly assess the impact of incremental changes and be prepared to adjust your approach based on feedback and results. Continuous monitoring helps refine strategies and achieve desired outcomes .

While transformational change can promise significant results, the journey to long-term success often begins with targeted, incremental improvements . By focusing on the value these smaller changes provide and ensuring adequate investment in change management, organizations can navigate the complexities of transformation more effectively.

So, the next time your organization sets its sights on transformational change, remember: the real impact lies not just in the scale of the investment but in the value it delivers . Begin with manageable steps, plan strategically, communicate early and often and let each incremental change contribute to meaningful purpose and progress.

Sources:

Harvard Business Review, (2020): How Incremental Change Can Be More Effective Than Radical Change.

Prosci, (2023): The Prosci Best Practices in Change Management.

Business Karma: The Long Game That Pays Off

ykafi@amprg.com (Yashar Kafi) — Wed, 25 Sep 2024 14:29:10 GMT

Business Karma: The Long Game that Pays Off

We’ve all heard about karma. I’ve heard about it at least a million times, 999,000 of which were from my daughter blasting Taylor Swift’s Karma. And while I’m not here to talk about how karma is a cat and it’s lounging on your lap (cool concept, but I’m more of a dog person), I am here to talk about karma as it relates to business.

“Do good and good will come back to you.”

You’ve likely heard this before, but does it apply to how your company operates? Absolutely. Business karma is real, and it’s powerful. Success in business is a long game, and if you're committed to helping others succeed—whether it’s clients, employees, or partners—then by the karmic law, you’re setting yourself up for success too.

Let me illustrate this with a story.

The Rise of Joe’s Construction Company

Let’s look at a story about Joe, who owns a local construction company. Joe’s not the cheapest contractor in town, but he’s booked months in advance. Why? Because Joe’s been playing the long game.

Joe goes above and beyond for every client. He gives free advice and does minor repairs without charging extra. He invests in his employees by paying them well and offering training. Joe is also active in his community, always showing up to help after a storm or a natural disaster.

The result? Joe’s business has a stellar reputation. His clients trust him, his employees are loyal, and even when the economy tanked, Joe’s company barely felt the impact because of the goodwill he built over the years.

Business is a Marathon, Not a Sprint

Now, I’m not saying you need to be a saint in the business world, nor am I suggesting we all hold hands and sing Kumbaya (most of your know thats not my style). But understanding that your actions have consequences—both immediate and long-term—is critical. The way you treat clients, partners, employees, and competitors creates a karmic footprint in the business ecosystem. And just like a carbon footprint, it's something you want to manage carefully.

How to Build Good Business Karma

Creating good business karma isn’t rocket science, but it does require empathy, integrity, and consistency. Here’s how you can do it:

Walk a mile in their shoes: Empathy is key. Whether it’s a client, an employee, or a competitor, try to understand their position. You never know the challenges someone else is facing, and showing compassion builds lasting relationships.
Deliver on your promises: If you say you’re going to do something, follow through. If something changes and you can’t deliver, own up to it immediately. Your reputation depends on your ability to do what you say.
Treat employees like assets, not expenses: Employees are the backbone of your business. Invest in their growth, recognize their contributions, and show them that you value their work. When tough times come, they’ll have your back.
Be a problem-solver, not a product pusher: Instead of focusing solely on selling your product, focus on solving your client’s problems—even if that means recommending a competitor’s solution. It might seem counterintuitive, but clients will remember your honesty and come back to you in the long run.
Compete hard, but clean: Compete based on the quality of your offering, not by bad-mouthing your competitors or using underhanded tactics. Winning with integrity earns respect and builds trust.
Give more than you take: Whether it’s sharing knowledge, mentoring others, or supporting your community, giving creates a ripple effect of goodwill. It’s not just good PR—it’s good karma, and it pays off.

How Does Business Karma Translate to Success?

At this point, you might be wondering: how does “good karma” show up on the balance sheet?

Here’s the thing—building good business karma is like making small deposits into a karmic savings account. Over time, those deposits compound. Loyal clients lead to repeat business. Happy employees mean higher productivity and lower turnover. And being a trusted partner makes your business more resilient when times get tough.

But this isn’t just about soft benefits. Companies that build strong reputations for integrity and fairness often experience tangible outcomes—better client retention, stronger partnerships, and long-term profitability.

How Can You Improve Your Business Karma?

So how’s your business karma looking right now? Take a moment to reflect on these key areas:

As a company: Are you only focused on quarterly profits, or are you also thinking about your impact on employees, customers, and the community?
In your community: Are you giving back as much as you’re taking?
As a leader: Are you developing your team and creating opportunities for others to succeed?

Every interaction is an opportunity to make a deposit or withdrawal from your karmic account. And just like compound interest, those small actions accumulate over time, shaping the future of your business.

How We Can Help

I truly believe that all of us at Amplify believe in the power of good business karma. We work with businesses to embed these principles into our day to day operations—whether it’s improving client relationships, fostering employee engagement, or developing long-term partnerships that build trust and deliver value.

By aligning our business practices with the principles of integrity, empathy, and value creation, we help you play the long game—setting you up for sustained success, not just the next quarter’s earnings.

Ready to Invest in Your Karmic Capital?

The beautiful thing about business karma is that it’s never too late to change your balance. Every decision you make today is an opportunity to set yourself up for future success. Are you ready to start building your karmic capital?

Transformative Collaboration: Amplify Resources Group and Executive Strategy Group Partner to Deliver Cutting-Edge Strategies for Operational Excellence

Thu, 05 Sep 2024 18:55:42 GMT

BOSTON MA (September 5th, 2024 ) – Amplify Resources Group, a boutique strategic consultancy, and Executive Strategy Group, a renowned specialist in Sales Management, Go-To-Market, and Revenue Acceleration announce a strategic partnership designed to deliver unparalleled value and service delivery.

Unique, Comprehensive Solutions

Together, Amplify Resources Group's expertise in strategic consulting and business operations improvement with Executive Strategy Group's deep specialization in sales management and revenue acceleration will offer end-to-end solutions addressing the most pressing challenges businesses face today.

"Our partnership with Executive Strategy Group marks an exciting new chapter for both firms," said Yashar Kafi, President at Amplify Resources Group. " We are uniquely positioned to help our clients achieve sustainable growth and long-term success because we combine our innovative approaches and go-to-market strategies."

Value Through Collaboration

Together, Amplify Resources Group and Executive Strategy Group will collaborate on initiatives designed to enhance their clients' competitive edge, including co-developed business operations strategies, customized sales management solutions, and innovative approaches to leveraging technology and business processes to support accelerated revenue growth. The firms will deliver tailored strategies that align with each client's unique needs and objectives.

"This collaboration will enable us to expand our service offerings and deliver even greater value to our clients,” said Kevin McCann, President and CEO of Executive Strategy Group, “By joining forces, we can offer a more holistic approach that drives tangible results."

Commitment to Client Success

Both firms are committed to helping their clients navigate the complexities of today's business environment. The partnership will create actionable strategies that enhance client performance, drive growth, and deliver measurable outcomes. With a shared vision and complementary strengths, the firms are poised to set a new standard in strategic consulting and sales management.

About Amplify Resources Group

Amplify Resources Group is a boutique strategic consultancy specializing in business operation improvements, technology selection, and capability development. The firm is dedicated to helping businesses achieve their goals through innovative solutions and strategic insight.

About Executive Strategy Group

Executive Strategy Group is a leading specialist in Sales Management, Go-To-Market strategies, and Revenue Acceleration. The firm works with organizations to optimize their sales processes and drive sustainable growth through tailored, results-driven strategies.

For More Information:

David Collier

Executive Vice President

Amplify Resources Group

dcollier@amprg.com

Kevin McCann

President and CEO

Executive Strategy Group

kmccann@execstratgroup.com

---

The Keys to Successful Digital Transformation

Thu, 15 Aug 2024 14:15:28 GMT

Digital transformation has become an imperative for organizations striving to remain competitive. But the journey towards digital transformation is not without its challenges, and one of the most significant hurdles lies in effective change management . At Amplify Resources Group, we understand that embracing change is crucial for long-term survival, especially as technology continues to advance with machine learning, artificial intelligence, and other innovations.

Change management is the systematic approach to guiding an organization through the evolution and transition of policies, systems, or goals . It involves formulating strategies that ensure a smooth transition and minimize potential disruptions. Effective change management takes into account various aspects to optimize the impact of change before it's implemented, such as communication strategies, employee engagement plans, training initiatives, and progress tracking mechanisms.

When change is mishandled, organizations may face severe consequences. Communication breakdowns can lead to employee frustration and a sense of disempowerment, as they feel their input is irrelevant. Employee disengagement can arise when businesses fail to consider how changes will affect their workforce , leading to a perception of inconsiderate management and a disconnect from company culture.

Resistance to future changes can stem from negative past experiences, where employees become hesitant to trust leadership, resulting in negative behaviors and poor performance. Ultimately, a lack of proper change management can lead to lowered productivity , as employees struggle to adapt to new tools or processes without adequate training and support.

Traditional change management methods, which aim to transition an organization from one steady state to another, are often inadequate in the context of digital transformation. The goal of digital transformation is to create a more adaptive, creative, and resilient organization , where change is constant and ongoing. This requires a fundamental shift in mindset and approach.

At Amplify Resources Group, we believe that embracing the following realities is crucial for successful digital transformation:

Continuous Adaptation: There is no finish line where change stops and a new, stable normal begins. Organizations must embrace the mindset of continuous adaptation and foster a culture of agility, where change is welcomed and integrated into the very fabric of the organization.

Open Communication: Addressing the potential downsides and challenges of transformation is essential for building trust and employee buy-in . Transparent communication about the benefits as well as the potential drawbacks, such as skill obsolescence, team restructuring, or layoffs, is key to maintaining credibility and gaining genuine support .

Aligned Incentives: Organizational incentives and performance measurement systems must be adjusted to reinforce the desired behaviors and changes , promoting the adoption of new processes and capabilities. If incentives remain unchanged, employees will likely revert to old habits and routines, undermining the transformation efforts.

Active Listening: Successful transformation leaders listen more and talk less , targeting their communication strategy towards the specific concerns identified through active listening. Instead of relying on one-way, repetitive outbound communication, leaders should strive to understand the unique perspectives and challenges faced by different stakeholder groups.

Empowered Middle Management: Middle management plays a crucial role in driving and contextualizing the transformation within their teams. Providing them with the necessary information, tools, and support empowers them to be effective change leaders and facilitators within their respective areas of responsibility.

At Amplify Resources Group, we recognize that change is not a problem to overcome but a skill to develop . Our approach to change management encompasses the following steps:

Emphasizing Benefits: We help organizations communicate the personal and business benefits of change, addressing the "what's in it for me" question for employees. By highlighting how the transformation will positively impact individuals , we foster buy-in and mitigate resistance.

Understanding Resistance: By identifying the root causes of resistance through active listening and feedback gathering , we can develop targeted strategies to address and overcome these barriers. Our consultants work closely with clients to understand the unique concerns and challenges faced by different stakeholder groups.

Clear Communication: We facilitate frequent, transparent, and clear communication with stakeholders at all levels of the organization. Regular updates, town hall meetings, and open feedback channels ensure that everyone remains informed and engaged throughout the transformation process.

Fostering Collaboration: Our approach encourages teamwork, open communication, and a willingness to share ideas , fostering a collaborative culture. Cross-functional teams and interdepartmental collaboration promote a shared understanding and collective ownership of the transformation goals.

Empowering Employees: We provide employees with the tools, resources, and autonomy they need to take ownership of the change process . By involving them in decision-making and encouraging their input, we cultivate a sense of empowerment and commitment to the transformation journey.

Adequate Training: Ongoing training and support ensure that employees feel confident and comfortable with new technologies and processes. Our comprehensive training programs are tailored to address the specific skill gaps and learning needs within the organization.

Addressing Concerns: We maintain an open dialogue to address concerns and answer questions , adjusting the plan as needed based on feedback. Our consultants act as facilitators, ensuring that employees' voices are heard and their concerns are addressed in a timely and transparent manner.

Roadmap Creation: By developing a clear roadmap outlining the steps and timeline for change, we provide stakeholders with a shared understanding of what to expect . This roadmap serves as a guiding framework, allowing for flexibility and adjustments as the transformation progresses.

Progress Measurement: Establishing metrics and regularly evaluating progress against them allows us to track the success of the change management initiative . Key performance indicators (KPIs) are carefully selected to measure the impact of the transformation on various aspects of the business, such as operational efficiency, customer satisfaction, and employee engagement .

Celebrating Successes: Recognizing and rewarding milestones along the way helps maintain momentum and motivate employees throughout the change process. Celebrating small wins and acknowledging the efforts of individuals and teams who embrace the transformation reinforces positive behavior and encourages continued commitment.

We understand the complexities and challenges of change management in the context of digital transformation. Our team of experienced consultants and domain experts brings a deep understanding of organizational dynamics , change management principles, and digital transformation strategies. We work closely with clients to gain a comprehensive understanding of their unique situations, challenges, and goals.

Our approach is tailored to each client's specific needs, leveraging proven methodologies and best practices while remaining flexible and adaptable . We believe in co-creating solutions with our clients, fostering a collaborative partnership that ensures a seamless integration of change management strategies into their digital transformation initiatives.

If you're facing challenges in your digital transformation journey, don't hesitate to reach out to us.

We'll work with you to understand where you're stuck, identify the roadblocks hindering your progress, and provide tailored solutions to help you navigate the complexities of change management. Together, we'll craft a comprehensive plan that empowers your organization to embrace change, cultivate a culture of agility, and achieve sustainable transformation success.

Ask us: experts@amprg.com

Sources:

https://www.forbes.com/sites/forrester/2023/06/23/change-management-in-digital-transformation/?sh=60a1af916974

https://www.indeed.com/hire/c/info/best-practices-for-managing-change-in-the-workplace?gad_source=1&gclid=Cj0KCQjw6auyBhDzARIsALIo6v9IVm3ejFO_N-xzd3jYEnhBJAsWgJZSwAc5ztXpfT4XfM9nilmGEY0aAiAPEALw_wcB&aceid=&gclsrc=aw.ds

https://www.asug.com/insights/guest-perspective-effective-change-management-for-digital-transformation-in-10-simple-steps

Pathways & Progress: Compensation & Benefits

Wed, 01 May 2024 17:45:24 GMT

Effective Strategies for Compensation & Benefits

This is the third article in our "Pathways & Progress" series. Be sure to check out the other articles in the series:

Overview > Talent Attraction & Recruiting > Onboarding > Performance & Development > Compensation & Benefits > More to come

Compensation and benefits play a critical role in attracting, retaining, and motivating employees. Much like our last article on Performance & Development, Compensation & Benefits is not a linear piece of the employee lifecycle, but rather a modular program that requires constant evaluation and evolution throughout employees’ careers.

As organizations strive to create competitive and equitable compensation structures, focusing on key strategies and data points is essential. This article explores several aspects crucial to developing an effective compensation and benefits strategy and ensure that organizations continue to evolve with their employees.

The intricacies of compensation and benefits are foundational to fostering a motivated and dedicated workforce. As organizations adapt to ever-evolving economic landscape and workforce expectations, the strategies discussed herein are vital for maintaining a competitive edge.

By committing to building and leveraging, companies can ensure they attract and retain top talent. Additionally, the integration of effective bonus and incentive programs, alongside the strategic management of costs, ensures that organizations not only meet the immediate needs of their employees but also secure long-term organizational health and employee satisfaction.

Ultimately, a well-thought-out compensation and benefits strategy is more than a mechanism for employee retention; it's a pivotal component of a thriving corporate culture and a robust business model.

Thoughtful Communication: Crafting Memorable Connections

ykafi@amprg.com (Yashar Kafi) — Tue, 23 Apr 2024 14:10:45 GMT

Unlocking the Power of Thoughtful Communication: Crafting Memorable Connections

"To be, or not to be, that is the question." Today, on the day of Shakespeare’s birth, I think about the significance the right communication.

Think about it; Memorable people speak in memorable ways.

Leaving a lasting impression through your words will elevate your personal brand and forge meaningful connections in both your personal and professional life.

Who do you remember most vividly? Chances are, it's not just what they tried to convey, but how they said it. Their words resonated with you, leaving a mark on your memory.

So: How can we harness the power of thoughtful communication to make our own mark in the professional world? Here are a few suggestions from someone who has made it his career to communicate and guide people to the right solutions:

Inject Authenticity: Be true to yourself and let your personality shine through in your communication. Whether you're crafting an email, delivering a presentation, or engaging in casual conversation, authenticity is key to making your voice distinctive and memorable.
Use Your Creativity: Push the boundaries of how people normally use their vocabulary, and infuse your communication with creativity and originality. Use imagery, analogies, or storytelling techniques to make your message more engaging and memorable. Change up common sayings, sparking interest from your listener when they notice you diverted from the original idiom.
Be Consistent: Develop a consistent tone and style that reflects your personality and values. Whether you prefer a lighthearted and humorous approach or a more serious and introspective tone, consistency helps reinforce your brand identity and makes you more recognizable to others.
Listen and Respond: Effective communication is a two-way street. Listen attentively to others and respond thoughtfully, demonstrating empathy, understanding, and respect. By actively engaging in dialogue and demonstrating genuine interest in others, you'll leave a positive impression that lingers long after the conversation ends.
Pay Attention to Detail: The little things matter when it comes to communication. Pay attention to the nuances of language, tone, and body language, ensuring that your message is conveyed clearly and effectively. Avoid jargon or convoluted language that may confuse or alienate your audience.
Leave a Lasting Impression: Finally, strive to leave a lasting impression with every interaction. Whether it's a memorable quote, a heartfelt gesture, or a thoughtful piece of advice, aim to make your communication memorable in a way that resonates with others on a deeper level.

Thoughtful communication is a powerful tool that can elevate your personal brand and foster meaningful connections in both your professional and personal life.

By embracing authenticity, creativity, consistency, active listening, attention to detail, and a commitment to leaving a lasting impression, you can be your client’s next Shakespeare: The partner they remember for years to come, because you didn’t just deliver your project successfully, but also memorably.

Pathways & Progress: Performance & Development

Wed, 17 Apr 2024 14:00:06 GMT

Performance & D evelopment

This is the third article in our "Pathways & Progress" series. Be sure to check out the other articles in the series:

Overview > Talent Attraction & Recruiting > Onboarding > Performance & Development > More to come

Having a well-defined and structured Performance & Development (P&D) program is crucial in the employer-employee relationship and to the employee lifecycle within an organization. Performance & Development doesn’t follow the linear progression that we’ve seen in the other articles in this series, but rather is a continuous component of the employee journey that drives their experiences for the rest of their careers.

A structured P&D program provides employees with clear expectations regarding their roles and responsibilities. It aligns their objectives with the broader goals of the organization and offers a clear pathway for what they need to achieve and how they can excel in their roles. An optimal program allows organizations to focus on helping employees excel in their roles, grow their skills, and achieve their career aspirations. This stage is essential for ongoing employee engagement and retention. Here, we’ll explore the important sub-components of an effective Performance & Development program.

In summary, the Performance & Development component of the employee lifecycle is critical for aligning employees' skills and goals with the organization's needs, fostering a culture of growth and improvement, and ultimately contributing to long-term employee satisfaction and retention. By focusing on these strategies and monitoring relevant data points, organizations can effectively manage the Performance & Development of the organization and foster employee growth and satisfaction. In turn this will continue aligning employee objectives with the broader goals of the organization and drive mutual success.

Pathways & Progress: Onboarding

Wed, 03 Apr 2024 17:27:12 GMT

Onboarding

This is the third article in our "Pathways & Progress" series. Be sure to check out the other articles in the series:

Overview > Talent Attraction & Recruiting > Onboarding > More to come

The onboarding stage is critical in the employee lifecycle. It sets the tone for an individual's journey within an organization.

Going beyond mere orientation, it's an extensive process aimed at integrating new hires into the company culture, equipping them with the necessary skills and knowledge, and aligning them with the organization's goals and expectations. Here, we will dive into the high-level strategies that organizations should ensure that they focus on during the onboarding stage to ensure a smooth and effective integration of new employees.

Structured Onboarding Program (Overview)

A structured onboarding program should encompass a clear schedule and mentorship system. It's designed to guide new hires through their first days and weeks, systematically introducing them to their roles, teams, and the broader organizational environment.

Two key components are crucial to building an effective onboarding program and will steer the rest of the program: a structured schedule, and mentorship from experienced employees during the initial days.

Onboarding Schedule: Develop a structured onboarding schedule that outlines activities and tasks for the first few weeks or months of employment. Try to think about what will be expected from the employee on Day 1. How will that change in 30 days? 60 days? 90 days?
Mentorship: Pair new employees with mentors or “onboarding buddies” to help them acclimate to the organization and start to familiarize themselves with the organization’s internal structure.

Conclusion and the Value of Feedback Loops

Establishing continuous feedback loops with new hires and relevant stakeholders allows for the ongoing refinement of the onboarding process based on direct insights and experiences. By tracking and mapping data from the initial phase of onboarding through completion, organizations should be well-equipped to continually optimize each sub-process in the onboarding phase of the employee lifecycle.

Collecting quantitative day (i.e. the time to get new employees their equipment) and qualitative data (i.e. conducting employee experience surveys) allows for continuous feedback, implementation, and improvement.

Whether you’re operating at enterprise scale or in a lean startup, effective onboarding sets the stage for employee engagement, productivity, and retention. By incorporating these insights and programs during the Onboarding stage, organizations can help new employees integrate seamlessly into the company culture and become productive contributors to the organization.

Celebrate your easter eggs!

iydo@amprg.com (Ida Ydo) — Fri, 29 Mar 2024 17:40:08 GMT

Celebrate your easter eggs

In the tapestry of corporate identity, what distinguishes your company from the rest?

The tangible metrics of success? The meticulously tracked KPIs? The data analyzed?

These undoubtedly play a pivotal role, but let's remember a different facet of any organization's identity - one that lies beyond the spreadsheets and quarterly reports.

Colorful organizational identity

Unique organizational identity comes from vibrant people, processes, and culture. Colorful personalities that are scattered, almost like easter eggs, throughout your organization to be collected, encouraged, and hopefully shared amongst different teams.

You probably already have someone in mind when you read this; they're the ones who inject energy into brainstorming sessions, inspire their colleagues with innovative ideas, and foster a sense of camaraderie that transcends the typical nine-to-five routine.

But - it takes a special kind of leadership to foster and retain this type of environment.

Keeping your eggs in the basket

As a leader, you’re the steward of the company’s success. You set the tone for the organizational culture, and it’ll be up to you to take the time to recognize their contributions, celebrate their achievements, and provide them with the support they need to thrive. By doing so, you'll not only cultivate a more vibrant and inclusive workplace but also pave the way for continued success in the years to come.

Strategize to create this vibrant community of colleagues by clearly articulating the organization's vision and values, emphasizing the importance of initiative, innovation, and joy in achieving strategic goals. Ensure that these values are embedded in every aspect of the organization, from hiring processes to performance evaluations.

Foster a culture of open communication where employees feel comfortable sharing their ideas, concerns, and feedback. Encourage two-way communication channels, such as regular team meetings, suggestion boxes, or digital platforms, to promote dialogue and collaboration.

Rewarding the “good eggs”

Recognize and reward employees who demonstrate initiative, innovation, and a positive attitude. This could include public acknowledgment, performance bonuses, career advancement opportunities, or other incentives that reinforce desired behaviors.

Rewarding the “good eggs” will inspire other people in the organization to follow suit. With time, you will end up with a whole rainbow of positive personality traits that are shared across teams.

In addition, establishing a feedback loop where employees receive regular feedback on their performance, ideas, and contributions means they understand how they can grow and develop, while also soliciting their input on ways to improve the organization.

Cracking open the conclusion

Your “easter egg” colleagues are the true catalysts for innovation and growth within your organization. They challenge the status quo, push boundaries, and inspire others to dream bigger.

So as you navigate the complexities of running a successful enterprise, remember to keep an eye out for those hidden Easter eggs within your midst. They may be tucked away in the corner of a meeting room or quietly working behind the scenes, but their impact is unmistakable.

Embrace their uniqueness, celebrate their individuality, and watch as they transform your company into a beacon of innovation, creativity, and joy.

Pathways & Progress: Talent Attraction & Recruiting

Thu, 28 Mar 2024 13:55:26 GMT

Optimizing Talent Attraction & Recruiting in the Employee Lifecycle

In today’s competitive job market, attracting and recruiting top talent has become more crucial—and challenging—than ever before. Organizations aiming to lead in their industries mus t refine their strategies at every stage of the talent acquisition process.

In this second article of our HCM series focused on the employee lifecycle, our Amplify consultants will explore the intermediate steps of the talent attraction and recruiting stage in the cycle and areas of opportunity to ensure that organizations are operating optimally from the first touchpoint.

To summarize, optimizing the Talent Attraction & Recruiting stage requires a multi-faceted approach that aligns with strategic objectives and adapts to changing job markets. By focusing on these key areas, organizations can attract, assess, and onboard the talent necessary to drive future success.

For assistance with your talent attraction and recruiting needs, please feel free reach out to us .

Pathways & progress: An exploration of the employee experience

Wed, 20 Mar 2024 14:15:00 GMT

In today's rapidly evolving business landscape, the core of any successful organization is undeniably its people. Understanding the employee experience from start to finish is not just a matter of human resource management—it's a strategic imperative that can significantly influence an organization's culture, productivity, and ultimately, its bottom line.

This realization has given rise to a holistic approach to managing the employee lifecycle , a concept that encapsulates the entire journey an employee takes with an organization. From the moment of recruitment and hiring to the final stages of exiting or leaving the company, each phase plays a crucial role in shaping the overall employee experience.

Embark on this series of articles exploring the employee lifecycle in eight comprehensive phases:

We aim to delve deep into the intricacies of the people experience and the data points that will allow organizations and their employees to thrive and scale. Our journey will uncover the pivotal moments that define the employee experience and highlight the importance of strategic, data-driven decisions in crafting an engaging and rewarding work environment.

Understanding the employee experience through data is more than an HR function; it's a window into the health of the organization itself. By analyzing trends, feedback, and outcomes across the various phases of the employee lifecycle and experience, leaders can gain insights into what attracts talent to their organization, what keeps employees engaged and productive, and what might cause them to leave. This data-driven approach allows for the fine-tuning of policies, practices, and cultures to better align with the needs and expectations of both the workforce and the organization.

By placing the employee experience at the heart of organizational strategy, businesses can foster a culture of growth, satisfaction, and mutual success —a win-win for employees and employers alike. In this series, we will explore how organizations can leverage data to enhance each phase of the employee lifecycle, creating a more fulfilling and productive work environment. Through expert insights and best practices, we aim to provide a comprehensive guide for organizations looking to understand and improve the employee experience.

Join us as we navigate the complexities of the employee lifecycle, offering a roadmap for organizations committed to cultivating a workplace where everyone thrives .

This series is an essential read for leaders, HR professionals, and anyone interested in the future of work, as we uncover the critical role of understanding and optimizing the employee experience for organizational success.

Perception vs. Reality

ykafi@amprg.com (Yashar Kafi) — Wed, 20 Mar 2024 13:00:03 GMT

We have all heard the saying: “perception is reality.” Not only does this ubiquitous phrase influence our relationship with the world, but it also affects our relationship to business. That is because this phrase can be used to justify ideas or beliefs that are otherwise unjustifiable or to assert that everyone has equal claim to the truth of a situation. Sometimes, it is another way to say : “the customer is always right.” Nevertheless, the idea that perception is reality—be it the internal perception of a business or the external perception of a customer—is often a compelling claim.

One reason many of us think that perception is reality is because we believe our minds are the primary way in which we engage with the world. Although this is true in many instances, we often overlook the non-mental aspects of our lives. For example, in an article for Scientific Reports , researchers measured the physiological abilities of London hedge fund managers. What they discovered is that those managers who were best at measuring their heartbeats without touching their own bodies were far and away the best traders. These results suggest that when we have a better innate sense of our relation to our bodies instead of our perception, we are more successful in reality .

However, there is a critical component missing from this equation—and that is perspective. Let us return to the example of London hedge fund managers. In this case, reality could be located in the objective changes to stock prices and the exchanges occurring on the floor. Perception was found in the ability for each of these managers to anticipate and execute successful strategies (while also calming their bodies). But perspective was only possible on the part of the scientists who were able to utilize clear judgment while observing the internal and external factors that affected trading. In the world of business, we have a name for these sorts of observers: we call them consultants.

What is the benefit of working with consultants? Working with a quality consultant allows you to gain perspective on the issues your business faces from a position outside the lens of your own perception. One huge issue with perception is that we are heavily influenced by our past experiences , no matter whether those experiences were good or bad. This leads us to applying lessons we have learned from our experiences in either inappropriate or inopportune moments.

The other benefit of working with a good consultant is that it will help you learn perspective. This allows you to break old habits and develop flexibility to flourish as a business. It is immensely difficult to obtain the perspective you need to recognize which processes are no longer serving your organization. Similarly, these entrenched habits make it harder to break out of the status quo and respond to each new challenge as it arises. Without a keen sense of flexibility, it is difficult to focus on what really matters.

Finding an edge in business requires every advantage possible. This means understanding the perception, reality and perspective of every situation and relying on trusted consultants when you can. Do not overlook the fact that, for many, perception is reality—and remember that there is always a truth of the matter, no matter how difficult it might be to find.

If you’re ready to get some perspective on your business, Amplify is here to help .

Guide: Simplifying Your Quarterly Report

iydo@amprg.com (Ida Ydo) — Wed, 06 Mar 2024 14:45:00 GMT

Introduction

(download report template at the bottom of the article)

Quarterly reports are vital tools for assessing business performance and informing stakeholders. While the process may seem daunting, breaking it down into manageable steps can streamline the task. In this guide, we'll walk you through each section of a quarterly report, providing tips to make the process easier and more effective.

Step-by-step guide

Executive Summary
The executive summary sets the stage for your report, offering a concise overview of key highlights and insights. It should capture the essence of your report, highlighting significant achievements, challenges, and trends. Keep it brief but informative, providing stakeholders with a snapshot of the team's or project’s performance and direction.
Key Metrics
In this section, focus on presenting essential metrics and performance indicators relevant to your objectives. Choose metrics that align with your business goals and provide meaningful insights into performance. Use charts, graphs, and tables to visualize data effectively, making it easier for stakeholders to grasp key trends and patterns.
Discussion
The discussion section is where you dive deeper into the analysis of your data. Interpret the metrics presented earlier, providing context and explanations for any significant changes or trends observed. Discuss the factors driving performance, including both internal and external influences, and highlight areas of strength and improvement.
Insights
In this section, distill your analysis into actionable insights and recommendations. Identify key takeaways from the data and discuss their implications for the business. Offer strategic recommendations for future action, based on the insights gained from your analysis. Focus on practical steps that can help drive performance and achieve business objectives.
Next Quarter Expectations
Looking ahead to the next quarter, outline your expectations and plans for the future. Discuss any new initiatives or projects planned for the upcoming quarter, along with their objectives and expected outcomes. Consider any adjustments in strategy or tactics based on your analysis of current performance. Additionally, address any scope changes or shifts in priorities that may impact future operations.

Conclusion

By following these steps, you can easily tackle the process of creating a quarterly report. Remember to keep your report focused, relevant, and actionable, providing stakeholders with valuable insights and guidance for future decision-making. With a clear structure and thoughtful analysis, your quarterly reports will become powerful tools for driving business success and fostering transparency within your organization.

Planning for Technology

ykafi@amprg.com (Yashar Kafi) — Tue, 05 Mar 2024 17:00:00 GMT

Consider this scenario: Your organization has an antiquated cybersecurity system with little-to-no IT support. For the last two end-of-year reviews, your executive team has discussed investing in new protection software, but the final decision has been pushed off each time. Recently, your company experienced a breach in your software; in reviewing the attack, your IT team determined that no information was compromised. However, your executive team is concerned. Your organization immediately goes out and hires a third-party vendor who installs a new cybersecurity system without consulting your IT team. The question your organization faces: Was this good process?

If we have learned anything from consulting for businesses at Amplify, it is that throwing resources at technology is rarely a solution to any problem. In fact, it often leads to burning good money after bad. Despite the vital impact that technological solutions can have on your business, technology cannot fix every organizational issue you face. That is because just as there is no one-size, fits-all approach to your business, there is no single technology solution to solve every one of your challenges. What you need is the best fitting technology for your organization .

Prior to implementing new technology, there is a checklist that every business should reference: Do you have the proper plan, prioritization requirements, process and leadership support? Reviewing this checklist will allow you to think about your organizational growth as well as the organizational talent that can help shepherd the implementation. The goal is to choose the solution that is capable of growing and adapting with your company while simultaneously supporting your strategic objectives .

One way to meet the needs of your technology implementation is through the process of strategic sourcing. The first step to optimizing your implementation is to understand the benchmarks of your current sourcing operations against the rest of your industry. Not only does this allow you to identify key performance gaps, but it also helps you to align your business objectives with your business technologies. This means that you have a fast and reliable way to recognize whether you are getting the most out of your current strategic partnerships.

Another important way is through vendor management. One critical difficulty of finding the right vendor for your technology transformation is the time and resources your organization has already devoted to running your enterprise. This is another instance wherein working with a reliable consultant can aid your business. By working with consultants who have trusted technology vendor connections, you can better ensure that a vendor is the right fit for your business. Additional benefits include third-party risk management as well as contract management to protect your organization.

While there is no questioning that technology is a critical organizational tool, it does not solve every problem. We know that applications can provide the technology enablement of process as well as process automation, so the best implementation processes start with identifying the problems that need solved. If you can invest in good process, your organization is far more likely to experience a successful implementation—and a much better experience with your technology solutions.

If you are looking to discover the right process for your next technology implementation, now is the time to contact us .

The never-ending ladder: An argument for slowing down the climb

iydo@amprg.com (Ida Ydo) — Wed, 28 Feb 2024 16:15:00 GMT

The never-ending ladder: An argument for slowing down the climb

I steam milk for my third cappuccino of the morning before jumping on a call with Yashar. I’ve been consulting only a fraction of the time he has, but with a background in journalism I know that the most impactful tool in my career is asking questions and finding people with experience and a willingness to reflect and answer those questions.

I’m looking to grow, looking to learn, looking to climb the infamous ladder, so I kick it off right away.

Morning Yash! I’ve been wondering … what made you leave the world of “big consulting” and build your own company?

“In the beginning I loved it. The drive, the constant hunt for achievement. I would spend 15 hours a day working, focusing on how to get into the next stage of my career. I set myself the goal that I would consult for 3 years, be a partner in 5. Artificial goals, but I believed in them. I genuinely believed that what I did was important.”

Yash chuckles and shakes his head. I don’t really get it. This is me; I set high-to-reach goals for myself, and I experience defeat if I don’t manage; I’d rather work myself to shreds than not reach the finish line.

“…but Ida. We don’t operate on babies. Nothing but a timeline will be impacted. Nobody gets hurt, nobody is in pain, it’s just a restructuring of expectations. So what? I don’t make partner in 5 years; boo-hoo. Don’t get me wrong, it took 8-10 good years from me to get to that realization. And in that time, it became ever more clear that I wasn’t made for that world.”

What made you realize?

"We were working with a British client. Just like my company, his company was built on this false sense of urgency. I think sometimes people create this crazy level of importance and gravity of their job in order to justify the sense of stress they feel. But it’s all artificial.

Anyway, this client of mine, we’re in a meeting and he casually mentions how he’s missing his daughter’s birthday party and his anniversary, all in one week, just to be there, working with me.

My brain clicked, but I wasn’t sure how to divert from my path and I was still climbing that metaphorical corporate ladder. Dismounting felt impossible."

But you did eventually dismount that ladder?

"I did. I had been more wary of each step for a while. Years. And then, when I finally reached what I thought was the top step, I was not only presented with a continuing ladder, but a post-nuptual agreement. A majority of partners end up divorced, as it turns out, and the companies will protect themselves by making you sign this document along with your spouse; practically assuming an impending divorce.

That was the final straw. I thought 'but I’m not leaving my wife. She’s not leaving me. My family is more important than all of this'. And that’s also the moment I had the realization that the only thing I learned from climbing on that ladder was how much I disliked the ladder itself.”

It takes me a moment to collect my list of answers from here. This perspective is so foreign to my previous work experience, where I was encouraged to stay late, spend weekends checking in, always face a goal to grow into. I finally gather my thoughts.

But how do you set goals and grow if you don’t stay on that ladder? Set expectations for yourself to meet?

"I've had the privilege of working with some incredibly talented individuals who have taken anything but a linear path to success. They still meet their goals, but what they get along the way is experience, perspective…and most importantly freedom. We can still create goals in order to build a path to follow, but instead of wondering what we gain from the goal, I think it’s important to shift your gaze to what you achieve while getting to the point of being ready for that next rung up on the ladder.

This false sense of entitlement and urgency that is so prevalent in the business world today leads you to nothing but a premature heart attack. That phone call can wait if you’re in a conversation. You’re not so important that the company falls apart if you don’t give them 15 hours of your day. You’re just not. It’s a false image, projected onto us by managers and companies to make us feel crucial to the mission, but in reality the world keeps spinning and the tasks keep piling on, no matter if we take that call or not. Let it ring. Call back later.

You’ll reach your goals. And you can and should set them, but don’t sprint there. Take the scenic route, because I promise you: Once you make it there, everyone will appreciate your views, your perspective, and the lessons you learned getting there."

Why I Hate Large Consulting Firms (And You Should, Too)

ykafi@amprg.com (Yashar Kafi) — Fri, 23 Feb 2024 00:52:27 GMT

If you haven’t paid attention to recent publishing news, you may have missed the release of a new book that argues against large consulting firms. Written by Mariana Mazzucato and Rosie Collington, the work is called The Big Con: How the Consulting Industry Weakens Our Businesses, Infantilizes Our Governments, and Warps Our Economies . If the title is any indication, they spare no prisoners when it comes to large consulting firms. The crux of their argument is essentially that these firms do not deliver on the promise of value. Instead, they create the “impression of value” that allows them to secure contracts from businesses while simultaneously evading the need to deliver real results.

In the last forty years or so, demand for consulting has resulted in a trillion-dollar market primarily led by industry mainstays, such as Deloitte or McKinsey & Company. However, The Big Con is filled with stories that show just how far these larger firms are willing to go to serve as the buffer for controversial decisions. This is because, if it appears as though a large consulting firm has suggested an idea, organizations have cover against bad press. However, what these stories demonstrate is that bloated consulting firms know very little when it comes to providing actionable insights for their clients.

Although Mazzucato and Collington’s arguments are provocative, the book contains merit with which consulting agencies and organizations must both contend. At Amplify, we are aware of the reputation consultants face. Many of us have been on the client side before: we understand what it is like to watch a group of consultants come in, offering questionable advice at outrageous prices. The fact of the matter is that consulting agencies are often unable to deliver on new ideas that organizations themselves could not think up. In fact, when businesses over-rely on consultants, they tend to make it more difficult for their own employees to get better at their jobs. So what really is the value of consultants, anyway?

In the case of Amplify, the answer really is a matter of our industry perspective. Because we have had similar experiences as most of our clients, we know how to locate their pain points and have also developed vendor connections and methods to account for what we faced ourselves . The problem with many consulting firms is that everyone wants to consult, but very few people know how to add value to their clients. This difficulty is compounded when working with larger consulting firms who assign junior employees to your account. Not only have these employees never worked on the client side, but they have also barely worked with any clients whatsoever.

Simply put, not every outside “expert” has the experience to supplement your organizational knowledge—in fact, there is a good chance that consultants from these agencies will lead you astray if you are not careful. I have had many clients ask me about “red flags” to look for with consulting agencies, and I always say: if an agency likes to talk more than they like to listen, they will not be able to help your business. If an agency offers you cookie-cutter templates or methods without tailoring what they do to your unique situation, it will not be a fit. Ultimately, consultants are either in it because they want to help companies succeed or because they failed in their respective field. If Mazzucato and Collington’s book is any indication, a lot of people become consultants due to the latter situation.

Beyond February: Strategies for Sustaining Diversity and Inclusion Efforts in the Workplace

ykafi@amprg.com (Yashar Kafi) — Thu, 22 Feb 2024 20:00:00 GMT

Diversity and inclusion (D&I or DEI) efforts aren't just buzzwords; they're the heartbeat of a thriving workplace that mirrors the rich tapestry of our world.

While we often see a surge of attention during designated months like Black History Month in February, the real challenge lies in keeping the momentum going year round. To truly embed diversity and inclusion into the DNA of our organizations, here are eight strategies to ensure we're not just checking boxes but creating real, lasting change.

Champion Leadership
Let's kick things off with leadership! It's crucial for our top brass not only to talk the talk but to walk the walk. Leaders need to be vocal about their support for diversity and inclusion and actively participate in initiatives. Setting clear goals, holding ourselves accountable, and regularly checking in on progress sends a powerful message throughout the organization.
Education All Day, Every Day
Think of diversity education like your favorite Netflix series – binge-worthy and always leaving you wanting more. Instead of one-off sessions, let's make diversity and inclusion a part of our ongoing professional development . From workshops on unconscious bias to inclusive leadership training, let's keep the learning journey alive with fresh content that reflects our evolving understanding of diversity issues.
Shake Up Hiring Practices
Diversity doesn't happen by accident; it takes intentional effort. That's why we need to shake up our hiring practices. Let's cast a wider net by diversifying our recruitment channels , implementing blind recruitment processes, and ensuring our interview panels reflect the diversity we aim to achieve. Plus, partnering with diverse professional organizations and schools can help us tap into new talent pools.
Mentorship and Sponsorship Magic
Mentorship and sponsorship programs are like rocket fuel for career advancement, especially for underrepresented groups. Let's make sure these programs are accessible to all and that mentors and sponsors are equipped to address the unique challenges faced by diverse employees.
Power to the ERGs
Employee Resource Groups (ERGs) aren't just clubs; they're vibrant communities that foster belonging and offer invaluable support and development opportunities. By investing in ERGs , we're not only building stronger connections but gaining valuable insights into the needs and experiences of diverse employee groups.
Revamp Policies with Inclusion in Mind
Let's give our policies a makeover to ensure they're inclusive and reflective of our diverse workforce. Whether it's offering flexible working arrangements and exemptions for time off or revising dress codes, let's make sure everyone feels seen and valued , regardless of their background or belief system.
Keep the Conversation Flowing
Feedback is our compass for navigating the D&I landscape. Let's create channels for continuous dialogue , whether it's through surveys, feedback sessions, or good old-fashioned chats. Transparency is key to building trust and keeping our efforts on track.
Spread the Love Beyond the Office Walls
Our commitment to diversity and inclusion shouldn't stop at the office door. By engaging with our local communities , supporting diverse businesses, and getting involved in social responsibility projects, we're not just talking the talk – we're walking it.

In Conclusion

Diversity and inclusion isn't a checkbox ; it's a mindset, a culture, and a commitment to creating a workplace where everyone feels valued and empowered. So let's keep the energy high, the dialogue open, and the momentum rolling beyond February and into every day.

Together, we'll drive innovation, foster belonging, and create a world that truly reflects the beautiful diversity around us.

Fountains vs. Drains: Choosing a Positive Influence

ykafi@amprg.com (Yashar Kafi) — Wed, 14 Feb 2024 20:02:00 GMT

Fountains vs. Drains: Choosing a Positive Influence

Introduction In life, we encounter two distinct types of individuals - fountains and drains. These terms don't refer to water features or plumbing, but rather, they describe people's attitudes and behaviors in various aspects of life. Fountains are those who contribute positively, lift others up, and offer solutions, while drains are individuals who complain, prioritize their self-interests, and have a negative outlook.

The Fountain Mentality

Growing the Pie: Fountains understand the importance of collaboration and mutual growth. They don't view life as a zero-sum game, where one person's success comes at the expense of others. Instead, they seek opportunities to expand the pie, creating win-win situations for everyone involved. By fostering a culture of growth and cooperation, fountains contribute to the betterment of society.
Lifting Others Up: One of the distinguishing characteristics of fountains is their willingness to support and uplift those around them. They derive satisfaction from helping others succeed, whether through mentorship, encouragement, or lending a helping hand. This selfless act not only benefits individuals but also strengthens the bonds within communities.
Offering Solutions: Fountains are problem solvers. They actively engage with challenges and seek creative solutions rather than dwelling on problems. Their proactive approach makes them invaluable in both personal and professional settings, as they drive innovation and progress.
Giving of Their Time: Time is a precious resource, and fountains understand its value. They willingly invest their time in meaningful activities, such as volunteering, building relationships, and pursuing self-improvement. This dedication to using their time productively benefits not only themselves but also those they engage with.
Maintaining a Positive Attitude: Fountains radiate positivity and optimism. They approach life with a "glass half full" mindset, which not only makes them happier individuals but also uplifts the spirits of those around them. Positivity is contagious and can inspire others to adopt a similar outlook.

The Drain Mentality

Complaining: Drains tend to focus on the negatives, often complaining about their circumstances or the world in general. This pessimism not only affects their own well-being but also drags down the morale of those in their vicinity.
Grabbing Their Slice: Drains are often driven by a "what's in it for me" mentality. They prioritize their own interests above all else, often at the expense of others. This self-centered approach can lead to conflicts and hinder collective progress.
Maintaining a Negative Attitude: Negativity is a common trait among drains. They may view challenges as insurmountable obstacles and constantly dwell on setbacks. This pessimistic mindset can create a toxic atmosphere that stifles creativity and growth.
Taking for Themselves: Drains are more likely to be takers than givers. They are quick to accept help but rarely offer assistance in return. This one-sided approach strains relationships and fosters a sense of imbalance in interactions.

Conclusion

The world is undeniably a better place when individuals adopt a fountain mentality rather than a drain mentality. Fountains contribute positively to their communities, foster collaboration, and inspire others with their optimism and selflessness. By growing the pie, lifting others up, offering solutions, giving of their time, and maintaining a positive attitude, fountains not only enhance their own lives but also contribute to the greater good.

Conversely, drains hinder progress, perpetuate negativity, and prioritize self-interest over the well-being of others. It is incumbent upon us all to recognize the impact of our attitudes and behaviors and strive to be fountains in our interactions with the world. By doing so, we can collectively make the world a more positive, collaborative, and uplifting place for everyone.

Let us all choose to be fountains and work towards creating a better world, one positive action at a time.

Navigating the Business Marriage: Are You Compatible with Your Other Half?

ykafi@amprg.com (Yashar Kafi) — Wed, 07 Feb 2024 15:00:01 GMT

“He also got a divorce!”

I was sitting in a meeting, newly married, and hearing those words while waiting for everyone to join. Another one of the executives had fallen prey to what seemed like a contagious disease fluctuating in the highest levels of the company I worked at, and his team laughed about it—as though it was all part of a greater joke.

This was not the company for me. I had known for a while, but listening to these people jokingly adding onto the tally of people whose home lives had shattered made me realize that while I had married the right woman in my personal life, I had not married the right company in my professional life.

But if this wasn’t the organization for me, what was?

In the world of business, the partnerships we form are akin to marriages. Whether thinking about at from an organization or individual level in our entrepreneurial journey, the question looms large: How do we know if we are truly compatible with our other half?

Do you push yourself beyond your capabilities?

When you find the right organization or partner, something magical happens – you discover an untapped reservoir of potential within yourself. It's as if their unwavering support and encouragement serve as a catalyst for personal and professional growth. In this symbiotic relationship, you push each other to excel beyond perceived limitations.

The belief in your abilities becomes a mirror, reflecting a clearer image of your true potential. Whether it’s the organization or your partner by your side, you're not just navigating the landscape of your future; you're ascending to new heights, fueled by mutual inspiration and a shared determination to achieve greatness.

Are you chasing the same goal?

Identifying the right company (be that organization or companionship) often boils down to shared goals and value. When you find a place where your personal aspirations align seamlessly with the mission, you find your soulmate. You will feel a sense of resonance, a profound connection that transcends mere employment or friendship.

In such company, every task feels purposeful, every challenge becomes an opportunity for growth, and every success is celebrated collectively. In an organization it's a place where you're not just an employee but an integral part of a cohesive team working towards a common vision. When you can genuinely say that your goals are in harmony with those of the company, you know you've found more than just a job – you've found a home for your ambitions, a platform for your dreams to soar.

Do you respect even the hard-to-like traits?

“Marrying the Whole Package" applies to both personal relationships and relationships with organizations in the sense that it emphasizes the importance of accepting and embracing the entirety of what is offered. In personal relationships, it is embracing not only the positive qualities and traits of our partner but also their flaws and imperfections, recognizing that true love involves accepting the complete package. Similarly, in the context of organizations, appreciating the strengths and weaknesses, values and culture, and the entire ecosystem that an organization provides will create a bond with mutual respect. It underscores the idea that forming a successful and lasting connection requires an understanding and acceptance of the full scope of what's involved, whether it be in love or professional collaboration.

When You Know, You Know

In both life and business, there is no one-size-fits-all formula for compatibility. Sometimes, you just know when a partnership feels right. Your intuitive sense goes beyond logic and theory, and listening to your heart becomes a guide, helping you navigate the complexities of business relationships.

In the grand tapestry of partnerships, there is room for both opposites and similarities. It's about finding the delicate balance between embracing diversity and nurturing shared values. Most importantly, it's about acknowledging that when you commit to a partnership, you are committing to the entirety of the journey – the highs and lows, the strengths, and the shortcomings.

So, how do you know you are compatible with your business other half? When you know, you know. Trust your instinct and embark on the journey with the confidence that comes from a true and genuine connection. After all, in business, as in life, the most enduring partnerships are built on a foundation of trust, respect, and a shared vision for the future.

Embracing a Next-Play Mentality

ykafi@amprg.com (Yashar Kafi) — Mon, 05 Feb 2024 20:01:18 GMT

If sports truly are an accurate metaphor for life, then embracing a next-play mentality is perhaps the most useful attitude an organization can adopt in the face of adversity. How many times as an executive, for example, have you watched a talented employee lose focus trying to correct for a mistake that occurred months ago? And on the contrary, how many times as an employee have you felt pressure from a manager as they attempt to overcompensate for an error you had nothing to do with? The question is not whether we will fail: the possibility of failure is present in every action we take. It may seem clichéd, but the truth is that businesses really are defined by how they respond to failure .

The first step after failure is analysis. As the famous Mike Tyson quote goes , “everyone has a plan until they get punched in the mouth.” What went wrong, and what could you have done differently given what you know? But let us assume that you took the proverbial blow, now what do you do? There is no actionable benefit of ruminating on a mistake—and regret can lead to paralysis . Mistakes have the propensity to haunt you when you refuse to let them go, and more importantly, they stop you from asking the most important question: What’s Next? This is the question that defines the next-play mentality. It is also the question that will allow you to come back from even the most arduous setbacks.

The next-play mentality is perhaps best epitomized by former Duke men’s basketball coach, Mike Krzyzewski. As a former graduate of West Point and a captain in the United States army, Krzyzewski built his career by challenging his teams to think through to the next play. After all, once you are able to ask, “What’s Next?” your mind is free to focus on the most pressing issues you face in the moment. It sounds simple, but the trick is remembering that the last play is over—and the next play is coming no matter what. Given that fact, you must ask yourself whether you going to waste an opportunity to change your fortunes by focusing on the past or are you going to embrace this play .

What does this mean for executives and employees? It goes without saying that we have all had a bad day at the office. Moreover, we have all been a member of a team that, for whatever reason, has been unable to get the job done. But when you allow the past to infiltrate the present, you have not really learned from the challenges you faced. Another way to say this is that, if you are not a better person today, it is because you failed to learn from the lessons yesterday taught you. It is no coincidence that some of the most successful innovators in history are also some of our biggest failures.

The next time you make a mistake at work, stop and take a breath. Think about what happened only for as long as it takes you to understand why it happened. Then let it go. Think about your next opportunity as your chance to put your stamp on the present moment. Remember that there is no way to get that last play back, and all that exists is the next play.

What Is Change?

ykafi@amprg.com (Yashar Kafi) — Mon, 22 Jan 2024 17:00:00 GMT

For as much grief as we give the humanities, sometimes the best approaches to life come from poets. One of my favorite aphorisms was written by the Persian poet Rumi: “Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself.” Of course, everything around us is constantly in flux—look no further than the last five years to see how much can change in an instant. However, we affect the world through sustained, intentional practices. And that starts by looking inward.

In the era of Big Tech, everyone wants to be a disruptor. This desire is easy to understand: cottage industries have sprung up around figures like Steve Jobs or Mark Zuckerberg explaining their meteoric success. These are disruptors in the truest sense of the term. Not only can we not remember what the world was like pre-Apple and pre-Facebook, but these advances have fundamentally altered our relationships. Still, chasing this sort of success is a bit like putting the cart before the horse. At a core level, everyone wants to disrupt their industry, the question is how do you do it?

As Rumi’s aphorism shows us, wanting to change the world can only come once we are positioned to change it. This necessitates an alignment of our goals and mindsets —especially for organizational leaders. When we have experienced repeated success with the same process, it can be difficult to change our outlook. But it is precisely when we are no longer succeeding, when we aren’t changing the world that it is time to look inward and consider what of our own behaviors might be worth altering.

One way to do this is by increasing our self-awareness. When we are focused on disruption or changing the world, we can often lose sight of how our attitude and perspective affects others. Another important step is to overcome our internal biases and interference. When we are only able to see the world through a singular lens, we can often lose sight of others’ needs and the implicit thoughts we didn’t realize we had. Ask yourself: what beliefs do you take for granted that could use a closer examination?

Another way of putting this is discussed in this Forbes article : “Successful organizational transformations rely on leaders’ openness to personal changes.” Oftentimes when we are looking to change the world, we view the people around us as a means to an end; however, none of us wants to be reduced to a description or a role. As people, we are so much more dynamic than our positions. But it is all too easy to view others as an impediment or stumbling block to our own success. When this happens, it is essential that we look to treat others as the people they are, not as the roles they fill.

The simple truth is this: when we change, the world changes with us. Rumi is right that real wisdom comes from understanding our own needs and desires and acting with integrity as we interact with others. When we do so, it allows us to meaningfully affect the world around us—and, indeed, to change it. While disruption might be good for quick, sudden change, the path to sustained impact comes from intentional action. Today is the day to change ourselves, and therein lies the root of true wisdom.

Keeping Up with the Joneses

ykafi@amprg.com (Yashar Kafi) — Thu, 04 Jan 2024 17:00:00 GMT

“If you aren’t keeping up with the latest IT trends, you’re behind the curve. Tech innovations are important for continuous education and tech development. Yet, keeping track of all of them is incredibly time-consuming. Even IT professionals spend a lot of time gathering information, as there are hundreds of expert sources and even more technologies.”

The above quote was taken from a Forbes article written last June. In my experience, this sentiment is shared by many of the clients we work with and across industries. But just because this view is wide-spread does not mean that it is correct—and there are some important caveats that should be addressed when reading a quote like this. So let’s break it down, piece by piece, to really understand what is important when pursuing new technological solutions.

If you aren’t keeping up with the latest IT trends, you’re behind the curve.

While this is technically correct, it misses a critical aspect of sourcing and implementing new technology solutions. That’s because throwing resources at technology is hardly ever a solution to your organizational issues. The reason is because, absent the proper plan or process, new technology will fail to deliver significant improvement from the technology you just moved away from. This means that you cannot chase new technology trends; instead, you have to really consider your organizational needs.

Tech innovations are important for continuous education and tech development.

This is broadly right, if not a little redundant. Technological innovations increase efficiency and decrease wasted hours spent trying to find workarounds to poor programs. But while it is true that technological education and development cannot advance without technological innovations, this is a little like saying, “Events are important so that history students can study history.”

Yet, keeping track of all of them is incredibly time-consuming.

Absolutely spot on. In order for your organization to keep up with all of the new technological advances, vendors and offerings in your industry, you would need to devote a member of your staff full-time to pursue new leads. However, very few organizations have this level of resources, and those who do are typically not the ones in need of transformative technologies.

It is critical to remember that applications provide the technology enablement of process and process automation. In layman’s terms, this means that you can streamline your business once you understand what it is you need to improve. After all, why would you acquire new technology without first identifying the problems you need solved?

Even IT professionals spend a lot of time gathering information, as there are hundreds of expert sources and even more technologies.

This might be the most important sentence in the entire quote. Gathering information and conducting research can help you get ahead, but ultimately you will be lost in a deluge of facts and figures. What you really need is a partner who knows these venders and their technologies and can help steer you in the right direction.

At Amplify, our role is to serve as the bridge between your technology needs and the solutions that will revolutionize your business. However, this does not mean that we implement these services ourselves, and the above quote is why. We offer unbiased services to fit your business. And just like there is no one-size, fits-all approach to your business, there isn’t a single technology solution that can solve every one of your challenges. Partnering with the right advising firm is a way to ensure that you always have access to the best solutions—even the ones you don’t know you need yet.

Unlocking Business Potential with THE AMPLIFY PROCESS (T.A.P.)

Thu, 07 Dec 2023 13:30:00 GMT

In the dynamic landscape of business challenges, a methodical and comprehensive approach is not just an advantage—it's a necessity. At Amplify, we embraced this principle with the development of our signature methodology:

THE AMPLIFY PROCESS.

The Amplify Process or T.A.P. is a bespoke blend of value-driven and adaptable strategies, tailored to navigate the complexities of modern business challenges and help us provide some of the most comprehensive and innovative solutions in the industry.

T.A.P. Into Excellence: A Multilateral Methodology

Our approach to solving complex business challenges is underpinned by three core elements, each curated to ensure the success of our engagements.

ELEMENT 1: The Four Pillars of Business Velocity

Every initiative, strategy, program and project is a multifaceted puzzle. To solve it, we must consider four fundamental pillars —people, process, technology, and data. These are the cornerstones of any business solution:

People: Harnessing the power of human capital, fostering leadership, and encouraging a collaborative culture and managing change within the organization.
Process: Streamlining operations for efficiency, consistency, and quality.
Technology: Leveraging the latest and most suitable technological tools, platforms and enablers.
Data: Utilizing accurate, complete data to drive actionable insights to help decision making.

ELEMENT 2: Structured and Transparent Zones of Work

Transparency is not just a buzzword at our firm—it's a commitment. The Amplify Process breaks down engagements into clear zones of work, each with defined objectives, deliverables, and timelines. This structure ensures that all stakeholders have a clear view of the project's progression and can see the tangible value being delivered at each stage.New Paragraph

ELEMENT 3: Tactical Delivery through Flexibility and Pragmatism

Adaptability is at the heart of T.A.P. We recognize that rigid methodology stifles innovation and responsiveness. That’s why we manage our tactical delivery through a process that is predictable and flexible. Our pragmatic approach means we pivot as required by the shifting sands of the business environment, ensuring that the solution delivered is not just effective at launch, but sustainable in the long term.

The Outcome: Amplified Value

The Amplify Process isn't just about meeting expectations; it's about exceeding them. By considering the interplay between people, process, technology, and data, we create solutions that are robust, but also ripe with potential for growth and innovation. Our structured, yet flexible approach, ensures that we navigate through complexities with clarity and precision.

As we apply T.A.P. across our engagements, the results speak for themselves: streamlined operations, innovative solutions, and, above all, AMPLIFIED value for our clients. This is how we redefine excellence—this is THE AMPLIFY PROCESS at work.

Join us as we tap into the future of business solutions, where challenges are transformed into opportunities, and aspirations become achievements. Let's Amplify success together.

The Long View of Personnel

ykafi@amprg.com (Yashar Kafi) — Mon, 04 Dec 2023 17:42:07 GMT

In 1992, recently ousted from Apple, Steve Jobs gave a talk on MIT’s campus wherein he was asked what the most important lesson he learned. His now-famous response was: “I now take a longer-term view on people. In other words, when I see something not being done right, my first reaction isn’t to fix it. It's to say: we’re building a team here.” The message here is simple. When building an organization, it is not your job to hyper-fixate on every single detail. Instead, what you need is a long-term approach.

Many organizations take a short-term approach to people because that is where their incentives lie. In the day-to-day trenches of business, value often swings in opposite directions: the hero one day can be the scapegoat the next. When it comes to turning profit, faster is usually seen as better because that’s what promotes viability. But real viability is found in the sustainability of your organization. Taking a boom-or-bust approach does not improve the positioning of your organization. Rather, it drives you away from your mission and influences your leadership to care about the wrong things.

If you want to build not only a successful team but a sustainable one, you must work from a long-term approach. It is easy, after all, when observing something going wrong to step in and fix it. But all you have done is create an environment wherein you are the one responsible for solving mistakes. This does not mean that you should never solve problems; instead, it means that you need to weigh the long-term vision of your organization with short-term benefit and ask yourself which is more important.

One reason you should take a step back is because having the freedom to fail on our own is one critical way in which we learn. Not only do we figure out what does not work for us, but we simultaneously open new pathways for creativity and innovation . This is often why the most innovative organizations are the ones with long-term approaches. Now, this approach can put some organizations on edge, as it appears at first glance like you are promoting failure. However, this is far from the case.

Facilitating failure does not merely mean allowing your employees to fail. Failing without a safety net can lead to damage to both your organization and the confidence of your people. Instead, you want to coach your team through failure : when have you experienced a similar setback and what could you have done to mitigate it? Your employees will not necessarily respond to their failure the same way you did, but you might give them the confidence they need to think through their problems in a new light. Ultimately, you’re building trust in them that you have their back and are there to help them in difficult times.

I would regret not mentioning that leadership also needs to be treated with a long-term view in mind. However, this view must come from external partners who understand the needs of your organization and how leaders grow over time. Amplify’s value, for example, lies in our ability to provide expertise and objective insights tailored for the long haul. This not only allows you to optimize your operations, but it can give you the perspective you need to achieve sustainable growth and gain a competitive advantage. Your consultants are a part of the team you’re building, so make sure they’re the right ones.

The Benefits of the Pod Approach

Mon, 04 Dec 2023 17:23:40 GMT

Although every organization has a different approach to developing employee skills, one thing that is not in doubt is that employee development is a critical component of organizational growth. The talents of your individual employees are vital assets that must be nurtured and developed for the betterment of the whole. One question we often receive is how can organizations up-skill their employees when there are real consequences for failure? This is why Amplify advocates for The Pod approach.

What is the Pod?

The Pod consists of a small group of self-organizing professionals at different stages of their careers. Each of these members have different competencies, which allows them to work collaboratively and deliver projects across multiple iterations. Beyond the collaborative component, The Pod focuses on learning and development to ensure each member understands how their skills complement their peers’ to successfully deliver projects.

The Pod meets weekly, bringing in specialists across industry to identify, as well as A/B test, concepts and processes from every conceivable angle. These approaches are facilitated through these varying perspectives. By creating a shared learning model, the pod is insulated from everyday business demands, which allows learning to be the focus as opposed to time-sensitive bottom lines.

However, these aren’t the only benefits from The Pod . We’ve also seen numerous benefits for organizational development, along with employee up-skilling.

Key takeaways:

The Pod leads to greater product focus but also better attention to detail. By allowing members to work in a controlled environment with a dedicated leader, learning goals remain the priority and the pod continuously adapts to new challenges.

By working closely with others in The Pod , members study the intricacies of each role in the group and how these roles intersect one another. This allows them to better appreciate the mindsets and perspectives of their other team members.

Because pods are constructed with diverse skillsets in mind, each member of the team accentuates the abilities of the other members. This foregrounds strengths as opposed to weaknesses and allows the pod to establish an efficient decision-making process.

Accordingly, by fostering the capacities of everyone on the pod, the time to fulfill and deliver projects greatly diminishes. The Pod offers real-value deliverables in a fraction of the time as other teams.

Through collaboration, each pod member develops a relationship with their peers and pod leader. In addition, the needs of clients, sponsors and stakeholders are taken into account, as The Pod works to complete necessary tasks.

Whereas many consultants receive “trial-by-fire” training, The Pod provides a controlled environment wherein consultants are trained without the fear of failure. This empowers them to fail fast, experiment with new ideas and foster their development.

Perhaps most importantly, once pod members have been trained within the pod model, they can be swiftly deployed onto new projects or seamlessly integrated into new teams. This allows these members to bring their skills and understanding of the pod process to a new environment.

What Are Your Real Assets and Liabilities?

Fri, 03 Nov 2023 15:02:24 GMT

One important aspect of consulting is sitting with organizations and making sure they have a robust understanding of their assets and liabilities. Assets are typically considered through the lens of value: personal assets are what contribute to an individual’s wealth, whereas a company’s assets are anything that brings value to the company. Occasionally assets can provide intangible value to your organization that can be difficult to account for; however, it is important to make sure that your business has assets that make a direct impact on your bottom line.

Liabilities can be more difficult. With liabilities, your organization is obligated to other individuals or businesses either for goods or services into the future. Left unchecked, liabilities can be a drain on your organization. They place stress on your future flexibility and profitability by dragging you down in the present. Occasionally, there are instances where liabilities are important to your business—but this is rare. What any well-run organization wants to ensure is that they are protecting their future profitability by limiting their liabilities as much as possible.

Any well-run business will have more assets than they have liabilities. Accordingly, responsible businesses will attempt to offload their liabilities and increase their assets when given the opportunity. Often times, it will be easy to assess which aspects of your organization add value, and which take value away, but be careful. We have seen many organizations struggle to understand where their assets and liabilities are—and it can cripple them in long term.

Read this all one more time. Did you notice that I was talking about the people you surround yourself in business? If not, you may want to think about who is surrounding you now. Our rule of working with clients is that you get rid of your liabilities and keep your assets—no matter whether they are value-adds or personnel. Many organizations forget that their employees actually contribute to their assets and liabilities , but it is important to remember that they can not only be your biggest resource, but they can also affect public perception. In a literal sense, the time and resources you put into training employees and building their skills is something you want to witness a return on investment.

Similarly, personnel can be an enormous liability to your organization. There are only so many hours in a day, and if you are spending yours covering for others or cleaning up their mistakes, you aren’t able to contribute in a meaningful way. Furthermore, in recent years, it has been a common practice to tolerate poor performance from employees given the state of the job market. But it's important to remember that present-day personnel liabilities also affect the future of your organization. You want to make sure that your decisions today do not end up costing you time and resources down the road.

So whenever there comes a time that you need to strengthen your business, remember how to take stock of your assets and lose your liabilities. You’ll save your future self from some trouble.

The Word of the Day

Fri, 03 Nov 2023 15:00:22 GMT

There really is a word for everything.

Recently, I was scrolling through a website that offered a “Word of the Day,” and I decided to investigate. The word the site chose was “atelophobia,” which is the term that describes the fear of making mistakes. I had been working with a client who was facing a similar issue, so it got me thinking about the way the fear of making mistakes affects our decision-making in business—and what we can do to fight back.

What’s interesting about atelophobia is that it doesn’t just describe the fear of making mistakes. We all know that “phobia” means “fear,” but not many of us know the term “atelo.” In Ancient Greece, the word “telos” was used to describe the purpose of something, the conclusion for which we strive. In business, we can think about this in terms of our careers: if your goal is to become a CEO, that’s your telos. However, when the letter “a” (or alpha, in Ancient Greek) stands in front of a word, it functions similarly to the English word “not” or “un.” Essentially, it negates the word that comes after it. So the fear of making mistakes is really a fear of not being able to reach your telos.

I have consulted many companies with employees who avoid making decisions out of fear of making a mistake. It isn’t that they’re uncertain of what to do—they are simply terrified that what they think is the right decision might turn out to be a major mistake. But if the word atelophobia shows us anything, it’s that the bigger mistake is the failure to make any sort of decision. Because ironically, it is the fear of making mistakes that causes people to make the biggest mistake of all. Therefore, it is your atelophobia that causes you to not reach your telos and keeps you from your dreams.

If you’re facing down the fear of making a mistake, there are a few strategies you can use to mitigate your stress. Personally, I think it is always a good idea to take it back to the basics and focus on your processes. Many of us believe that we can guarantee outcomes, but the truth is that every aspect of our future is uncertain. So what have you done lately to account for that uncertainty? Do you believe in your processes or are they just a placeholder? Decide how your company can identify the difference.

Another way that the fear of making mistakes can surface is through paralysis by analysis. All of us face tough choices, but there is a sweet spot for how much information you need before making a call. Communicate with other members of your team so that someone else can observe your process and offer advice if you are deviating from your normal routine. Remember that it's okay to stack a few easy wins for yourself, as well. Sometimes, the best way to break yourself out of a decision-making rut is to choose decisions that provide immediate gratification. If you’re having difficulty chasing a whale, look at the water again. Most likely, there are minnows swimming right in front of you.

Why So Serious?

ykafi@amprg.com (Yashar Kafi) — Wed, 04 Oct 2023 19:32:16 GMT

In any organization, the question of “Who has the most stressful job?” is often difficult to determine. We tend to think of the “most stressful job” as whoever has the most responsibility ; however, there are any number of ways in which to think through demanding jobs. Unfortunately, the stress of our positions (regardless of our role in the organizational hierarchy) often leads us to taking ourselves incredibly seriously. Regardless of our position, this is a bad look that can have serious consequences throughout our organizations.

The root of taking oneself too serious usually begins with a desire for control . This is a rational reaction to the experience of an irrational world: when we can account for every variable, we tend to make smart and strong decisions. However, the future is necessarily undecidable—and so, too, is business (otherwise, there would be no room for growth!). Realizing this, we turn our attention inward. Our job becomes our source of security, and we control our appearance by being so serious, all the time. What we fail to notice is that our desire for control has left us as the least secure person in the entire room!

What does it look like when one is taking oneself too seriously? This condition manifests itself in any number of ways , but the common theme is overestimating how needed you are at any given moment. For example, no one needs to be a participant in every single meeting. Similarly, if you avoid any situations where you may look foolish or believe that your goals are more important than others’, you may have lost some critical perspective. The real issue with taking ourselves too seriously is that it warps our worldview—and this makes us vulnerable as leaders and as human beings.

Have you ever wondered why it is that the more confident a person appears, the less serious they seem to take themselves? These people lead with both self-security and self-sufficiency. There is no need to overcompensate because they accept a wider range of outcomes. For example, there are hundreds of articles dedicated to the notion that failure in business is actually a positive. For people who take themselves too seriously, however, failure functions as a threat to the ego, eliminating the possibility for failure to serve as a learning opportunity.

So how should you act when your position becomes especially stressful or your start to feel overwhelmed by your responsibilities? Take a deep breath and remember who you are beneath your work attire. Ask the colleagues and friends you are closest to for help; try inviting them out for dinner or attending a work social. Look for opportunities to collaborate with your team as a reminder that there are other valuable perspectives that you miss when you make it all about yourself.

Put simply: there are very few jobs that require taking oneself too seriously (some examples would be: pediatric cardiologist or the individual who carries the U.S. nuclear suitcase). Confidence and occasional arrogance are one thing—when you make taking yourself too seriously your entire personality, you have gone too far. So instead, match your confidence with humility and project a quiet confidence to your coworkers. You will be amazed at how many people will gravitate toward you then.

Business Karma’s Going to Get You

ykafi@amprg.com (Yashar Kafi) — Wed, 04 Oct 2023 19:28:01 GMT

Instant Karma's going to get you

Gonna knock you off your feet

Better recognize your brothers

Everyone you meet

When he wrote “Instant Karma” in 1970, there is little doubt that John Lennon understood the revolutionary power of the concept of karma. What is less certain is that he knew how much karma affects business. Giving your expertise to those who need and deserve it can be a transformative experience—and not just for the individual on the receiving end. The energy and attitude we project into the world is reflected back to us, which makes karma a critical concept for any business.

There are two different kinds of karma: the first follows from your personal attitude while the second is a reflection of your organizational culture. Both will follow a similar focus— help everyone you can, expect nothing in return —however, their applications are extraordinarily different. We tend to conceptualize karma as a person doing good for the unaccountable benefit that doing good brings back to them; when this is visualized at the organizational level, we begin to see the critical importance of business karma.

Personal karma is typically understood through the Biblical maxim , “Do unto to others as you would have them do unto you.” This is a version of the first law of karma, which says that every good deed is met with a return that is greater than the deed done. There are 12 laws to karma , and the two most important from a personal karma perspective are the law of growth (i.e., growing within oneself) and the law of connection (i.e., everything is linked). Your ability to do good comes from your own personal growth and realization that your organization is connected at every level: when the company wins, chances are that you win, too.

Business karma for organizations functions in a slightly different fashion. As others have argued , there are two firm rules in business: first, not everything we do produces results, and second, generating good results usually comes from having done something right. These two rules emanate from the same point of inception—good business is created from good process. This means that when we think about the notion, “You reap what you sow,” it follows that strong support will come to those who themselves provide strong support for others. Embracing business karma means radically altering one’s perspective on succeeding to allow others to participate in the process.

Another way to think of karma is as a long-term investment. This is because your willingness to help others succeed reflexively supports your own aims. Additionally, you never know who is paying attention: the person you help in the mailroom might one day work their way up to the C-Suite level. This is to say that, over time, the benefit of helping others can be observed in the connections you make—at its most basic level, this is what networking is all about. The difference is that, with business karma, you never act as though you are too good to help a fellow employee even if they are an intern or an entry-level worker.

So how does one “pay it forward”? Start by being intentional about the way you interact with others. Remember that you are not above any interaction and that there is something you can learn from everyone with whom you work. Most importantly, act from a place of wanting to genuinely do good in the world, not to just have good things come back to you. You would hate for your business karma to be built on bad karmic practices.

Is Time or Money More Valuable

ykafi@amprg.com (Yashar Kafi) — Wed, 30 Aug 2023 18:52:20 GMT

In the pursuit of a fulfilling life, the age-old adage, “time is more valuable than money,” rings true. While money can be accumulated through any number of means, time is an irreplaceable resource that cannot be increased, no matter how much money we spend . The intrinsic value of time lies in its finite nature, which means that all of us must be discerning with how we choose to spend it. Time is the currency of life , and how we invest it shapes the quality of our experiences and our impact on the world.

The desire to have a substantial sum of money in our bank accounts can be enticing for many. After all, the allure of financial security and/or the freedom and opportunities that such wealth affords us is undeniable. However, it is crucial to recognize that the process of amassing wealth does not lie solely in financial outcomes; the personal growth that accompanies the endeavor is, perhaps, even more valuable. The pursuit of robust finances requires discipline, perseverance and a commitment to self-improvement —pushing us beyond our comfort zones and allowing us to discover our potential.

The path to reaching a substantial financial goal demands dedication, perseverance and continuous learning. It necessitates the knowledge and mindset to foster innovation and adaptability. For example, the journey to earning $1 million encompasses a whole host of valuable experiences and challenges that shape an individual’s character and outlook on life. Along the way, those making this journey will encounter setbacks and failures that will test their resolve and teach them valuable lessons about resilience and determination.

With that being said, there are individuals who prioritize amassing/spending a significant sum of money without necessarily undertaking the process of earning it themselves. While such an approach may provide immediate gratification and access to material possessions, it does not necessarily lead to long-term fulfillment or personal growth. The accumulation of wealth without the associated effort and investment of time will never lead to the same sense of accomplishment and satisfaction as self-generated success. True fulfillment is not just a result of possessing wealth but a feeling of achievement and self-reliance that arises from hard work and dedication.

In essence, the pursuit of wealth is a multifaceted endeavor that involves a delicate balance between time and money . Time spent wisely—whether in the pursuit of financial goals or personal growth—is an investment in oneself that can lead to a more fulfilling and purposeful life. By acknowledging the value of time and embracing the process of both learning and earning, individuals can not only achieve financial milestones but also develop a greater appreciation for the journey and the invaluable experiences gained by walking that arduous path.

All in all, there is no doubting that the adage, “time is more valuable than money,” is profoundly insightful. While lofty financial goals (like amassing $1 million) can be compelling aspirations, they are not more important than the processes of learning that make such goals attainable. These processes are also the catalysts for individuals to learn, grow and cultivate the necessary skills and mindsets for sustained success. If we appreciate the inherent value of time, we will lead more fulfilling lives—armed, as it were, with both wealth and wisdom. To put it plainly: the pursuit of wealth must be intertwined with the pursuit of personal growth, otherwise we lose the true value of both.

The Future of Administrative Support Staffs

ykafi@amprg.com (Yashar Kafi) — Wed, 30 Aug 2023 18:52:17 GMT

In an era where new technologies and cutting-edge advancements are re-shaping the business landscape, the question of whether Alexa or similar AI-powered devices can replace administrative support has emerged as a topic of growing interest. From where we stand, it seems clear that automation has the potential to redefine the role of support staff into the future. When and how this potential is actualized will force organizations to adjust to the transformative impact of AI on traditional administrative functions.

As we delve into the possibilities, it is evident that AI-driven virtual assistants possess remarkable capabilities to streamline administrative tasks with unparalleled efficiency. For example, these devices can efficiently manage calendars, schedule appointments as well as handle routine inquiries—all without human intervention. This speed and convenience augments the productivity of administrative processes, freeing up valuable time to focus on higher-level tasks .

However, simply focusing on task execution ignores the broader role of administrative support staff. Human administrators possess a unique blend of emotional intelligence, adaptability and problem-solving abilities that AI is unable to replicate. This allows human support staff to understand the nuances of communication, empathize with clients and tackle any unexpected challenges that arise in what has rapidly become an unpredictable global marketplace. These invaluable interpersonal skills are key to building strong relationships with clients, which has a direct impact on fostering customer loyalty and maintaining a positive brand image.

One should also not overlook the fact that, while Alexa and similar devices are proficient at handling routine tasks, they struggle handling complex or sensitive matters that require personalized attention. Human administrators excel in adapting to circumstances that require a human touch, allowing them to foster a sense of trust and connection with clients and colleagues. Offering customized solutions adds immense value to businesses, especially in industries where tailored service is paramount.

When we take a step back to view the entire picture, automation is more likely to redefine support staff roles as opposed to replacing them entirely. As this technology continues to evolve, for example, administrative professionals will be able to leverage AI as a valuable tool to focus their time away from mundane tasks and toward value-added responsibilities. This could be a boon to organizations who leverage this potential: by shifting their attention to strategic decision-making and process improvement, support staff can become true partners in driving business growth and innovation.

Therefore, organizations should consider the future of support staff as one that is coexistent with automation . Administrative professionals who embrace AI and new technologies can become proficient in managing and overseeing automated systems to create a more efficient, productive and innovative support ecosystem. Organizations that adopt a forward-looking approach—investing in the training and upskilling of their administrative workforce—will unlock not only the full potential of AI technology but of human capabilities, as well.

Although AI-powered devices have the potential to efficiently perform certain administrative tasks, they cannot wholly replace the contributions of human support staff. The future of support staff instead lies in embracing automation as a collaborator rather than a competitor, enabling administrators to leverage technology to their advantage. Through this harmonious integration, support staff can continue to serve as the driving force behind seamless operations, outstanding client experiences and sustained growth for the businesses they support.

CxOs Need Mentors, Too

ykafi@amprg.com (Yashar Kafi) — Sun, 30 Jul 2023 18:40:17 GMT

Of the many factors that contribute to professional success, I have discovered that one of the most overlooked is the impact of a quality mentor at the right time in your career. Although many organizations broadly acknowledge the importance of mentorship, they tend to overlook the ways in which this type of guidance helps individuals to navigate their professional journeys, unlocking their full potential along the way. The value of mentorship even extends beyond junior employees, reaching to the upper echelons of leadership to the C-Suite level. For one such beneficiary, CxOs, embracing the power of mentoring is vital.

There are two types of mentors. The first type, internal mentors, are the kind we most frequently think of when discussing mentorship: these mentors offer knowledge and understanding of organizational culture, processes and goals. This insight originates from firsthand experiences within the organization, allowing these mentors to help shepherd young professionals through the ranks. However, there is a second kind of mentorship that lies with embracing a network that extends beyond organizational boundaries . CxOs can reap substantial benefits by seeking guidance from external mentors, particularly experienced consultants who possess an understanding of customer engagement strategies.

One key advantage of working with external mentors is that you gain a perspective you would never otherwise encounter within your own organization. For example, consultants often bring extensive cross-industry experience, which allows them to identify emerging trends, comprehend shifting customer behaviors and offer outside solutions. Moreover, external mentors provide invaluable unbiased feedback , unburdened by internal politics or personal agendas. This impartiality helps empower CxOs to objectively evaluate their strategies and make data-driven decisions. By leveraging their mentors’ extensive industry experience, CxOs can gain strategic insights that align with evolving market dynamics—this enables them to navigate their organizations toward prosperity.

Customer engagement is the foundation for sustainable growth in the modern business landscape. It is imperative for CxOs to continually refine their focus toward delivering exceptional customer experiences. This only increases the importance of crafting customer-centric strategies, implementing effective communication channels and nurturing customer relationships. External mentors have the background to offer this kind of guidance as well as to make recommendations aimed at fostering customer loyalty and differentiating CxOs’ organizations within the market.

However, the importance of mentorship extends beyond mere skill development and knowledge acquisition. It also plays a critical role in the personal growth and development of CxOs as leaders. The responsibilities held by CxOs are unique; navigating these challenges requires a flexible and adaptable mindset. By expanding their network to embrace external mentors, CxOs are exposing themselves to diverse perspectives and expertise to broaden their horizons and enhance their leadership capabilities.

There is no question that internal mentors are valuable resources for professional careers, and CxOs should not overlook the advantages the come from these types of mentors. That being said, engaging with experienced consultants who possess specialized knowledge in customer engagement strategies can provide freshly needed perspectives, unbiased feedback and strategic insights. External mentors allow CxOs to truly focus on delivering exceptional customer experiences and unlocking their full potential as leaders. By embracing a diverse mentoring network, CxOs can position themselves for remarkable success and leverage that position to gain ground in what is becoming an increasingly competitive business landscape.

Staying Humble in the Face of Success

ykafi@amprg.com (Yashar Kafi) — Sun, 30 Jul 2023 18:40:13 GMT

No matter what industry you work in, we have all witnessed the dangers that success can have on professional careers: as individuals ascend the ladder of their organizations, they often find it difficult to remain humble . Although this effect is not unique to any one form of business, the signs tend to look the same: it begins with an inflated ego and an unrealistic perception of self . When we lose connection with ourselves, we forego our humility in the process. Individuals start to view themselves as inherently superior to others, losing touch with the centered versions of themselves that precipitated their rise.

Success especially becomes an issue when it limits individuals’ exposure to diverse experiences and perspectives. When this happens, people can no longer empathize with the struggles and challenges others face; as this fundamental human connection goes, so does humility. As a result, individuals climbing the ladder of success can find it increasingly difficult to relate to those who are still striving to reach their own goals. Another factor that causes people to lose their humility is the reduction in critical feedback and constructive criticism that often accompanies success. Without external accountability and feedback mechanisms, individuals may struggle to identify their weaknesses and areas for improvement, which impedes self-awareness and personal growth.

Moreover, when success arrives at a rapid rate, it can distance individuals from their roots and values—not to mention their support networks. The problem here is that a person’s beginnings are often where they build the grounding connections that keep them humble. When individuals are aware of their roots, they are instilled with gratitude and a broader perspective on life, both of which are essential qualities for the formation and sustainment of humility.

There is an important caveat to this conversation: humble demeanors are not always what they appear. Although some individuals look and sound humble, it is important to distinguish between genuine humility and mere appearance . External behaviors—such as modesty, active listening, acknowledging others’ contributions and valuing teamwork—can be adopted strategically so as to generate social approval. However, true humility originates from a deep sense of self-awareness that allows a person to recognize their strengths and limitations as well as to value the worth and dignity of others.

History has shown us that there is no one recipe to succeeding in business. But although successful individuals exhibit diverse personalities and traits , certain qualities can contribute to achieving and sustaining success. Resilience, adaptability, effective communication skills, emotional intelligence, collaboration, growth mindsets—all of these are included among the traits that enable individuals to navigate the complexities of their personal and professional lives. It is no accident that these characteristics also correspond to the likelihood that a person is humble.

All of this is to say that maintaining humility amidst success poses a significant challenge. Psychological influences, the erosion of perspective, limited feedback and the separation from one’s roots all contribute to this difficulty. However, genuine humility can coexist with success through self-awareness and a continuous commitment to personal growth. It is not easy, but it is possible for individuals to preserve their humility even as they reach new heights of achievement. Lucky for us, the challenge of staying humble is not nearly as great as it is to rise up the ranks of your organization—if you can persevere in business, there is no reason why you cannot maintain your humility.

Embracing Team-Based Rewards

ykafi@amprg.com (Yashar Kafi) — Thu, 29 Jun 2023 18:25:32 GMT

On the surface, performance rewards appear to be a fair and useful practice for incentivizing employees to achieve their work and career-related goals. For this reason, performance rewards have been utilized for years as a way to increase overall organizational performance. However, despite the good intentions motivating performance rewards, organizations are starting to realize that these rewards have the tendency to leave employees feeling slighted and demotivated. There are several explanations for this.

The first is rooted in the fact that most employees do not work in silos: they are the product of a team-based environment. When performance rewards are based primarily on individual performance, it neglects the significance of the teamwork and collaboration that contributes to overall organizational success. The result is predictable to anyone who has ever played team sports or worked in groups— competition and resentment grow among team members. The result is that an award you thought was improving your organizational performance is now dismantling your culture as your employees focus more on outdoing one another than on working together to achieve a common goal.

However, this feeling of resentment (though largely unwarranted in the case described above) may actually expose an underpinning logic: performance rewards can often be subjective and unfair. In many organizations, the criteria for rewards are not clearly communicated , making it difficult for employees to understand what actions they need to take to earn rewards. Watching one’s co-workers receive performance rewards without understanding how or why can lead to a sense of frustration and confusion. In turn, this creates an environment wherein employees feel as though their efforts are going unrecognize or that other coworkers are being given preferential treatment. This can lead to a sense of injustice and disengagement.

To address these issues, organizations should consider adopting a more team-based approach to performance rewards. By rewarding teams for their collective achievements rather than individuals for their personal performances, employees are incentivized to collaborate and work together toward a common goal; this cooperation can foster a more positive work environment in which employees feel valued and motivated to achieve their goals. Team-based rewards can take any number of forms, from bonuses/incentives for achieving measurable team milestones, team recognition programs or even team-building events. However, this is an instance where the reward is just as important as the intention behind it: these rewards must not only be meaningful to employees but also reflect the contributions of every team member as opposed to a few top performers.

In addition to team-based rewards, employers should also consider utilizing non-monetary rewards to offer greater flexibility and personal growth opportunities to employees. For example, organizations can offer additional trainings and development opportunities and/or allow employees to have more control over their work schedules. By providing a range of rewards that cater to distinct needs and preferences, organizations can incentivize different types of workers, thereby motivating the entire company.

Ultimately, good rewards do not focus on employee performance but rather on their contributions to team success. These rewards will be fair and transparent, with clear criteria and open communication. By taking a few simple steps toward more meaningful, inclusive rewards, organizations can creative a more positive and collaborative work environment where employees feel valued and motivated to succeed for the betterment of the organization—and not just for themselves.

Being in the Right Place at the Right Time

ykafi@amprg.com (Yashar Kafi) — Thu, 29 Jun 2023 18:22:29 GMT

It is nearly impossible to describe the ephemeral feeling of being in the right place at the right time. We all know the signs: the sense that everything is seemingly aligned, a total harmony with one’s surroundings . No matter whether in your professional or personal life, being in the right place at the right time is the combination of many factors, including an openness to any opportunities that come your way. Start with a clear understanding of your goals and the journey you are walking. Take time to reflect : on your past experiences, your current situation and your aspirations for the future. If you know your destination, it is easier to locate the opportunities that will help get you there.

You also cannot underestimate the importance of the people around you . When you stop to think about where you want to be in life, are you alone or surrounded by like-minded friends and co-workers who share your goals and values? After all, who among us has not experienced the support, encouragement or guidance from a trusted ally at the exact moment we needed it most? These are also the people who can help introduce you to opportunities you would not have access to otherwise. For example, if you are looking to start your own business, it can be immensely beneficial to be already engaged in a network of other entrepreneurs. They can offer you advice—anywhere from writing a business plan to securing funding—and they may even be able to connect you with potential investors or partners who can help your fledgling business grow.

It is perhaps most important to remember that being in the right place at the right time is not a static or fixed state. Just as you move in and out of life’s other experiences, so too is this experience a dynamic process requiring flexibility and adaptability. It may go without saying, but you never can be certain of what life or business will throw at you next. So remain open to new experiences: take risks and be willing to adjust your expectations and correct course when necessary. Embracing change and learning from failure are both key traits for navigating the uncertainties of life. It is no surprise, then, that they also help increase your chances of being in the right place at the right time.

To put it plainly, being in the right place at the right time involves the perfect blend of personal growth, opportunity, the people you surround yourself with as well as your own mindset. When these elements all come into alignment, you will experience a harmony that feels almost like magic—and you will know that you are exactly where you are meant to be. But remember: this feeling is neither permanent, nor guaranteed. The only constant in life is change, and just as it is possible to find yourself in the right place at the right time, it is also possible to find yourself somewhere else that you never anticipated. But by focusing on what you can control, you increase the likelihood of positive outcomes. So keep learning, growing and exploring while trusting that the journey will lead you to where you need to be.

Entrepreneurship without Friends and Family

ykafi@amprg.com (Yashar Kafi) — Tue, 06 Jun 2023 14:01:33 GMT

Imagine that you have started a new business. Having already spent years in the industry at a few high-profile companies, you now believe you have the rolodex to strike out on your own. You create your product/build your services, and you have many new potential customers. Everything is going well, save for one major problem: none of your friends or family are supporting your business. And even worse, when you try to talk to them about it, they shut you down or move on to other topics. Not only do you not have a professional safety net, but you do not have a personal one, either.

Nearly every entrepreneur I have ever worked with has told me some version of this story. It is not uncommon for company founders to experience difficulty in persuading their family and friends to purchase products to help their fledgling business grow. This can lead to understandable frustration: for many, it will seem as though literal strangers are more willing to support their business than those they know and trust the most. But what is it exactly that causes this hesitation?

One possible explanation is the potential ramifications this support can have on personal relationships . Close friends and family members may be hesitant to invest in a business for fear that problems or conflicts might negatively affect their personal relationships. In short, they may believe that saying “No” is a safer option than risking damage to their friendship or larger family dynamic. It goes without saying that strangers, however, do not share the same concerns of investing in an entrepreneur’s business and are able to see the product (and the business itself) for what it really is.

We must also not underestimate the role that familiarity bias plays . This powerful cognitive bias can induce individuals to perceive what is familiar as more valuable or trustworthy. Now, this is going to appear counterintuitive, but the business of an entrepreneur is more unfamiliar to friends and family than the business of someone they have never met. This is because they have a long-lasting familiarity with the other product . As a result, they are also more likely to be critical of the entrepreneur—has this person demonstrated sufficient expertise or experience, is their business too risky?

On the other hand, strangers are introduced to the entrepreneur’s business through advertising or marketing campaigns, which presents them in a more professional and credible light. This initial exposure can create the requisite trust and reliability that is not always possible with close friends and family. Additionally, strangers may be more inclined to support a fledgling business (and, therefore, the entrepreneur), seeing it as an opportunity to invest in something new and exciting.

With that said, entrepreneurs should be mindful of the concept of social proof . Social proof refers to the phenomenon whereby individuals are more likely to trust and follow the actions of others. For example, if a business can demonstrate that others have already invested in their services or products, they can create a powerful incentive in the minds of potential customers, including friends and family. By harnessing the power of social proof, entrepreneurs can demonstrate to their loved ones that their business is viable and that they are worth the investment.

It is no wonder why entrepreneurs experience frustration when their close friends and family are reluctant to invest in their business. However, instead of losing hope, they should focus on building trust through their network with professional marketing campaigns as well as by leveraging social proof and a strong online presence. Success with this approach should allow them to overcome some of the effects of familiarity bias with strong social proof. In the end, entrepreneurial success requires the ability to overcome obstacles while continuing to pursue growth and innovation. A lack of familial support is not ideal… but it may be the catalyst you need.

Is 2023 the year of efficiency?

Thu, 01 Jun 2023 15:47:14 GMT

Earlier this year I read an interesting article where several business leaders began referring to 2023 as the “year of efficiency”. Leaders from Amazon, Apple, Ford, Meta, UPS and other companies talked through their changing businesses, consumer spending trends, AI’s impact, and future hiring plans for the year. All the while, layoffs were seemingly taking place daily at major enterprises and small businesses alike. I thought to myself… “Wow… here we go… again.”

One major factor driving this need for “efficiency” is the ongoing economic uncertainty and volatility, which has been exacerbated by the COVID-19 pandemic of the past few years. Many companies are facing increased pressure to cut costs, streamline operations, and maximize productivity to maintain profitability and remain relevant in our hyper-competitive marketplace. Combined with the fact that many companies are still recovering from the impacts of the COVID-19 pandemic (corporate Long-Covid), which has forced businesses to adapt to remote working models, continued supply chain disruptions, and other challenges. As a result, many companies have had to reassess their operations and find ways to become more efficient and agile in response to the changes in the business environment. However, it's worth noting that every company is unique, and the specific factors driving their efficiency initiatives vary.

Efficiency is also closely linked to sustainability. It is not a stretch to say that as businesses operate more efficiently, the consumption of their resources lowers, the production of waste by-product lessens, and the net result is a smaller carbon footprint and an eco-friendlier enterprise. As consumers become more environmentally conscious, businesses that prioritize sustainability through efficiencies will be positioned to become market movers in the years to come.

The accelerating pace of technological change and digital transformation is creating new opportunities for businesses to improve efficiency and optimize their operations. The widespread adoption of automation, artificial intelligence, and other advanced technologies are enabling companies to streamline processes, reduce waste, and improve their increasingly data-driven, decision-making capabilities. The challenges are often: Where to begin? What is going to give me the largest (and quickest) return on my investment? Is my organization capable of absorbing these broad and sweeping changes in the name of “Efficiency”?

Here are a few areas where hidden efficiencies can often exist. Remember, careful due diligence and a clear understanding of your organizations processes, r egulatory requirements and operating model are imperative to creating efficiencies.

CIO’s and Information Technology Executives:

Understand your organizations tech debt inclusive of vendor landscape, services managed and business unit enablement.
Automate where it makes sense. Account provisioning/deprovisioning, workflow, SecOps, DevOps, etc. Where are the manual processes that are weighing down the team and causing organizational bottlenecks?
Evolve from a service provider/support model to a business partner and driver of digital transformation.

CFO’s and Financial Executives

Identify the blackholes of time and determine root cause. Is it attributed to skills/training, over-engineered/redundant processes, lack of tools and platforms or a broader organizational issue?
Where can standardization and automation provide the greatest value.
Establish KPIs to baseline your performance and prioritize the laggards.

CHRO’s and Human Capital Executives

Talent is in short supply these days. Create an engaging and inclusive onboarding experience for new hires and curate that experience throughout their employee lifecycle. Don’t be afraid of digital tools to help facilitate and manage the process.
Approach all enterprise initiatives with the acknowledgement that people are the largest variable. Leverage change management to bring the staff on the journey to help with a successful outcome.
Find your pain points, understand how they impact the broader organization and take steps to improve in those areas.

Of course, upsetting the apple cart on all the above is the proliferation and penetration of Generative AI in the workplace. I’ll have a separate piece on that topic in the next few weeks, stay tuned!

If 2023 truly is the year of efficiency, what are you doing to prioritize, plan and activate your high-result programs at your organization? How are you looking to optimize your operations to stay competitive and adapt to changing business and economic conditions?

If this is something you are thinking about or not seeing the results you had hoped for, I’d love to hear from you!

experts@amprg.com

A Good Consultant Is an Excellent Storyteller

ykafi@amprg.com (Yashar Kafi) — Tue, 30 May 2023 16:51:14 GMT

In the modern business landscape, we are long past the days of decisions made on the basis of facts and figures. Today, it is the story you tell in service of those facts that makes or breaks a project (see: my previous thoughts on this issue ). Storytelling is the essential process of connecting people, ideas and outcomes in a way raw data cannot . This means the ability to tell a compelling story is a critical skill that every consultant must possess.

At the core of every client-consultant interaction is the need to communicate ideas and concepts effectively; without this ability, a consultant has little hope to succeed. Storytelling is a powerful tool in this regard. By crafting a narrative that resonates with stakeholders, consultants can inspire and motivate consumer action . This is because stories can help unify audiences around a shared understanding of complex issues, which makes it easier to get everyone on the same page. Stories also help people to see the bigger picture and understand how their contributions fit into a larger context.

But storytelling does not simply foster collaboration and spur action—it is also a powerful tool for building credibility with your audience. For consultants, therefore, storytelling becomes a way to demonstrate knowledge and experience, shifting their role from “expert” to “trusted advisor.” In the right hands, stories humanize complex ideas, which makes difficult concepts easier to understand. This ultimately has the effect of building trust with stakeholders: when consultants can identify and convey the emotional underpinning of an idea, everyone is able to build trust. By using stories to illustrate their points, consultants are able to establish themselves as credible and trustworthy partners. This can lead to stronger relationships with clients and increased opportunities for future work.

A possibly overlooked effect of this engagement is the manner in which storytelling helps build empathy . Remember: trust is built on the back of emotional communication. Connecting with stakeholders—not just on a logistical level but also on an emotional level—forges bonds built toward deeper insights as well as the stakeholder’s perspective. One of the overlooked downsides to Artificial Intelligence is the inability for machines to meet the human need to be understood. When consultants can build emotional trust with their clients, they are then able to identify gaps in knowledge, address client concerns and ultimately deliver better outcomes.

Which brings us to the most important benefit storytelling delivers to consultants: it helps differentiate them from their competition . In a crowded marketplace, the ability to tell a compelling story is often the skill that sets one consultant apart from another. Every client is looking for a consultant who knows how to not only provide insights and recommendations but also to inspire action and drive change. Telling a powerful story can be the deciding factor in winning a new client or retaining an old one.

When you add it all up, the conclusion is clear: storytelling is critical for consultants. What other skill helps you to foster collaboration, inspire action, build credibility, promote empathy, and differentiate you from the competition? There is no question that data and information are essential tools for consultants, but in the modern business era, the ability to tell a compelling story can make all the difference for your clients and for your company.

Good Employees Need Good Employers

Fri, 05 May 2023 16:28:56 GMT

In a recent article for The New York Times , Simran Sethi brought together a panel of thought leaders and posed to them the following question: “What does it mean to be good?” Given the drastic differences between the respondents’ life experiences/occupations, each provided a different answer (as one might expect). However, despite these variations, there were a few common traits associated with being a good person that continued to surface: traits like kindness, integrity, responsibility and conscientiousness. We might add to this “Good Person” list, with a little help from Ronald E. Riggio at Psychology Today , the traits of prudence, temperance and fortitude.

After reading Sethi’s article, I considered my own question: “Do good employees possess similar qualities to good people?” And the answer I kept coming back to is “Yes.” For example, good employees are considered responsible, an attribute that is displayed in the workplace through reliable and consistent performance. Good employees also tend to be people of integrity—those who are honest as well as trustworthy. It goes without saying that organizations should be on the lookout for candidates who reflect these qualities; however, such individuals are not good employees simply because they are good people. The standard for being a good employee is, in fact, a higher bar to clear.

Because while being kind, empathetic, honest and respectful are important traits in the workplace, being a good employee also means displaying attributes that are directly related to one’s job. Take, for example, the multi-faceted attributes of punctuality, efficiency, productivity and the ability to work well within a team. These qualities are not essential for good people, but they are important to the sorts of employees that organizations want to build their workforce around. Furthermore, in some industries, technical skills and expertise will be critical qualities to possess as opposed to great communication and interpersonal attributes in other industries. Ultimately, being a good employee requires a combination of skills and abilities that align with the position’s demands as well as employer expectations.

This is all to say: good people are not inherently good employees. While being a good person may be a prerequisite for being a good employee, we live in a world where good employees must be made. It is only the potential for becoming a good employee that can be found in a stack of resumes or discovered at the end of a job search. Once that hire is made, the new employee becomes a good employee as a byproduct of good leadership , which means they need good employers, as well.

Which brings us to the final question: “How can employers help good people become good employees?” The first step is to take responsibility for facilitating this change. Employees want to be better, but they need an organizational commitment and encouragement. The second step involves establishing clear expectations and guidelines to create an environment in which success can be measured and the gap between good people and good employees overcome. The last step is to help employees align their values with the values of the organization. By recognizing their organization’s overarching goals, employees can avoid working at cross purposes to their colleagues. This means that a shared vision is needed—and it falls to the employer to facilitate this understanding. The bottom line? Good people need good employers to become good employees.

Developing Good Ideas in the Right Culture

ykafi@amprg.com (Yashar Kafi) — Fri, 05 May 2023 15:27:56 GMT

It is no surprise that in an era of social media and constant public performance, many employees face issues of insecurity. In the workplace, this issue is most frequently observed in the fear of being wrong. One common example is found in an employee’s inability to speak up in meetings or to share their opinion with colleagues or supervisors. Another can be located on the opposite end of the spectrum: the desire for an employee to convince others that their ideas are 100% correct. Both examples function from a place of insecurity—or the fear of being wrong.

It goes without saying that good ideas are important for any business: innovation and productivity are driven by these sorts of innovation. However, as we have observed, an organizational fear of being wrong can often stop innovation in its tracks. But perhaps counterintuitively, addressing this issue does not start with employees but rather with employers. Employers must be willing to accept the inevitability of failure and the role it plays in organizational growth and development. Furthermore, organizations that foster a growth-mindset culture are often the ones that succeed. As Chris Coldwell points out , every success is followed by a slew of mistakes. Never forget that Edison failed somewhere around 2,000 times, for example, while attempting to discover the carbon filament for lightbulbs.

So how do organizations build cultures where failure is recognized as a tool and not an outcome? It begins with dialectical thinking . Dialectical thinking is a powerful method that employees and their organizations can utilize to make failure work for them instead of against them. Dialectical thinking is predicated on recognizing contradictions, then using them to generate new ideas and perspectives. By examining the opposing forces in any given situation and considering multiple viewpoints, new solutions and approaches can be identified and implemented. Failure, therefore, can be reframed as an opportunity for growth; shortcomings are the catalyst for change, innovation and improvement.

Dialectical thinking also helps overcome another common workplace insecurity: the tendency to imitate the behavior and strategies of coworkers or competitors. This tendency is a major theme in the work of the French philosopher, Renѐ Girard, and his student, entrepreneur Peter Thiel, has detailed the way this dynamic plays itself out in business. According to Thiel, imitation is a useful learning tool; however, it also leads to increased competition and conflict, thereby limiting creativity and innovation. In a fast-paced business environment, there is an immense pressure to imitate successful strategies or products, which can lead to a lack of originality and increase the likelihood that nothing new is produced. Although imitation is not traditionally viewed as a workplace insecurity, it can be guarded against by empowering employees to develop their own unique approaches and solutions through dialectical thinking.

To conclude, by recognizing the power of contradiction, individuals can challenge established norms and explore new ideas and perspectives. Dialectical thinking encourages employees to engage in critical reflection and consider multiple viewpoints, rather than simply imitating what has worked in the past. Not only does this help defend against the harmful effects of imitation, but it also works to foster a culture of creativity and collaboration. This provides a valuable counterbalance to imitation and helps individuals and organizations achieve greater success and growth. And with this growth-mindset culture, your organization can combat against employee insecurity and build a lasting business practice.

The Right Way to Build Organizational Structure

ykafi@amprg.com (Yashar Kafi) — Fri, 07 Apr 2023 20:07:01 GMT

There are two chefs squaring off in a competition to be assessed by a panel of expert judges. Each of these chefs is at the culinary forefront of their respective cuisines—their technical abilities are unrivaled. However, there is an important difference between them. When the competition kicks off, the first chef immediately turns to confer with his sous-chef and, together, they plan out the course of their meal. In contrast, the second chef has no sous-chef, nor does he do any level of planning. He sprints around the kitchen, grabbing items seemingly at random. The chefs begin to cook, and when the buzzer finally sounds, they present their meals to the judges.

The question is: which one of these chefs do you think wins the competition—and why?

The most important factor for future success lies in processes as opposed to outcomes. Intuitively, we know this: how many times have we gotten lucky on a project—or, even worse, failed to get the results we hoped for—only to realize later that the issue all along was bad process . The phrase “plan for future success” is a cliché for a reason. When it comes to your objectives and goals, creating a solid foundation upon which to build your organization is critical. As the example of the two chefs demonstrates, intuition is important, but it must go hand in hand with a well-thought-out plan.

This is why there is, perhaps, no process more important than building the appropriate organizational structure for your company. Organizational structures come in many forms : from the hierarchical, top-down structures many of us are familiar with, to horizontal or even divisional structures. But no matter which organizational structure your company wants to adopt, it is important that you understand the foundational aspects of organizational structures to maximize your future success.

The Community Toolbox at the University of Kansas offers three key elements for building the right organizational structure for your company. Present in any successful organization, these elements allow companies to develop frameworks to keep the entirety of their organizations motivated and organized. It helps dictate how leadership is chosen, how decisions are made and how employees are accepted.

The first element to address is governance: how are decisions arrived at and who is making them? There are a myriad of ways in which governance can be allocated—a board of directors, a CEO/principal share owner and more. But the fundamental purpose of governance is to institute accountability among the various stakeholders across your organization. Without clear lines of communication and expectations surrounding who makes decisions, it will be difficult to achieve your goals.

Next, there needs to be a fundamental conversation around the implicit and explicit norms of your organization. These norms are essential to your company’s wellbeing as they are the building blocks upon which a solid company culture is founded. Do you have explicit expectations about when employees will arrive at work? What about implicit expectations regarding how they use sick leave? The way you answer these questions will have an enormous impact on the buy-in of your stakeholders.

Finally, you need to decide how work will be distributed throughout your organization. To help determine this distribution of labor , it is important to think about the tasks that need fulfilled. All companies need: 1) someone who can help envision the company’s future; 2) someone who will create strategies and goals for the proposed change; 3) people who will help actualize these changes; 4) a base of company supporters who will help spread the word to other consumers and potential clients.

By keeping these three major elements in mind, you can build a solid organizational structure and move your company forward in a unified front. This is not just a way to actualize future success: it is the first step toward building an organization that is built to last, no matter what your company encounters.

Is ChatGPT Really the Future?

Sat, 04 Mar 2023 17:36:24 GMT

The Russian novelist, Fyodor Dostoyevsky, once made the argument that the work of the artist is not to discover answers but instead to ask the right questions. In a similar vein, one might say in the 21st century that technology is only as good as the person operating it. These days, the hottest trend in AI media coverage is the chatbot, ChatGPT. Over the past few months, debate has raged regarding the optimized language model, and it seems as though everyone has an opinion. But the fundamental question for organizations is how will this AI technology affect your business?

First things first: it is clear that ChatGPT will alter the hiring process. Numerous articles have been written extolling the virtues of the technology . And they are indeed plentiful: hundreds, if not thousands, of resumes can be screened in a fraction of the time it takes a human to look through one. Simultaneously, these resumes are able to be categorized to accommodate the needs of a hiring committee. Hours upon hours of human labor are, therefore, reduced to a single click. And at its most promising , ChatGPT will be able to quickly ascertain and address inequalities and latent biases that have present for far too long in hiring.

Despite industry interest in ChatGPT, there are many who are deeply concerned about what it portends for the future of employment. Annie Lowrey, for instance, speculated in The Atlantic that ChatGPT could represent the first time in human history that we experience massive layoffs exclusively affecting highly educated workers (although a reasonable argument could be made for the Protestant Reformation). If Lowrey is correct, we can expect to see millions of jobs in the finance, journalism, business and engineering sectors be rendered obsolete by automation. That is to say nothing of the panic this would engender for teachers and those responsible for writing instruction. As it currently stands, every professor is facing down a future where the college essay is essentially dead in the water.

The hiring industry is also facing concerns surrounding the claims that ChatGPT can thoroughly address systematic inequality. In the New Statesmen , Ido Vock argued that racism, misogyny, xenophobia, etc. can still be reflected in ChatGPT’s programming due to its designers’ own struggles with unconscious bias. This argument regarding implicit bias is perhaps the best case against fears that AI will lead to massive layoffs or the “death of education.” Because although AI programs like ChatGPT will continue to fundamentally change the way we work and the way we hire, we can never systematically remove humans from this process without an enormous burden and risk.

This can be observed in the articles discussing ChatGPT: in nearly every one, the author includes a paragraph written by the chatbot to demonstrate its sophistication. One example can be found in Congressman Ted Lieu’s essay in the New York Times regarding the dangers of ChatGPT. The included paragraph is a fine piece of writing; other examples do not fare as well . This is why humans will continue to be an integral part of hiring: AI chatbots are only as good as those who are asking the questions. For this reason, it is important that, as we embrace this technology, we remember that the human element behind it must be fostered and nourished as well.

Company Communication and Cybersecurity

Sat, 04 Mar 2023 17:33:53 GMT

When it comes to resource allocation, many organizations fail to realize that communication is at the center of many of their competing interests . For example, a prominent issue we often observe at AMPlify is when organizations invest significant resources on competing technologies due to inter-organizational squabbles or a broader lack of communication. These organizations understand that technology is an important component of their operations that can lead to a significant return on investment . But ROI decreases when there are multiple applications competing against one another.

This becomes especially problematic when it comes to cybersecurity. At best, lack of communication results in paying twice to solve the same issue once. At worst, you introduce unforeseen risk: competing applications are not designed to interact with one another, which leads to gaps in visibility. Furthermore, with the proliferation of SaaS applications, this problem has only increased. It is predicted that, by 2025, 85% of all business applications will be SaaS-based. Effectively, this means that deployable solutions have become increasingly siloed, and organizations are not prepared to bridge these gaps.

Last year alone, cybersecurity breaches accounted for an average of $4.35 million per attack . It is predicted that more than 33 billion records will be stolen in 2023. And no one is immune. Companies like Apple, Meta and Twitter have all reported security breaches in the last year. We no longer have the luxury of approaching cybersecurity as an IT issue—it is a problem that affects the entirety of your organization. As organizations hurry to fill a backlog of IT positions, it is incumbent upon employees themselves to be aware of cybersecurity risks and act accordingly.

Additionally, it is important to remember that hot-button phrases and applications in cybersecurity are nearly as dangerous as the attacks themselves. This is because the bedrock of a solid cybersecurity response is premised on the same strategies that support organizations: strong foundations and clear communication. That means it is important to stay up to date on trends but not to give your protection over to the latest fads. Without employing a combination of these strategies, not only will your cyber defenses fall, but so too will your organizational operations.

It is further important to remember that cybersecurity is not a one-size, fit-all proposition. In an era where working from home and other hybrid-office models has never been more popular, the risks posed by cyberattacks has never been greater. According to the U.S. Census , nearly 20% of the workforce now works from home, which equates to roughly 28 million access points that hackers can hit. This is yet another reason why cybersecurity is an organizational challenge that must be met by getting it right the first time. And that means partnering with the right collaborators and technology solutions to fit the needs of your business.

The bottom line is that throwing resources at technology is rarely, if ever, the solution to any problem. This practice becomes even less justifiable when multiple factions of your company are attempting to solve the same problem with similar solutions. Without a solid foundation of trust and communication, technology will fail to deliver a return on investment—and that is before organizations consider the need for planning, prioritization requirements, processes or leadership support. The bottom line? Do not place all your faith in technology solutions when the first step is getting back to basics.

How to Best Support Disruptors

Tue, 31 Jan 2023 21:40:21 GMT

In a recent article from the scientific journal Nature , academics from the Universities of Minnesota and Arizona argued that patents have become “less disruptive” over time. The authors claim that in recent decades we have witnessed exponential growth in scientific and technological knowledge; however, “studies suggest that progress is slowing in several major fields.” This research regarding the inability for new achievements to disrupt the status quo supports what I have observed in consulting, which is that innovators are being driven into the ground. So how do we support positive disruptions?

On the one hand, disruption is only achievable when innovators are given room to work against the grain. This is because innovators are not like other members of an organization: their purpose and process are different. For some organizations, this can be seen as a threat; however, one of the major signs of healthy organizations is how well they are able to support the needs of their individual members. By centering innovation as a company-wide endeavor , organizations are able to sidestep potential turf wars or other difficulties that plague innovation.

On the other hand, innovators need structure and support. It is not enough to provide them with opportunity and then just leave them be. According to the Harvard Business Review , innovative cultures focus on tolerance for failure while remaining intolerant of incompetence. The distinction here is that failure is predicated on a good process that will eventually lead to good results—it is just that these results have yet to be realized. Think of Thomas Edison and the lightbulb : in the attempt to mass produce electricity, Edison needed 2,774 attempts to discover a workable lightbulb solution. What do innovators all have in common? They work from a good process. Incompetence, however, is the consequence of a bad process.

This is one reason why Nature ’s article is so astounding. Clearly, there are innovators working from a good process, hence why there are so many new patents. The issue lies with the infrastructure surrounding these advancements. Often, non-innovative cultures are the ones killing innovation with large groups that have too many competing voices, which affect the ability of innovators to create new ideas. This wide-spread issue is not limited to one specific business sector. Instead, it is like the snake eating its tail: companies need innovation to thrive but are often too apprehensive to nurture it.

Innovation Leader surveyed 270 corporate leaders who opined on the biggest obstacles to innovation in larger companies. The results were largely predictable: 55% of respondents believed that politics, turf wars and a lack of alignment were to blame. This is an understandable conclusion—if organizations lack a culture of innovation, any specialized treatment becomes political. This goes hand in hand with the second-largest response: 44% of those leaders cited cultural issues. Though this may seem obvious, it bears repeating that if your culture supports innovators, you will probably experience more innovation!

How should organizations support disruptors? By putting them in a position to succeed by offering both flexibility and structure. Larger organizations should do their best to ensure innovators are not being micromanaged and have the freedom to fail. In a modern workforce noted for its efficiency, such a commitment might be seen as a risk; however, risks are not truly “risks” if they are tied to the right people. Instead, companies should feel empowered to observe their innovators’ processes. If innovators are unable to explain the details of their process, then it is time to investigate more closely.

Consulting Is a Lot Like Cooking

Tue, 31 Jan 2023 21:40:18 GMT

“Just as certain people have physical and temperamental characteristics that make them good marathon runners, or pianists, or bar bouncers, others have what it takes to become superior consultants. These individuals are often described as possessing a “flair,” a “sixth sense,” a “magic touch”—something special that elevates any organization they work with, whether it be on a marketing campaign or the dreaded reorg, into a sublime experience.”

In 1983, a New York Times article detailed the characteristics that make a good consultant. The concept of organizational advising had been around for many years, but this article offered a space for professional consultants to discuss what makes advising so critical. There were views regarding the reasons why family members are held up as paragons of advice and the need for consultants to be able to organize and concentrate on many things at once. It is an article that any organization or consultant can learn from. However, there is one detail you should know: the article was actually about cooking .

There are many similarities between cooking and consulting, not the least of which is that, at their very best, they provide customers with an unforgettable experience. According to Forbes , there are several key attributes that separate good consultants from great ones. Some of these (e.g., attention to detail, asking good questions) are common fare applicable in most businesses. Together, these attributes demonstrate that having a shining resume does not guarantee success in a competitive industry.

However, there are some attributes we often overlook. One notable attribute is being a safe pair of hands. Whether you are leading a team or working with a company, you need to be steady: keep your promises, be consistent in your quality and apply crucial technical skills. Another attribute is your ability to anticipate your client’s needs, knowing what they require often before they do. For example, if your client believes they can save costs by reevaluating their supply chain, you need to know not just their motivation for making this move but also where to locate actual savings and whether the chain is essential to their business.

Another similarity between cooking and consulting is that you do not want too many cooks in the kitchen ! It is understandable for an organization to seek many different points of perspective for a difficult decision, but this can be detrimental in the long run as too many voices can contradict one another and bog down progress. This is also true in the kitchen where a firm hand and steady voice is required when delegating tasks and responsibilities. Consultants and head chefs must both be able to utilize their team members effectively, whether that be a sous chef straining a white wine reduction or a junior consultant conducting a market analysis for a key client.

At the end of the day, whether you are cooking for a hungry customer or consulting for a ravenous organization, your goal must be to provide them with an experience beyond what they thought was possible. In some instances, the organization will have no idea what they want and sometimes they will know down to the very the detail—either way, your job is to exceed their expectations. Most importantly, however, it is your responsibility to bring together every ingredient—stakeholders, team members, client information—and combine them into a flavorful symphony. Neither consulting nor cooking is easy, which is why you should aim to do it with clear eyes and a full stomach.

Stepping Across the River (Twice)

Tue, 27 Dec 2022 17:07:39 GMT

When Heraclitus wrote his famous aphorism , “You cannot step in the same river twice,” I am certain he did not envision how powerful it would remain more than 2000 years later. There is a solid truth in these words: whether it is in business or in life, the river you traversed to stand on new ground will never be the one you walk back across to leave.

There have been many articles written about the ramifications of COVID-19. What I have yet to see is a consideration of what I call The River Concept—this idea that the changes of the world mirror our changes in business. We have already seen some of the ways in which the new normal has shifted away from pre-pandemic times . However, it is also true that we are still a decade or so away from being able to look back and know for certain how things have altered. And yet, right now many businesses have closed or are severely weakened . While on the other hand, new opportunities have arisen that are changing the centralization of capital.

We have also learned societal lessons that we can apply to the company level. For example, in the case of the pandemic, we know that government policy is important, but it is not as important as the individual actions of citizens . This is also true in organizations where policy means well but requires the buy-in of employees to really lead to transformational change.

Another lesson is that agility and adaptability is often the difference between success and failure. The virus mutated faster than we could counter; subsequently, our vaccines and governmental responses have been constantly playing catch up. The same is true in business: when we receive new evidence, we must be able to balance this information against our knowledge that frequent change causes frustration. Recent McKinsey research , for example, has shown that agility and strong communications have allowed some companies to respond more effectively to the pandemic than others.

These lessons are valuable to put into practice as we step across the river. But what about the river itself? How have our circumstances altered? One huge change has come in the area of work-life balance. Though an important pre-pandemic topic, more and more we are seeing work models that prioritize employee wellbeing , including work from home and hybrid offices. Recently, we have also seen efficacy trials to test whether a four-day work week is possible . What researchers are finding is that, perhaps, working hard is not working smarter—especially in the case of workers who are still suffering burnout and fatigue.

Additionally, we have seen a huge shift in the way organizations prepare for the future. It is impossible to say whether we will face another global health crisis at this level; what is knowable is that the investments and strategies we establish now might be the turning point. This includes our ability to forecast for important organizational components, such as inventory. Because what we do know for certain is that geopolitical disruptions like the war in Ukraine will continue to lead to supply constraint issues. We have already seen what happens when demand rises higher than supply (e.g., when automakers were short on semiconductor chips ), and now companies are sitting on safety stock that is difficult to unload. All of this is to say that our ability to thrive will come from not looking back but instead looking forward. After all, The Rivers Concept shows us that things will never be the same again.

Creating Value with Digital Projects

Tue, 27 Dec 2022 17:07:33 GMT

Despite its importance, the word “digital” has the reputation of being a rather vague term. This is, in part, due to its importance within organizational transformation: digital projects have become essential for companies looking to compete in the modern economy. But what are digital projects? And how do organizations ensure these transformations are worth the time and effort it takes to implement them? One wonders whether digital projects can deliver on their promise or if this is yet another example of the juice not being worth the squeeze.

To talk about digital projects first requires a definition. Econic defines digital projects the following way: a digital project is an individual or collaborative undertaking carefully planned to achieve an aim in introducing, transforming, or managing digital strategies and operations with your organization. Immediately, we are faced with an important aspect of the digital project—a concrete aim is essential. Like most projects, digital projects will fail when they are not backed by a strong strategy with a central focus. In fact, as we will show, the failure of implementation leads back to this issue.

That is because this central focus will necessarily change depending upon the organization. And according to recent research , many companies have spent the past few years building digital and data capabilities to improve time to completion, project cost and returns on investment; however, only a third of them were actually realizing these benefits. This raises another component of digital projects: your transformation has to provide value . It is one thing to understand that digital projects can benefit your business, but it is another thing entirely to derive a real benefit from your organizational shift. Without this guarantee of value, digital projects are just another in a long line of buzzwords.

So how do organizations implement digital projects? Accenture’s research indicates that there are two vital steps. The first, institutionalizing ownership to build the right operating environment. The second, operationalize technology and data for better decision-making toward project delivery. These steps are the foundation of a holistic approach that is capable of accounting for your workforce as well as the targeted outcomes you need to justify the switch.

Why go digital? According to The Enterprisers Project : “It's a survival issue. In the wake of the pandemic, an organization's ability to adapt quickly to supply chain disruptions, time to market pressures, and rapidly changing customer expectations has become critical.” This last point is crucial. During the COVID-19 pandemic, supply chain issues were stressed to their breaking point and consumer needs were unable to be met. As customers shift their spending habits, companies need to be able to account for this shift and adjust accordingly. It just so happens that one way to do this lies with digital projects.

As Deloitte suggests , now is the right time to invest in digital projects. After all, current technology makes data collection, analysis and interaction easier than ever before. But as we have seen, there is a catch: your investment must be approached consistently and strategically. Deloitte also says that this investment must come early, but this suggestion must be met with a word of caution. There is nothing more counterproductive to organizational transformation than sacrificing quality for expediency. And when it comes to digital projects, organizations pour time and resources into an outcome that never materializes. Therefore, make sure you invest in digital projects when it is the right time. Otherwise, you are certain to get left behind.

The Mixed Blessing of Being Well-Liked

Wed, 07 Dec 2022 19:27:12 GMT

It’s an age-old difficulty in the workplace: who is liked and who is not liked—and why? But while it is easy to get bogged down in who likes you and who does not, it is rarely productive to focus your energy on this question. Instead, in this article we will discuss the important attributes that will help you succeed in your work life as well as the ways in which being “well-liked” is overrated.

The Advantages of Being Liked

The reason people worry about being liked is almost so obvious it goes without saying. In many fields, working together with coworkers is a necessary aspect to your job; therefore, those who can engage more productively with their managers and peers will find career success. So although the attribute of “likeability” may be the wrong one to focus on, it is critical that you are able to treat your coworkers as real colleagues . That is to say—with respect. Here are three actions that can help you get ahead :

Active Listening: Though it can be a key component of likeability, the skill of active listening goes far beyond people-pleasing behavior. Active listening is the practice of “hearing” someone—not just they are saying to you, but how and why they are saying it. This form of communication prioritizes a mutual understanding shared by both speaker and listener, making it an integral skill when working with others.

Positive Body Language: Though it may be counterintuitive, body language is often just as important as other forms of communication. By making eye contact , nodding to show others you are focused on what they are saying, leaning toward them and more, you can communicate your interest non-verbally. Often underestimated, your body language is a powerful tool.

Showing Enthusiasm and Gratitude: It is important to appreciate what ought to be appreciated! Contributing to a positive workplace environment means working to uplift others around you when they ought to be uplifted . By spreading positivity around you, you will not only improve your mood but also the moods of those around you.

When Likeability Can be Dangerous

This is the negative side to the likeability conversation. Many people are concerned—sometimes to the point of obsession—with who likes them. This is an understandable concern. After all, it feels bad when someone does not like you, and this feeling can affect your work. While it may seem intuitive to hold the opinions of your coworkers in high esteem, this approach can lead to significant problems. In order to minimize your own personal burden of likeability , here are some actions to avoid:

Doing Constant “Favors”

There are no two ways about it: sometimes, it feels impossible to say no. And the difficulty of holding your own boundaries can become difficult when one is concerned with making friends as opposed to maintaining positive working relationships. But holding firm to these boundaries is important for your own sense of self, especially when power dynamics are involved. Therefore, it is best to limit asking or granting favors in the workplace unless absolutely necessary.

Bystander Behavior

In many industries, the importance of functioning as active bystanders is being trained at the human resource level. While it can feel daunting to interrupt inappropriate speech or actions, it is critical not to act as a passive bystander due to fear of social consequences. This is where the need to feel liked is most pernicious. And although there can be real problems with the diffusion of responsibility when multiple people witness unacceptable behavior, it is important to engage when you are needed.

Rejecting Compliments

This last behavior might seem counterintuitive, but bear with us. Although it might seem like a safe bet to respond to compliments with humor or self-deprecation, it can ultimately hurt your professional growth if you have difficulty accepting praise when praise is due. In other words, let people compliment your work and do so with humility and dignity. Relatedly, do not over credit others when you have done the bulk of the work on a job. Simply put: with receiving and giving compliments, use the Golden Rule.

The Importance of Company Culture

Thu, 01 Dec 2022 19:13:04 GMT

For all the talk about the complexities of company culture, the foundation is rather simple. Company culture is the internal functioning of your workplace (both in terms of formal and informal systems) influenced by your organizational approach toward accomplishing tasks. Like the “ rules of the road ,” your company culture is a signpost for the normative behaviors of your employees.

Every successful organization has a community culture founded on a set of shared beliefs. When organizations support this community, these organizations flourish in three key ways. First, employees understand how they should respond in any situation. Second, employees believe that an appropriate response is the correct response. Third, employees understand that, by behaving within the structure of their company’s culture, they will be directly or indirectly rewarded.

Why is Company Culture Important?

Directly impacting company performance on everything from finances to employee retention, company culture is the invisible influence affecting every aspect of your organization. Here, we will discuss the most beneficial outcomes resulting from a positive company culture.

1. Customer Service

In perhaps the most obvious example, studies have shown that employee happiness directly translates into employee efficiency , which in turn impacts your company’s ability to directly engage with customers. When a workforce is rewarding for its workers, this ultimately rewards customers.

2. Employee Retention

In the wake of the Great Resignation, employee retention has never been more critical. It is no surprise, therefore, that an inclusive and supportive company culture influences employees to stay at the company longer . When organizations provide employees with benefits that align with their company culture, such as good insurance and time off, employees are less likely to look for positions elsewhere.

3. Innovation

A culture of innovation is one where employees are encouraged to speak up with new ideas. However, this culture of comfortability does not come overnight. By incorporating inclusive leadership behaviors and systems, companies better poise their employees to share their ideas and adapt better to change.

4. Financial Returns

Both FTSE Russel and Great Place to Work have demonstrated, according to annual returns , the 100 Best Companies (those companies rated as the best for which to work) have experienced a cumulative financial return of more than 1,700% since 1988. Comparatively, during the same period, there was a 526% return for the Russell 3000 Index.

How to Build Effective Company Culture

Having identified the importance of company culture , next we will analyze keys to building an effective culture from the ground up. While defining your culture may seem like a difficult task, the best place to start is with reviewing your current norms to decide where and whether a change is appropriate.

1. First Things First: Start Now

More than most aspects of your business, there is no better place to start building your company culture than wherever you are now. No matter whether you have ten employees or one hundred, it is important to initiate conversations about the best practices to make your workplace distinct.

2. Identify Boundaries

It is impossible for any business to succeed without comprehensively understanding its own goals and visions . The same is true with your company culture. Ask yourself: what experiences do you want your employees to have. What experiences you want customers to have? Perhaps most importantly, which behaviors are appropriate in your workplace and which are not—and why?

3. Lead by Example

If integrity is one of your company’s core values, then it is not only incumbent on employees to act accordingly but higher ups, as well. Establishing a strong company culture means that your mission, vision and values should be applicable to everyone. That is because every interaction with your coworkers, subordinate or otherwise, counts: every interaction is an opportunity to build trust.

4. Measure the Progress

At some point, all of us require a little motivation. Whereas even the best intentions can fall short, it is crucial to ensure that employees regularly receive constructive, non-judgmental feedback. By monitoring trends , your company can make human resource decisions that benefit everyone.

What Change Is Difficult for Most People

Mon, 21 Nov 2022 15:15:00 GMT

There is no getting around the fact that change is hard. Really, really hard. We see reminders of how hard change is every day. But this difficulty does not stop our attempts, despite the inevitable—and somewhat insurmountable—challenge of changing.

Why people respond negatively to change? The answer is rooted in evolutionary science. Our brains have evolved to help us survive, which is why certainty is so important to us. Humans have evolved to predict and assess risks and benefits to any decision; this has often meant choosing the same path we have previously walked—because we know where it leads.

Beyond the evolutionary response, there are also biological and behavioral processes that occur when our brains experience change. There seem to be at least two ways that our bodies respond to larger shifts in our lives and in the lives of those around us.

Challenge vs Threat

Scientifically, our response to change can be understood via two fundamental reactions: distress and eustress. Distress arises in the body when we are threatened by change. When we react to change as a threat , our bodies physically react as do our brains: our hearts literally beat faster and our vascular resistance (i.e., our body’s ability to pump blood) weakens. These biological processes heighten the emotional or mental resistance we already feel toward change. In other words, these physiological responses severely limit our ability to respond. In this emotional state, we are more likely to have thoughts like, “I can’t do this,” along with increased feelings of dread or anxiety.

However, when we experience eustress in response to change, we start to play a different game. With this reaction, we physiologically view change as a “challenge,” which allows our bodies to respond much more effectively. Although our hearts still beat faster, our vascular resistance goes down instead of up, which means that blood flows through our circulatory systems with increased ease. These physiological reactions lead to positive feelings (or, at the very least, less bad ones).

What Can I Do About Change?

Now that we have broken down our physiological responses to change, we will look further into what we can do to influence better outcomes. Though it can be challenging to work against your biological responses, it is important to remember you can make those responses work for you—by shifting your thoughts. This is where developing a growth mindset becomes important.

Developing a Growth Mindset

Growth mindset is a term first coined by the American Psychologist Dr. Carol Dweck in Mindset: The New Psychology of Success. Dr. Dweck’s book explores how an individual’s performance is intimately linked to underlying beliefs about their own intelligence and ability to learn.

Here are a few strategies you can employ to help your own growth mindset flourish :

1. Look to your peers: One of the best places to start is to find a growth mindset role model (i.e., someone who already embodies the aspects of growth mindset you want to encourage for yourself). By emulating the behavior of those you admire, you will be better

2. Celebrate the “baby steps”: While it can be tempting to focus on your future self as a finished product, it is actually best for your development to acknowledge your progress along the way . By celebrating your smaller successes as well as your monumental ones, you can shift your expectations for yourself and others around change.

3. Reframe your thinking: Whenever possible, remind yourself that any given challenge does not have to be a threat— it can be an opportunity . As we have seen, this can be especially difficult given your biological responses, but this is, in part, what makes this so important.

4. Experiment: If you can, give yourself permission to try new things . If you are able to utilize a variety of tools and strategies, it can change how your brain responds to the next new task. In other words: the more times you try something new, the less you will need to be afraid of trying new things.

Four Factors to Consider When Choosing a Side Hustle

Thu, 10 Nov 2022 15:15:00 GMT

The gig economy has forever changed the way people work. Defined as a labor market that depends heavily on independent contractors and freelancers, gig economies fill labor needs via temporary and part-time positions as opposed to permanent full-time employees. For those who are dissatisfied with their professions, or looking to make some extra cash on the side, it is very tempting to enter the gig economy. In fact, it is quickly defining the ways people work today.

In 2017, a CareerBuilder survey found that 32% of American workers had at least one part-time job (sometimes described as a side hustle) on top of their regular employment. In 2022, however, this number has grown to over 45%. Although the average monthly income from this work is only $483, the global gig economy is expected to reach a worth of $455 billion by the end of 2022. In short, the growth of the gig economy, has made side hustles a viable supplement for many workers. But what does this mean for you?

A Hustle on the Side

Although a side hustle might appear to be a no-brainer, it is a decision that you must carefully consider, just as you would your career. Next, we will delve into some of the advantages and disadvantages to side hustles, so you can make the best decision for your life as well as your income. Here are the top four considerations you should make before looking for another gig:

1. Monetary Benefits

While it can be tempting to get swept up in the excitement of extra income, it is important to consider just how profitable this side hustle is likely to be. What are your operating costs? Are you using your own equipment—have you factored in repairs? Additionally, you will need to consider any added tax costs or benefits ; it can really go either way, depending on the gig!

2. Workability

Simply put: some jobs are more flexible than others . One question you should consider is how workable will this side hustle be for you? Factors like the amount of extra work you are taking on and how these new hours will fit into your schedule will drive your side hustle decision. For example, a side hustle like house-sitting gives you flexibility in the short-term; however, it also places you at the whim of other people’s plans . If your potential side hustle requires you to reset all your alarms, it might be wise to find a different gig!

3. Quality of Life

It may sound basic, but when taking on any extra responsibility, consider your own personal enjoyment. One enormous potential benefit to choosing a side hustle is doing something you enjoy that is separate from your full-time job (e.g., Do you like driving? What about walking dogs?). Similarly, if you think that a side hustle, lucrative as it might be, will hamper your quality of life , you might want to go in a different direction.

4. Changes to Way of Living

When choosing a side hustle, you very well might be choosing a different way of life. Although it is possible to monetize a hobby you are already doing, a new hustle will most likely require a fundamental shift to your current schedule and daily routine. These potential changes ought to be a serious factor in your decision. If you think that the new gig will put stress on your other work , that could be a real reason to reconsider.

Opportunities Cost!

To sum it up, a side hustle can be both an opportunity for growth and a financial necessity. But all side hustles are not created equal! Nor are they a “one size fits all” sort of job. It is crucial that you do your due diligence to make sure a side hustle is the right decision for you. Remember: do not lose out on any opportunity costs, but recognize that some opportunities are not worth the cost!

Defining Data Privacy

Fri, 14 Oct 2022 13:12:13 GMT

• Data Privacy. Data privacy remains a major issue for CIOs, customers and governments are continuing to strengthen laws to protect this privacy

“Data privacy.” What is an otherwise commonplace term becomes complicated when we ask the question: what is data privacy exactly? Furthermore, what does it mean to protect your data in a technological landscape where regulations and user agreements have made it virtually impossible to know just what data belongs to whom? The term data privacy has a multiplicity of meanings, and in this article, we will address the most common of these.

A mistake that many organizations and users make is viewing privacy as a singular concept. Instead, the term is a bit of a catch-all to describe an entire discipline used to establish and maintain required privacy compliance. As such, data privacy is the combination of the following six elements:

1. Current Legislation

Given major cultural shifts around technology, governments are still not where they want to be in terms of regulations and compliance. This means that more laws are being considered to protect users and regulate organizations, so it’s important to stay ahead.

2. Established Policies

All organizations have their own established legal policies to explicitly outline what data is collected and how it can be utilized. This can also take the form of a user agreement that must be signed prior to downloading or engaging with an application.

3. Best Practices

This refers to the general normative practices that guide IT infrastructure as well as data privacy. Examples of best practices include encrypting data, installing anti-malware on your systems, backing up your data and conducting risk assessments.

4. Compliance with Third-Parties

With the increasing usage of third-party applications (e.g., SaaS or PaaS), it is important for users and organizations to understand the established policies these third-party providers operate from. This becomes especially important when considering the rapid propagation of cloud service providers.

5. Data Governance

At first glance, data governance appears to work to similar aims as established practices. However, data governance is better understood as a more foundational aspect to data privacy, as it functions as the system by which members of an organization understand who has the authority to view and utilize particular data assets.

6. Global Regulations

Current legislation becomes even more intricate when your organization begins operating in another country. One example of such a global regulation is The General Data Protection Regulation (GDPR) adopted by the European Union to oversee how personal data is utilized by every organization operating within its borders.

There are real stakes to data privacy and each of these six elements. And those stakes come with a price if not observed and followed. For example, we have recently seen how Instagram’s parent company, Meta, was fined €405m for violating user privacy by Irish regulators by having broken the GDPR. This penalty came after a two-year investigation into an aspect of Instagram’s data policy. The policy in question allowed users aged between 13 and 17 to show their phone numbers and email addresses when operating business accounts on the platform. The Data Protection Commission (DPC) also found that the platform was operating with a user registration system that set the accounts of these same teenagers to “public” by default. What this fine demonstrates is that even organizations like Meta are not immune.

By comparison, data privacy in the United States is still rather vacuous and undefined. However, that might be changing with the potential passage of The American Data Privacy and Protection Act . Having passed out of the House Energy and Commerce Committee with bipartisan support, this bill would redefine American legal conceptions of sensitive data to include income level, calendar information and voicemails. It would also include a duty of data minimization on covered entities (although there are exceptions to this rule). Finally, it would preempt all current state privacy laws. Meaning that, if this bill is passed by the Senate and signed by President Biden, your organization will need to shift its data privacy, so this is a development worth monitoring.

Ready to learn more? Contact us today to get started.

Supply Chain Disruptions and Strategy Diversification

Sun, 25 Sep 2022 20:24:41 GMT

Supply chain disruption - if COVID, the Suez Canal blockage, war or terrorism has shown us, the delicate balance some household goods face getting to our shelves. Need some Cadieux quotes to go with this one. Microchips, Toilet paper, Neodymium, food supply, medical supplies, labor, and even oxygen. The world can no longer make and manufacture products in the same way that it was done. Organizations must become more responsible and we believe that intelligence has made this easier than ever before and reduced the need for trade-offs. We believe the move towards sustainability and intelligence will define the 5th Industrial Revolution. With digital thread capabilities that allow for the digitization of entire product and operating value chains, leaders can now find sustainable solutions that are also responsible, economical and relevant

If the past few years have shown us anything, it’s that expecting chaos must be at the forefront of supply chain preparation. From simple necessities like toilet paper to complex technological implements like semiconductors, production has been fundamentally disrupted. And although large swaths of this disruption are traceable to the COVID-19 pandemic, we have since faced the effects of a myriad of geopolitical crises. But while it may appear there are no localized solutions for you or your business, this is not the case. In this article, we’ll talk about what you can do to protect yourself from supply chain shortages and minimize negative effects on your business.

Nearly every corner of global industry has been impacted by shutdowns and slowdowns in production. Take the energy crisis in China, for example. Between attempting to stop the spread of new waves of COVID-19 and working to minimize the impact of the Russian-Ukrainian conflict, Chinese production has stalled, leading to a challenging decline. But instead of being paralyzed by this industrial torpor, it is important to use this moment to make more informed decisions. While the best thing you can do for your organizations is to invest in consulting that is specific to your particular needs, these four strategies will give you a place to start:

1. Global Sourcing

Global sourcing is one of the best ways to mitigate shortages, if for no other reason than the larger your net of potential sources, the more stopgaps you have in place in case of production difficulties. And by broadening your sources, you also will broaden your total opportunities. Global sourcing limits your company’s supply chain risks and protects your organization from these potential losses. While some procurement managers are hesitant to use global sourcing, as it is erroneously associated with a decrease in quality, the opposite is more likely to be true: growth in sourcing allows for similar growth in quality. Through strategy diversification, global sourcing enables you to improve the capacity of your organization as well as reduce costs.

2. Master Data Management

Another way to manage the instability of the global supply chain is master data management, or MDM . MDM is an organizational strategy that systematically streamlines data across any enterprise’s shared data assets to increase consistency, stewardship and accountability. One way organizations have utilized MDM is to gain insight into customer satisfaction by better compiling and assessing customer data. Another avenue for implementation is on the supply side to reduce unnecessary or duplicate parts.

3. Implementing AI

An often-overlooked strategy for supply chain management is calculated AI implementation. Now because there are a virtually unlimited amount of possibilities for AI use, it is easy to be overwhelmed by the prospect of working with AI. But strategic incorporation can help your organization in more ways than one. One way is though AI’s exceptional support of management oversight, package consolidation and factory floor management. It is important to remember: no matter how impressive AI appears, it is not a cure-all for your supply chain issues. However, it is a key component to strategy diversification.

4. Cyber Security

Although it can be easy to focus on the global sources of supply chain issues, it is also critical to maintain localized sources as well. While supply chain disruptions often stem from overseas issues, other problems much closer to home can play just as large of a role. In 2021, for example, a majority of companies were the victims of data threats or ransomware attacks. It is critical that cybersecurity functions as a critical focus for you and your organization—and not just in your IT department. Cybersecurity is a process that must be implemented in every step of supply chain management; otherwise, attackers will continue to do damage to everything from transportation to sourcing and even quality control.

Ready to learn more? Contact us today to get started.

Why I Have a No Asshole Rule – Consulting and Conclusions

Mon, 29 Aug 2022 12:00:04 GMT

What I am about to share with you may feel a little controversial, but it’s a belief I stand by. Don’t stand for assholes in business or life.

This mandate has a broad umbrella and covers everyone from clients to employees, even socalled friends and family. Investing energy in any relationship (work or otherwise) with assholes isn’t worth it. Move on when you sense early signs of someone being a jerk (that’s the nice word for it).

Let’s start with the benefits of saying no to those dreaded asshole clients.

Rule 1. No Asshole Clients

We’ve all inevitably heard “the customer is always right” coming up through the ranks of our careers. No individual is always right, and that mindset can damage your appeal and ego. It can even cost you fiscally.

Disrespectful clients not only hurt you (studies show links to depression, anxiety, frustration, and more) but also hurt the bottom line. Rude clients are becoming a norm rather than a rarity these days, sadly. According to a study on the effects of dysfunctional customer behavior on service employees published in the International Journal of Environmental Research and Public Health, 82% of customer-contact employees reported facing rude customers.

The study explains how these interactions are unpleasant and that this unacceptable behavior has a damaging effect on multiple levels: “Deviant behavior of these customers disrupts service encounters, decreases other customers’ overall service satisfaction, and damages the service companies’ financial performance.”

Rule 2. No Asshole Employees

Next on my list is tolerating asshole employees. Who has the bandwidth or energy to deal with jerks in the office? Beyond that, these employees can end up costing you money, not to mention you may feel like a lousy leader. And if you’re a solid leader, you don’t need anyone casting doubt on your leadership in the workplace.

Of course, some people need a helping hand and are rough around the edges—maybe they are just starting or learning a new role. But that isn’t what I’m talking about here. Being new or navigating your way on a corporate learning curve isn’t the same as being a jerk employee.

The workplace is an intense area already, filled with deadlines and goals, etc. There is no room for assholes, as they only add to the pressure and stress and throw the entire workplace culture off, poisoning the well with their poor attitude.

Rule 3. No Asshole Friends

When I think of this third rule—no asshole friends—my mind immediately goes to those “user friends.” I’m talking about the people in your life who always seem to want something from you. Maybe it’s using your friendship as leverage to get a discount on a deal instead of offering to pay full price.

You get the point. It’s the ones who seem to only call you when they need something—the takers.

Rule 4. Keep Bad Family Away

This one is a bit trickier, as you can’t help who you’re related to. However, you don’t need to have toxic family members near your friends, business, or employees. Drawing healthy boundaries in your life and workplace—boundaries banning asshole family members from muddying the waters of other areas in your life by making them inaccessible—will be a true lifesaver for you. Try it.

Consulting and Conclusions

I’ve listed some red flags about toxic or unproductive relationships in consulting. You have to trust your gut to show you when to show these folks the door. You must also rely on instincts to lead you on the right path. So, make decisions quickly—don’t second-guess yourself.

Bottom line: In work and life, we meet all kinds of people. Trusting instincts, drawing conclusions, and avoiding assholes will keep you ahead.

Ready to learn more? Contact us today to get started.

Are You Looking for a Deloitte Alternative? Pros and Cons of the Big Four

Wed, 24 Aug 2022 12:00:03 GMT

When it comes time for directors and C-suite to start hiring a great consultant , there are so many possibilities out there. The kneejerk reaction is to look to the “Big 4” consulting firms (Deloitte, PwC, KPMG, and EY) to fill your consulting needs, but have you ever considered hiring a Deloitte alternative?

As someone who used to work for Deloitte before launching my firm, I am not here to bash anyone. But it’s important to highlight some differences between the big four and smaller firms. If you want to know what it’s like being a Deloitte alternative and working with an alternative to the big four consulting firms, I compare the two, so you make the right choice for you and your organization.

Why Would You Want a Deloitte Alternative?

As with every decision, there are pros and cons to choosing a consultant from the Big 4. Let’s look at some of these to help you see why you might consider hiring a Deloitte alternative like AMPlify to better fit your needs.

Pros of the Big Four

Size: Bigger Workforce (and Resources)

It can’t be denied that the Big 4 employ an army of pros ready to work for you. When looking at sheer numbers, the Big 4 blows the rest out of the water. As for resources, again, if we are looking at sheer numbers, these firms have more power when it comes to fiscal—and networking—reach.

Join the Ranks of an Elite Clientele Rolodex

Did someone say clout? The Big 4 firms command a massive amount of respect in every industry across the globe. After all, their clients include all the famed Fortune 500 players. So, if you decide to work with one of these companies, you are brought into an elite club of consulting royalty. Think of it like an instant credibility signature.

Cons of the Big Four

More Personalized Service

While the Big 4 may have more professionals to spare, they often do not provide the level of personalized service and care that you would get with a smaller firm. I think of smaller firms as providing that extra attention to detail.

Another way to think of it is this: You have small, limited-member boutique clubs versus the 24- hour monster fitness chains of the world. Neither is right or wrong, but when you roll up to that boutique fitness club, and they know your name and that you like cucumber in your water during your steam in the onsite sauna, that mega-chain fitness center with branches across the globe loses some of its luster.

It’s the same with consulting firms. When you go with someone smaller, you will likely get more of their time and concern as a client. Think of it like eating at a chain restaurant versus a local establishment. You will probably have a decent (and consistent) experience at the chain, but many of the servers/chefs/bartenders are just passing through and might not care much if you enjoy your meal. Whereas the local business takes extra care—probably even knows you by name—and every recipe’s secret ingredient is love. It’s that extra bit of respect that satisfies.

AMPlify Is Your Deloitte Alternative – Here’s Why

AMPlify is different because we are consultants that care. At AMPlify, we work hard to break consultant stereotypes , providing you with personalized, professional, and highly curated consulting services. In short, we do good work with your specific goals in mind.

Looking for a consultant who cares and serves? Connect with us.

When Business Decisions Are Bad – a Consultant’s Worst Nightmare

Mon, 22 Aug 2022 12:00:05 GMT

No consultant wants to inherit bad business decisions. Furthermore, no business wants to have to hire a consultant to come in and save the day due to bad business decisions. But at the end of the day, everyone makes bad business decisions.

But when decisions are bad, how a business recovers is the most important. For business leaders recovering from bad and costly business mistakes, we unpack why this happens and share some steps you can take to mitigate the fallout.

What Causes Bad Business Decisions?

While no business is expected to never make a misstep along the way to success, there are common pitfalls in decision-making processes . Let’s look at some of the most dangerous ones, so you can avoid them and up your decision-making game overall.

Making assumptions/operating according to biases: You know what they say about as suming… This misstep can happen when making a judgment call based on a previous experience or situation you have dealt with. This can lead to complications, as you can’t know all the facts about this new situation. When you compare it to an earlier one, you aren’t opening yourself up to find the best course of action for this case. It’s an opportunity wasted at best and, at worst, a mess you’ll have to clean up.
Choice paralysis: This can happen when a business leader doesn’t want to act on any set course of action. The big problem with this course of action (or lack thereof) is that problems don’t disappear on their own. They often get worse until they are dealt with head-on.
Not delegating: We have all had one of these leaders in our lifetime—the one who has to have their hands on everything. They are the corporate world’s micro-managers, leaving chaos and frustration in their wake due to this desire for control. While they may meet goals with this approach, it also limits you (lack of collective creativity and innovation due to only one perspective). It opens you up to risks of failure due to your assumptions and bias as a micro-manager.
Getting bogged down by unimportant information: Many leaders fall into this trap because they hesitate to make decisions without feeling like they know all the details. There is logic to wanting to know your facts, but the mistake lies in waiting around too long for some neon sign of clarity to appear. Once you have the information necessary to make an informed decision, you must make moves. Otherwise, you can succumb to that dreaded choice paralysis.

When Business Decisions Are Bad – How to Bounce Back:

So, the inevitable hiccup happens. Someone makes a bad decision. But rather than waste time beating yourself up or wallowing as you sit and wait for the ramifications, dust yourself off (immediately) and get proactive with a rapid response.

So, now what? I suggest taking a course of action cue from the well-known OODA loop. An acronym standing for Observe, Orient, Decide, Act, this is a four-step approach to decision - making designed by military strategist and U.S. Air Force Colonel John Boyd, who applied it to the combat operations process.

The OODA loop focuses on these four steps to see a situation, place it in context based on the information available, then use context to make an informed decision to act. Its genius lies in its fluidity for adaptation, where you constantly repeat this process as dynamics shift and situations arise. It’s a living decision-making model, so for our purposes, you can use this the minute someone makes a bad decision to course-correct quickly and concisely.

Putting Plan B into Practice

The OODA loop model will require you to shift and swivel from Plan A (when you hit a snag) to putting Plan B into practice, which will require you to assess what your new options are now (post snag).

As you navigate the aftermath of bad decisions, follow the clues—they will show you where you need to course-correct and which direction to take next. Often, this will lead to reversing course entirely and making amends when necessary. And in more extreme cases, it can lead to the necessity to cut ties based on the information brought forth by the said snafu.

If All Else Fails, Call a Consultant

So you have worked the OODA loop but have gotten to the point where you feel like you’re only going in circles, not making any real progress or finding sustainable solutions. This is never a fun place to be. It can be annoying, frustrating, and even terrifying. The good news is that calling a consultant can help when all else fails. Don’t be shy—or too proud—to make that call; we all need a little help sometimes.

Are you looking for help? Connect with us today to find out how we can serve you and your unique situation.

How to Be a Good Consultant in 5 Easy Steps

Mon, 15 Aug 2022 12:00:18 GMT

For consultants looking for tips on how to be a solid consultant or organizations looking to hire a quality consultant, it’s essential to know what will set you apart from the crowd. Our helpful guide covers all the key attributes a good consultant should have so you know what to aim for. We’ll also explore what to keep your eye out for (as a hiring manager) to achieve optimal results: landing the best consultant.

Let’s start by looking at the consulting world today, as it’s constantly evolving. Having your finger on the pulse of what it takes to be a consultant at the top of your game in today’s consulting climate is essential.

The World of Consulting Today

The size of the consulting market in the U.S. is over 64 billion . This means that the world of consultants is quite saturated. Competition is stiff and fierce.

The harsh reality is that if you’re trying to impress companies to hire you among the massive pool of candidates also vying for the same position, you must set yourself apart from the rest. It’s also integral for hiring managers to find the best fit for their operations.

But it’s hard to decide when there are so many options. Similarly, it’s difficult to set yourself apart from the crowd when there’s a lot of noise. Nevertheless, it’s essential to become—or to hire—the best, as consulting is serious business in 2022.

The consulting industry is worth $132 billion globally , which means consulting is enormous. The consulting firm Deloitte alone is worth over $20 billion.

But being a good consultant means more than tethering yourself to Deloitte or one of the other “big four” as a hire.

So, what is this secret recipe for becoming—or hiring—a stellar consultant? Let’s dive a little deeper into this.

How to Be a Good Consultant

Let’s face it: not all consultants are created equally. Some become major changemakers in your company. You want to hire these folks.

On the other hand, many people have had bad experiences with some consultants, which has led to plenty of quickly google-able consulting jokes and stereotypes . You want to avoid being— or hiring—one of these types.

It can feel like a crapshoot, so you need to know the key characteristics of a good consultant. Then you can be (or hire) only the best. Let’s start at number one: active listening.

1. Practice Active Listening

As a consultant, if you don’t understand the issue or ultimate goal, you can’t help your client remedy or reach it. And the first step toward understanding anything is listening. But not just listening by sitting there and watching their mouths move—you must master active listening.

Active listening requires hearing your clients with a mindset of how you will use the information they provide to reach an optimal conclusion. This means you can’t just glaze over everything your client has told you and then do whatever you want. Instead, you will need to collaborate with your client to know their needs and what they want. Then you can then adopt the best strategy to get them exactly that.

To accomplish this, you need to have a deep understanding of the culture of the business and its day-to-day. There is no way around it.

2. If You Don’t Know the Answer, Don’t Lie

When you’re a consultant, people expect you to be an expert, of course. They also want your recommendations to work. So, if you advise them to do something, you better know what you are talking about.

If you don’t know the answer, don’t lie! After all, the fake it ’til you make it approach may pan out in some places in the world, but that strategy (if you can call it a real strategy) doesn’t fly in the consulting world.

Instead, if a good consultant doesn’t have an answer offhand, they won’t fabricate one but will get out there and find it. Bottom line: A client would rather know you don’t know (yet) than be led astray by false bravado.

3. Build Trust

Trust is a fundamental building block for successful relationships. Another reason good consultants don’t lie: if you do, there is no hope for trust. How will you ever get to the root of the issues or reach your ultimate goals without trust?

4. Don’t Repeat the Same Solution for Every Problem

This is a huge consulting stereotype and a big no-no, for good reason. Not every solution works for every business, and even if you are working with organizations in the same industry, not all companies are created equally.

5. Exercise Care When Making Changes

Changing teams, layoffs, and switching talent around can be uncomfortable, and a good consultant should be able to help navigate each of these scenarios. Doing so will require good listening, awareness, and sensitivity to all concerns that arise.

Changes in process, technology, and methodologies can also be uncomfortable. And when people feel discomfort, tension, stress, and fear tend to follow. Navigating changing situations will require grace and care. Remember, you are trying to “manage change,” and people don’t always welcome change.

Best Consulting Courses and Skills

I ’ve said it before: consultants deserve an honorary business psychology degree. I’m joking, of course, but some core consulting courses and skills are vital for making—and spotting—a great consultant. These courses and skills include, but are not at all limited to:

project management
presentation courses
data analysis
negotiation skills
business strategy
software know-how (Salesforce, SAP, HubSpot, Microsoft, Oracle, etc.)
consulting techniques/frameworks
problem-solving
leadership
HR (interview techniques and soft skills)

Depending on what you’re doing in your specific consulting role, one isn’t necessarily better than another. Also, MBAs—once considered a non-negotiable—are now seen as degrees that can be useful but aren’t necessarily must-haves.

Hiring a Consultant? How to Spot a Good One

Part of what helps one recognize a good consultant is learning how to spot a bad one. The following is a list of some of the many red flags that indicate a consultant is not worth your time.

A bad consultant:

overpromises and underdelivers

makes many quick recommendations but doesn’t take responsibility for the results of those recommendations

recycles the same ideas while disguising them as new and innovative solutions

focuses on themselves more than the client (led by ego)

concentrates on short-term goals, often so much that it impairs their vision for long-term deliverables

Consulting can be a challenging career, but it’s also rewarding. And while there is no perfect recipe for becoming a good consultant (we’re all unique), this list is an excellent start to help you spot—and become—the best consultant in the biz.

Ready to learn more? Connect with us today.

6 Best Practices to Provide Strategic Support to Clients

Wed, 10 Aug 2022 12:00:02 GMT

Most professionals agree that providing excellent strategic client support is a top priority for organizations. But what’s not always agreed on is how to reach this goal.

That’s why I wanted to bring you some ideas on how to provide strategic support to clients—six best practices, to be exact. I’ll also explain why support matters.

What Is Strategic Client Support?

The goal of providing strategic client support is to produce a long-term, profitable client relationship. The strategy is to foster your relationship with your client by delivering a consistent customer experience : keeping them happy and motivated to stay with you for the long haul. It requires intentional management of their needs at every level and point of contact, strategies which we will discuss further.

Why Does Providing Client Support Matter?

So, why does this matter to the client, and why should you care about it as a company? The answer is simple: Clients want to know that you hear and appreciate them and that you are listening to—and addressing—their needs. For businesses, providing strategic client support keeps customers happy and with you long-term.

Numbers prove how much of a premium customers place on stellar client support. One study reveals that a majority of consumers (a whopping 52%) are willing to pay more if it means they will receive better service and support. So, here are six ways you can do just that.

6 Best Practices for Strategic Client Support

1. Understand Your Clients’ Needs

The first thing to understand about your client base is that each client will have unique needs, which means you’ll need to learn these needs to best serve them. For instance, if your client requires face-to-face interactions for assurance, you will need to provide that. Other clients may prefer to work through email or Slack, so they can check it when it’s most convenient.

2. Be Proactive

The Oxford English Dictionary defines proactive as “creating or controlling a situation rather than just responding to it after it has happened.” This correlates to strategic client support: thinking ahead and anticipating needs are the first things that come to mind. When you can predict a customer’s future needs and keep them in the loop, this fosters trust and satisfaction in your client base. They feel safe in your hands because you are alert and “on it” versus sitting on the sidelines waiting to react to things as they come.

3. Make Processes Easy

We are all customers of some sort. Think back to when you’ve needed customer service but ended up frustrated instead. Perhaps the customer service helpline was no help at all, or it was impossible to navigate set up for that “simple” automatic payment feature that’s intention was to make your life easier but only confused you.

No one wants to deal with headaches and frustration—life is hard enough! So, when it comes to your clients, make it as easy as possible for them to get in touch with you when they need to.

4. Offer Multiple Self-Service Options

We live in a world where automation and self-service are the norm. We want to do it ourselves and in the manner that best suits us. For this reason, offering your clients multiple self-service options will always be a win.

5. Provide Personalized Client Support

People like to feel special. We want to think that something has been designed for us. Today there is a premium on personalization. There are many ways to do this for your client, for instance, addressing emails to them by name. Another great idea is to refer to previous purchases or interactions you’ve had with them, adding another layer of personal touch and showing your clients you remember them; they are not just numbers on a credit card.

6. Ask for Feedback

To best serve a client, you must first know what they do and don’t like and what you are doing that is or isn’t working for them. Asking for customer feedback is an excellent way to gauge how you are doing with client service. After all, you can’t improve what you don’t know needs improving on

To learn more about how you can provide strategic support to clients, reach out to the AMP team today.

Understanding and Dealing with Difficult Coworkers

Mon, 08 Aug 2022 12:00:09 GMT

We’ve all been there: trying to navigate workplace toxicity and drama—all because one (or more) coworkers are being difficult.

Dealing with difficult coworkers is a common issue in the workplace. According to a survey , interpersonal relationships are the number one source of tension in the workplace today.

That’s not great news, but the silver lining is that successfully navigating your way through a corporate pool of challenging colleagues is possible—and without getting infected by any harmful and toxic attitudes . This blog discusses the most common types of difficult coworkers and how best to deal with them.

5 Types of Difficult Coworkers

Let’s start by looking at five of the most challenging types of coworkers: the slacker, the negative complainer, the credit thief, the know-it-all, and the office gossip.

1. The Slacker

No one wants to be involved in a team where everyone doesn’t pull their fair share of the weight. That’s why the slackers (those that ride their coworkers’ coattails) can be a drain. And not only on overall morale but also on company productivity.

2. The Negative Complainer

The next type is the negative complainer. No one wants to be the office grump, sharing a cloud of gloom with the entire workplace. Not only are negative complainers unhappy workers, but like a bad cold, their bad attitudes spread like wildfire, infecting everyone in their vicinity.

3. The Credit Thief

There is almost nothing worse than working hard to accomplish a goal, only to have someone else take the credit. Many call these types “glory hogs,” but there is nothing glorious about them!

4. The Know-It-All

Most people know someone like this: someone who can never admit they are wrong. In their mind, they’re always right, so it’s difficult to teach them anything new. These individuals also tend to be arrogant—sometimes to the point of being an office bully that expects everyone to follow their plan, point of view, etc.

5. The Office Gossip

Sitting down to share a cup of coffee during break and talking about what happened over the weekend is usually a harmless and healthy way to connect with coworkers. However, these office conversations can easily veer into gossip territory. When we think of gossip, a word comes to mind: drama. The office gossips thrive on drama and seem to keep fueling the fire. And this doesn’t support office relationships in any way.

Why It’s Important to Understand and Deal with Difficult Coworkers

While it’s not easy, learning how to understand and deal with difficult coworkers can dramatically impact your office environment. It will improve your and your entire team’s morale and create a healthier setting for working together.

When you sweep problems under the rug, they build up until an explosive situation inevitably arises. In the long run, dealing with difficult coworkers results in better communication and team morale, which is ultimately better for your bottom line.

How to Navigate Difficult Coworkers

So, now that we know the types to look out for, here are a few proactive strategies for navigating difficult coworker interactions.

Maintain Professionalism

It’s easy to let our emotions get the best of us when dealing with difficult coworkers, but staying calm is the key to diffusing antagonizing situations. Keeping things professional at the workplace should always be rule number one.

1. Limit Your Interactions

When possible, if there’s a particular coworker that rubs you the wrong way, avoid interacting with them. Don’t make a big show or an official snub. Instead, remove yourself from unnecessary interactions where you know you may deal with gossip, pessimism, or other negative behaviors. Simply put: Do not engage.

2. Focus on the Positive

Like negativity is contagious, so too is positivity. When faced with negative coworkers, double down and focus on the positives. When no one jumps on the negative bandwagon with them, pessimistic coworkers won’t have an engaged audience and will have to move on.

3. Find Common Ground

When at odds with a coworker, get creative to find any kind of common ground that can help you reach the same level. It can pave the way to peace in the office. It also helps your coworkers feel equal to and relate to you, so they don’t feel dressed down.

4. Acknowledge Concerns and Feedback

Even challenging coworkers are humans who want to be seen and heard. Showing them that you acknowledge their concerns (even if you don’t necessarily agree) can dispel office tension and, ideally, make progress.

5. Talk to Management

Listen, I do not advocate dropping a dime on anyone. But ,inevitably, there will be times when you have tried everything you can, and you have no recourse but to take your concerns with your coworker to the next level—management—and let them take it from there.

6. Take Care of Yourself

It’s proven that you can better cope with challenging and stressful things in your life when you take care of yourself first. Be sure and take the time to get plenty of sleep, exercise, good nutrition, and personal time away from the office, and you will be amazed at how much more grounded you feel, even in the face of difficult coworkers.

To learn more about establishing a healthy workplace culture, and more, reach out to the AMP team today.

Repeating Patterns at Work and Improving EQ

Thu, 04 Aug 2022 00:00:01 GMT

Emotional intelligence—otherwise known as emotional quotient, or EQ—is the ability to understand, use, and manage your emotions in positive ways to communicate effectively, relieve stress, empathize with others, overcome challenges, and defuse conflict.

Having sharp EQ is necessary for any influential leadership role. For this reason, leadership is always looking for ways of improving EQ.

If people (mainly leadership) can learn to read and understand their colleagues and juniors, they can more easily recognize patterns at work due to the improvement of EQ. This will help them stop negative patterns; it will also help them be more prepared, agile, and flexible for whatever happens next.

Recognizing Patterns – What Does It Mean?

We all tend to develop behavioral patterns. But whether these patterns are beneficial or harmful is another thing. The famous founder of psychoanalysis, Sigmund Freud, discussed “repetition compulsion.” It describes people repeating patterns of behavior they developed from events or circumstances earlier in life. After all, people often seek comfort in what’s familiar. However, sometimes these patterns are formed due to difficult or distressing events, such as trauma.

So, what do patterns—and recognizing them—have to do with improving your leadership role and increasing your EQ? Learning how to identify patterns—like negative patterns—can help you avoid repeating them in the future.

Many companies’ success can be hindered due to leaders and employees repeating negative patterns. The first step to handling these negative patterns is to learn to recognize and identify them. Then, you can address them and make changes to avoid unwanted repeats. After all, you can’t defeat what you don’t know.

Patterns at Work

Most of you already realize this, but patterns aren’t always negative, and they don’t just happen in personal relationships—they also occur at work. Some of the common patterns that might be popping up at the office include:

· Behavioral patterns that occur just before an individual gets a promotion

· Behaviors that occur just before layoffs are sent down the ladder

· Behavioral patterns that precede good news—or on the opposite end of the spectrum, bad news

Recognizing Patterns, Change, and Improving EQ

Although this sounds like an intense subject, there is no need to get paranoid. However, recognizing these behavioral signals and patterns can help you process them better.

Ultimately, certain things at work or in life are out of our control and can’t be stopped or bettered, no matter how much worrying we are budgeting we throw at them. So, if money can’t fix it, what can? Two words: improving EQ.

Improving EQ will not only allow you to better predict what’s coming, but it can also aid you in processing those things that turn out to be negative. So, improved EQ is essentially change management.

How Do You Break Negative Patterns?

Self-reflection and developing an awareness of what’s going on within yourself and your corporate environment/culture are the basic building blocks for this to succeed. A few key questions might help you discover (and break) possible negative patterns:

· When did I first experience this?

· How did I feel about it?

· What am I doing now to avoid this feeling?

· What am I doing now to stop it from happening?

· How is this affecting the choices I make at work?

Don’t be afraid to ask—and answer—the hard questions . After all, a pattern has a greater ability to become deep-rooted and widespread across many aspects of your life and career the more you repeat it. It’s crucial to identify these patterns, so you can delve into the why behind the repetition, then work to pave a new road forward on a different path (not that same old pothole-riddled street).

To learn more about how you can help your team recognize patterns at work and in life, connect with our team today.

Workplace Leadership and How to Motivate Aging Talent

Mon, 01 Aug 2022 12:00:26 GMT

We have explored how to motivate and lead new, younger talent in the workplace , as well as how to influence and support the middle generations . Now, we’re exploring how to motivate aging talent in the workplace. Here are a few insights on how best to support and encourage aging talent, so you can lead them to achieve optimum results.

Defining Aging Talent – Don’t Be Ageist

When dealing with talent, recognizing their specific needs and adapting your approach to suit them are top priorities. It requires awareness, insight, and sensitivity. This is especially true with aging talent (commonly defined as those in the workplace aged 60 or older ). After all, you don’t want to sound ageist when acknowledging an older workforce.

While these workers may be older (and more experienced), they don’t want to feel old, especially not because of how you treat them. For instance, the older generation in your workplace may not be as aware of the most modern technologies. Do you think anyone would want these shortcomings in technology pointed out? No, of course not.

It’s essential to hone a healthy and practical approach for dealing with and motivating this niche, as there seem to be more aging workers than ever in the workforce today. According to data from the U.S. Bureau of Labor Statistics, workers aged 65 or older have grown by 117% within the last two decades, while employment of those 75 years or older has also increased by 117%.

With such high numbers, it is necessary to learn how to work with and lead these older workers—and treat them well.

How to Motivate Aging Talent

We’ve touched on the importance of never being ageist when figuring out how to motivate aging talent. To avoid ageism in the workplace, it’s vital that you first recognize that the workplace has changed drastically since these individuals started working at the beginning of their careers. Keep this in mind while working to keep them current in today’s operations. But you must go about this respectfully, without patronization of any kind.

Simply put: Don’t treat them like they are coasting into retirement or are somehow out of touch. They may feel like their point of view is less important.

Place a High Premium on Life and Work Experience

It’s also important to remember that these individuals have years of experience under their belts—both in work and life—which means they know things the younger generation simply won’t. These workers have been around the block and have seen and done many things.

It’s vital that you recognize and respect the value of this experience. Not only can you learn from their experience, but so can newer, younger talent just starting.

Realize What They Really Want

The key to motivating any worker is to learn what drives them—the dangling carrots that keep them pushing forward in their life and career. These motivators will differ from generation to generation, with the majority of older workers tending to care less about the opportunity for advancement than they did at the beginning of their work journey. Instead, more senior talent tends to care about recognition of a job well done after so many years of service.

A good leader will have a finger on the pulse of today’s trends in the workplace, including being aware of and having a deep understanding of the current career goals of modern workers so they can continue to connect with and inspire every generation, including the older workforce.

Want to learn more? Connect with us today to get started.

Workplace Leadership — 3 Strategies for Motivating Established Talent

Fri, 29 Jul 2022 12:00:02 GMT

Successful workplace leadership requires a leader to wear many hats to different people across various career stages. For leaders looking for insights on leading team members at the earliest stages of their careers, there tends to be more information and advice to glean from.

But what about those team members who are middle-stage talent—not fresh out of university yet still in need of guidance, support, and encouragement to reach their career goals ? I’m sharing three simple strategies for successfully motivating your established talent as they continue their way up. You want to do your best to help them do their best, and here’s how.

Workplace Leadership and Established Talent

The middle stage is often the most challenging, where talent is already into their career and making some real headway. They’ve already got some skills, learned a lot, and made a few mistakes.

It’s really about adapting and incorporating all that they’re learning into your corporate methodology—your operating model—which is not easy to do. It’s your job to fulfill your role in workplace leadership to help them get there as smoothly and with as much encouragement, empowerment, and support as possible.

Obviously, established talent is different than a new workforce, and you have to approach them accordingly, but there are even dividers within this middle talent tier. I’m talking about the great divide between two major generations: Gen X and millennials.

The saying “age is just a number” sounds nice and all. But in some areas—like stages in a career and how a generation influences what you’re looking for and need—it helps a leader understand where you are coming from, so they can find the best approach to motivate you.

So, let’s look at both generations to highlight key differences to help you adapt your workplace leadership approach to motivating each.

Workplace Leadership and Strategies for Motivating Millennials

According to workplace statistics, millennials make up 35% of the workforce in the U.S. , and it’s estimated that they’ll represent 75% of the global workforce by 2025. So, it’s essential that corporate leaders motivate them and help them grow their careers. And how do we do that? It’s easy: Find out what motivates them.

Millennials’ job satisfaction is mainly based on two main criteria: salary and job security. They are also a socially driven generation, placing a high premium on businesses that focus on improving and benefiting society.

A good strategy for motivating millennials is to show social responsibility while providing them with clear steps forward in their development. And this is a big one: also offer fair pay. Basically, they want to see you care (about them and society at large), but they also want you to show them the money.

Workplace Leadership and Strategies for Motivating Gen X

As a generation that grew up coming home from school to an empty house because most parents were away from home during the day working, they earned the nickname “latchkey kids.” It should be no surprise that Generation X is considered independent, self-reliant, self-sufficient, resourceful, and adaptable. This goes for life, as well as in the workplace.

To motivate them, respect this “I can do it myself” attitude with an open management style that is a bit less structured or what they would consider confining. Micromanaging is a no-go with this generation, as this often hinders their greatest strengths: their creativity and skill at taking the initiative and working independently.

Motivating Those Who Do Not Want to Lead

Then, there’s a third place some middle-talent comes from: the land of non-leaders. Let’s face it: Some people don’t want to become leaders as they move up the corporate ladder. Sometimes that can be disappointing—even frustrating—for leaders.

So, what can you do? We have to accept that and focus instead on learning what they are passionate about, then encourage them in a way that furthers the organization’s goals, too.

The bottom line is that good workplace leaders can manage all kinds of people, whether they’re individuals who are natural-born leaders or not.

Ready to up your workplace leadership game? Connect with us to learn more.

Workplace Leadership — 3 Strategies for Motivating New Talent

Wed, 27 Jul 2022 12:00:11 GMT

Leadership is not for the faint of heart, especially in the workplace. While taking on any workplace leadership role is an honor, it also comes with equally large responsibilities.

Successful leaders in the workplace will face these responsibilities and challenges head-on, developing a clear game plan for steering their team forward.

When dealing with new talent, there’s a different dynamic for what your team needs from you as a leader. You must adapt and adjust to those needs and learn what motivates them to inspire them to work at their optimum potential. Here are three strategies that can help you as you strive to motivate new talent.

Workplace Leadership and New Talent

As I mentioned, to successfully support and lead your team, you will need to treat those new to the workforce differently than those more experienced. I am not talking about this in a demeaning sense, as you should have confidence in their abilities and respect for them.

However, you need to tailor your leadership to who you work with. I think of it a bit like buying a nice suit. If you want the best suit and fit, having it custom-made will result in an excellent fit that stands out. Your investment will be worth it.

Likewise, you need to customize your leadership approach to your new talent, who have different needs than your more experienced staff. According to one survey, 63% of millennials believe their leadership skills aren’t being developed. This shows that it’s more important than ever that we are “getting it right” with Gen Z, so they are prepared.

Also, a whopping 79% of employees will quit their jobs due to a lack of appreciation from leaders. So, while creating a tailored approach for your new talent, don’t forget the power of a simple “I see your great work.”

1. Workplace Leadership Calls for Guidance

So, how do you develop these new leaders of tomorrow’s workplace? Give new workers guidance. And there’s a massive difference between guidance and dictating.

Guidance for new talent is more of a mentorship, not a dictatorship. In a mentorship, you are motivating someone at that initial phase by supporting and working to empower them.

In a dictatorship, the only real motivation comes from fear, and it’s achieved not by empowering but by subduing. This doesn’t make a good leader and won’t result in happy or long-term productive workers. They will either burn out or leave.

So, how do you create that mentorship environment versus a dictatorship? Create an environment where it is safe for new talent to fail.

2. Create an Environment That Is Safe to Fail Within

According to one survey, 31% of Americans are afraid of failure. And the last thing you want to do as a leader is add to that fear. Instead, why not directly combat it by creating an environment where that fear loses its power?

How do you do this? For example, you could give new talent a set of tasks and activities and provide them a safe environment to fail in so they can learn. Tell them from the get-go, so they realize they won’t get fired for making one mistake; instead, you understand they are learning. From the beginning, you’ll have set yourself up as an ally who is there to mentor rather than an intimidating superior expecting perfection.

After all, some recruits are nervous, even terrified. You have to meet them where they are, which requires actively listening to them.

3. Practice Active Listening

In a recent blog, I described how active listening is crucial in consulting, so you can determine what your clients need and how to help them reach your shared goals. Leading new talent is the same.

When practicing active listening, focus on whoever is speaking, comprehending and carefully considering their words, and then respond effectively. Try this with your new talent; you will be amazed at the results. They will thrive because you (as a leader) have taken the time to listen to what they need. It will bring you the results your organization needs. Everyone wins.

Want to learn more about being the best leader you can be? Reach out to us today.

ABCs of Good Workplace Leadership

Tue, 19 Jul 2022 12:00:00 GMT

Many assume that they have arrived once they land the leadership role they’ve been pursuing. I hate to break it to you, but once you accept that prized position, your education in workplace leadership is only just beginning.

Here is my spin on the ABCs of workplace leadership—a simple set of traits (A to Z) that you should have as a good leader.

Why Good Workplace Leadership Matters

With the Great Resignation far from being in our rear window, it’s clear people are no longer willing to keep working in environments where they do not feel supported, challenged, motivated, appreciated, etc. And too many times, much of the responsibility for them not feeling those things falls on management and leadership.

We’ve all heard the saying that people don’t quit jobs, they quit bad management, and it’s often true. Statistics show that 79% of employees will leave due to a lack of appreciation, 69% say they would work harder if their efforts were better recognized, and 70% are unhappy in their roles due to negative workplace management.

And more condemning evidence shows why proper workplace leadership is more crucial than ever today: half of workers admitted to leaving past positions to get away from a bad manager/leader.

Understanding your Leadership ABCs

New York Times bestselling author Tom Smith described excellent leadership as “the ability to facilitate movement in the needed direction and have people feel good about it.” Many leaders focus on that first part—absolutely nailing it by creating actionable strategies to move their team forward and reach their goals—only to fail on the second part. That elusive feel-good factor.

Measurable actions are far easier to achieve, but making people feel good about them is more challenging. You will need to become an excellent leader to do this. And that means having all the traits—from A to Z—required to excel in workplace leadership. Each of the following words will help you become the ultimate leader of your office.

Accessible

When you think about accessibility, you might hear the often said: “My door is always open.” This is an excellent way to convey that you are accessible to your team if they need you. The only thing is if you say your door is always open, make sure it is. Can people come to you anytime with any issues? This is a good gauge of whether you are accessible.

Behavior

How you as a leader behave directly impacts your entire team, so your behavior matters. You have heard about walking the talk, and this is what it means. Good leaders must master the behaviors and practices necessary to achieve their organization’s strategic goals. Period.

Communication

Communication is key . A good leader needs to communicate well to keep everything running smoothly and effectively and maintain healthy, thriving interoffice relationships.

Development

A good leader is always working on personal and team development. If you and your team aren’t thriving, your organization won’t be either.

Empowering

Great leaders provide resources and remove obstacles for others, enabling them to be as effective as possible. Their wins ultimately result in your wins.

Fearless

As a leader, fear is a luxury you can’t afford. Embrace Franklin Roosevelt’s famous philosophy, “The only thing we have to fear is fear itself,” and don’t be afraid to be bold and make moves with confidence.

Guidance

Leaders are meant to lead, and that means providing guidance. The best leaders can provide guidance through daily work, change, and especially when something goes wrong.

Humor

Seeing the lighter side of the situation will serve you well as a leader. Trust me on this one, as sometimes, you’ll cry if you don’t laugh. There’s nothing wrong with tears, but I prefer to laugh and have my team laughing with me. How about you?

Inspiring

A good leader needs to inspire their team to want to excel, especially when it requires constant change. After all, forced change is far less appealing—or sustainable—than inspired change.

Judgement

A leader must have good judgment and use it to make excellent decisions—sometimes under pressure.

Knowledge

You don’t have to know everything, but your team looks to you as a leader for knowledge. You should do all you can to become a trusted pool of information for them to go to.

Listening

Active listening is the cornerstone of your success. You have to listen in order to lead.

Mentor

As a leader, you have the privilege and honor of sharing your wisdom with future generations of leaders. Think of this as a mentorship role, and support and empower them on their journeys as such.

New

Don’t be afraid to try something new. Far too many leaders have failed and missed opportunities due to an unwillingness to embrace change.

Organized

Be organized for yourself and others. You’ll be amazed at how this helps in managing people and processes.

Patient

Patience is vital when working with others, especially when encountering challenging situations. And any leader knows that’s basically every day, right?

Quick-thinking

Good leaders are agile and able to pivot and think quickly when needed.

Resilient

Change is constant in the workplace, inevitably accompanied by setbacks. Great leaders must have the ability to bounce back and overcome.

Strategic

Leaders must always be focused on meeting goals today while keeping future aims in mind. This requires having a strategic mind.

Trust

A great leader must be trustworthy. It’s crucial that their team feels like they can trust their leader and come to them with issues.

Unafraid

Just as a good leader creates an environment where their team feels unafraid to make mistakes, you must also be fearless to take risks and make mistakes.

Vision

To lead your team well into the future, you must have a long-term vision for yourself, your team, and your business.

Wisdom

This one will require cultivation, as no one is born wise. To gain wisdom as a workplace leader, focus first on understanding what makes your organization tick, then go from there.

X-Factor

As a leader, you want to be that shining star that inspires, but not in an arrogant way. You will have that elusive X-factor, some noteworthy quality or talent that sets you apart from the rest.

YES!

We’ve all had that person in our lives that before we even ask a question, we know the response will already be a firm and close-minded “NO.” Who wants to work for someone like that? As you lead, never underestimate the power of an open mind that is unafraid to give an affirmative response of YES!

Zen

Finally, be a leader who can bring peace and calmness to a team when it’s needed. And it will be needed!

To learn more about being a great workplace leader, reach out to the AMP team today.

Do Things for Others – a Guide to Employee Retention and Client Retention

Mon, 11 Jul 2022 12:00:03 GMT

Any great business leader knows that it’s essential to level up. That’s why business leaders are continually looking for ways to improve employee and client retention.

Focusing on and doing things for others (I am talking about clients and staff specifically) will help you retain the people you want and keep your Rolodex filled with clients and team roster stacked.

It’s simple: Doing things for clients and staff makes you desirable to work with.

Doing Things for Others Is Good for Business

First, doing good things for others should be understood universally. You should want to do good for others as a human relating to and living alongside other humans.

And the fact that doing good things for others reaps rewards is icing on the cake. And that icing is sweet, especially when it pertains to your business’s bottom line and team longevity.

It all comes down to the golden rule—treating others as you would want to be treated. When you do this, your results will also be golden—with clients coming back with return business and employees happy to be on your team.

But don’t just take my word for it; data shows that operating by the golden rule in business practices relates to client and employee retention. For example, a simple thing you can do is listen to—and engage with—your clients and employees as they discuss their needs.

Act on that feedback based on what you’ve heard. Statistics published by Forbes show that 96% of employees believe showing empathy is an important way to advance employee retention. They are more likely to stay at a company that takes—and acts on—the feedback they provide.

Basically, show you care. Then watch as your team blossoms, and your business grows.

A Guide to Employee Retention

Let’s get honest here: People don’t quit jobs; they quit bosses. Using common sense, if you treat your employees well, they will naturally want to stick around.

Today, workers and clients seem to have no problem with “quitting you” as a boss—just look at the Great Resignation for proof.

The reality is that workers are clear on what they want and how they expect to be treated. And if you don’t deliver, they will not hesitate to depart.

So, what can you do? Again, it’s simple…

Listen to Your Employees

As I alluded to above, employees want to know that you care about what they have to say. Since you are the boss, it’s fair to say that your employees must listen to your feedback and take action—their jobs depend on it.

So, why not return the favor? You should also be paying attention to your employees’ feedback, ideas, etc. It’s called reciprocation, and the return on your investment could be a highly engaged and happily retained team.

Provide Feedback and Support

While we’re on the subject of feedback, providing proactive solutions and support according to their desires and needs is equally crucial.

This gives you an excellent opportunity to show your employees that you are listening to their feedback by providing feedback related to the issues they have voiced on top of those solutions. After all, support shows up and reveals itself in many ways: become the boss and corporate culture that corners the market on them all.

Be Kind and Compassionate

Never underestimate the transformative power of kindness and compassion. We live in a fast-moving world that can be demanding and cut-throat, especially in the corporate arena.

That’s why kindness and compassion stand out like a lighthouse signal amid all the competition and expectations in the workplace. In a world full of tough bosses that expect, break the mold by giving and treating your team with compassion. You will be amazed at the results.

Encourage Vacation and Days Off

Burnout is real and can be a core reason many workers eye the exit. According to CNBC, millions of Americans have already quit their jobs over the past year .

The same CNBC article also cited a survey by education tech firm Cengage, which reported that 89% of workers surveyed who recently left their job or were planning to do so were weighing the decision because they felt burned out and unsupported.

Help your workers before they reach this point of burnout by encouraging vacation and days off. As they say: prevention is the best medicine.

A Guide to Client Retention

Just like employees quit bosses, not jobs, clients leave companies based on interactions and services, not based on some business contract parameters on paper alone. Here are some simple yet strategic steps to ensure your clients are happy with you.

If You Don’t Know What You’re Doing, Don’t Charge

This falls under authentic and accurate representation and earning clients’ trust. Your clients need to know that they can fully trust in your expertise—it’s what they are paying for, after all.

If you are not up to the task and don’t know what you are doing, clients will see and sense this and jump ship to where they feel safe and secure. If you don’t know what you are doing, you can’t deliver and have no business charging.

Build Client Relationships and Stay Engaged

We are creatures of habit who are drawn to comfort. We find what we like, and that becomes our comfort zone where we trust in reliable results. Our business practices are no exception to this.

Clients keep coming back when they find a business they can rely on—the company and brand name that they like, trust, and feel comfortable with. For this reason, building strong client relationships—getting them in their comfort zone—is paramount to client retention.

Once you have built that relationship and trust, you must maintain it by staying engaged and establishing a collaborative culture with your clients. This step is all about communication, which must remain a priority from day one.

Do Good Work

Like those first few dates, the impression you make and the feeling you leave your clients with after they conduct business with you will cement your future with them. And we want that ring!

People look for partners that make them feel good, are reliable, and prove they are excellent matches. Similarly, you must prove that your company and its services are “the one.” Simply doing good work, and being consistent, will set you apart from the rest.

Ready to get started and learn even more about how you can level up? Connect with us today

The Similarities Between Cooking and Consulting

Tue, 05 Jul 2022 12:00:01 GMT

You may be surprised to learn that there are a few similarities between cooking and consulting. Let’s look at just how they mirror one another and how you can apply lessons from a Michelin-worthy chef’s kitchen to learn the recipe for being a consultant worthy of Top Chef status.

What Are the Characteristics of a Great Consultant?

I wrote an article about the key characteristics of a great consultant, which mainly discusses that your consultant should be an optimizer, a visionary, and a proactive leader. A triple threat, if you will.

As long as consultants have these characteristics , I’m confident they could run a kitchen. That doesn’t mean they can cook, however.

How Does Running a Restaurant Prepare You for Consulting?

From my experience working in a kitchen, I have seen what skills go into running a restaurant. So, how exactly does this apply to or compare with consulting?

For one thing, preparation is essential. In preparing a kitchen for a busy night, prep is critical—and it takes a village. Similarly, when you are consulting, you need your village to help you prep: an analyst to get all the client information and some of your line managers to pull out some details, start building relationships, and more.

In both cases, your “village” helps you disseminate information. We see this in the kitchen, where it is about having the knowledge and being able to say, “We need tomatoes! We need stock! We need onions, mushrooms, etc. for our bouillabaisse that we know is always the most popular dish on our menu for tonight.”

Key Mistakes in Kitchens and Consulting

Like in any consulting firm or high-class kitchen, it’s not always smooth sailing. A few mistakes are often made in both positions—so avoid them if possible.

For instance, you have likely heard about having too many cooks in the kitchen. When you become a consultant, you’re like that head chef trying to drive an effort forward.

If you start taking too much input from different chefs or consultants, what do you get in the end? Far too often, it’s chaos and confusion—both in the kitchen and around the conference table.

To avoid this situation (too many people contributing differing or conflicting ideas to a project), incorporate strategies for creating a collaborative work environment.

Top Skills from the Kitchen to Consulting

A collaborative environment is what you need to thrive in the kitchen and consulting field. These are the top skills required in both roles to earn Michelin-worthy star status.

Trust (for Your Team)

I will keep this one short because it is really simple: Trust your team. They will execute when you empower them.

Strategy

Strategy is huge for both consultants and master chefs. After all, you want your outcome to wow your clients and diners. As I alluded to before, prep is essential, but so is your village that makes it all happen collectively.

There is a hierarchy in both the kitchen and consulting, where you have specific roles and tasks that correspond with those roles. For the kitchen, this starts at the top with the head chef, the sous chefs, the line cooks, the preparers, and right down to the dishwasher. In consulting, you have analysts and line managers who bring their skills to the table to keep everything in this structure moving forward smoothly.

Creativity vs. Following a Process

Creativity in the kitchen—and innovation and open-minded thinking in consulting—can go a long way. But the fact remains that the method you use to get there should involve some solid, standardized process. If you work the process, you’ll be able to execute on dishes or projects.

Ready to start cooking up something good? We can help. To learn more, reach out to the AMP team.

Is There Such a Thing as an Optimal Career Growth Rate?

Wed, 29 Jun 2022 12:00:05 GMT

We have all heard the saying: “Keeping Up With the Joneses.” This mindset can be related to optimal career growth rate. It means measuring yourself against an understood ideal of success and status and then doing everything in your power to “keep up” with those standards.

Because measuring success is subjective, it inevitably leaves people to question their optimum career growth rate, assuming ultimate success is the goal (and, of course, it is!). But what would that look like, and how do you gauge or measure this?

We tackle this subject by looking at the various stages of career growth and discussing how fast your career should be growing.

Let’s look at three stages of career growth: follower, collaborator, and leader.

Career Growth Rates

Stage 1: First Jobs – Followers

This stage is usually your very first job, or in many cases, an internship you land upon graduating from college or university. In this stage, it’s most common to “follow” the lead of your immediate superiors. Unsurprisingly, the tasks associated with your role and this stage most commonly fall under the umbrella of action-oriented and task-focused work.

While this is not always everyone’s favorite stage (who likes being told what to do all the time?), it’s an essential starting point for your career. After all, you can’t be a great leader unless you first have followed someone and learned the ropes from a mentor that has more experience than you. Bottom line: Learn first, lead later.

Stage 2: Moving Up the Ladder – Collaborator

The second stage is the collaborator. In this stage, you learn the importance of teamwork and, in particular, being a team player that contributes and works well with other people. This stage helps you develop people skills that will prove invaluable on your career journey.

Too many people fail to realize how critical these people skills are and instead focus on the technical skillset of an individual. But you need both to truly succeed.

Stage 3: Management Material – Leader

The final stage is the leader stage, during which much of your time will be spent leading others. You will dedicate yourself to empowering and inspiring your team to think and act for themselves—your primary focus being motivating your people, so they excel in their activities at the office and beyond.

Career Growth Is Not Set in Stone

It’s important to note that while these are the “regular” stages of career growth, they certainly aren’t a one-size-fits-all model for everyone. Growth opportunities come in a lot of packages. For example, mentoring, leadership programs, continuing education courses, tuition repayment, promotions, retreats, and special projects are all opportunities for growth.

If you are looking to advance your career and are seeking out ideas and opportunities to show your employers that you want to grow as a professional and climb to the next rung on the ladder, indeed.com offers some excellent insights.

Also food for thought is that not everyone wants to be a manager. Some people love their work and are happy to do just that. If this describes you—fantastic! You do you. Everyone has different career goals , especially in 2022, and that’s okay.

Regardless of where you are on your career path journey, we are here to help and support you. Read our blog and connect with us today to learn more.

Business Leadership and Employee Recognition – When Good Intentions Go Wrong

Mon, 27 Jun 2022 12:00:02 GMT

Recognition is a word that most of us associate with good intentions. The loose definition of recognition is to honor or award with acclaim, such as an award or acknowledgment—and when could that be a bad thing? While I wouldn’t go so far as to say that it’s bad, some employee recognition and incentive programs at corporations can end up misguided or subpar. And this is because not all employee recognition programs are created equally.

There are many reasons why, but let’s start by looking at some of the recognition and incentive programs that may have good intentions but may cause lousy morale among the team. Don’t get me wrong: Business leadership and employee recognition are crucial, but we need to get it right.

So, If you’re looking to set up an employee incentive or recognition program, take notes as we take a look at some bad examples so you can avoid these pitfalls at your own organization.

Employee Recognition Mistakes

When executed well, employee recognition programs can positively impact your overall culture and workers. But, when a recognition program misses the mark and is riddled with mistakes, it can bring down the overall office morale. There are a few common employee recognition mistakes to avoid. We highlight a few of these common mistakes in further detail.

Inauthentic Celebrations

Celebrating every small victory can seem inauthentic. For example, the comedy sitcom “Superstore” has an episode where they hold an “ Employee Celebration Day ”—with no link to any specific achievements—which happens to fall around the time employees are filling out their union cards. Management includes a bunch of random activities and shows an anti-union video during the celebration. In the end, it’s an inauthentic celebration that ends up looking like they have an ulterior motive or are trying to hide something.

Although this is a comedy show, the reason it’s funny is that it’s totally relatable! Genuinely highlighting valid achievements will show you appreciate workers and care about their efforts—anything else is blowing smoke.

Rewarding High Numbers and Ignoring Bad People

This pitfall comes when leaders focus solely on bottom-line numbers and rankings rather than the character and overall performance of the individual, and it often comes at a high price. Think about it: If your star team member achieves the highest marks fiscally yet is a miserable person and not a team player in the workplace. This can lower the morale of your office. And conflict among the ranks is a real game crusher. (Think Dwight in The Office).

Not Knowing Who or What You Are Celebrating

Being out of touch with who is doing the incredible work—or even the actual work that is going on—in your organization is one of the worst mistakes you can make. After all, what are you saying to the person you are trying to recognize if you pronounce their name wrong? Or what does it show when you don’t know what they are being honored for? And if you aren’t aware of all of the people involved in that achievement—whatever it is and whoever they are—your show of recognition will seem insincere and tasteless. This defeats the whole purpose.

Scripted or Cookie Cutter Celebrations

Think about when you receive a nondescript chain letter addressed to you and about a billion other recipients: How special do you feel? I’m wagering, not very. Now, think about how you feel on those rare occasions that you receive a personalized letter written specifically for you and concerning you alone. Special, right?

This same concept applies to recognizing your employees. Take the time to recognize them based on their specific merits and performance rather than borrowing from a (potentially cheezy) script. They will likely respond with even better performance fuelled by lifted morale. And who doesn’t like to feel authentically seen?

These good intentions gone wrong are just a few of the things that combine to create a toxic workplace culture . We challenge you to celebrate your employees with authenticity instead.

To learn more, connect with us today.

What Does Data Privacy Mean – Who is Protecting Your Online Transactions?

Mon, 20 Jun 2022 12:00:08 GMT

As our world evolves, technology drives operations online, leading organizations to ramp up data security in droves.

Why? Because data privacy is a significant issue, and it will continue to be as more and more activities move online. But what does data privacy mean, exactly? And more specifically, what is the role of the CIO in protecting data, and how will this vital role continue to evolve? We cover all of this and more to help you ensure your data is secure as you strive toward greater success and a breach-free future.

What Does Data Privacy Mean Today?

Data privacy has been a huge part of corporate conversations lately. And while we hear about it all the time, what does it mean?

When it comes to data privacy, or as some call it, data protection, what we are talking about is ensuring that our data isn’t able to be accessed by anyone other than those officially authorized to view it. While this definition is simple, achieving the goal of impenetrable data security is no easy feat.

In fact, history is riddled with examples of data leaks occurring among even the most trusted and hi-tech companies—showing that even the giants among us struggle with keeping their data safe and secure. Let’s look at some of the most famous of these data privacy snafus.

Data Leaks and Famous Data Privacy Fails

Each year that passes, there seem to be more data privacy leaks. For instance, when you look at the numbers, 2021 was a record year—and not in a good way. Winning the title for the most data leaks and privacy fails is nothing to write home about. Let’s take a closer look at some of the most well-known and trusted companies globally that have experienced devastating data leaks. You may have heard of some of them already—they were that bad.

First off, who doesn’t remember Facebook’s faux pas when “friends” across the globe ( 533 million ) found they belonged among a leaked database, leaving sensitive private information such as phone numbers and more exposed. And then there’s Android, which according to Security Magazine , experienced a data leak that affected more than 100 million Android users thanks to numerous misconfigurations of cloud services.

Finally, even LinkedIn landed itself in hot water with its users when the personal data of 700 million LinkedIn users was found for sale online. With sensitive info, including things like users’ full names, phone numbers, physical and email addresses, and more, it’s understandable why this data breach left many feeling vulnerable and wary of further exposure on online forums.

Unfortunately, such instances are no longer rarities, as a study by the Ponemon Institute confirmed. Specifically, the study found that malicious attacks were the leading cause of more than 50% of data breaches by 2020. And the average fiscal damage (cost) of fixing each of those data breaches was a staggering $4 million.

These instances are scary to hear about, much less experience firsthand. After all, if these megaliths—among the biggest companies in the world—aren’t able to keep our data safe, what hope is there for average operations? Are we all going to need to resort to having personal hackers now to feel safe?

It’s definitely something to ponder, which leads me to my next question: Ultimately, who is responsible for data? Many say the lion’s share of responsibility lies with the CIO.

The Role of the CIO in Data Privacy

A CIO, or chief information officer, is tasked with the role of overseeing the people, processes, and technologies within a company’s IT organization. The purpose of this oversight is to ensure that an organization’s workforce delivers outcomes that support the specific goals laid forth by the business.

Due to the nature of this position, it’s the CIO who is often responsible for signing off on any tech services and tech equipment. This means that it’s also an integral part of the role of the CIO to think about data privacy in every service procured. After all, as we mentioned before—with malicious attacks being the number one cause of privacy issues—it’s just common sense that our systems need to be set up with that in mind.

For this reason, CIOs must understand all of the types of data under their care and where that data is located. Data needs to be prioritized, as some data will be more important to secure than other data. Things get even stickier in this scenario since data is being created all the time, making it even more challenging to do this every day.

How to Classify Data

There are four main types of data : public, internal, confidential, and restricted. Even with these four main types, it’s still extremely hard to classify data because most of it is unstructured.

Difficulty also presents itself in the sheer number of devices in a large-sized company, which begs the question: How can the CIO get visibility and security measures onto every laptop, phone, cloud storage, and external storage?

And speaking of facing challenges, remote work has also been a huge pain point for CIOs in protecting data privacy and classifying data. The reason for this is that many enterprises weren’t yet prepared or set up to safely allow their employees to access business-critical apps and files from home.

Bringing Security to Organizations

Even though data security is clearly a giant monkey on the back of CIOs and organizations everywhere, you can adopt a few best practices to hedge your bets and protect yourself against unwanted breaches. Among these include:

Changing (and not repeating) your passwords regularly and making them more complex
Using encryption
Enacting company-wide policies about screen locking
Retiring old computers correctly
Using zero trust architecture

As Vice President Global Chief Information Security Officer and 2018 Global CISO of the year, Stephane Nappo said, “It takes 20 years to build a reputation and a few minutes of cyber-incident to ruin it.” So make sure your organization is playing it safe.

Need support and advice as you make moves to amp up your data security? Connect with us today.

Right Lane Theory — Speed of Innovation for People, Process, and Technology

Mon, 13 Jun 2022 12:00:03 GMT

I have been thinking about how the “right lane theory” applies to the speed of innovation for people, process, and technology. Hear me out: On the freeway, the right lane is the slow lane. But, it seems like the slow lane moves more consistently—or even faster than the fast lane sometimes. So is the same true for innovation?

The breakthroughs and the fast movers seem to have a burst of growth and change the game, but then a group of steady slow movers seems to capitalize on that innovation and achieve massive (but steady) growth. The same is true for people. Some people move faster and slow down faster, but others move consistently ahead at a steady pace. Let’s unpack this in a bit more detail.

Accelerating the Pace of Innovation

Innovation is a constant today , and to keep up with competitors, it seems like you have to keep accelerating innovation. But is faster necessarily better? And what’s more: Is innovation at a breakneck speed sustainable?

To answer this question, I looked for real-world examples that could show us what happens when companies up the pace of innovation with high hopes of great success, only to see not-so-stellar results. My first case in point is the mega monolith of Tesla.

Have you ever heard the old saying about “getting too big for one’s britches?” This seemed to happen to Tesla, as the premium electric vehicle maker may have overestimated when ramping up marketing and growth. Tesla encountered production problems and became overwhelmed by an exponential increase in demand for its cars. As things stand now, Tesla is uncertain whether the group can meet this high demand.

And then there’s Peloton , a massive power player in the home fitness industry, which grew in leaps and bounds during COVID. Peloton encountered the opposite issue, having ramped up production to meet booming demand, only to halt production as demand plummeted.

These are just two examples of companies that were considered massive innovators (and granted, they certainly are), which saw extreme growth—only for it to be halted by extenuating circumstances or the market catching up.

An article on EY shows another pitfall of pushing the limits on innovation. It points out how when businesses scale innovation, they sometimes lose their company purpose and have to backtrack and re-establish the core company vision and mission. That is a danger no one wants to happen during scale-up.

So, what is a safe level of innovation to try to attain, and how can companies accelerate the pace of innovation they’ve already established? We believe staying in the “right lane” and making measured innovations in people, process, and technology is the key to success.

Innovations in People

The talent shortage is real right now, so if you’re able to fill your staff, you’re doing better than most. According to research findings published by the U.S. Chamber of Commerce , the U.S. currently has 11.3 million job openings, but only 6 million people qualified and available to fill them.

The harsh truth we are dealing with today is that it’s nearly impossible to innovate on your team unless you first innovate through the labor shortage. But there is good news and a silver lining amid this employment predicament, as some of the most innovative organizations are finding ways to make the most out of the people they already have—and you can too.

Here are just a few creative ways to deal with the labor shortage.

Recruitment with the Wow Factor

With so much competition for recruiting the best among a small supply of ready workers, getting creative with recruitment is no longer an option. You need to find some way to make your company stand out from the rest and draw potential hires to you versus the other options.

This may include promoting job ads online, teaming up with staffing agencies in your local area, etc. And when it comes to writing that job description, reel in a recruit with something witty and different. After all, dry and bland doesn’t scream “This is the place you want to be” to potential employees.

Give Unnecessary Admin Tasks the Axe

Automation is enormous these days, and making it available to your team can change the game for you. It allows the more time-consuming administrative tasks your staff assumes to be handled with technology, thus freeing them to focus on more important work. This has proven to boost both productivity and higher retention.

Give Your Staff Some Slack

Basically, this means being more flexible with your staff, from scheduling to vacations and more. Studies show that job flexibility is crucial for many workers when joining—or remaining at—a company.

Boost Employee Benefits

Upping wages is always a win, but there are still ways to attract workers and make your current employees stick around when that is not an option in your budget. Among these ways include offering incentives such as professional training and development opportunities, company events, and overtime options, to name a few.

Innovations in Process

When it comes to innovation, we can take a lesson from Dropbox, featured in Fast Company for being among the most innovative companies to work at in 2022, thanks to its having developed processes for adopting remote work and changing with the times.

For example, while several companies went remote during the pandemic and are now shifting into a default mode of hybrid or full-on return to the physical office, Dropbox set itself apart by being more proactive and intentional about the transition. The new initiatives at Dropbox include “Dropbox Studios”—instead of traditional offices, these are seen as gathering places for collaboration and team building. They’ve also included “Core Collaboration Hours” during the workday.

While Dropbox’s initiatives have proven a success (the quarter after instituting the change showed double-digit revenue growth for the company compared with just a year earlier), some companies that have changed all of their processes overnight have not been so lucky. Why? Because in their haste, they have experienced so many pain points that their teams become dysfunctional.

The good news is that there are ways to address cumbersome internal processes to innovate from the “slow lane”:

Pick a process to improve

Assign a team to oversee the changes

Map its steps

Identify bottlenecks and problems

Solve the problems and remove extra steps

Test

Implement

Word to the wise: Don’t try to change them all at once. After all, it’s hard to keep too many new ideas going.

Innovations in Technology

With technology evolving at lightning speed, new and exciting tools are constantly being made available to help drive innovation. Procurement has many options available, from project management to communication, plus CRM, marketing, design, accounting, etc. With the correct implementation of these tools, you can help provide your team—and operations—controlled growth and ever-increasing and evolving innovation.

And for anyone wanting to adopt new technologies and make substantial changes in innovation especially, it is not always easy to get everyone on board with your vision. Don’t worry about being in the right lane. As long as you’re moving forward, it might prove to be even better for your team. To learn more, connect with our team today .

How to Build the Appropriate Organizational Structure for Your Company

Thu, 09 Jun 2022 12:00:31 GMT

As companies scale organizational structure and their organizational charts change, understanding different structures and how to use them is crucial. We share our strategic advisory basics to help you build the appropriate organizational structure for your company.

What Is Organizational Structure?

Organizational structure is the structure of a company that shows what employees do, who they report to, and who makes the key decisions for the business. Typically, this is illustrated with a chart commonly called an organizational chart.

On this chart, there should be a clear representation of what everyone does, including the detailed tasks related to their job and who they oversee and report to. Organizational structure can be set up using markets, products, processes, or even locations.

Hubspot’s description of choosing an organizational structure compares selecting your optimal structure to buying a new car. While there are many excellent options on the market today, only you know your must-haves to choose the style that will put you in the driver’s seat of your company’s success. Regardless of which style your choose, one of your first orders of business should always be setting up a transparent and carefully selected chain of command.

Strategic Advisory 101 — Setting Up Chain of Command

Having a clear, concise chain of command is more important than companies realize. Your team needs to feel secure about who they go to for approvals, office discrepancies, client issues, time off, everything.

Many companies make the mistake of having unclear chains of command. It is vital that you have set answers and protocol. Ask these questions: How many steps does your stepladder need to get to the top? What tasks and approvals belong to each step?

The next step is planning which departments have a say in which decisions. Once that chain of command is decided, the real work begins, and you can build your organizational structure from there.

Organic Organizational Structure

There are several types of structures. An organic organizational structure is less formal and more prevalent in startups and small businesses. This is because it tends to be a little looser and can be customized as the business grows.

Because it’s less stringent and more flexible, it’s also common for employees to “wear multiple hats” and cover various roles beyond their standard scope. This can pose a problem as the business scales, as it can get difficult to shift people around and know who is responsible for what.

For example, typically, scaling means roles grow, so something that was part-time shifts into full-time hours. When this happens, the person responsible for more than one role will have to shift into one. This can create staff difficulties if people are used to doing many things, but it is more flexible.

Mechanistic Organizational Structure

This is an organizational structure that has one central authority, divisions between departments, and specialized roles that work independently of each other. Common examples of mechanistic structures include healthcare, universities, and government organizations.

When most people hear mechanistic organizational structure, they immediately think of narrow spans of control, red tape, and bureaucracy. You might be among them, believing that you wouldn’t opt for this type of structure. However, these teams are surprisingly easier to measure and excel in efficiency.

According to Cerritos College research , “The main advantage of a mechanistic structure is its efficiency. Therefore, in organizations that are trying to maximize efficiency and minimize costs, mechanistic structures provide advantages.”

Strategic Advisory and Organizational Structure

Above are the two basic types of structure, but they can be broken down into even more specific classifications, including:

Functional: This structure groups employees into functional areas based on their skills and expertise—most areas correspond to niches like operations, research and development, marketing and sales, etc.

Product-based: Businesses that feature diverse product lines tend to opt for this structure based on the product or service the company provides.
Geographical: For companies that span several geographic regions, calling for the product or service to be localized by region is required.

Process-based: HEFLO explained this best, defining it as “A process-oriented organization relies on this idea: final deliveries to its customers are the result of a sequence of internal processes that need to be well organized.”
Flat: This is when there are few levels of middle management between leadership and employees, sometimes even none at all. This structure is often seen in small businesses and startups especially.

Circular: This structure upends the usual hierarchy, where instead of at the top of a straight ladder, high-level employees and leaders are at the center of a circle, with regular staff at the outer rim.

All of this can get confusing, and this is where strategic advisory comes in. Strategic advisory basics may cover organizational charts, but scaling businesses requires more advanced knowledge. After all, making a mistake in organizational structure has longstanding impacts, so it’s best to get an expert to help.

Another benefit of recruiting experts, specifically consultants , is that they have seen all kinds of organizational structures for different businesses, including failed ones. And knowing how to avoid those same pitfalls is crucial.

If you want to learn more about how a consultant can help you reach your goals, connect with the team at AMP today.

Business Leadership 101: Does a Good Person Make a Good Employee?

Mon, 06 Jun 2022 12:00:17 GMT

If you are in business leadership and are hiring, you already know that it can sometimes feel like Mission Impossible. What is a top priority?

Is simply being a good person enough? Does an employee have to be a good person to be a good employee? Obviously, everyone wants good people on their team, but what does that actually mean? We answer this and more, so you can find your right fit.

What Makes a Good Person Today?

Much like the idea of beauty being in the eye of the beholder, the opinion of being a good person is highly subjective. What one person thinks of as being “good,” someone else may disagree with and have an entirely different perspective on. It all comes down to individual values.

Most people, however, will at least agree that there are some inherent characteristics a “good” person will have. For example, a good person does not want to hurt anyone. They also don’t want to steal from others. Once this baseline is established, it gets a little more nuanced.

In most cases, a good person wants to see others succeed and do well. After all, most people will experience jealousy at some point, but this doesn’t necessarily make them immoral—just human. We are talking about the overall character of the individual.

So, how discerning are we when it comes to setting the bar for “goodness”? A fascinating survey in Inc. found that 83% of people believe that people are fundamentally good. The survey also revealed that 80% of respondents believe people have a responsibility to help others, while 93% of respondents reported having good relationships with their colleagues.

Good People in the World Are Trending Up

So, it looks like we are feeling good—or that goodness is all around us. And the “good” news gets even better. If we look at some statistics published by Vox , it seems that good things and people are changing the world.

According to Vox statistics, there is less poverty, less child labor, fewer homicides, and even fewer violent crimes. We must be doing something right. But do these upward trends translate to our teams?

Business Leadership and Good People

Earlier in this article, we discussed Inc.’s findings that 93% of people reported liking their colleagues. So, that must mean good people make the best employees. Well, yes, but also no.

Liking coworkers doesn’t always mean they will be the best match for the job. Even if someone has good intentions, unfortunately, it doesn’t always translate into good performance at work. Everyone has been touched by a person that is so likable you want them to do well. But for whatever reason, their wonderful personalities don’t translate to excellence in the office setting.

This is an often seen conundrum—or maybe we can see it as an unfortunate schism—that puts leaders in a difficult position because how do you reprimand someone who is giving it their all? There is no black and white answer to deal with this situation.

The only real positive in this scenario is that, typically, when someone is a “good” person, they respond to feedback better—in a healthy, rational manner. Also, if you see potential in a candidate and can take the time to develop a strong manger-employee relationship , you can hone that individual’s skills more. After all, everyone wins if you can have it all—the great character with a skill set that’s a fit for the role you need filled.

What Are the Best Employee Qualities?

Luckily for leaders everywhere, there is typically a lot of overlap between “good people” and effective employees. The top qualities to look for in a good employee include a healthy mix of both soft skills and hard skills:

· Communication

· Strategic thinking

· Interpersonal skills

· Problem-solving skills

· Dedication

· Conflict management

· Technical aptitude

That’s just to name a few. Also, a huge resource and essential step before hiring is to ask yourself the hard questions.

Are you hiring and wanting to ensure you find the best fit, or simply looking to up your business strategy game? Reach out to the AMP team and get started today.

Why Does Groupthink Stop Business Innovation?

Mon, 30 May 2022 12:01:51 GMT

Business innovation is what all companies are after. But it isn’t always as easy as it sounds to keep that creative spark and idea machine humming. If you are a leader who feels like your efforts in innovation have been uninspired, and you are looking for new and inventive ways to lead your teams, you are not alone.

We know how many roadblocks can arise to bar your progress, a common one being groupthink. This article explains how groupthink sometimes kills innovation. We explore why that is and what we can do to stop it.

What Is Groupthink?

Groups and naysayers stop innovation. And groupthink is a massive culprit.

Often, groupthink is the place where innovative ideas go to die. Simply defined, groupthink is a phenomenon that occurs when everyone in the group discussing a matter comes to the same conclusion or decision since that’s what the common consensus is. As a result, people make decisions as one collective group rather than a collective of individual voices with differing opinions and thoughts.

At its most benign, groupthink discourages out-of-the-box thinking, creativity, and individual contribution. A downside to this is that it leaves no room for differing opinions, which then leaves room for huge blind spots resulting from a lack of close evaluation or alternative options.

While this may seem harmless—or even a positive since everyone is in perfect agreement—the fallout results from groupthink’s homogenous nature. In other words, innovation has no room for birth because many individual ideas never see the light of day. You’ve likely heard the analogy of iron sharpening iron, or even think of sandpaper—the concept that some friction (in this case, differing opinions) is needed for producing the ideal result.

So, how do we come up with new and unique ideas? Some companies try brainstorming.

Brainstorming and Business Innovation – Is Brainstorming Best?

Teams everywhere rely on brainstorming, but is it the best method? Brainstorming is a technique first introduced by Alex Osborn in the 1950s. The concept caught on like wildfire and is still used today in corporate offices worldwide. But if you ask Harvard Business Review expert and Chief Innovation Officer at ManpowerGroup, Tomas Chamorro-Premuzic, brainstorming is a waste of time .

According to Chamorro-Premuzic, even though Osborn claimed brainstorming increased innovative ideas by 50% compared to individuals finding solutions on their own, more than six decades of independent scientific research shows little to no evidence of this. Instead, more evidence supports the idea that brainstorming hinders creativity, thus hindering collective performance—none of which is a resounding recommendation for leaders to jump onboard with brainstorming as a catalyst for innovation.

Results from a meta-analytic review of over 800 teams revealed that individuals tend to produce more original ideas when not interacting with others. But do you have to brainstorm in a group? Of course not. You can brainstorm solo or as part of a team, and there are loads of techniques .

How To Push Through Negativity

When bouncing ideas around, there is always the inevitable negativity that enters the chat. Assigning one person to be a devil’s advocate is often helpful. Having one designated person question the ideas provided may foster critical thinking within the group.

However, if there is more harmful negativity threatening to stifle innovative ideas, it will need to be reined in. An article from MIT has some excellent tips about how criticism can boost creativity.

The main thing is that your team gets the opportunity, freedom, support, and proper tools to voice their opinions—ideas that will be your best hope for true innovation to thrive. The last thing that fosters innovation is a toxic workplace culture filled with negativity or suppression of individuality.

Want to learn more about increasing innovation in your organization and more? Connect with us to get started today.

What Is a Digital Transformation Consultant?

Mon, 23 May 2022 12:00:08 GMT

Digital transformation has been in the spotlight, leaving many organizations wondering if they need to hire a digital transformation consultant to help them navigate the sometimes daunting process.

To answer this, we first must cover what a digital transformation consultant is and does. A digital transformation consultant (also known as a DTC) is an individual who provides a niche service. They use their expertise to come in and help your company create—and smoothly implement—your ideal digital transformation strategy. This is catered to your unique needs and aimed at accomplishing your end goals via the most modern digital technologies.

To do this, DTCs carefully assess your company’s tech infrastructure, protocols, employees/culture, and more. They bring you the best transitional processes while bridging your present tech with more modern solutions for optimal and sustainable long-term results.

What Is Digital Transformation?

That brings us to what digital transformation is. The Enterprisers Project describes digital transformation as “the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.”

Another excellent insight into digital transformation comes from Jay Ferro, CIO of Quikrete, who explained, “The ‘why’ of your organization’s digital transformation might be around improving customer experience, reducing friction, increasing productivity, or elevating profitability … Or, if it’s an aspirational statement, it might revolve around becoming the absolute best to do business with, utilizing enabling digital technologies that were unavailable years ago.”

While most companies can agree that digital transformation is a need, some still are unsure about hiring outside help from expert DTCs. However, hiring a DTC can help ensure you accelerate your company’s growth and achieve strategic goals.

How Do Digital Transformation Consultants Help?

The truth is that even though most companies know how important digital transformation is, many lack the knowledge to execute it successfully. Enter digital transformation consultants who can bring their expertise to the table. Let’s dive into what enlisting the help of a DTC would look like.

DTCs add value by:

Creating a roadmap for your company’s digital transformation strategy, enabling you and your team to follow a clear, calculated path on your transitional journey
Implementing new digital technologies that improve processes, two benefits of which include diminishing manual workloads and reducing costs
Increasing efficiency and effectiveness across the board
Elevating employee job satisfaction by significantly decreasing monotonous, dull tasks
Bringing new digital products onboard to open the door for company expansion and growth if desired
Providing a priceless outsider’s perspective

Common Problems with Digital Transformation

A majority of today’s digital transformation attempts do not go smoothly because organizations buy technology without first fully understanding their needs, what the technology does, and how exactly it might work for them.

Here’s something to consider: Large organizations typically have some failed attempts, which makes it difficult to undergo new efforts. The bottom line is that often, companies jump on the digital transformation bandwagon, only to realize they have hopped on a bumpy ride without proper preparation.

Do I Need a Digital Transformation Consultant?

As stated above, digital transformation can be indeed a wild ride—one many companies find out of their depth to tackle alone. Hence, the need for a digital transformation consultant. So, how do you know if you should hire a DTC for your needs?

We suggest you take a self-assessment. Ask yourself: Is your IT legacy? A legacy application or system is any information system based on outdated technologies yet is still vital to your company’s daily operations and functionality.

If this describes you, replacing these systems is a balancing act, which may require calling in professional help (aka DTCs).

If you’re still wondering if you should invest in digital transformation—and a digital transformation consultant—this article explains why I would suggest doing so. Still need further incentive? Cisco’s John Chambers issues a warning for those dragging their feet on digital transformation: “At least 40% of all businesses will die in the next 10 years … if they don’t figure out how to change their entire company to accommodate new technologies.”

For help and support as you continue on this transformative path, connect with us today to get started.

What Is a Virtual CTO, and When Do I Need to Hire One?

Wed, 18 May 2022 12:00:11 GMT

With today’s workplace evolving at a breakneck pace, businesses are relying more on modern technology to keep up, including adding virtual CTOs to their ranks. So, what is a virtual CTO, and do you need to hire one at your organization? We will cover all of this and more to help you decide whether or not enlisting the services of a virtual CTO is your best bet.

What is a Virtual CTO?

Going on its second full year, the pandemic has been the catalyst propelling companies—ready or not—into the digital age. More operations need to adapt their day-to-day processes with a digital approach. According to a Gartner survey , 58% of respondents have already been—or are planning on—investing in emerging technology.

Here’s where hiring a virtual CTO comes in handy, as someone needs to lead your team in successfully implementing this cutting-edge digital tech you are investing in. Unless you have someone skilled who can ensure you have a scalable infrastructure in place, paired with a solid strategy for continuous growth going, your money will have been spent in vain.

Technologies alone can’t transform your company—you must have workers who understand how to make the technology work for your goals. This is exactly what a Virtual CTO does—all from a remote location.

What Are Common Tasks of a CTO?

We have covered a Virtual CTO’s main objective and role within an organization, but what about how this will look in real life, day-to-day operations? What are the typical tasks of a CTO, exactly?

The role of the CTO is multi-faceted, requiring these individuals to step into roles that were otherwise solely assigned to others. For example, today’s modern CTOs are being called on to take on functions previously performed by a CIO and a VP of Engineering, among others.

Peter Shankar , a CTO at Equity Multiple, described the evolving—and expanding—state of today’s CTO responsibilities. “[The role of a CTO] is dynamic… You’re wearing a lot of different hats. You really can’t confine yourself to one way of thinking… You’re immersing yourself in so many different verticals.”

To give you a clearer idea, any regular “To Do” list on a CTO’s daily itinerary might include:

· Leading the IT team and setting IT goals

· Managing funds set aside for IT purposes

· Enforcing IT best practices for optimum results and performance

· Hiring engineers and overseeing/coordinating their training, and much more

Outsourcing a CTO or Insourcing a CTO

With the world being forced to embrace remote working and the online world , like it or not, many companies are exploring bringing on virtual employees, including Virtual CTOs. There are pros and cons to going this route and outsourcing a CTO versus in-sourcing one.

For instance, with local talent sometimes being scarce, outsourcing allows companies to choose from a global talent pool, where the exact skill sets they are looking for are in ample supply. Outsourcing a CTO also can save companies a lot of money, as domestic salaries can be significantly higher than those abroad—not to mention the bonuses and incentives that internal employees usually expect.

On the opposite side, internal CTOs admittedly offer certain advantages, including their physical presence: They are there day in and day out, ready to act the moment anything arises. They also are already familiar with how your organization operates, which is an understanding that makes everything else they do smooth. The good news is that hiring the right CTO, like AMPlify—who can quickly dive in and get a real handle of your company’s exact needs and vision—can allow you to have the best of both worlds.

When Do I Need to Hire a CTO?

Do you need someone with long-term technology vision and strategy, technical proficiency, a solid knowledge of the industry, and ideas to level your tech project up? That’s your neon sign to run (not walk) to hire a CTO to lead you forward. However, before taking this ultimate leap, it would be wise to speak with a technical advisor.

Are you ready to take your operations to the next level with an A-list Virtual CTO? AMPlify is here to help. Contact us today to explore how our virtual CTO services can serve you.

Key Characteristics of a Great Consultant

Mon, 16 May 2022 12:00:11 GMT

A few years ago, I shared my insight into What Makes a Great Consultant . I’ve recently been thinking about the characteristics that create the best consultants in the game since several younger people have contacted me for advice on what they need to succeed in consultancy.

Before I get into the list, I’d like to say that some of the skills and behaviors I’m about to mention are learned through experience, while others are more innate in you as a person from birth—simply a case of nature rather than nurture. If you recognize the traits that I list in yourself, and if you could just place your face on the page in front of you, rather than the descriptions I provide then, consultancy is probably for you.

Let’s get to it.

What is the Role of a Consultant Today?

Today, amid a world of constant innovation and changes, consultants have to wear many hats and use their skills in various areas to provide their clients with leadership and support to achieve their goals.

Among these hats are a trio of roles I see as the foundation of today’s modern consultant: Your consultant should be an optimizer, a visionary, and a proactive leader. A triple threat, if you will.

When acting as the optimizer, a consultant will help their client reach their highest, most efficient—and profitable—potential by optimizing their everyday processes. Working as a visionary, the consultant has the advantage of an outsider perspective, so they see problems—and solutions—from a fresh, external point of view that may otherwise be hard for internal employees and CEOS to see. These experts have the insight to see where your company is, spot the issues that need to be solved, and envision—and help you reach—where you want to be.

Finally, acting as a proactive leader, the consultant takes their vision—gleaned from learning the company and its needs inside and out—and leads that company into accomplishing that vision. They do this through real, proactive solutions and encouragement, support, and motivation. Often, companies just need that one consultant to come in and provide a fresh expert perspective, backed by the skill set that can lead them to success. Again, this is no easy feat, and it requires business acumen and a wealth of soft skills.

Why are Soft Skills Crucial When Working With a Consultant?

Soft skills are what we consider non-technical skills that are vital to organizations, especially in modern-day work environments. These skills encompass the social and emotional arena that current machines can’t compute. Soft skills directly impact culture, employee mindsets, and behaviors of an organization. It’s crucial that consultants develop—and lead with—soft skills.

For instance, they can focus on developing more collaboration through interactive training sessions, brainstorming workshops, and taking the initiative to improve communication and critical thinking in creative, non-technical ways.

To further reveal the dire need for more soft skills in the corporate arena, we look to the numbers. According to a McKinsey & Company survey , HR professionals reported the candidates they were reviewing showed a significant lack of the soft skills needed to succeed in today’s workplace. The top three soft skills that were missing in their pool of recruits included:

Problem-solving, critical thinking, innovation, and creativity (reported by 37% of HR respondents)
The ability to deal with complex and ambiguous matters (32%)
A lack of adequate communication (31%)

It’s the consultant’s job to get in there and work with organizations to bridge the gap and bring these skills to help companies foster them in their internal workforces. Specifically, employers need to provide soft skills training, and those that have done so, according to McKinsey , report positive impacts on their workforce, including higher productivity and improved results.

Key Characteristics of a Great Consultant – What are They?

As mentioned before, consultants wear many more hats and fill many roles to lead a company to its ultimate goals. Let’s dive into the main characteristics that set apart the GOATs from the sheep.

1. Flexible

The best consultants are adaptable; they can easily switch between new environments, people, and workplace cultures. This is excellent when starting new projects, as they’re ready to arrive and assimilate to get the job done as fast as possible. They excel in soft people skills and the technical expertise needed for the job at hand, so they can easily take on new positions and roles.

2. Disciplined

That adaptability and natural flexibility wouldn’t be much use if a consultant weren’t disciplined in their job. The best consultants work hard and work smart, which results in working fast. They’re efficient in what they do, and they find ways to get projects completed in as little time as possible as seamlessly as they can.

3. Confident

You’ve probably met a few consultants in your time. The younger, less seasoned ones tend to be overly confident. They’ll chew your ear off, telling you all about their successes, potentially their salary, and why they’re so good at what they do. Even though it may be irritating, it comes from a place of reality.

Good consultants are confident and have faith in their ability to get the job done; great consultants assume leadership qualities and leave their ego at the office door. The best of us are all about collaboration, and we strive to see the company and team around us succeed.

4. Persistent

Great consultants are persistent. They never give up—even if it means that they get annoying. They realize that friction is part of the job and that unforeseen circumstances and negative feedback come not to put you down but to motivate you to do better. It’s all a learning curve for the best consultants, and if you tell them what they’ve done wrong, they’ll quickly learn from it and bounce back stronger than before.

5. Studious

I said that “it’s all a learning curve” already. That doesn’t just come through adversity and failure in the workplace, though. Like anybody else who is great in this world, great consultants never stop learning; they always have to be on top of their game, or their competitors will do better than them. It’s the job of a consultant to know everything in the industry so they can bring it to their clients when they arrive to address a problem or complete a project.

6. Meticulous

Great consultants are always meticulous by nature—they like to analyze and scrutinize their work to ensure that it is the best it can be. They first look at the bigger picture, courtesy of the client, and then look for every intricate little detail to innovate solutions for problems. They bring fresh, third-party insight to the organizations they assist, which often boosts the client’s business.

7. Humble

While confidence is a must, so is the ability to exhibit humility as a consultant. This doesn’t mean being meek. Instead, it means adopting the attitude and coming into an organization with the mindset that you are not better than anyone else. This allows you to come in and better serve those you are trying to help. It will put them at ease, and they will be more open to receiving and acting on your expert insights.

After all, one of the worst things you can do is storm in with an arrogant attitude when working with stakeholders and employees. Remember, these folks have often been doing the job you are coming in to optimize for some time, and there is a respect level that needs to be maintained from day one if you are going to make any leeway long term.

8. Trustworthy

Finally, and perhaps most importantly, you need to be a consultant who instills trust in your clients. After all, if the client does not trust your character or expertise (both of which are vital for a successful relationship), you won’t make the impact you desire. Their lack of faith in your ability to lead them will hinder their openness and willingness to work with you.

In a world that is constantly shifting, your clients are looking for a consultant they have confidence in, trust to lead them, and help them navigate any storms that come their way. Trust opens doors and enables clients to let go of the reins and follow and use your solutions. A lack of trust will be met with doubtful resistance every step of the way.

If this list looks like I’ve written your biography, then consultancy could be the profession for you. It can be a tough gig at times, but if you have the skills and passion for being a great consultant, you’ll learn to handle any friction or adversity with ease.

* This blog was updated in 2022 to include new characteristics relevant to 2022.

Top Consultant Stereotypes – Myth Busting in Consulting

Thu, 12 May 2022 12:15:04 GMT

Making snap judgments based on unproven stereotypes is the worst. Why? Because allowing assumptions to rule your mindset before knowing the facts is the epitome of ignorance.

Consultants can fall victim to these preconceived judgments, giving us all an (undeserved) bad name. This article will address some of the top stereotypes about consultants and set the record straight.

Stereotype 1. Consultants Give Opinions But Don’t Learn Your Business

Perhaps the top consultant stereotype is that consultants are out of touch—or worse, apathetic—about your business and storm in and start trying to call the shots without first becoming familiar with your current state, needs, and goals for the future. If this were true, that would be awful. But this isn’t the case.

A consultant’s primary role is to lead you in achieving your goals, and for this reason, they know they must first be intimately acquainted with your framework. Also, with all of the hats consultants have to wear to help lead your company where it wants to go—a journey dotted with many challenges —these experts are like superheroes. And that requires much prep, training, and researching to keep themselves in business-saving shape.

Stereotype 2. Consultants Don’t Care About Your Business

Apathy is a characteristic that people sometimes apply to consultants: as in, we don’t actually care about your business. Speaking from experience and knowing many fellow consultants, most of us got into this field because we enjoy helping companies achieve their highest potential. We like to see you succeed. There is a rewarding satisfaction in knowing that we had a hand in helping you achieve your vision.

When you succeed, we succeed. When you win, it shows we are doing our jobs well. The whole purpose is to help you reach your highest achievement.

Stereotype 3. Consultants Only Want to Help Large Businesses

We live in a world where size matters, but contrary to common stereotypes, not all consultants are snobs who only work with mega-companies. Think of it like Goldilocks and the Three Bears and the bowls of porridge or beds. There is a consultant fit for every company, somewhere.

For example, there are over 18,796 small business consultants currently employed in the United States alone. This only includes those catering to small organizations—not those who primarily work with larger companies but are also open to accepting smaller clientele on a case-by-case basis.

Stereotype 4. Consultants Tell You What You Already Know

You’ve likely heard the phrase, “There is nothing new under the sun.” Well, I disagree, as one of the superpowers of consultants is having the ability to bring something new to the table, including a fresh perspective.

Sometimes it’s hard to see all your needs from the inside, and consultants can provide that third party, objective insight to help you get results. I like to think of them as business psychologists , helping you see things as they are and aiding you in adapting them to your advantage.

Stereotype 5. Consultants Are Expensive

It’s true, some consultants do charge a lot. But not all require you to take a second mortgage on your house to pay the fee.

If you invest in a consultant, you should always feel—and see proof—that what you are paying your consultant is worth your investment in the long run (i.e., you are reaching your goals and satisfied with the service). Check out our list of what to look for to ensure that you hire a consultant worth their salt.

Are you ready to enlist a consultant to help get you where you want to go? Connect with us to learn how we can help.

What’s the Difference Between Education and Knowledge at Work?

Mon, 09 May 2022 12:00:10 GMT

In the hiring process, it is often overwhelming to try and choose among a pool of talented candidates, each with vastly different backgrounds. During this journey, a common pitfall that hiring managers make is focusing so much on education and degrees that they forget to consider a candidate’s life experience and knowledge.

We have done spotlights on the value of life experience in the past and wanted to take a deeper look at the difference between education and knowledge, how both impact the workplace and teams, and what hiring managers should know.

The Difference Between Education and Knowledge

This debate over whether education or experience is more important isn’t new. So, which is better and why? Let’s start by defining our terms.

When we think about knowledge versus education, the main delineator between the two is that knowledge refers to wisdom or understanding gained from direct, real-life experiences a person has. In contrast, education more often refers to something an individual acquires by a formal learning process, such as through an institution such as primary schools and universities.

You can’t always teach experience. Though in many college and university programs, students must complete practicums, become student teachers, or work for the departments they are studying in to gain hands-on experience. However, in some cases, when someone with fantastic experience doesn’t have a degree, they aren’t considered. Knowledge is like street smarts; it’s harder to do well on every level if you go into the world without them.

Traditional education is often more formal. It has value, but it doesn’t always teach experience. Let’s look closer at the specific advantages of both.

The Value of Experience

Stop and think for a moment: How many people in your office are working in the actual field they studied and earned their degree(s) for? It’s an interesting question because it illustrates the path people take and highlights that if people are working in roles they didn’t study for, there must be some value to experience.

Some companies no longer (or never did) require college degrees, causing many to wonder if heading to a formal institution for higher education is always necessary.

Let’s look at some of the specific benefits exclusive to experience and knowledge:

Knowledge is boundless.
Knowledge is often free when we gain it through our surroundings and experiences versus most education derived from books or formal instruction in an institution.
Knowledge gained through life experience can’t always be taught. It is often achieved through unique experiences.

The Value of Education

Although some statistics show a decline in college enrollment , much of which seems to stem from the skyrocketing price of tuition , there are still hard numbers that support the value of formal education, particularly earning a degree.

For instance, even though the price tag for a college degree can be expensive,

data from the U.S. Bureau of Labor Statistics (BLS) shows those 25 or older possessing a bachelor’s degree in 2021 had an unemployment rate of 3.5% compared to a 6.7% unemployment rate for those with only a high school diploma.

Further proof from that same study shows that higher education is still paying off. This is clear on paystubs, with the average weekly earnings of those with a degree being $1,334 (which goes up with further education) compared to the lower $809 earned by high school graduates alone. Further, occupations that require more education are projected to grow faster than average.

How to Balance the Value of Education and Experience

There are advantages of both education and knowledge. Ideally, as a hiring manager, you could try to “have it all” by finding a candidate with a balance of both: the knowledge gained from real-life experience and the education that shows they have discipline, essential information, and awareness needed to do the job.

When it all comes down to it, learning never really stops—how you go about it changes. The most impactful people in your workplace will be those that are always curious and striving to keep learning and growing, improving themselves and your workplace in the process.

Want to learn more? Connect with us to learn how we can help you reach your goals.

Career Goals Past, Present, and Future

Wed, 04 May 2022 12:00:08 GMT

A good manager will have a finger on the pulse of today’s trends in the workplace. This includes being aware of and having a deep and working understanding of the current career goals of modern workers so they can continue to connect with and inspire every generation.

In older generations, we saw people working their whole lives at one job, climbing the ladder to get the position they want, and retiring—regardless of how happy it made them. The focus was more on success and maintaining the status quo. To be honest, I still watch my friends and colleagues do this. I have to wonder: what is it all for?

Now, younger and upcoming generations—like millennials and Gen Z—are carving their own paths to pursue happiness and fulfillment.

Baby Boomer Career Goals and Statistics

The baby boomer generation (born from 1946–1964) is often characterized by a strong work ethic and being disciplined and goal-oriented. This generation tends to focus on the straight career path ahead, so they tend to hop around from job to job far less than younger generations today.

They are also not retiring early, as they define themselves by their jobs, drawing much of their worth around attaining their idea of success. Baby boomers tend to be more rigid about what is suitable in the workplace, which leaves many of them resistant to change, such as the recent remote working model. Several years ago the start of “Casual Fridays” may have even been a stretch.

Baby boomers are a generation raised to value hard work and productivity. After all, they were raised on the American Dream, where however hard you worked allowed you to “succeed.” The ethos did not focus on the happiness you get from your career, but rather on stability and the stuff you could buy and do outside of your 40 hours.

Generation X Career Goals and Statistics

Generation X, also known as the forgotten generation, represents those individuals born between 1965 to 1980—a group that sometimes gets lumped in with baby boomers but is quite different. For instance, did you know they’ve founded over half of startups ( 55% ), which shows their desire to be more adventurous and entrepreneurial than their predecessors?

They’re also among the first to begin to embrace social media, with 81% of them reportedly having Facebook accounts and spending an estimated average of seven hours a week on social media. Some embrace change and forward motion like the millennial, while others hold onto more boomer-esque mentalities from before. It’s a generation on the fence that has paved the way for more experimentation, albeit in measured degrees.

Millennial Career Goals and Statistics

Millennials might be the most stereotyped generation—avocado toast and job jumping , anyone?

One study found that only 57% of millennials are satisfied with their current pay, and only 29% of millennials are engaged at work. So, what changed?

The trend is that millennials and following generations are asking themselves the hard, reflective questions that many of my peers never did: Am I happy? And if not, should I make a change to pursue a happier, better fit? And they are doing just that while enjoying avocado toast at hipster coffee shops and cafes.

How Does Gen Z Fit Into the Mix?

So, if millennials were the generation that first opened the door to job-hopping being acceptable and common, you could say that Gen Z has picked up on that in a big way. Essentially, millennials walked so Gen Z could run—or hop—from one job to another.

But does this mean that they are slackers? Not necessarily. It could indicate that they are unwilling to sacrifice happiness for a job they do not find fulfilling, and their measurement of success spans beyond the earlier generation’s scope, which was limited to salary. Also, the current unemployment and economic situations don’t foster stability.

So, what does this indicate for where we are headed next? I believe the Great Resignation and reshuffling has already shown us what’s in store, with more and more workers asking themselves what matters. How do I measure success and happiness? And how (if at all) is my job currently contributing to attaining this success and happiness. If the jobs don’t fit the bill, we will see more job-hopping.

Do you want to thrive while navigating whatever comes next in workplace trends? We are here to help. Reach out to us today.

How a Strategic Sourcing Consultant Can Help You Reach Your Goals

Mon, 02 May 2022 12:00:17 GMT

For large-sized companies especially, when you are trying to scale your strategic sourcing process and implement digital transformation, it can seem like mission impossible. Just knowing where to start alone can seem overwhelming. The process has likely been started and stopped with failed implementations standing in your way. We look at how hiring a strategic sourcing consultant to lead operations can be useful to teams of all experience levels.

What is Strategic Sourcing?

When we talk about strategic sourcing, we are describing the process that involves creating a proactive and continuous evaluation of how your organization sources. The goal of strategic sourcing is to continuously improve and re-evaluate the purchasing activities of your business to reduce your costs.

Why Organizations Are Implementing Strategic Sourcing

The pandemic and other Black Swan events have made it a business imperative for all organizations working in supply chain or procurement to implement a proactive strategic sourcing protocol. Just look at some statistics that reveal the state of our current supply chain in 2022 .

For instance, according to Procurement Tactics, only 22% of companies currently have a proactive supply chain network. Proactive means that the end-users can address and handle any changes in supply and demand before things get out of hand.

The low percentage of companies in this ideal operational mode already points to a huge Achilles’ heel and was first exposed as a problem during the pandemic—which, as we know, brought many issues to the forefront.

Another telling stat that supports the dire need for a solid strategic sourcing process is that 67.4% of supply chain managers use Excel spreadsheets to manage their operations. In large-scale organizations, analog methods will not cut it long term. It’s a recipe for disaster and makes it impossible to compete with those organizations that are successfully applying digital transformation to their end-to-end processes.

U.S.-based retail operations are averaging a supply chain accuracy of only 63% . Not only is this unimpressive, but when supply chain accuracy is off, everything else connected to it—from prompt delivery times to the ability to re-stock supply when needed and more—gets thrown off.

What Is a Strategic Sourcing Consultant?

The main goal of a strategic sourcing consultant is to work closely with a company and lead it in improving its productivity and cost control. Specifically, an expert consultant can help organizations get a formal and measured process and program in place, including incorporating the dreaded software implementation.

A consultant also helps with cost calculation, figuring out ROI, and many other vital initiatives. A strategic sourcing consultant can lead the charge with implementation. Why? Because they know exactly where to look for potential road bumps and problems and aren’t afraid to face them with confidence to save the day by offering real solutions.

How to Choose a Strategic Sourcing Consultant

A good strategic sourcing consultant should help you conduct a historical forensic spend analysis, make a plan to improve your P&L accuracy and target P, choose and align a technology platform, and leverage and implement best practices. It’s a lot, but that’s why these folks are more than worth the investment. You can read here to discover how consultants like us can support our clients with strategic sourcing.

Before I close, I cannot stress enough how important experience is when you are hiring a consultant. Bringing decades of experience to the table is crucial when undergoing a large organizational structural change. And finding consultants that care is even harder.

If you are seeking consultants that care and have the skills and experience to take you to the next level, connect with us today.

What is Design Thinking?

Thu, 28 Apr 2022 12:00:07 GMT

An integral part of excellent leadership is constant improvement. If you’re a leader looking to add new leadership tactics to your team‘s bag of tricks, you may want to consider design thinking.

Assuredly, your next natural question will be: What is design thinking? According to the Interaction Design Foundation , design thinking is “a design methodology that provides a solution-based approach to solving problems.”

Why Design Thinking Works

It’s the age-old dilemma: We get new ideas, yet teams often can’t seem to find effective ways to apply them. The problem lies in people — our human biases and ingrained behaviors often prevent us from getting out of the box in our habits and actions.

Design thinking is the remedy. It helps people overcome this trapped in the box issue by unleashing their creativity.

But don’t just take my word for it. Stats prove that incorporating design thinking into the workplace has proven to be a resounding success. According to the experts at Experience Point , 71% of companies say design thinking has improved the working culture at their organizations, while 69% say it has made their innovation processes more efficient.

What Are the 5 Stages of Design Thinking?

What is known as the Five-Stage Design Thinking Model was initially proposed by the Hasso-Plattner Institute of Design at Stanford (also known as d.school), which is the leading university when it comes to teaching Design Thinking. According to these experts, the five stages of Design Thinking are: Empathize, Define, Ideate, Prototype, and Test. Let’s take a closer look at each.

Stage 1: Empathize Mode

The first step in the Design Thinking process is gaining a true and deep understanding of the problem you’re trying to solve. This process may involve everything from consulting with experts so you can learn new insights to firsthand observation. It can also include engaging and empathizing with various people to understand their firsthand experiences . Yet another facet of this mode is immersion, where you will actually place yourself in the physical environment in order to get a deeper personal understanding of all issues involved.

Stage 2: Define Mode

This stage is where you compile all of the information you’ve gathered during the Empathize stage, then analyze it in order to pinpoint the foundational problems that you and your team have uncovered thus far.

Stage 3: Ideate Mode

Now that the problem has been clearly identified, your team is ready to start coming up with new ideas. This process is far easier now because throughout the first stages you’ve come to understand your users and their needs better. You’re now ready to finally be able to think outside the box to come up with new solutions to the problem you’ve just defined.

Stage 4: Prototype Mode

Once you’ve brainstormed, your team will now choose the most promising ideas and produce a few inexpensive, scaled-down versions of the proposed product (solution).

Stage 5: Test Mode

At this point, your team will roll out the complete product and thoroughly test it using the best solutions that were discovered and decided upon during the prototype phase. This Harvard-named five-stage process may be lengthy and time-consuming, but it yields incredible results.

How Can Leaders Utilize Design Thinking in Talent Management?

The foundation of design thinking is its human-centred aspect — the empathy factor. Leaders can utilize design thinking in talent management by simply making it a priority to focus on your team — and each individual. After establishing what their specific needs are, meet them as best you can.

It may mean ensuring greater diversity in the workplace, offering more resources for mental health and physical wellbeing among your ranks, and beyond. Just as design thinking encourages you to do in all things, get creative in meeting these needs. I promise, you will see — and feel — the difference.

For more information, check out our blog covering a wide variety of subjects, or contact us today.

How Task Automation Creates Stronger Manager-Employee Relationships

Mon, 25 Apr 2022 18:18:26 GMT

More and more managers and leaders are realizing the revolutionary impact that a stellar digital transformation strategy can have on their manager-employee relationships. In fact, the experts at shrm.org are calling these days “The Automation Revolution.”

In the not too distant future, managerial tasks will be automated away, creating space for managers to build more human relationships with their employees. This article will explore the ways in which task automation specifically creates stronger, more human bonds between mangers and their teams in the corporate workplace.

3 Areas Managerial Tasks Can Be Automated

As alluded to above, more and more managerial tasks will be automated as we move forward into the future. In fact, an article published by Computer Weekly quoted expert analysts at Gartner, who recently predicted that more than two-thirds (roughly 69%) of the work currently done by managers will be automated by 2024. This includes — but is not limited to — administrative tasks, financial tasks, and customer support operations. Seen below are just a few examples of the types of functions within each category that will soon be automated and powered by AI. For a more comprehensive listing, you can find 20 business tasks you can easily automate covered here .

Administrative tasks

Scheduling
Approving time-off
Job recruitment

Financial tasks

Payroll
Invoicing
Bill payments

Client/Customer support

Generate help/support desk tickets
Email responses: customized canned responses to frequently asked questions

Changing Management Focus with Digital Transformation

Adopting digital transformation is no longer an option for today’s organizations–it’s a reality that is here to stay. But the good news is that it can open the door to a whole new way of management. Think about it this way: Automating tasks frees up both management and their team to step away from their previous laundry list of completing (now automated) tasks and start building actual human relationships within their ranks.

Imagine it: Managers and leaders can now “get out there” and have actual face time with their employees, customers, partners and users. In this way, digital transformation — automation in particular — can work for you and revolutionize the way you do business, and build (more personal) bridges. Let’s take a closer look at what this might actual look like and allow to be cultivated in your corporate culture.

1. Coaching and Mentorship

You can spend more time with employees and become a cheerleader for their success
You will have more opportunities to keep your people motivated

2. Feedback and Team Skill development

Face-to-face interactions will allow for more personalized and tailored feedback
You will have greater opportunities to work on individual and team strengths and weaknesses

3. Rewards and Recognition

You will be freed up to spend more time focusing in on — and rewarding and recognizing — employees or teams who are doing good work.

4. Management Focus - Assistance with Mental Wellbeing

Workplace burnout is a real problem in the corporate world today, and it´s on the rise. For this reason, now that automation is freeing them up a bit more, management needs to make it a top priority to create a workplace where employees feel they can not only discuss their mental wellbeing with their managers, but where those workers have the confidence and assurance that they will be supported and given resources to help them cope and thrive.

Above all, leadership needs to be open and empathetic to their team, fostering a safe and supportive environment where everyone feels comfortable — and encouraged — to discuss their mental and emotional struggles. Because the last thing a worker wants to feel is like they are just a cog in the corporate wheel, stuck in a transactional relationship .

For more information on how you can strengthen your workplace relationships and improve your management style, and more, contact us today.

The Top 5 Reasons to Consider a Virtual CTO

Thu, 21 Apr 2022 15:23:45 GMT

Having virtual employees is not a brand new concept. However, with the arrival of COVID-19 and the shift to working from home, it’s become way more common.

Hiring for the C-Suite might seem like a stretch, but, hiring a virtual CTO is becoming more popular and makes sense in many situations. This article will cover the top 5 reasons to get onboard and opt for virtual versus in-house help when looking for your next CTO.

What Is a CTO Today?

The acronym CTO stands for Chief Technology Officer, and this position fulfills a vital role in companies today. What is the responsibility of a CTO these days? A CTO’s main objective is to advise and lead an organization utilizing the most innovative and modern technology solutions today to achieve optimal operational efficiency and further all financial strategies.

Advantages of a Virtual CTO

We’ve already mentioned how remote employment has become more common in the post-COVID era. With this increase in popularity, more companies are now willing—and eager—to test out the remote working waters, including hiring a virtual CTO.

You may be wondering what positives would result from having an offsite CTO. Here are our top 5 reasons to consider adding a virtual CTO to your team.

Cost-Effective

Companies are pleasantly surprised when learning the financial benefits of hiring a virtual CTO. Opting for a virtual CTO versus an in-house tech leader allows an organization to avoid paying for relocation, travel, benefits, and other costs associated with hiring an in-person employee.

Increased Availability

Increased availability is another reason so many companies turn to remote workers, including virtual CTOs. Simply put: Being remote makes it easy to be accessible.

A virtual CTO trumps a traditional CTO because they can be anywhere. They can add value to—and be an active contributor—to multiple teams within your organization, without the hassles of any travel or time lost. It’s a winning scenario for all involved.

Adaptable for Small and Large Companies

Regardless of your company’s size—be it a large outfit or small start-up—a virtual CTO needs to be able to cater an approach to meet you where you are and help you grow as you go from there. An ideal virtual CTO will have a deep understanding of all the most current and up-to-date technical approaches at their disposal and be able to implement scalable, readily accessible systems and solutions that can help your company achieve its strategic objectives whether large or scaling.

Increased Flexibility

To achieve success in business, you need to be flexible and offer innovative solutions that match the technology needs of your clientele. A virtual CTO is ideal for accomplishing this aim. Modern applications focus on bringing your business into the future, making it prosper.

Access to Industry Best Practices

Have you heard of the“bubble” mindset? You get so ingrained in what is happening that you get limited to what you know and are familiar with and stick with that.

Hiring a virtual CTO allows you access to best practices outside of the four walls of your organization, offering greater perspective and visibility, among many other benefits. You will be amazed at how your virtual CTO’s wide range of experience gained from working for different organizations with varying sets of challenges will breathe new life—and usher in incredible solutions—to your business.

To learn more about AMPlify and our virtual CTO services , connect with our team.

Foundations of Business Strategy

Mon, 18 Apr 2022 12:00:08 GMT

Possessing a stellar business strategy is a building block for any successful endeavor. So, when I found author Hamilton Helmer’s book, 7 Powers: The Foundations of Business Strategy, I devoured it in one sitting.

I was so excited about what Helmer was writing—wisdom stemming from his decades of experience as a business strategy advisor, active equity investor, and Stanford University teacher—I wrote an article about it.

I wanted to explore Helmer’s principles (you can check out his YouTube video here .)

Connect and Engage With Your People

It’s vital to establish a connection with your people. And speaking of people, if you’re a leader looking to make significant strategic changes, you must involve your stakeholders.

It is expected that business leaders are tempted to focus on business strategy at the expense of cultivating culture. However, the most visionary leaders know that being able to merge the two will bring you the best of both worlds. When people feel involved, they want to invest— employees with effort and engagement, and stakeholders with monetary means. Engaging people is a winning business strategy that buoys the bottom line, long term.

52% of respondents to a survey said their employer didn’t have time to meet with them (or involve them) – and that’s a huge problem when it comes to engaging with your people.

Support and Develop Your Team

Structuring your business strategy to include participation—and empowerment—is vital. To establish this, you will need to be open to doing things differently, taking a whole new approach. Your team needs to feel that your company has a “we are all in this together mentality,” and you are there to support them.

For instance, a few ideas that have proven successful in my realm have been incorporating innovative things like employees making vision boards to help the team visualize what the organization will look like when the objectives you’re pursuing collectively.

Also, having leaders and team members share relevant stories of past experiences—and ideally, triumphs—similar to what you are currently going through as a team to establish rapport and learn from one another en route to reaching your goals. You will be amazed at the strides you will make when your team feels supported, empowered, and appreciated. And all it takes on your part is a little leadership investment.

The 3Ps are Foundations of Business Strategy

I am a fan of acronyms. So, it should come as no surprise that I like the concept of the 3Ps as being the three power player foundations of business strategy.

This trio consists of people, processes, and products, each of which I will briefly break down below.

People: People are the human characters that keep your business running smoothly. This group could include the obvious team members on your employee roster and all of the other relationships you need to keep things moving, such as your customers, vendors, suppliers, advisers, partners, and investors.

Process: Establishing a set structure for the way things work is paramount for businesses to achieve optimal operations. The way I think of it is this: Each of your team members should be able to have a ready—and the same—answer to the question: “How do we do A, and when do we do B, and why do we do C?”

Product: Your product is what your business has to offer its clients. Whether this is a tangible item or an intangible service, your product is the essence of your brand, and its quality determines whether you rise or fall. Also worthy of noting here, your brand image is directly linked to your product, which is why it also deserves a considerable amount of your attention and energy.

To learn more, connect with our team .

Amplify Your Persuasive Impact to Create Organizational Change

Mon, 11 Apr 2022 12:00:03 GMT

There’s a course at Stanford University entitled “Amplify Your Persuasive Impact.” The aim is to “explore the science of effective persuasion and help you develop strategies to leverage that science, [as well as ] learn how to exert positive influence in any environment – in your organization, in a sales pitch, in the marketplace, or even at home.”

Sounds impressive, right? The course ties well into consulting as active listening and persuasion are part of the day-to-day. So, how can you use them to influence organizational change in your own operations?

Why Do We Need Organizational Change?

Organizational change is vital for companies to succeed and grow. Adequate change management practices fuel the successful adoption and ease of integrating change within an operation. When organizational change is done well, the process allows employees to understand and adapt to the new and shifting circumstances while still working effectively during the transition.

I like to think of it as managed chaos, where any change poses a disruption of sorts to the status quo. The good news is that great leaders can not only navigate the sometimes rough and turbulent waters of seasons of change well, but they can create magic on the other side of the shakeup—without abandoning the ship en route.

Organizational change addresses everything from the handling of mergers and acquisitions to dealing with the Great Resignation and even encompasses adopting a greater emphasis on mental health and getting rid of old-fashioned, outdated business tactics.

How to Utilize the Psychology Behind Persuasion

We live in a world filled with persuasion tools at play. These tactics swirl around us every day, from advertisements on billboards and our TV or computer to movie trailers plugging the next big flick. But persuasion is not just for marketers and salespeople, as persuasive techniques are also a goldmine for negotiating everything from mergers to acquisitions and beyond. You can even use persuasion to convince your boss to finally give you that well-deserved raise.

How? By utilizing the psychology behind persuasion. In the early 20th century, social psychologists began studying this powerful technique of getting what you want. The science behind it was full of insight, including how creating the idea of a need in the person we are trying to persuade works wonders in “winning” our case, as well as does appealing to social needs, using loaded images and ideals, using the technique of reciprocity (you scratch my back; I’ll scratch yours), and many more.

There are many ways to get there, but the bottom line is that the psychology behind persuasion is to use whatever Jedi mind tricks at your disposal to make your subjects want what you want.

Applying Persuasion to Organizations Resisting Change

While getting people on board and convincing them to want what you want isn’t always easy, there are ways to apply persuasion to every situation, including organizations resisting change. So, what can you do with the resisters? A Harvard Business Review article addresses this subject specifically and offers excellent insights.

According to the article, you have to use persuasion to show how your changes will make a marked improvement from the past: “Like a political campaign, a persuasion campaign is largely one of differentiation from the past. To the typical change-averse employee, all restructuring plans look alike. The trick for turnaround leaders is to show employees precisely how their plans differ from their predecessors.” They must convince people that the organization is truly on its deathbed—or, at the very least, that radical changes are required if it is to survive and thrive.”

Are you ready to amplify your persuasive impact to realize significant change? Connect with us to learn more.

The Evolution from Group Problem Solving to Finding Solo Solutions

Mon, 04 Apr 2022 12:00:13 GMT

I’ve learned on my consulting journey the importance of having well-honed problem-solving skills. However, those skills change as problems change. The sets of problems faced by a consultant are very different from the recruiter roles I also fill.

A consultant’s problem-solving skills will evolve as time goes by. This article details my evolution, solving problems in a group setting to solving problems alone.

Step by Step Problem Solving Skills

Problem-solving is a critical skill for success in business. In my field of consultancy, finding feasible solutions is often the primary objective of what people pay you to do.

Below are what I consider the four pillars of problem-solving—simple steps that you can follow to get you and your client the results you want. Inspired by the wisdom and insights of the experts at masterclass.com , these steps have served me well in finding solutions, and I am confident they can help you as well.

Identify the Problem

Although this initial step may seem obvious, you would be surprised at how many people will jump into attacking a problem without first pausing to evaluate the issue. Instead of rushing into action, this first step teaches you to take a breath while taking a good look at the real crux of the crisis.

Ask yourself: “What am I trying to solve, exactly?” You would be amazed at how defining the problem itself helps you establish a clear aim for what you are trying to achieve (i.e., the solution).

Research the Problem

After defining your problem—and your precise objective—you will need to do some research to decide the best way to approach things. This process may involve finding similar issues—and solutions found for them—that are comparable to your current problem. As Samuel Taylor Coleridge once said, “If men could learn from history, what lessons it might teach us!” Learning from the examples of what has happened before should be a no-brainer, but unfortunately, it is an often-overlooked path to solutions.

Define the Solutions

Once you have carried out thorough research, you can consider possible solutions. This is the stage that I call my brainstorming time. It requires you to look at the issue and begin developing some innovative ideas to solve the problem at hand.

Make a Decision and Execute

The optimal solution to any issue will be effective, efficient, and incorporated with the least friction and upheaval possible. I like to think of this as “limited collateral damage” in the execution.

While you are putting your decision into action, it is vital that you introduce and implement your solution in a smart, planned, and proactive way. Do not rush the implementation, as that might lead to chaos and missing the mark of your desired intent. Instead, be patient and trust in the intelligent and proven process that led you to this decision.

Active Listening Is Key to Problem Solving

I’ve said it before and will repeat it: Active listening is the most important part of being a good consultant. Without it, it’s impossible to understand your client’s needs and ask the correct questions.

It is also vital to problem-solving. The bottom line is this: If you can master active listening, the art of soaking up wisdom, knowledge, and experience from those that have come before you, you will thrive.

Indecision Is the Enemy

The most crucial part of problem-solving is that you have to make a decision. Choice paralysis is a real pitfall that plagues many—consultants or otherwise—and you have to rise above it.

Why Consultants Believe a Shorter Workweek Is Better than Greater Pay

Wed, 30 Mar 2022 12:00:16 GMT

You would be hard-pressed to find many people who would disagree when presented with the idea of a shorter workweek. But beyond just popular opinion, research has even shown the numerous benefits of a briefer workweek—even going so far as to attest that a shorter workweek is better than higher pay.

Our consultants at AMPlify agree with this claim, and this article will cover reasons why a shorter workweek outshines a bigger salary.

Reassessing the Modern Workplace

The pandemic was an unexpected catalyst that caused us to radically reassess the way we work. A new workplace is now emerging, with a renewed focus on better work-life balance, more support for mental health, increased flexibility (including remote working capabilities), and more.

As part of this improved work-life balance, supporters argue that a shorter workweek is vital and that taking it even trumps the benefits of higher pay.

According to a BBC article addressing the case for a shorter workweek, adopting a reduced-hours working model can go a long way in remedying what currently ails us . The side benefits include greater employee productivity, improved health, and an uptick in happiness levels—all of which are things that money (a higher salary) simply cannot buy.

More Time

Among the most prized advantage of adopting a shorter workweek is having more time. Time is one of the few things in life that is often characterized as being priceless, and we have to agree.

Many statistics support this, and one of the most alarming statistics discusses how much we are currently working. Data reveals that 94% of workers in the professional service industry work over 50 hours a week (far beyond a “normal” workweek that consists of roughly 40 hours a week and 8 hours per day). Even worse, 48% of workers surveyed admitted that they would classify themselves as “workaholics”—even going so far as to work on the weekend, never really “unplugging” from the office.

This is alarming because each of those extra hours we work is essentially eating away at the time we have for other vital things: time with family and friends, for exercise, mental rest and rejuvenation, and much more.

We need more time—our time, not that belonging to the office.

The Pre-industrial Workforce Had a Shorter Week

Before capitalism hit the stage, most workers did not work long hours, and if they did, the day was full of breaks. Also, the approach to work was far more relaxed—some might go so far as to even label it as borderline leisurely. Economist and author Juliet B. Schor explains it in greater detail in her book, The Overworked American: The Unexpected Decline of Leisure.

Capitalism may have brought about far higher wages (pay), but it took away the hours off enjoyed by our pre-industrial ancestors. According to Schor, “One of capitalism’s most durable myths is that it has reduced human toil.”

More Things Do Not Mean More Happiness

Although many of us have already learned this lesson the hard way by trying to fill voids in our lives with material possessions, an article by the Harvard Business Review pointed out that research has suggested that “prioritizing money over time may actually undermine our happiness.”

The article also highlighted that “80% of people under 30 reported deriving more happiness from buying experiences” rather than material items.

A Consultant’s Observation – More Time

At AMPlify, we see the results firsthand of employees that are given more time, and they are overwhelmingly positive.

It comes down to appreciation and employers showing it to their employees. One way is by giving employees more time to live because they do have a life outside of the office.

The bottom line is that employees love to feel like their employer values their time. And when an employer shows that they are aware of this and care by giving their workers the time to invest in their personal lives, the workplace culture becomes more positive.

Can Organizations Support Inflated Wages?

If you haven’t been swayed by the mental health factors and appeals of working less, let’s talk money. The way things are going isn’t sustainable. Inflation is out of control.

To compete with larger organizations, smaller companies have to look into other ways to give employees stability and happiness. If employees can accomplish their tasks in less than 40 hours, why are we making them stay? And an even bigger question: If we keep this up, will the Great Resignation continue?

To learn more about how you can restructure your workforce, contact us today.

Strategic Consulting for Culture Change

Mon, 28 Mar 2022 12:00:05 GMT

At AMPlify, we have written numerous blogs advocating for people, with the basis being that people are an organization’s greatest resource. And they are.

That is why organizations must immediately shift to a culture-focused mindset and why we believe deeply in using strategic consulting for culture change. In short:

No more nickel and diming for hours
No more making people work from a desk in an office from 9-5
No more blocking vacations

Instead, we need to show teams that we can be more dynamic when we embrace freedoms and that we become more accountable to each other when we have them. Let’s unpack this a bit more.

Why the Best Consultants Believe in Healthy Culture

According to statistics, 94% of executives and 88% of employees say that a healthy culture at work is vital for success—and we agree. When providing our consulting services, we have to be aware of a company’s culture before we can even begin implementing our services to help that business meet its goals and ultimately thrive.

That’s why we place such importance and focus on the human aspect of a corporation (culture)—the who of the equation in the company that we’re trying to help. This allows us to spot what’s needed and design and implement an improvement strategy that fits the people at the center of it all. If the solutions are not a good fit for the culture, the end goal will never be reached without unnecessary corporate drama, or worse, dissonance.

And do you know what makes that process as easy and smooth and seamless as possible? When the culture is healthy (i.e., the people are happy). Healthy cultures make our jobs more manageable—and it is our job to make your job(s) easier as a leader and collective organization. So, essentially, when you have a healthy culture, it helps us help you.

Strategic Consulting – Culture Over Profit

Many executives assume that adopting the culture over profit approach—as the name kind of even implies—automatically means locking yourself into an either/or scenario. For instance, if you choose to support and invest in your culture, your profits will suddenly plummet. This does not have to be the case at all.

It’s really about putting your people first. You can easily accomplish this without obliterating your bottom line. Fast Company published an excellent article explaining how good culture can actually create profit—it’s worth checking out.

Strategic Consulting for Culture Change – Start Today

To remain competitive, workplaces need to make changes now. And it begins with leaders. Leadership must be bold and proactive in building the right culture today (not tomorrow) to pave the way for true organizational transformation.

It may sound overwhelming, but a step is all it takes to start. We are here to help.

To learn more about how our strategic consulting services can help you transform your company culture, contact us today.

The Power of Asking Questions at Work

Thu, 24 Mar 2022 12:00:05 GMT

As children, we ask questions constantly. As we get older, our inquisitive nature changes, and we begin asking fewer questions because we worry about looking foolish.

Instead of bowing to the pressure of what other people think, we need to embrace asking questions as leaders and show others by leading by example that our inquisitive natures should never change. This is especially true in the business world. Let’s dive a little deeper into why—and how.

Why Asking Questions at Work is Crucial

A statistic in the Harvard Business Review revealed that many adults with children estimate that about 70–80% of their children’s dialogues were made up of questions, while among the adults, the estimate was a mere 15-25%.

Why? Because although we are often encouraged to ask questions as children in a classroom setting when we are young, questioning anything as an adult (especially in the workplace) is less acceptable and not as enthusiastically encouraged. After all, no one wants to be the trouble-maker or the person causing a hold-up in the process of a “let’s just get it done” corporate culture.

The side effect we often see by not leaving space for asking questions is poor decision making—a pitfall that could easily have been avoided with just perhaps one or two “what about this approach instead?” inquiries.

The Leader Who Asks Questions

Forbes said it best in an article describing just how vital leaders are for normalizing—and encouraging—questions in the office. How? By leading by example. In other words, by asking questions themselves.

“The healthiest cultures are led by leaders who model how to both ‘ask’ and ‘respond’ openly to a question without becoming defensive. They normalize the art of the question and personally model for others how to question norms, peers, and authorities in nonthreatening ways. Truth be known, only healthy cultures constructively encourage dissenting views. The highest performing team[s] invite the candid opinions of others. They practice asking and discussing courageous questions and recognize it as essential to the culture.”

Also, no one wants to follow leaders that think they already have everything figured out.

A Culture of Asking Questions Leads to Growth

The right questions have the ability to grow both an individual’s career or an entire business’ culture and trajectory. But this growth can only happen from the inside out, and it begins with leaders asking questions.

You’ve most likely heard the saying, “You have not, because you ask not,” and it’s true. If you don’t step up and start asking, nothing will change—and you probably won’t see growth.

Wayne Baker, Ph.D. and author of “All You Have To Do Is Ask: How To Master the Most Important Skill for Success,” sai d: “Asking is key to success … Our research shows that 70 to 90 percent of help is given in response to people who ask for it. But you have to ask for it.”

Nathan Young, marketing consultant and co-founder of 600 & Rising, also said, “Even simple questions are powerful. Asking ‘Why?’ provokes reflection. Asking ‘Why not?’ drives innovation.”

And innovation is priceless because if we are not innovating and growing, we will be left behind in the dust of our competitors. Some of the most innovative organizations in the world have a culture that centers around encouraging asking questions .

Exploration provokes, excites, and inspires—the breeding ground for impactful innovation. And as far as growth goes, the best questions force us to reassess what we have done in the past—and are doing now—and invite us to find a better path/way forward (read: growth).

Want to learn more? Don’t be afraid to reach out and ask. Contact us today to get started on your journey.

Leading with an Improv Mindset

Mon, 21 Mar 2022 19:17:03 GMT

I’m a big fan of improv. You know, the type of performances—like stand up or acting and theatre—that are improvised as you go along rather than using pre-written scripts. Performers “wing it”—making it up as they go.

I’m such a big fan because it applies to many areas of life—including workplace and leadership roles in particular. Imagine how groundbreaking it would be if we could all lead with an improv mindset. So I figured I’d dedicate an article to what this means and would look like in action.

1. Leading with Spontaneity

A primary tool of the practice of improv is an exercise where you take the thing the person before you said (it could be anything) and elaborate upon it with a “yes, and…” without skipping a beat. It gets wild, like a verbal mad lib game. You’d be amazed at how fun and interactive it is and how many creative and unexpected gems come out of it.

Not only can this be applied to life—helping you be more spontaneous and free with yours —but taking lessons from improv can also help make you a better leader. If you take improv’s “yes, and” attitude and apply it to work situations and leading teams, you will be amazed at how it can transform your organization.

So, let’s talk spontaneity: Sadly, spontaneity has been given a bad rap. As a leader, sometimes spontaneity is seen as being careless and risky, and instead, you hear that a true leader takes the “wise” and stable (proven) traditional route of doing things by the book. However, this is not inspiring. Instead, as a leader, you want to trust your intuition (which fuels spontaneity), but you want to encourage your team to do likewise.

One way you can encourage this is by having regular brainstorming sessions, where you gather your team and have them write down their immediate thoughts on relevant subjects that affect your organization. But don’t stop there! Talk about these intuitions they’ve shared, and even give your own (spontaneous) feedback on what they’ve shared. You will be amazed at the fruit it bears.

2. Leading with Agility

Another facet of improv is agility—adapting on the fly. And if there’s ever been a time when we’ve seen the benefits of having an agile mindset, it’s during this pandemic. The pandemic has forced many leaders to adapt to a constantly changing situation by adopting a more agile management and leadership style .

While this more agile leadership approach may have sprung from a scary situation, it’s an incredible asset. It allows leaders to be better equipped at facing surprises and high-pressure situations that arise without fear. Why? Because they have adopted the agile mindset (and taught their team to as well), where they allow room for inventive and creative solutions “off the cuff” to address any curveball situation. Because let’s face it: The old traditional rule book doesn’t have a chapter on the trick pitches.

3. Leading with Creativity

If improv is anything, it’s creative. And what is creativity, at its very core? I would wager that creativity is the inspired thinking that fuels the ideas that, in turn, launch innovation. And I am not alone in recognizing its massive importance in the workplace. According to the World Economic Forum , creativity is one of the top three skills global executives say is essential for 2020 and beyond.

So, as a leader, how do you create a culture of creativity and innovation? You encourage out-of-the-box thinking by increasing your team’s capacity to experiment. Allow yourself to lead with spontaneity, agility, and creativity. And give them the tools and space they need to do the same while forging new frontiers. You won’t be sorry.

To learn more about how new kinds of leadership can transform your organization, contact us .

How to Drive Strategic Change Across any Organization

Wed, 16 Mar 2022 12:00:13 GMT

To drive strategic change, leaders must have their finger on the pulse of what’s going on in the wider world. They must know what their employees face daily and be aware of exactly what they’re up against.

The perfect place for a leader to be is at the intersection of innovation, technology, business, and trust. Let’s dive into how each of these fundamental facets will help you drive strategic change across your organization.

Using Innovation for Strategic Change

I hate to be the one to have to break it to you, but being best in class is no longer enough of a strategy. Instead, we must be innovative and creative in our approaches to integrating change and driving strategic change. I would go so far as to say that we need to get radical about innovation. Why? Because sometimes radical is what is required to shake things up and instigate a catalyst for forward motion, fresh ideas, and more.

The Management Study Guide explained well when it stated, “Innovation can produce sudden and dramatic changes to the way business is done and the way consumers experience changes to the products and services made by the companies.”

One real-world example of a successful company that has used innovation for strategic change is 3M . The company has world-class innovation teams and facilities that are constantly pushing the envelope and trying new things to drive change throughout the company and keep consumers happy and competitors playing catchup.

Using Trust to Drive Strategic Change

Another aspect that is pivotal for successfully driving strategic change is establishing trust. Think about it: How can we ever expect to change our organization if our teams and stakeholders don’t trust us?

Sadly, this is one facet that becomes a pitfall for many companies. According to Forbes , trust in the office just isn’t there, presenting a huge hurdle for leaders wanting to make headway toward strategic change. Specifically, Forbes reported that 58% of workers polled said they trust a stranger more than their boss.

The harsh truth is that without trust, we have nothing. So, how do we build trust as leaders? Respect the team that already exists, including their roles and what everyone does. Also, embrace the truth that vulnerability isn’t a weakness, and even more than that, it is a crucial part of the foundation needed to build trust upon.

Technology’s Role in Change Management

The good news is that most organizations are comfortable with at least some sort of technology and digital transformation. According to Forbes , 70% of companies already have a digital transformation strategy in place or are currently working to establish one.

But the question remains: Why do we still struggle so much with smoothly implementing technology? And more importantly, how do we stop that struggle?

The leader of the future will need to be aligned to technology. According to Deloitte , 69% surveyed expect tech leaders to be change instigators. Are you in the know and ready to lead your company to the next level digitally and technologically?

Business School of the Future

Over the last few years, we’ve seen a massive decline in the value of the MBA. As of 2019, there was a decline in attendance for six consecutive years. Perhaps the new business school will teach leaders how to intersect these things to drive strategic change. One can hope .

Leaders must understand what their direct reports do day-to-day, the challenges they face, and the direct impediments to their success. Additionally, knowing about innovations, technology, and business practices is key.

Interested in learning more insights about this subject and more? Head over to our blog to search through our many blog articles, or contact us today.

Why Toxic Workplace Culture Is Driving the Great Resignation

Mon, 14 Mar 2022 12:00:06 GMT

I’ve written before about the great resignation, but I wanted to add to the topic by exploring the underlying issues and driving forces behind it. This article will detail why I believe today’s toxic workplace culture encourages the great resignation.

So we are all starting on the same page; if you haven’t already heard about it, the great resignation describes the current era of mass exodus—or more specifically, job switching— we have seen this past year or so. Why do I strongly feel that toxic workplace culture is driving this mass employment exodus? Keep reading.

How the 9-5 Creates Toxic Culture

According to the MIT Sloan Management Review , almost half of all the nation’s employees (over 40%) were contemplating leaving their jobs when 2021 began. And sure enough, during the months from April to September of last year alone, over 24 million Americans followed through on those thoughts. One of the issues voiced by many exiting employees is the outdated 9-5 workplace model their companies are still rigidly forcing them to follow.

Why is this a problem? Mainly, besides being outdated, workers find it unnecessary, especially since they have been working remotely due to being forced to by the pandemic for months upon months already.

Mentally, it sets workers up for added stress and less time outside of work doing the things they love. Simply put, We don’t want to go backward. And why would we?

Think about it: How many hours are spent on daily long commutes combating heavy traffic, only to show up and spend a set amount of hours (regardless of whether your work needs it or not) in a cramped office? Then, you have to get back in the car at 5 pm and fight traffic to get home, have a few hours (maybe) with your family, go to bed and wake up and do it all over again. And again. It creates a toxic strain on the workers and soon permeates throughout the entire workplace. People have had enough.

When Remote Work Isn’t Really Remote

Even when companies go remote, employees need to read the fine print before they throw a party to celebrate their newfound freedom. Not all remote work is really remote. What do I mean by this? While allowing you to work from your home versus the office, some companies will still expect you to be chained to your desk (or kitchen table/you fill in the blank) from 9-5 every day.

This leaves employees still feeling stuck in an outdated and rigid structure that they find restricting and, yes, toxic to their mindsets. This spills over into the (now online) workplace, leading more employees to consider leaving to find a remote working position that’s really remote (i.e., flexible).

Fixed Vacation and Unlimited PTO

For those on salary or a set structure of hours, fixed vacation may work great for you—or not. So, is there an alternative? One emerging practice gaining a lot of traction is the use of what is known as unlimited PTO. This is a self-managed vacation where employees have no official balance and no vacation accrual. While this (especially hearing the title alone) may sound like a dream, not all employees find this option appealing. It actually stresses a lot of people out.

According to expert Global HR Advisor Susan Snipes , “Since how much time off an employee gets to take under an unlimited vacation policy is unclear, many employees may shy away from taking time off out of fear that expectations might not be met. Employees also are only able to take time off that is approved by the company. The combination of employees being hesitant to request time off and employers failing to approve it when requested might eventually result in less vacation being used under an unlimited policy.”

Snipes added that “Unlimited policies work especially against employees at companies that chiefly employ billable professionals (e.g. Attorney’s, CPAs, Engineers). These companies’ business models prevent employees from taking time off away from work, fully ‘unplugged.’”

Interested in learning more? Read our blog on the great resignation for further insights

3 Ways Open Concepts Improve Your Organization’s Strategy

Mon, 07 Mar 2022 13:00:11 GMT

Let’s face it: Time and again, the business world has seen that making a strategy behind closed doors is a prescription for failure. That’s why the open concept model is, in stark contrast, the remedy for what currently ails us. This article will dive into what an open concept is and how you can use it for an improved strategy in your workplace that works .

What is an Open Office Concept?

Just as its name implies, an open office concept describes the decor and setup of your office, where everything is an open-plan structure with no enclosed office rooms or walled cubicles for employees. In an open office concept, staff often work in the same (one big, loft-type) room, shoulder to shoulder, with their desks or workstations alongside one another.

The concept first hit the scene in the 1950s, and today it is a hot trend and preferred setup among startups and many Fortune 500 companies. So, they must be doing something right. Let’s explore this open concept a bit further.

How Open Offices Improve Strategy

Open offices are popular for a reason: They offer numerous benefits, among which include:

Improved communication among co-workers: When an office no longer has physical barriers between employees (think towering walls separating rooms and individual cubicles), workers are naturally more inclined to communicate freely and openly with each other. This inevitably leads to them operating as one cohesive and well - functioning team.
Flexibility: Open-plan offices are flexible, meaning that instead of being locked into committing to a single layout, you can constantly change and adjust your office layout to meet your evolving needs as you grow. This can help you as you hire more workers—making room for more desks and moving things. And the simple act of moving furniture around or switching things up can simply be positive for keeping things aesthetically fresh in the office.
Cost-Effectiveness: Simply put, open offices are cheaper. You save money by not having to furnish a bunch of individual cubicles—each with partition walls, doors, separate air conditioning units, etc.—when opting for an open concept office.

Stats Supporting Key Benefits of Open Offices

Numbers don’t lie, and when it comes to proving the key benefits of open offices, such as those mentioned above, many statistics support this innovative approach and setup.

For example, Opened Source Workplace reported that the open-office concept is far more cost-effective than the private office. It allows the business to maximize the office area while minimizing costs. The article listed the estimated ratio of advantage as being from 3 to 1 or 5 to 1. They also list a statistic from the U.S. Bureau of Labor Statistics that said employees working at long open tables (a common sitting arrangement found in open offices) were 20% more active than those in cubicles. And employees in open offices experienced less self-rated stress.

Experts Weigh In

Steve Jobs once said, “Ideas don’t happen in the boardroom, they happen in corridors.”

Facilitating spontaneous collaboration is among the best features of a successful, productive, and innovative workplace. It just makes sense; collaboration flows far more naturally when a workplace has no physical barriers to overcome. After all, the world sets up enough unseen obstacles to hinder communication and collaboration. Why would we add to these?

To learn more about how we can help you structure your office and strategy to achieve your ideal workplace, reach out to our team today.

Hacks to Influence Employee Behavior

Mon, 28 Feb 2022 13:00:09 GMT

Dale Carnegie wrote a self-help book titled How to Win Friends and Influence People . First published in 1936, the book has sold over 30 million copies worldwide, making it one of the best-selling books of all time, with many articles lauding its merits and wisdom. Uncovering how to influence is something many people are searching for, and this is especially true among CEOs and leaders in the business world.

So, I’ve got to wonder, as I am sure you have: Are there hacks or straightforward ways for influencing behavior, so we can better lead our teams? What if we apply marketing tactics to influence our teams to lead rather than sell? Let’s explore what that would look like and the incredible things it can accomplish for your workplace and team.

Persuasion Tactics Used in Marketing

Leaders need to develop skills that help with persuasion. An article from Fast Company provided 10 psychological theories that are excellent jumping points for persuasion tactics. Let’s take a look at a few of the main highlights:

Amplification Hypothesis

This shows that whatever you express, you amplify in reciprocal behavior. What you put out there, you get back. Show humility? Your attitude will meet a receptive audience open to your ideas. Present those ideas with an arrogant attitude? Watch that audience shut down and close off immediately in response.

Priming

Behold the power of suggestion. Priming involves influencing someone by, in essence, a bit of fun trickery, using stimuli to affect short-term thoughts and actions. As an example, think of magicians who use the power of suggestive words to prime a person to later believe or act upon some behavior.

Reciprocity Norm

The quintessential social norm in action here: Reciprocity deals with the sense of obligation or impulse to return favors or behavior mirror for what has been given to us or how we have been treated. Here is where the Golden Rule makes sense

Scarcity Principle

This taps into the age-old instinct of now or never, supply and demand. Let’s face it: People want what they know is in short supply or has limited availability. No one wants to miss out on an opportunity because they failed to act, employees included.

Social Influence

This one seems pretty self-explanatory. Don’t underestimate the power of the collective people and their opinions.

Applying Persuasion Tactics to Leadership

Leaders can take these psychologic principles (spun into persuasion tactics) and apply them to their own approach when dealing with their workplace team. What would this look like?

Amplify humility, openness, and mutual respect in the workplace by exhibiting this behavior yourself in every interaction with employees. Prime your employees with the power of suggestion, using words that manifest whatever goals you want to accomplish in your business strategy. Treat your employees how you would like them to treat you and one another. Create a sense of excitement—bordering on acceptable urgency—for action steps you wish your employees to take.

Leading Through Change

Leading people through change is critical to ensure the success of any endeavor. Why? Because in any shift or period of transition, there are anxieties that arise and bumps experienced along the way. Leaders have the pivotal role of leading their teams through these periods of change and setting the tone. They can make or break the situation. Their behavior and leadership influence everything from productivity levels during the transition to company culture and morale.

How To Influence Teams

This is simple, yet we complicate it. The bottom line for how leaders influence teams is to lead by example. I am sure you’ve heard it before because it’s true. What might this look like in your workplace? Again, as a leader, simply :

Be honest and transparent
Be patient and allow time for learning (people adapt and learn at different paces)
Make yourself available and easily accessible to employees
Stay positive

To learn more about how to improve leadership and manage teams, reach out to us today. We’ll get you started on the road to success.

Don’t Treat Workplace Relationships Like a Transaction

Wed, 23 Feb 2022 13:00:13 GMT

You’ve most likely heard of “transactional relationships” before, a term most often used to describe a situation when a married couple treats their marriage like it’s a business deal. The common consensus on this businesslike approach to marriage is that it is not wise. It also never seems to end well.

I also firmly believe that this same rule applies in the business world, meaning that you also shouldn’t treat corporate relationships like a business deal. But before you balk, keep reading. I promise my “why” is backed up by good reason.

What Is a Transactional Relationship?

Just as the name suggests, transactional relationships are all about transactions. Every transactional relationship is built around the paramount focus of answering the question: What are you giving me, and what am I expected to give you in exchange? Sounds harsh or at the very least a bit blunt, right? That’s because it is.

Why Should I Avoid Transactional Relationships in Consulting?

Now, you may be thinking, what’s the big deal, especially in the business world? Doesn’t it make sense for clients and the consultants they are hiring to be focused on the task at hand? After all, if I bring “X” to the table, then you bring “Y” to the table, then voila…

Well, yes, but really, no. We should be focused, but not so laser-focused on the “What am I getting out of it (and what am I having to give)” mentality that we lose sight of what else matters—which is plenty. Like what?

If all you ever discuss is the brass tacks and black and white expectations of your relationship, the precise and objective (quantifiable) end goal very may well get accomplished, but at what price? The cost may be achieving an outcome that involved very little personal conversation—if any—and most likely even less interpersonal connection (trust building, etc.) And with an approach like that, I’ve got to ask—and many clients may be left wondering—where’s the care?

Consultants Should Care

At AMPlify, our ethos is to truly care about our clients, and we think all consultants should. Consultants cannot implement meaningful change without understanding culture. Why? Because it is impossible to transform something without truly understanding it.

Consultants should be personable people, infinite learners, and team players. The most successful ones typically are, at least according to our fearless leader, Yashar Kafi, who provided even more characteristics of what makes a consultant truly shine in a recent article .

Successful Work Relationships Are Built on Mutual Trust

What else is missing in transactional relationships? Mutual trust. When you interact with someone just because of what you can get from them, it automatically creates an environment where there’s no natural trust. The other party is always operating from a mindset of what you are expecting from them and believes that is only what you care about. Essentially, each party begins to feel like the other party is the taker, and they are the givers—or worse, that they don´t really matter to the other party at all and are certainly not trusting that their best interests are being considered or looked out for.

Think about it this way: When someone constantly orders you around and shows no empathy or concern for you as a person—on a human level versus a solely business (transactional) level—it’s hard to want to do what they say and stay engaged. That’s just a tough pill to swallow, one that many won’t when it comes right down to it. People want to trust that they are being looked out for, and know that they matter. If they don’t experience or feel that in a relationship, it doesn’t bode well for the success of it, especially long-term.

Detached Employees Cost Employers Money

On a fiscal level, research shows that lack of care or engagement (detachment) hurts the bottom line, with studies showing how employee turnover costs employers money. According to peoplekeep.com , some studies estimate that each time a business has to replace a salaried employee, it costs 6 to 9 months’ salary on average.

Likewise, detached clients cost consultants money. So what can we learn from this? Simple: Detached and unengaged people in any work environment are bad news. To learn more, contact us today. We’ll get down to business together, without being all business.

Why Do I Enjoy Helping Companies?

Mon, 21 Feb 2022 07:00:03 GMT

When I first thought about writing an article about the value of trust in consulting, the metaphor that immediately came to mind was the relationship triangle between parents, their children, and the family’s chosen childcare worker. Now, go with me on this, because it is spot-on.

In this scenario, I (the consultant) am the childcare worker you (business owner) are hiring to take care of your most cherished treasure: your child (business). I know I am not at all off base when I assume that the screening process for hiring a childcare worker to look after your baby is extensive and that whoever you decide to hire will be thoroughly vetted and must first earn your absolute trust to get the gig.

Consulting is no different. Businesses hire me to help them tend to their “babies” every day, and doing so requires a huge amount of trust in me as their consultant. It is honestly one of the things that I love the most about my job. It fills me will joy and I feel honored to have earned—and daily earn—such trust that my clients would allow me to care for, nurture, and guide them in the life of their businesses. Now let’s explore a bit more in-depth why trust is so important in consulting.

The Value of Trust in Consulting

I won’t mince words: Trust is not only important in the consulting industry, it is the core factor and key foundation that makes or breaks any working relationship. Whether or not you can effectively establish a strong trust bond with your client as a consultant is the difference between getting the job or being passed over for another consultant who can.

Why? Because now more than ever, trust is in short supply, it seems—and it has never been more in demand in times of such uncertainty, change, and global upheaval. Moreover, according to data revealed by consultancy.uk , trust is cited as one of the main reasons clients hire consultants. On that same note, the lack of trust—be it due to deeming a firm or consultant as unprincipled or otherwise untrustworthy—is the reason clients do not hire.

Case in point: How a consultant is perceived by a client is crucial as to whether or not they will be the preferred choice. After all, just as we mentioned in the beginning, you wouldn’t hire just anyone to take care of your baby, would you? Businesses are no different.

What is Trust?

With all this talk of the importance of trust, I would be remiss without really defining it for you. So, what is trust, exactly? I like Merriam Webster’s definition, which states that trust is the “assured reliance on the character, ability, strength, or truth of someone or something.” When I frame that in a consultancy relationship, I see that as the client having the peace of mind and confidence in your ability as their consultant and guide. Their hiring you should show that they believe you are capable of accomplishing (and will accomplish) the job/task they have hired you to do.

How Can Trusted Advisors Benefit Your Organization?

Let’s talk about reputation. It’s not just a (pretty dang good) Taylor Swift album, but instead, it is the bedrock of what makes a consultant a trusted advisor. What exactly is a trusted advisor? It’s an individual who has put in the hard work to build a relationship (read: a good reputation) with a customer that extends (far) beyond a project transaction.

Trusted advisors are the ones clients ask for by name, whether it’s because they have worked with them before, or have heard glowing reviews of the service they have given other clients. Why? Because word of mouth has always been a powerful thing, mainly because it is taking the word (trusting the opinion and experience) of someone we know and trust that also knows and trusts the advisor/consultant.

You will be amazed at how simply building trust—becoming a trusted advisor—will become the gift that keeps on giving when it comes to referrals, rehires, and beyond. The way I see it is that oftentimes, rather than approaching the consulting business itself for help, clients will often seek advice from a named individual (trusted advisor) because they already trust in and value the advice that they know will be provided—because it has been proven before, repeatedly.

How To Build Trust at Work

You’ve most likely heard the saying, “Don’t be shady.” Well, it’s true in life and in consulting. Nobody likes to feel as if they are dealing with a person they cannot fully trust to be upfront and honest with them at every turn.

Speaking for myself, the minute I start to see iffy, opaque behavior from any person in my life, I am out. The same applies to any relationship in the professional realm, including consulting.

For this reason, absolute transparency is key, as are a few other things:

*Keep the client as the focus: Assure your client that you know that it's about them, not you. If they can feel that assurance that you genuinely care about them and their needs— and aren’t just looking at how you will benefit from their business—you will be amazed at how much trust abounds.

*Listen: Like letting the client know you care, you need to actively listen to their needs and desires. It sounds simple, but you would be surprised at how many consultants miss the mark with this and end up ruining the relationship and destroying trust.

*Follow through: In a nutshell, don’t just say what you will do. Do what you say! Pretty talk may get you hired, but following through and delivering is what earns the real trust—and repeat business and referrals—of a client.

*Be consistent and clear: This powerful duo cannot be underestimated. It is a huge trust builder when a client can know exactly what to expect every time they work with you, from day one.

If you remember nothing else, think of helping, honestly. When you can show a client that you genuinely want to help them and are committed to doing so in a completely transparent and honest manner every step of the way, you will earn their trust.

To learn more, book time with us. Trust me, you won’t regret it.

3 Tips to Scale a Business

Thu, 17 Feb 2022 13:00:05 GMT

Anyone who has ever taken the leap to launch a small business or a start-up knows that the two main ingredients for taking that initial seed stage to the next level—and beyond—for ultimate success are time and experience.

Remember that every single wildly successful business had to start somewhere. Much of what paved the road to such meteoric rises included not only time and experience, but a wealth of other pivotal things, like the right timing, the right team, a concise focus, and loads of diligence and hard work.

There are some tried and true steps you can take to help you on your way and speed up that process of moving from start-up or small business to one that’s large and legit. Below are a few tips for overcoming the odds and successfully scaling your business.

Know Your Goal, Then Develop A Business “Road Map” For How To Get There

When you think about your career goals, picture a logistical map with a clear and distinct destination. Far more than a mere business plan, a business map is more proactive—and interactive if you will—and creates an easy-to-understand way to scale your business and meet your company’s goals. When making your business road map, ask yourself a few key questions. What business am I in? And what is my main reason for getting into this business? Also, what’s next for my business, and where do I ideally see my company’s endgame being?

Establish Highly Efficient Processes And Operations

Part of successfully scaling a business means that your internal processes are operating smoothly . After all, while many people equate scaling a business with sheer numbers (growing larger and more far-reaching), it’s easy to forget that none of that epic growth is possible without your entire outfit operating like a well-oiled machine.

But this seamlessness won’t happen overnight, and it will require not only flexibility but an attitude of adaptability. You must be ready and willing to adjust and tweak processes as your company grows.

Build Your Dream Team

Never underestimate the power of your core players when it comes to picking your employees. While it may seem like a no-brainer, far too many entrepreneurs don’t understand just how vital establishing a strong team is to support and help fuel your vision for scaling the business.

The familiar saying “Teamwork makes the dream work” is right on point in this scenario. Also, make sure you establish a team of people who are highly skilled in forging the right relationships with external contacts, such as suppliers and partners. This will exponentially benefit your business in terms of growth potential and brand advocation.

When it all comes down to it, the team you create will be the people who you depend on to help propel your start-up or small business into a bright—and more successful—future. When hiring, go with your gut and choose people with who you communicate well. Make sure they also share your unique vision for the company .

For more tips on scaling your business, check out the AMP blog .

Before Making a Life-Altering Career Decision, Ask Yourself These Questions

Mon, 14 Feb 2022 13:00:09 GMT

In this three-part series focusing on starting a business with a partner, we’ve already covered a lot of ground. We’ve discussed the questions you should ask when contemplating going into business with someone else, as well as what you should think about before leaping to hire someone. But what about the questions we should ask ourselves?

Question 1: Is Money the Most Important Thing?

Let’s face it: Money makes the world go round, and everybody needs it. It is necessary for our very survival! Yet far too many of us place greater importance and value on money and financial wealth—often to the detriment of so many other critical areas of our lives. You probably either know someone (or are that someone) who has a high-paying corporate job, but one that takes over everything else in their life, including family time and self-care, everything. At some point, that person (or you) will have to decide what that lucrative job is worth to you. If the tradeoff is worth it, that’s great. But you have to be brutally honest with yourself and clarify your highest priority when making such huge choices about your career.

Question 2: Does This Company Align With My Internal Core Values?

Sometimes money just isn’t a big enough selling point for taking a position within a company. Ideally, you want to accept a role that strongly aligns with your core values. We all want to have a passion for—and to be proud of—what we do in life. If a company ethos isn’t in tune with your fundamental beliefs, or if you cannot muster up the excitement for the product that drives you to carry out your daily duties there, it’s a pretty clear sign that this job isn’t the right fit.

Question 3: Are You Passionate About This Role?

As simple as this may sound, you might be surprised—shocked even—at how few people ask themselves this question when considering taking a position. Do you even want to do this job? What you want matters. Your desires matter. Your passions matter Never sell yourself short by settling for a role that doesn’t fulfill you and help you reach your goals in the long run.

Question 4: Is There An Opportunity To Grow and Learn?

Have you ever felt stuck in a job where you felt as if you had reached the end of the road and gone as far as you possibly could with it? It can be an awful, demoralizing feeling. Avoid this pitfall by preemptively asking yourself this very question about potential growth. Then take a hard look at the possibilities for learning that this position will—or will not—give you.

Question 5: Why Do I Want This Job?

Ask yourself why you want to do this job is critical. Knowing your motives for picking a particular career can prove invaluable. You may be surprised at what this simple query exposes in your heart—and how it illuminates and clarifies for you whether or not this is the role you should be seeking, versus the job you just think you should have at this stage in your life and career.

There are no “right” answers, but your unique and individual responses to these personal questions can help you find your answers.

Before You Hire Someone, Ask These Questions

Wed, 09 Feb 2022 13:00:09 GMT

Let’s face it: Hiring the right person is crucial. After all, you’ll be sharing both your business and your mentorship with whoever officially joins your team. And while there are hundreds—if not thousands—of systems and checks and balances in place to get it right, employers still sometimes manage to get hiring wrong. Add to this difficulty is that hiring for leadership roles is especially tricky. To help you make the best decisions possible, here are some of the best questions to ask before hiring someone to join your ranks.

Question 1: What Is Your Management Style?

A good manager gives consistent, clear directions and is always available to provide help and advice. They don’t try to seize control or micromanage every single situation. It’s a tough balancing act, but a vital one. Whoever you hire is crucial to successful management. Also, whoever you hire should do their utmost to ensure that their colleagues and underlings have every chance to reach their full potential. You want your possible hire to say that they will hold regular meetings to discuss their team member’s career goals and offer similar support strategies. These are signs that they have what it takes to be management material—and a real asset to your company.

Question 2: Do You Ever Get Flustered with People?

The harsh reality of life is that we will all encounter difficult people. In the business realm, especially in a management position, how you deal with these situations can make or break your business reputation, client relationships, and much more. It’s a good idea to further delve into your potential hire’s skills (or lack thereof) for appropriately dealing with difficult people. Give them a hypothetical scenario and listen closely to their answer. Will they act in a way that will do you and your company proud? Also ask as a follow-up question, where you invite them to tell you about a specific time they had to deal with a difficult person (be it an employee, customer, vendor). Then determine if their way of relating to people is similar to your style. Also make sure it aligns with your brand.

Question 3: How Do You Provide Coaching?

This question goes a little deeper by exploring how your potential hire would provide mentorship to their team. Being able to offer their team leadership while not making them feel belittled in some way is not always as easy as it may sound. It requires awareness, active listening, genuine interest, and a whole lot of finesse (none of which happen overnight!).

Question 4: What are Your Expectations for Your Team and Manager?

On the flip side of the coin, you may be hiring for team positions and filling roles with employees who will be answering to a manager. For these roles, a willingness to learn and an openness to receive constructive criticism are important. By asking this specific question, it will allow you to gauge whether your potential hire is a good fit for you and your overall team.

Question 5: How Can We Learn More About You?

On a personal level, you want to get a good feel for how your potential hire will interact with your existing team. Do they have a social media presence? Do they blog about a subject they are particularly passionate about? By investing in learning more about your hire as a person, you will have a better idea of how they communicate outside of work (and likely in a corporate setting, as well), and whether they are the best fit for your company.

Before You Start a Business with Someone, Ask These Questions

Mon, 07 Feb 2022 14:00:08 GMT

Before getting married, people have deep—and detailed—conversations about compatibility. For instance, a couple may talk about how many kids they want to have (or if they want kids at all). They will also usually speak about how they want to raise those kids and pay for their upbringing, including how they plan on saving money for their children’s college or university tuition.

Also on the table are topics like religious beliefs and shared values. There’s a lot to talk about, but it’s the smart way to set your relationship up for success.

We need to normalize doing the same thing for potential business partners.

And what might be some of the most important topics of conversation in this scenario? Below are a few of the most pertinent questions to ask when you’re considering entering a business relationship where large amounts of money and investment are part of the deal.

Question 1: How Will We Make Hiring Decisions?

You and your business partner(s) have to be on the same page when it comes to your workforce. This includes how you will approach hiring, firing, and even disciplining employees if the need arises. You may be tempted to shelve this discussion and hope that such things will sort themselves out if the need arises, but that’s not usually how it happens. The hiring process alone is anything but straightforward.

In fact, according to recruitment statistics from g2.com , each job vacancy costs the average company $500 a day, each corporate job offer attracts an average of 250 resumes, and 63 percent of job seekers will likely reject a job offer because of a bad candidate experience.

Question 2: How Will We Deal with Bad Clients?

While the blanket terms “good” and “bad” rarely capture the full character of a client, it’s likely that if you’ve been in any type of business endeavor, you’ve probably come across some good clients, and also some bad ones. Good clients are the ones who always pay on time and are a true pleasure to work with (read: they don’t cause you any problems!). On the other hand, bad clients are those customers who constantly drain your energy, waste your time, or may even try to finagle discounts out of you or try to manipulate you into working for free (that’s the worst).

The question isn’t whether or not your business will encounter bad clients along the way, but rather what you’ll do as a collective corporate entity to deal with these energy-suckers (and sometimes financial) drains. This is when you have to sit down and answer serious questions to make sure you agree with your business partner(s), so you’re prepared when that inevitable time comes. Ask yourselves things like, Will we try to change their behavior without alienating them, hoping our efforts mold them into becoming better clients? Or will we instead choose to cut our losses—yet keep our sanity—and fire them?

Question 3: What If We Get into Debt?

Just as in marriages, finances are often a major source of conflict or contention in business partnerships. This is especially true when dealing with debt. Before entering any business relationship, you need to have a conversation about debt, even if it’s uncomfortable. You should also hash out details for tackling, dealing with, and dividing any debt that arises.

Question 4: What Kind of Culture Do We Want to Foster?

Your company culture is a crucial aspect and building block for your ultimate success. At its essence, it defines who you are as a company, which includes the everyday environment of your business (how it feels), whether people will want to work with you, buy from you, and more. Before going into business with someone, make sure you’re aligned about what values you want to be the bedrock of your culture, as well as what components you deem critical for the nature of the corporate culture you want to build.

Question 5: What Is Our Definition of Success?

Success is one of those words that is similar to the word love. It is highly subjective and can be interpreted in myriad ways. You and your business partner must agree about what your company’s idea of success is—and will be in the future. Otherwise, you’ll find yourselves frustrated when attempting to answer such questions as, How do we know when we have reached success? Will we ever sell the business? Simply put: You and your partner’s answers to these questions should mirror one another.

The Evolution of Business Ethics in 2022

Wed, 02 Feb 2022 13:00:10 GMT

There’s a somewhat disturbing trend happening these days, where more and more people are trying to take shortcuts to reach profitability. This tendency brings to mind the evolution of business ethics, but is such behavior mainly fueled by COVID-related concerns and supply chain problems, or are there other factors?

The Importance of Business Ethics

According to Gan Integrity, business ethics are “the values a company upholds throughout its operations,” with common ethical considerations including areas like human rights, the environment, anti-corruption, and labor rights

Business ethics are critical within a corporation. These ideals and beliefs impact not only the internal circle of the company but also the external perception of it. Strong ethics may show themselves internally in the guiding values a company upholds, how it fosters a culture of compliance, and how well the business performs in implementing its code of conduct.

On the external side, business ethics can impact branding. (Think reputation and public perception—both of which you want to be positive, of course!). If your business is exhibiting low ethical standards, your brand will suffer, and your company may even end up embattled in misconduct claims or legal violations.

Also, speaking of branding, when your business is adhering to a stellar code of ethics, this builds trust with your consumers, which can only further elevate your brand and increase your loyal customer base. It’s also vital to stay on the up and up with all legal and government standards.

How Have Business Ethics Changed?

One of the main “themes” we’re seeing in the evolution of business ethics these days is that instead of adhering to processes that have been around for decades, people are now starting to cut corners. This means they become more profitable, more quickly.

For instance, many teams are creating situations where there is a gray area in the decisions they are making for their corporation. What kind of gray areas, you may be wondering?

Say you’re in a traditional corporate environment and need to buy computers. There will almost always be somebody internal who has a relationship with a specific brand. Because of this, you will not go through the proper evaluation process. Instead, you will opt to work with whoever you already know. As a result, this is a gray area, and there is no by-the-book selection process.

Another area that falls into this category are SPACS vs IPOs. SPACS are not necessarily unethical, and they are a creative way to bring a company public and allow it access to capital from a public perspective. However, they are a shortcut where you do not do all of the due diligence you would have to do if you were going down a traditional route. So, in this sense, SPACS can be seen as cutting corners, making it a bit more of a gray area as well.

As mentioned earlier, COVID has also affected the evolution of business ethics, especially the number of bad contract terms brought on by the global pandemic. A lot of shortcuts were being taken all around, with a vast majority of people just signing contracts without really reading them or understanding what was in them.

What is somewhat most surprising is that the contracts themselves weren’t necessarily the issue. Rather, it was the companies who were writing those contracts (the terms that they were using, the locked-in kind of mechanism, etc.) that were causing most of the consternation. For example, not being flexible was a big thing—and continues to be—in the COVID era, where if you're trying to sign an event space for a physical conference and COVID wreaks havoc, causing issues, venues are not letting you out because of those COVID-related issues. Instead, they are locking you in and saying, “Well, if there is an outbreak, we just have to live with it, and you eat your portion of the deposit or the cost.”

How to Avoid Bad Business Ethics

Always avoid bad business ethics at all costs. One main way you can do this is by choosing your suppliers and vendors wisely. As mentioned above, far too many companies simply opt to go with the vendors or suppliers that they already know and have established relationships with, when taking the extra time to invest in researching others and ensuring you are finding the very best quality can pay off more in the long run—and is simply just better business.

The only real way to avoid bad business ethics and ensure that your company is practicing good ethics is by adopting them yourself and then leading by example. Leadership is pivotal in this area. Remember: Your team is watching you, so your example cannot be underestimated.

Finally, investing in your people will always bring you a priceless ROI. If your employees are seeing your example of better business practices in action, and then are also being supported and invested in by you and other leadership, it´s always going to be a win-win situation—one that motivates them to elevate their business ethics in the process.

4 Common Challenges for Strategic Consultants

Mon, 31 Jan 2022 13:00:09 GMT

Deciding to grow a business is a huge step to take. However, that’s just the beginning of your journey as a strategic consultant. Scaling can be overwhelming. It’s also a massive undertaking that requires an immense amount of your time, effort, discipline , and expertise.

Yet successfully expanding a business is possible. Below we’ve provided strategies to help you avoid some of the most common pitfalls and challenges strategic consultants face when aiming to help a business scale profitably—as well as what you should do to address each of them.

Challenge 4 — Hiring Too Fast

Proper pacing when hiring is essential when growing a business. Too many companies jump the gun in anticipation of high growth and hire a proverbial army of new employees. This is not only wildly expensive but also wildly premature.

Even though the business may have new funds in the bank set aside for growth, increasing team size should still be done incrementally—at a slow but steady pace that matches the actual growth. A good rule of thumb is to only expand the team when it’s needed. Also, be sure you can justify every employee addition for a specific role.

Challenge 3 — Costs Have Increased, but Results Aren’t Showing Similar ROI

Often a company will employ more people, doubling their staff, and then be shocked when they don't see “doubled” results. There is no answer as to why this math equation doesn’t always add up, but the reality is that this happens frequently. The only remedy to avoid such a scenario is to scale slowly versus aggressively. By opting to make gradual improvements and investments instead, you can keep closer tabs on—and have better control over—your finances, every step of the way.

Challenge 2 — Planning Is Taking Precedence Over Productivity

In this scenario, “a little less conversation and a little more action” is required, as Elvis once famously noted! This is the mindset businesses need to adopt. Having a clear and distinct roadmap for success and scaling is pivotal, of course, but when your leadership or management team is so busy planning and managing people instead of focusing on the actual work that needs to be done, something needs to change. An example of this would be planning on improving processes instead of implementing innovative techniques and strategies.

Challenge 1 — Departments Are Not on the Same Page

It happens all the time. Your number of employees has grown, yet across your various departments, the teams haven’t grown together. For example, the sales team might still be having their meetings separately, only to have another department (after numerous discussions amongst their sect) moving in a completely different direction.

Adding to this discordant dilemma are data silos. To successfully avoid this, constant collaboration and expert communication must be at the very core of all you do. And as for your data, you have to get (and stay) in sync.

For more insights, here is a helpful article discussing even more challenges of growing a business—and tips on how to face them. And, as always, AMPlify is here to help .

3 Ways to Make a Consistent Customer Experience in Your Organization

Mon, 24 Jan 2022 13:00:07 GMT

Based on my many years of observation and involvement in the industry as a consultant, one of the main challenges in businesses of all sizes is customer experience. I am constantly faced with a lack of consistency in customer experience, which leaves me to wonder: Why is customer experience so damn inconsistent? Also, what can we do about it?

Is this an area of the business world that truly needs a methodology to ensure a consistent experience—a standard interaction model with the client and a playbook to run the same experience for all customers? I think perhaps so, and before you start to believe this is impossible or too lofty a goal, look around as the template already exists.

Simply look to fast-food giants like McDonald’s or automobile experts like Toyota ; both are blazing the trail of ensuring consistency across the board, in every branch, and for every product.

For example, if you go to McDonald’s, you get the same burger at every branch—branches spread not only throughout the USA but also throughout the world. That’s no small feat. This is accomplished in many ways, including incorporating calibrated machines that keep serving sizes, measurements, baking times, and more to a precise science—all of which is available at the touch of a button.

And as for how Toyota is tackling the issue, if you buy a Toyota Corolla (or whichever model you choose), it gives the same ride whether you’re buying that Corolla from an official dealer in Montana, Japan, or even further afield. Impressive, right?

One has to wonder, how did these companies accomplish this feat while so many other businesses are failing to do the same? And perhaps more importantly, what messages can we learn from Ray Kroc —who purchased McDonald’s in 1961 and served as its CEO from 1967 to 1973—and the Toyota Production System (TPS) , which is a production control system established by Toyota to make the vehicles ordered by customers in the quickest and most efficient way possible (while still not sacrificing quality or customer experience)?

1. Standardize

One of the first things I learned from McDonald’s and TPS regarding ensuring a consistent customer experience across the board is the importance of the standardization of processes across all locations and branches of production. I mentioned how McDonald’s created machines that carefully calibrate serving sizes, portions, ingredient measurements, baking times, and much more to ensure consistency in the preparation and delivery of every customer order. A customer can essentially order the same menu item from a branch in Japan and get the same offering as a McDonald’s customer in America.

As for TPS, it uses the philosophies of “Daily Improvements” and “Good Thinking, Good Products” to constantly make improvements to ensure continued evolution. In essence, it achieves an ultimate standardization in the production process by first building and improving systems through the meticulous effort of human engineers who build each new line component by hand to exacting standards. Next, incremental improvements—or tweaks—are implemented as needed, until eventually, it is a well-oiled machine that can be navigated by any operator and achieve the same result (product)—much like McDonald’s. And yes, all automated and at the end of a button (or few).

When starting—and often just to ensure everything keeps flowing smoothly—this sometimes means a senior (or even lower level) staff member might have to overlap at other locations to keep an eye on things and serve as the bridge, ensuring a seamless process.

While we are on the subject, ensuring a consistent culture experience needs to be understood even from within, with things needing to be streamlined before any significant changes are made. The good news is that procurement can be a big help with this, as they have visibility over the entire organization’s structure.

2. Identify Where New Standards Are Needed

A common problem that businesses run into is that they manage to get a standard production process up and running (step one) and make the mistake of thinking they’re done and can rest on their achievements. Far from it! A constant, full-time job ensues to ensure an excellent customer experience. This job involves reviewing customer data and feedback to identify new spots that need standardizing and help.

A great way to do this is by mapping your customer journey. This is where you map out a visual representation of an end-to-end customer experience with media like infographics, illustrations, diagrams, etc. These visuals allow you to see and measure all the places and touchpoints customers come into contact with your brand and also help you better understand customers’ experiences (feedback). Invesp has an article that goes more in-depth on how to develop your customer journey map.

Once you have mapped out the customer journey and used the feedback to find pain points and areas for improvement, have stakeholders focus on one to three priorities rather than tackling too many at once.

While you are in this process, it is essential you communicate this to your customers. Let them know you are working for them and listening—and acting on their behalf—making changes they have asked for. And most importantly, stick to these promises.

Lastly, it is important to note that standardizing how you collect data from customers and suppliers alike is paramount for ultimate success. This will require procurement to be on board, which is easier said than done but necessary, nonetheless.

3. Implement a Complaint Resolution Process

While many people would admit that they see customer complaints as negative, it is important to also look at them as beneficial and a tool that can be used for good. Why? Because complaints are an important way for management to open their eyes to what is lacking in the customer experience arena. It is also a way for companies to be accountable to the public.

That being said, all customer complaints must be handled well, with care, and uniformly throughout your organization. Effective complaint handling is one of the fundamental foundations for delivering quality service. Ombudsman Western Australia has a helpful PDF on what makes an excellent complaint resolution process.

There are more ways to create a seamless customer experience, but these three basics are a great place to start. It is also worthy to note that consultants will all have unique methodologies (and that’s fine!). Lastly, while process is essential, it’s equally vital to be flexible. Businesses need to balance achieving the best of both those worlds.

Does Having a Project Management Methodology Matter?

Mon, 17 Jan 2022 13:00:03 GMT

Today, most businesses run on a project management methodology or a combination of them. You’ve probably heard of many of them: Kanban, Agile, Waterfall, Scrum, XP, or a hybrid like Scrumban (to name a few). But you may be asking yourself: Does having a project management methodology matter?

Firstly, let’s clearly define project management methodology, which I will describe as any model applied to design, plan, implement and achieve project objectives within your organization. I cannot emphasize the importance of project management enough.

I feel this way because it is THE route by which a company’s leadership and management can identify the most efficient way to plan, initiate, and execute its projects. You can have the most fantastic team of individuals working for you, as well as more than ample resources at your disposal. But if you do not have a set—and feasible—plan to put labor and resources into action in the most productive way, you can end up failing to reach some (maybe even all) of your goals. No one wants this, which is why it is so important to have a plan in place—a measured and clear method to follow.

That being said, deciding to implement a project management methodology is only the beginning (think of it as step one). This is because once you have decided on adopting a methodology, there are countless models to choose from—each specific to address the most pressing and pertinent needs of your outfit.

No one project management methodology will fit every company. There is no one-size-fits-all solution, and what works for one business (or even project in itself) could fail miserably and be incompatible with the unique needs of another.

Also of note: Depending on what your business does, or how militant the PM and Ops team are, will depend on how rigidly methodologies are used. For example, if you work in tech, there is a good chance you use some form of Agile or something that came from it.

The bottom line is that consulting at many businesses has shown me if there is no methodology in place, everything is a mess. But my original question remains: Do we need to rigidly stick to a methodology? And, if so, which one should you be using?

Let’s take a closer look at a few of the different types of PM methodologies out there today (among the estimated 8,462 to choose from).

What is Waterfall Methodology?

Among the most traditional approaches to project management is what is known as the Waterfall Method. With this approach, tasks and phases are completed in a linear, sequential manner, where you must complete each project step/stage before moving on to the next step/stage.

The Waterfall Methodology Entails:

Linear Projects
Start to Finish Management
One Stage Finished Before the Next Begins
Things Not Done Out of Sequence

What is Agile Methodology?

For those who were not too pleased with the linear approach of traditional project management methodologies, which they saw as severely limited, Agile Methodology was introduced as an alternative route. And what was different about Agile?

In a nutshell, Agile is more adaptable to a project’s changing needs as it evolves. It’s collaborative, quick, and open to data-driven change. As such, it makes sense that this methodology most commonly is characterized by short phases of work that involve near-constant testing, reassessment, and adaptation along the way (think of it as analysis while evolving).

Basic Tenets of Agile:

Used in early IT, where the “product” was liable to change
Work is done in phases to avoid bottlenecks and backlogs
The more jobs that are in progress, the more unidentifiable the backlogs
Involves stakeholders in the equation

What is Scrum Methodology?

One form of the above-mentioned agile project management methodology is Scrum, where project work is divided into shorter cycles (called sprints) that usually last roughly a week or two each. As for the work itself, it is generally taken from the backlog also mentioned above.

The Principles of Scrum:

Work is done in sprints
Daily scrums are performed to check the team’s progress
Principles of agile are applied
Sprints are short (no longer than two weeks)

What is Kanban?

Another form of agile is called Kanban; its name came from the term used in the manufacturing industry, which has become synonymous with a framework where tasks are visual—their progress being traced via columns on what is called a Kanban board . This method also pulls work continuously from the backlog to move it through the columned path of progress.

Kanban is especially great for all you visual thinkers. It allows everyone working on the project a visual overview of the current status of all components, which aids exponentially in project management.

The Tenets of Kanban:

Based on Agile Scrum
Work visually represented on boards
Allows visualization on works in progress
Used in tech and complicated projects

Fun Side Note: Silicon Valley fans may have seen this in progress at the Pied Piper “Incubator.”

How Do I Know Which One is Right for My Organization?

This is where it gets tricky. After all, who is to say where one methodology works better than another? And for that matter, does one actually work better?

The short answer is yes, but the caveat is that it depends on what you’re doing. We still haven’t even covered PMI or PMBOK methodologies, all of which have a place in today’s professional world. Suffice to say, it gets confusing knowing what to do on any given project, and if you don’t have a straightforward course of action, people inevitably bump heads while fumbling around.

To succeed today, a team’s methodology MUST:

Be flexible
Be collaborative
Be agile (I know, big groan)
Be remotely accessible
Be manageable

These are not simply nice things to have. They are must-haves. But before you make any solid decisions, be sure you have someone experienced that knows what they’re doing. To get you started, here is a quick and easy checklist you can go through before making a final call:

What is my project?
How involved do my stakeholders want to be?
Is my timeline flexible?
What is my industry?
Is my budget likely to change, or is it rigid?
How complicated is my project?
How long is my project?
Is my project going to scale in scope or size?  Is change allowed?

Answering these simple questions will help you and your team decide which methodology best fits your needs.

So, back to my original question: Do I know if a methodology really matters? The answer is that I have seen some work in situations that shouldn’t have succeeded, and then I’ve seen some flop in situations that should have excelled. It all comes down to people in the end—how invested they are, how motivated they are, and how well they work together.

That might not have been the answer you wanted to hear, but it drives the point home that I often make: People are your greatest resources, so you need to invest accordingly.

Why Does Culture Appreciation Matter in Business?

Wed, 12 Jan 2022 13:00:05 GMT

A company’s culture is the crux of its character, the backbone of the business, and the foundation that everything else is built upon. But what do we really mean when we describe a company’s culture? And why does culture appreciation matter in business?

As a business, your people are your culture. Period. And let’s face it, people can be pretty complex—not to mention diverse and unique. That diversity translates into the truth that each company’s culture is unique, and for this reason, must be approached with a one-of-a-kind strategy.

It’s not possible to serve a business, effectively consult, or change the parts that aren’t working without first understanding its culture. Here’s why:

Culture Appreciation in Business Builds Awareness

AMPlify gets that when providing consulting services, we need to be aware of a company’s culture before we can even begin implementing our services to help that business meet its goals and ultimately thrive. And this is true for any consultant.

That’s why we focus on the human aspect of a corporation (culture)—the who of the equation in the company that we are trying to help. Developing culture awareness allows us to spot what’s needed and design and implement an improvement strategy that fits the people at the center of it all.

If the solutions are not a good fit for the culture, the end goal will never be reached without unnecessary corporate drama, or worse, dissonance.

Culture Appreciation Seeks Understanding

After making ourselves aware of the culture, we seek a deep understanding of that culture: what drives it, motivates it, and sustains it. After all, you can’t respect and serve what you don’t understand—and you can’t know what you don’t first invest in getting to know.

As with most stuff in life, arriving at an adequate level of understanding—of anything—requires a deep and steady investment of time and energy. It takes work! But it’s work that is more than worth it. Why? Because once you familiarize yourself with a company’s culture, you can truly understand it. Most importantly, you can then pinpoint how to most effectively help it evolve and thrive into the future.

And that’s what a consultant’s job is. We first get to know you and your culture (developing that awareness), then seek an understanding of all the needs and nuanced layers, so we can best serve you.

How It All Works Together

So, what does that service look like? It could include many things, such as using our human approach of seeking awareness and understanding to help grow your business in the best way possible, using your company culture as a key driver for optimum performance.

Through internal dialogue, shared collaborative efforts, and even accumulating hard data with surveys and other assessments, we can take this comprehensive culture picture and “edit” it to perfection without marring or losing the authenticity of the original image (your company brand).

Whether developing a digital transformation strategy, creating a technology roadmap, or having an ally to come in and aid you in improving your business leadership strategy and skills in 2022, it’s worth thinking about how a consultant can augment your unique needs

And if you are still on the fence and wondering, “Why do I need a consultant?” contact us so we can walk you through exactly what we can do to improve and optimize your desired outcomes.

It Takes More Than One Player to Achieve Success

Mon, 10 Jan 2022 13:00:03 GMT

One of the most winning moments from any post-game interview has to be when Tom Brady (the G.O.A.T.) was voted MVP this past year. When he was handed the mic (and his trophy) after his team’s epic win, he gave an excellent speech . Why do I think that speech was so memorable?

At a moment when anyone else may have seized the opportunity to stand in the spotlight and soak up all the admiration, Brady didn’t waste a second speaking of his own achievements in the game and season. Instead, he pointed directly to his teammates and his team as a collective unit for the praise.

Brady knows that success—real, true success—never depends only on one player. It’s an ultimate goal reached by the shared sweat, tears, and labor of a collective team of equally committed athletes providing the passes, assists, and runs that also lead to scores. Why am I bringing this up? Because the business world is exactly like this, only our playing field happens to be the corporate office, and our outfits are suits and ties instead of cleats and jerseys.

A Conversation Worth Having

I have often had this conversation with friends and colleagues—the one that centers around what it is about the greats like Peyton Manning, Tom Brady, Joe Montana, and more that makes them so successful. They are amazing, indeed, and all work tirelessly in training to the peak level of performance. But is that all that there is to it?

Think about it: In the NFL, one team’s offensive playbook surely has minor variations between another NFL team among the categories listed (think special names for runs, passes, trick plays, or special teams). But while these playbook names might vary between the teams, the plays themselves remain relatively similar as a whole. So, again I ask: why are Manning, Brady, and Montana so much more effective at executing these plays than the rest of the QBs in the league?

Team Mentality

Yes, they are all great athletes. Yes, they are all super competitive. Yes, they are all driven to win. And yes, they work very hard to prepare. But, what about the rest of the team around them? Doesn’t it take more than one player to achieve success? The answer again is a loud and resounding YES!

Clearly, the greats are aware of this (you can refer back to my original awe of Brady’s humble speech admitting to this). So how do these leaders (athletes and in business) ensure the team performs their responsibilities, allowing them to drive to success together while operating as a single, seamless unit?

Consultants Coach to Win

As for the athletes, they have coaches that come in and help—coaches with specific niche specialties to help them hone in on what is needed to make their collective team effort sports magic. The business world also has coaches who specialize in the areas you need to focus on. We call ourselves consultants.

Here at AMPlify Resources Group we aim to help our teams get to the top. We also connect teams, platforms, and streategize to help them AMP up their offerings. Lock in your MVP speech for 2022– consultant can help.

Top 3 Reasons Quick Decision-Making Helps Business

Wed, 05 Jan 2022 13:00:05 GMT

Most people have been affected by less than stellar decision-making skills in their lifetime. Maybe you’ve had that boss that takes too long to make a decision, and by the time they do decide which direction to go, the deal is already dead and done.

If that’s not you, congrats because you have dodged a bullet in the business world. However, you can probably relate to another scenario: one where you have contemplated an item sitting in your online shopping cart, only to finally decide, and the item has sold out in the time it took for you to decide on your purchase.

While this type of hesitancy over day-to-day decisions is irritating, it can be more damaging in business. You could leave money on the table or not exhibit the effective leadership that maintains employee trust and engagement.

So, how do we avoid this pitfall in the professional setting? Quick decision-making

How Quick Decision Making Helps Business

The late author Robert K. Greenleaf knew the importance of quick decision-making. “On an important decision one rarely has 100% of the information needed for a good decision no matter how much one spends or how long one waits. And, if one waits too long, he has a different problem and has to start all over. This is the terrible dilemma of the hesitant decision maker.”

Greenleaf’s statement points out how slow decision-making can hinder your efforts to make a wise decision and present you with other unnecessary complications—all of which have risen (or will arise) while you were busy NOT making a choice.

So what are some of the top reasons quick decision-making helps business? Read on.

1. Boosts Revenue and Saves Time and Money

For those concerned with the bottom line, improving decision-making speed has been proven to increase revenue and save your business time and money in the long term.

Bain & Company revealed the results of a 10-year research program involving more than 1,000 companies that shows a direct link between effective decision-making and business performance. The study found that the companies that performed the highest were making— and executing—decisions quicker than their competitors. The data also revealed that those companies that struggled with decisions—deliberating versus taking action—saw their growth slow, even to the point of stagnation.

As for saving time and money, a survey by McKinsey & Company revealed that slow decisionmaking costs organizations time and money. According to the study, “Faster decisions tend to be higher quality, suggesting that speed does not undercut the merit of a given decision. Rather, good decision-making practices tend to yield decisions that are both high quality and fast.”

2. Increases Employee Engagement and Trust

The Institute for Employment Studies conducted a study revealing that the strongest driver for employees was a sense of feeling valued and involved (such as in company decision-making). This makes sense, as employee engagement increases when they are given autonomy to make decisions rather than relying on leadership to make choices for them. It also increases employees’ trust in leadership.

3. Keeps You In-Step with the Competition

No one likes to get left behind. When your company struggles with timely decision-making, it is more than likely you’ll get left in the dust of fast-acting competitors—all while your organization weighs options.

And what does your inactivity translate to? Delayed execution and subpar delivery—neither of which are going to do you or your org any favors.

How to Make Faster Decisions in Business

Now you know some of the reasons why timely decision-making is crucial, but how do you go about doing it?

Be Fast, But Don’t Be Rash

While being fast in the decision-making process is preferred, doing so at the cost of being rash is a problem. To avoid this, don’t only trust your gut, but try to find—and utilize—data supporting your decision. Having hard data also aids in recruiting others to be on board with your choices; facts help ease worries and eliminate subjective biases.

While there is no perfect wa y to make decisions, referring to a checklist for making faster, better decisions , like the one published by the Harvard Business Review a few years ago (yet still relevant), can help.

Tech Trends for Scaling Businesses in 2022

Mon, 03 Jan 2022 13:00:13 GMT

With the start of a new year, I thought it would be the perfect time to discuss some tech trends that will be important for businesses scaling in 2022.

This past year, we saw a recurring theme, with 2021 bringing some groundbreaking and huge technological breakthroughs. While many of these breakthroughs were specifically geared toward helping communities and companies navigate the “new normal” conditions brought on by the ongoing pandemic, we have to wonder: What can we expect for 2022 as we continue forward?

You can look forward to innovations that will change how we use the internet, as well as overhauls on the way we view—and use—data, security, and online access.

Blockchain Is Going to Be Big

Back in its baby stages, the internet got its start with websites and blogs, with companies like Yahoo, eBay, and Amazon being the epitome of stage one. Then, the 2.0 version came along, ushering in social media and user-generated content, thanks to sites like Facebook and YouTube.

Now, we are seeing a new wave with blockchain technology. Blockchain—where computer programs run on networks of thousands or millions of computers—has given rise to cryptocurrencies like bitcoin and the newly popular NFTs.

When reporting on blockchain technology, a recent Cision PR Newswire report predicted that the global blockchain market would not only grow but would explode—forecasting its increase from $3 billion in 2020 to a staggering $39.7 billion by 2025.

Why is blockchain such a big deal? It marks itself as the most significant financial innovation for digital transactions since its management is distributed rather than controlled by one sole individual, company, government, or bank.

Big Data and Data Aggregation Are the Orders of the Day

It may surprise you to learn that it was estimated that by 2020, 1.7 MB of data w ould be created every second. The focus on data is not going to decrease any time soon. Moving forward, we are seeing that not only Fintech providers and their customers can generate vast amounts of data, but that data can then be collected to provide insights into the customer, including their financial status.

For this reason, we can forecast that many financial institutions will start joining forces with data aggregators to benefit from big data and improve customer retention and customer service.

As for the data aggregators, they will take on a deeper and more prominent role in being the bridge (or go-between) and take responsibility for facilitating the way data is exchanged between financial institutions and their customers.

Data Security and Ransomware Will Ramp Up in 2022

Ransomware will be everywhere in 2022, which comes as no surprise when considering the massive spike in ransomware attacks and data leaks that we saw in 2021. Cybersecurity company SonicWall reported : “With 495 million ransomware attacks logged by the company this year to date, 2021 will be the most costly and dangerous year on record.”

Hence, when it comes to cybersecurity, it is clear that companies are taking it seriously and are determined that 2022 breaks that cyber-extortion streak. “When I think about 2022, the thing that’s top of mind for me and for my colleagues continues to be ransomware,” wrote Sandra Joyce, executive vice president and head of global intelligence at cybersecurity firm Mandiant.

Internet Access Will Expand

We will especially see the expansion of Internet access in more rural and developing areas, thanks to the U.S. Infrastructure Investment and Jobs Act passing this year. It relegated $65 billion to expand broadband access and establish a new Office of Internet Connectivity and Growth geared toward providing every American with access to high-speed, affordable broadband.

And this expansion will not only come from the government. Plans for launches of private communications satellite technology, such as SpaceX’s Starlink , are also in the works— endeavors which hope to provide everyone with speedy internet access, regardless of where they are in the world. This is exciting stuff, and it’s going to be a game-changer. Even now, there are still many parts of Canada and the U.S. that don’t have access to high-speed internet.

Hyperautomation Ranks High on the Agenda

A Forbes article discussing Gartner’s 2022 Top Strategic Technology Trends mentions hyperautomation as number seven on its list. According to Gartner, hyperautomation is best defined as “a disciplined, business-driven approach to rapidly identify, vet and automate as many business and IT processes as possible.” Although this trend is certainly not new, it will take a much more predominant role as we head into 2022.

While we’re on the subject, I’ve written before about the rise in embedded intelligence , and we are only seeing the integration of more AI and other similar tech features moving forward into 2022. Undoubtedly, it’s an exciting and somewhat surreal time to be alive. And as we continue to evolve the way we go about conducting business—and daily life—I continue to be amazed.

The Rise of AI at Work – But Can AI Replace Stupid People?

Wed, 15 Dec 2021 17:46:52 GMT

Artificial Intelligence (AI) has become a hot topic, especially at the office. The reason is simple: Everyone has been impacted by the rise of AI in the workplace.

We are seeing things change, from how we order our fries at our favorite fast food joint to how we select our preferred menu item at our local restaurant and beyond. These innovations of AI have made many aspects of our daily lives easier and far more convenient, bringing whatever we desire at the touch of a hand. But our adoption of AI has led many to fear they will be deemed irrelevant in the modern workplace, replaced by bots altogether.

So, just how rational—or irrational—are these fears? While AI will replace some jobs and workers, I would wager that we will always need human interaction to keep the ball—or bot— rolling.

Experts Weigh In on AI

One expert— Sean Chou , CEO of Chicago-based AI startup Catalytic —is of the camp that believes that it is not time to panic. The reason for Chou’s calm demeanor? He asserts that technology will always need people.

The reason for this, as Chou puts it, is that robots really aren’t that smart, at least not yet or in the way we need them to be to replace all humans. Chou claims that even though robots are getting smarter all the time and serving the industry in new and innovative ways, he believes that we’re pretty far from “Terminator.”

Translation: There is a big difference between artificial intelligence and common sense/cognitive thinking. This means that there are still limitations with AI, and these limitations require human interaction for things to work together seamlessly.

So, while AI will undoubtedly be replacing specific jobs in the future (According to the World Economic Forum’s “The Future of Jobs Report 2020,” AI is expected to replace 85 million jobs worldwide by 2025), it will also be creating new jobs. The same report predicts 97 million new jobs by 2025, albeit in different fields than perhaps what we are used to and have been previously trained for.

So the situation is not dire, as the demand for workers will still be around—it just might not be in your preferred field.

Jobs That Will Disappear

Let’s be clear; some jobs seem like they should be replaced. After all, when things are joyless, who wants to do it? These are the occupations requiring mostly mundane tasks involving little or no creative thinking. Machines or intelligent systems can easily replace these roles.

Also, we are seeing in some areas that the use of machines instead of humans can often save exponentially on labor costs due to producing more in less time, with less (in some cases, zero) staff. Examples of these areas would be manufacturing workers, drivers, dispatchers, cashiers, etc.—anything involving repetitive work or work that can be easily automated.

For example, robots are already being used on assembly lines to expedite output. Self-driving cars are all the rage in upcoming technology (Hello, Tesla), and there are even trucking companies thinking of incorporating driverless trucks to transport their products. And don’t freak out, but there are even what I call “doc bots,” which are created to tackle even high-precision tasks like routine surgeries. These are only a few, but you can find even more here .

Jobs That Won’t Disappear

So, what jobs are still “safe” amid the rise of AI? Jobs that require thinking. We’ve discussed above how AI can replace repetitive, mostly mindless jobs. But AI can only go so far—meaning that AI can never truly replace roles requiring any type of problem-solving or critical/creative thinking (scientific innovation, teaching, medicine, art, etc.).

This logically makes sense, as it would be impossible for machines to tackle tasks that require any sort of decision-making beyond following the bare minimum, simple protocol. And what of emotional intelligence that is necessary for so many fields? Can you imagine being counseled through grief by a cold bot? Or trying to learn literature and art from a machine with no feelings? And imagine the hell that would break loose if AI were faced with the mountain of tough decisions CEOS and managers have to make daily involving super complex scenarios. Talk about asking for a world of chaos.

Yes, AI is impressive, but it is far from being at the point where it surpasses the power of people in many positions. And if you need any more assurance, here are even more roles that won’t be going anywhere anytime soon.

Final Thoughts

My thoughts best mirror Rodney Allen Brooks’ outlook on AI. An Australian roboticist and author, Brooks, said of AI: “Artificial Intelligence is a tool, not a threat.” Instead of fearing the loss of jobs to AI, we would be better spending our time working alongside AI, which will require a pivot on many of our parts.

Points of Perspective

Mon, 13 Dec 2021 14:00:10 GMT

I read this quote somewhere recently, and it got me thinking. It says, “I don’t even argue with people anymore because I start to realize that everybody only understands from their level of perception. So now, even if [you say] 2+2=10, you’re right.”

We all know them: The smart-asses who have to be right about everything. These self - aggrandizing people can do no wrong, and whatever they say goes. There will be no discussion—and if there were, it would fall on deaf ears. But, as this quote above shows, maybe we are all the jerks! Now, hear me out…

We all spend a lot of time thinking we’re right, but perception is everything. Let me bring another example of my thought process on this: We’ve all seen those ambiguous drawings, where there are two images you can “find,” and it all depends on the person viewing it as to which image they will see first. The most famous of these is probably the one depicting an old lady one way you look at it and a beautiful young woman the other. The same idea applies to the classic gold dress, blue dress image that went viral a few years ago.

The thing is, in these cases, while both images are technically there, and when people are adamant they see one way or the other, they aren’t lying. Each individual is telling the truth— THEIR truth as they see it—which brings me to my point.

It’s all about perception, which is defined by Webster’s dictionary as “the way you think about or understand someone or something.” The description goes on to say that perception inherently ties to what we each can sense, specifically attributing it as an “awareness of the elements of environment through physical sensation.” So, it’s subjective, based on what we see, feel, etc.—and how we make judgments based on those sensory experiences (our formed perception). Basically, perception is based on reality—our reality.

Why is Perception Different Based on Reality?

Here is where I want to discuss the age-old question—“Is the glass half empty or half full?” The answer to this depends on where we are viewing things from, with your perspective being skewed mostly upon whether you tend to veer toward optimism or pessimism in your outlook. The school of thought here is that those with more positive views on life, in general, will instantly see the glass as being half full, while their more negative types will lean toward seeing the glass as being half empty.

There are pros and cons to both negative and positive perception, and we need to be aware of our bias in perception in all situations—personal, workplace, etc. Why? Because perception becomes reality, or what you manifest, in many ways.

The Difference Between Thinking You Are Right and Actually Being Right

Admittedly, some people and things are just wrong. We have unfortunately seen this firsthand in 2021, with endless tirades of people believing they are right and spreading misinformation about everything from the virus to vaccines to politics and more. And regardless of what side of recent events you’re on, there is misinformation on both ends, which leads me to my next question: When is perception actually wrong and damaging?

A fascinating occurrence known as the Dunning-Kruger effect pertains directly to this subject. The Dunning-Kruger effect is a type of cognitive bias where people believe themselves far smarter and capable than they are. This overestimation of their abilities is most often attributed to their lack of self-awareness and low cognitive ability. It’s like they just can’t help themselves. So, what is to be done?

Is it Possible to Open or Change Perception?

The question becomes: Should we always try to open or change perception(s) when they concern factually wrong things? This is a very relevant and important discussion since it’s inevitable—especially at work—that you will meet people who are wrong. So, what do you do? You can’t avoid it, but you can control how you adapt and see others’ perspectives. This will help life go more smoothly for you. But I know it’s not as easy as snapping your fingers.

However, according to some studies, changing attitudes and perceptions can be as easy as choosing to change the way you look at things, and maybe there is some truth to that. I believe there is something to be said about continuous learning and consistently hearing what other people have to say. In fact, I wrote an article not too long ago about the importance of continuous learning , which further supports this statement and the benefits of surrounding yourself with new people and trying new things—both of which are never bad things.

Final Thoughts

Seeing eye to eye with everyone has never been easy—or even possible. We are all imperfect humans, after all. But hopefully, after reading this article, you can see more how we can all be the asshole who simply isn’t willing to open our eyes and ears to a new perspective. And then avoid that faux pas by being empathetic, listening more, and considering others’ viewpoints.

As for when the views are clearly factually inaccurate? (Like 2+2 actually equals 4, not 10), whether you choose to die on that particular hill is entirely up to you.

Contagious Moods in the Workplace and the Impact of Bad Leadership

Wed, 08 Dec 2021 13:00:06 GMT

Have you ever gone into the office in a great mood only to sit down at your desk and come face to face with a co-worker who is NOT in a great mood? It can be a buzzkill. And others feel it too.

Why? Because emotions are contagious—they can spread just like a cold. And the big problem with emotions is that you can’t see them to protect yourself and ward off the bad ones.

There’s a scientific name for this “catching” where our bodies subconsciously mimic the facial expressions of others. This is called Emotional Contagion (EC).

EC happens on a primal level and can impact primates and other animals, so it makes sense that EC can—in the same way—spread moods across offices in humans and drastically impact the environment, for better or worse. So, it’s up to us to decide if our office will be contagious positivity or negativity, and the lion’s share of determining which side we come down on stems from the leadership down.

The Impact of Bad Leadership

We have all had managers that prescribe to the “do as I say, not as I do” code of conduct. That simply doesn’t fly anymore in 2021. If a boss or manager wants a positive environment, they must lead by example. Translation: Foster positivity.

Think about it: People quit bad bosses, and bad managers lead to lousy engagement and high turnover. But the impact of a bad boss is even greater than those factors—it can even lead to higher rates of office sickness. But don’t just take my word for it—hard data shows that feelings of happiness can decrease up to 86% by having constant contact with a bad boss.

The Impact of Positive Culture

The good news is that offices have picked up on the impact of EC and have started to make programs to facilitate positive EC. While that sounds amazing—and things like ball pits and ping pong tables are obvious elements to create increased EC—we have to ask: In 2021, is that enough?

Survey says? No. This survey from August 2021 states that 85% of the global workforce isn’t actively engaged. With the “great resignation” underway, employers must create that engagement and positivity constantly. It is proven that positivity and negativity spread. Since society is fighting a lot of negativity (especially these days post-COVID), we must fight even harder to counteract those factors. Clearly, it is going to take far more than more ping pong to remedy this malady.

How to Increase Positivity Contagiousness

So, you’re probably wondering: Now what? Forbes had an excellent article centering on this subject, which offered five proactive steps to improve our work culture in 2021.

Among these steps are:

Rewarding Prosocial Behavior (praise and support any words and actions that are intended to help and encourage others)
Looking Beyond Credentials (focus on instilling hiring practices that include not just things like experience and education, but also things like people skills and a fantastic attitude)
Promoting Autonomy (just say no to micromanagement, which is known to lower morale, stifle innovation, and kill creativity)
Adopting the Open Door Policy (let your employees know—by your actions—that your door is always open)
And finally, Embracing Technology (use modern tech to help your organization better communicate, thus fostering community).

Emotional Contagion is a real thing, one that we—as leaders and employees—must consider at work. We must remain alert and aware of how our behavior impacts others.

A Students Work for B Students

Mon, 06 Dec 2021 13:00:04 GMT

Have you ever heard the anecdote “Cs get degrees?” Now there is a newer version of this idea—“A students work for B students”—but is there any truth to this?

Are A Students Better at Work? Actually?

This idea that A students are no longer shoo-ins for success over their B student counterparts has gotten so much steam that there are entire Reddit threads about it. Users debate the idea, and as the sides of opposing opinions get drawn, it can get quite heated! Some argue that their good grades will ensure that they are always leading the pack, while others say it is impossible to tell who will be good at life based solely on the kind of grades you get.

No stranger to controversy and always able to be counted upon to come in strong with an opinion, successful CEO Elon Musk shared his two cents on the subject way back in 2014. Musk was one of the first to step out and declare society’s current schooling model (bowing to the supremacy of A students above all) as useless.

During an interview with Auto Bild, Musk indicated that he wasn’t a fan of the traditional schooling structure . “There’s no need even to have a college degree at all, or even high school. If somebody graduated from a great university, that may be an indication that they will be capable of great things but it’s not necessarily the case,” Musk said.

Musk has even gone as far as to make his own curriculum for his children, and later on, via a heated Twitter exchange, Musk took things a step further by stating that he hasn’t been to Harvard, but the people that work for him have.

Still, does this mean that it’s commonplace for less educated people to be employers of more educated people? Do A Students Work for B Students?

Do A Students Work for B Students?

On a 2015 Quora thread, a former “big entrepreneur” said of this idea (verbatim quote): “It’s pretty true, to be honest, but I’m using real statistics here, according to inc. com, 8/10 self-made millionaires are not A students, they are D, C, and B students. Instead, they share the same characteristics, they ‘Never give up,’ ‘They have big dreams.’ And in ‘Millionaire’s Mind,’ the author Thomas, got no correlation between high SAT scores and being rich. So never give up, a piece of paper can’t decide your future, even if it starts with SAT or ACT. No, your future is in your own hand, it’s your responsibility to shape it grade, you are against all odds, we are all born to win but the action we takes will shape our success.”

Despite “big entrepreneurs” seeming to have some authority on the topic, the statement is still largely anecdotal. So let’s look at stats.

Education and Entrepreneurs

According to embroker.com , since 2017, the number of self-employed college graduates dropped by 8%. In fact, according to FreshBooks’ 2019 annual report , a college degree makes no difference in small business revenue, while Inc.com revealed that the majority of entrepreneurs attributed their success to determination, risk-taking, and vision—not education.

Despite people indicating (or boldly declaring, as in Musk’s case) that college might not be worth it, the stats pointing to education being important are still compelling. For instance, further fanning the flames of this fiery debate are statistics from the NCES, which show that in March 2020, the employment rate for female 25-to 34-year-olds with a bachelor’s or higher degree was higher than for similar individuals who had not completed high school, and not by just a slight margin. It was a telling 83 percent vs. 41 percent.

The truth is that there isn’t much information supporting the idea that A students work for B students, and perhaps we’ll never know for sure. But rather than go round in a swirling, cyclical debate, I would wager that the more important thing is to work hard, work smart, and make sure you like what you do. And that you’re deeply invested in it. As long as you have that, it is likely you will not only excel but thrive.

Written by Yashar Kafi

Motivation Vs. Discipline

Wed, 01 Dec 2021 13:00:08 GMT

Any professional has heard it a million times (because it’s true): To truly succeed, it takes motivation and discipline. It sounds simple enough, but if there is anything I have learned, it’s that the career path can be tricky. If we are not careful, we can get lost while navigating it, especially when it comes to tackling lagging motivation and lax discipline.

Think about it: When we accomplish a task, we often feel a surge of self-satisfaction (almost like a professional adrenaline rush), which immediately buoys our level of motivation. Riding high on this rush of accomplishment, we feel we can take on anything! Spoiler alert: We cannot.

And in the times that things don’t immediately work out, we fall from that high with a harsh reality check—a rude awakening that can negatively impact motivation to the point where we feel crushed. It is at this stage that many people get stuck. This is the moment when motivation and discipline are the only remedies.

On a personal note, I went through this very thing when I finished college (a bit more on that later), and rather than allow myself to stay stuck; I allowed it to push me to explore what it means to be motivated and disciplined—two complementary, but very different things. So, let’s tackle motivation first.

Motivation at Work

Webster’s dictionary defines motivation as “a force or influence that causes someone to do something.” In simplified terms, it is the reason(s) why we do what we do. Motivation is vital to life itself because if we have no reason to do anything, honestly, what is the point of doing it? Spoiler alert: There is none.

Understandably, a lack of motivation in the workplace is akin to professional kryptonite. But don’t just take my word for it. The numbers speak for themselves, with it being reported that employees work 20% better when motivated and motivated teams accomplish 21% more.

Not only do you accomplish more, but according to the American Psychological Association, when you’re motivated, you also learn better . All of this explains why new employees often get so excited and gung-ho at the onset. They see the fruits of their labor, and it only serves to motivate them further to keep excelling straight out of the gate. Like I said before, it provides this epic rush.

However, the hard truth is that level of energy just can’t be sustained 24/7, and motivation naturally wanes for everyone (Or, I like to think of it more like an ocean tide, ebbing and flowing). Now, this is where discipline comes into play.

Discipline at Work

Discipline is defined as “a set of rules and regulations which are to be followed while undergoing any task or activity”—like a code of conduct. Just like motivation, discipline is vital. In the workplace, discipline enables us to set guidelines that foster orderliness, efficiency, punctuality, and organization and helps us focus on our tasks. Simply put: If motivation provides the desire/reason, discipline provides the action needed to fulfill that desire.

Good discipline hinges on one essential building block: establishing healthy habits. Be forewarned. This won’t happen overnight ( habits take 18-254 days to really stick). But once they are established, discipline will be the direct antidote to that kryptonite-like slump you experience when your motivation wanes.

As you seek to establish your own good habits, here are a few tips that can help.

Enjoy the Ride

As I mentioned previously, I have had my struggles with motivation and discipline. I found myself (three years into my career post-college and still in the early stages of learning and developing my individual work style) feeling a bit listless professionally. I was lacking motivation and wondering why. After much self-reflection, I realized that my lofty expectations—and impossibly high bar I’d set for myself—were sabotaging me.

I was trying to go too far, too soon—trying to be ahead of my years instead of simply enjoying the process and the journey. Don’t make that same mistake.

And now? Now I believe everything I’m doing is an opportunity for growth and learning for my wide-open future. At this stage, when languishing, I push through by simply keeping disciplined and knowing that motivation will come and go.

I read somewhere, “Motivation is a luxury that comes and goes [...] You have to understand you cannot always be motivated, you have to be disciplined.” Bottom Line: Find the thing that keeps you disciplined, and the rest will follow.

Why is College Enrollment Lowering?

Mon, 29 Nov 2021 23:00:57 GMT

Less high-school graduates are enrolling in college. And believe it or not, this is a pattern that has been developing since 2012, where fewer scholars seem interested—or able—to take their studies to the next level. But it’s really when the pandemic hit last year— kicking students offcampus and out of the dorms—that we saw a nosedive in enrollment in both undergraduate and graduate programs.

The actual stats are staggering, with the one-year window from 2019 to 2020 seeing a 3% drop in enrollment, according to the National Clearinghouse Research Center. Also, according to these experts, the coming year will probably be even worse.

Why now? Let’s explore some of the numerous reasons would-be students are saying so long instead of signing up.

Lack of Jobs

College students graduating and heading into the world today face a job market that seems woefully misnamed—where exactly are the jobs?

Data shows that the class of 2021 (which consists of an estimated four million would-be college grads) will spread their wings and fly smack into what feels like a brick wall. Case in point: The current job market has lost 8.4 million jobs between February 2020 and March 2021.

Not to pile on, but there’s even more data from a UCLA study showing that individuals who graduate college during a recession (like now) are likely to earn 10%-20% less in their lifetime than their peers. And according to the Federal Reserve, things don’t look good on the job market front either, with the experts providing hard numbers that show recent college graduates (40.3%) are underemployed. The data also shows it’s just getting worse (higher unemployment rates) with each graduating class.

More Emphasis on Career Training vs. Formal Education

The nature of the world of work is changing, being reshaped by the constant evolution of technology and constantly emerging digital innovations. The types of employment available now are also evolving, with the traditional in-office 9-5 corporate role giving way to more nontraditional opportunities.

The main point here is that we are seeing a trend in a widening of open doors providing working arrangements that are outside of the standard—from apprenticeships to trade schools and more. While career training opportunities won’t replace roles requiring more formal education, we see a considerable rise in interest for this alternative route, especially as it offers a more practical—and far less costly—path to actual employment.

Return on Investment Too Low

With the mind-boggling price tags that higher education presents, far more would-be students are stepping back and taking a hard look at the pros and cons when weighing their options. And the top question on their lips? “Is it really worth it?” The debt of student loans. The uncertainty of job opportunities after all that time, effort, and expense.

And as the data clearly shows, more and more people are answering with an adamant “No, it’s not worth it,” deeming the return on their college investment being far too low for the price paid.

Rising Costs (Will Colleges Have to Get Cheaper to Stay Alive?)

Speaking of prices being paid, college costs are skyrocketing. Student loans are burying pupils in debt. The actual cost of higher education is staggering.

Just to give you an idea using concrete numbers, a recent survey of high school students conducted by the ECMC Group revealed the likelihood of their attending a four-year university has fallen from 71% to 53% —with rising costs of attendance being the main determining factor for their hesitancy.

Conclusion

There will be two distinctly separate and divided camps on the issue of whether college nowadays is worth the investment. Whichever side you come down on, the fact remains that if you do opt for college, you should be prepared to pay a pretty penny.

Why Is Everyone So Rude Right Now?

Wed, 17 Nov 2021 13:00:02 GMT

I have to admit, on the rare occasion that I sit down to TV, I am a sucker for a classic, feel-good throwback. So when my TV found itself on an episode of Full House, I had to just let it ride. Anyone familiar with the show at all has probably heard the signature catchphrase that the character Michelle Tanner uses when faced with anything she deems undesirable: “How Rude!” she exclaims, clearly aghast at her current situation.

Well, as I heard these words come out of her mouth, it hit me… That’s exactly how I feel as I navigate the world today. Seriously, why is everyone so rude right now?

I think the pandemic is at the root of the problem (or has at least exacerbated it). And it’s not just me who feels this way: According to psychologist Bernard Golden , “We’re going through a time where physiologically, people’s threat system is at a heightened level.”

And when we feel threatened in any way, it instantly kicks off our fight vs. flight response. You know, that automatic physiological reaction to any event that we deem stressful or frightening triggers our body and mind to respond in one of two ways: face it and fight or flee.

And while it certainly makes complete sense that society is agitated beyond normal levels, there is no denying that it’s negatively impacting “the new normal” and returning to work. Translation: Peopl e are acting out amid their agitation—and the result isn’t pretty. It´s downright rude.

The Impacts of the Pandemic on Communication

Think about it: even on a practical level, how common courtesies we used to take for granted have been entirely obliterated by the pandemic´s restrictions. The warm greeting made possible by the shaking of hands. The small interchange of a shared smile (now literally “masked” by protective face coverings).

You might not realize it, but your handshake says a lot – a firm handshake has always helped make a good first impression. As for smiling and other social cues, these things allow us to know when to say something, enable us to better interact with others, and alert us to when it might be a good time to crack a joke. It impacts both sides, as not being able to get a visual reaction from a wisecrack also deprives us of that minor dopamine hit we can get from social interactions.

Speaking of social interactions, I am perhaps most discouraged at how we have somehow allowed coming together to devolve from what was once an opportunity for fellowshipping that builds community—to a festering cesspool of toxic behavior. Socials are known breeding grounds for arguments about any number of issues, and social media is only fuelling the fire.

Social Media Inciting Negativity

One example of how social media is becoming somewhat of a divisive demon is discussed in CBS’s whistleblower article , which exposes how Facebook (Meta) has intentionally played a part in this societal alienation. It also explores the impact of that on society—when social media has often been the only way people communicate with one another for the past year(s).

In summary, the article brings forth damning allegations against Facebook, specifically that the company’s research shows that it “amplifies hate, misinformation and political unrest.”

What Does This Mean for the Return to Work?

As previously mentioned, society’s collective fight and flight response have been activated. Add to this the fact that long separations due to the pandemic have made interactions awkward and sometimes downright unpleasant (Read: rude!), and you have a perfect storm of crabby people begetting pissy situations, period.

Wired had an article that further detailed the current plight, specifically describing how remote working is upping the rude factor in the workplace exponentially.

Simply put: Thanks to the pandemic, triggers for rude behavior have been exacerbated—and employers need to be aware of that and take responsibility by having resources available for their employees to cope and (hopefully) correct.

Final Thoughts Moving Forward

Despite society being taxed to its limit, we shouldn’t need to worry about returning to work. It’s up to you to do your best and take responsibility for your own behavior and reactions. Plus, employers need to do their best to create an atmosphere of open and honest communication with employees.

In summary: No matter the level of angst, don’t be an ass.

The Value of Continuous Learning

Mon, 15 Nov 2021 13:00:15 GMT

I follow a wide variety of professionals on Twitter, and I recently came across an insightful quote from Adam Grant. Adam is an American famous science author and professor at the Wharton School of the University of Pennsylvania who specializes in organizational psychology. You could say he has an acute perception into human nature and what makes people tick.

The particular quote that had me floored reads: “When you only listen to the smartest person in the room, you miss out on discovering what the rest of the room is smart about. Everyone you meet knows something you don’t–and has wisdom from experiences you haven’t lived. Every conversation is a chance to learn something new.”

Excellent quote in itself—short, sweet, and to the point. In layman’s speak: Being the most intelligent person in the room is the dumbest thing you can be. Why? Because “that person” is the only individual incapable of learning—and the moment we stop learning, we stop growing and evolving, becoming complacent—and even worse—stagnant.

The Value of Continuous Learning

I especially love the importance that financial gurus Deloitte placed on continuous learning in one of their informative articles , going so far as to call it “critical.” Specifically, Deloitte stated that “As companies build the organization of the future, continuous learning is critical for business success.”

So, why all the hubbub? One huge reason is that continuous learning within the corporate setting helps keep employees engaged, which means bigger profits via savings. Data strongly supports this, with a recent study that reveals that disengaged employees cost businesses up to 7 billion (yes, BILLIONS) annually.

But it’s more than money that makes continuous learning worth your while. Continuous learning is also crucial for a sharply skilled workforce.

The Value of Skills

Now more than ever, skills are time-sensitive. The lifetime of a skill used to be 10-15 years, and now , according to a worldwide study conducted by IBM, it is just 5—and even less for technical skills. The reason for this is that the specific skills that employers are seeking and prioritizing in their hiring process continue to evolve and change—keeping pace with the accelerated speed that technology and industries themselves continue to advance.

The survey found that at least 50% of executives having a hard time finding the right fits cited their difficulties stemming from the lack of proactive employees in developing their current skills. Again, continuous learning is vital.

I’m a numbers guy, so let’s think about it this way: Say you start your career at age 22 and work until you’re 70. That’s 48 years, which means you will need to learn at least nine new skills throughout your career journey.

Now, factor in how long it takes to learn a new skill–employees and employers need to keep this in mind and be able to strike a balance between the skills that are quick to learn and that will have the most impact.

Employees Want to Learn

The great news is that employees aren’t fighting the idea of continuous learning. In fact, they are welcoming it with open arms. This is especially true of millennials in the workforce, who are quickly becoming the largest working population.

According to a LinkedIn learning survey , most employees (68%) want to learn at work. This majority percentage is not surprising at all to me. After all, think about what makes you feel happy/challenged at a job.

A lot of it is having room to “grow.” I mean, no one wants to hit a glass ceiling, right? The days of being satisfied to sit down in a cubicle and plunk away your life while hunched over a keyboard are long gone.

Bottom line: Times are changing at light speed, and continuous learning is the only way we can ensure that we don’t become the dinosaurs left in the dust.

5 Ways Employers Can Navigate the Great Resignation

Mon, 08 Nov 2021 13:00:47 GMT

With the Great Resignation of 2021 upon us, seeing a wave of employees jumping ship and switching jobs, you may be tempted to throw up your hands and simply let the tides take you. Don’t!

Instead, consider these five ways to help you navigate this unprecedented era

1. Be Prepared for Change

Employees are no longer happy with the status quo. Employers can no longer stay in their comfort zone and attempt to keep things on an even keel a la the old “If it ain’t broke, don’t fix it” mentality. It’s broken, and it needs fixing—or at the very least, tweaking.

Times are changing. As the leader of your company, you need to be prepared to create a culture that faces those changes head-on and does not blink when it comes to doing whatever is necessary to adapt and eventually embrace those changes as they are (and keep) coming.

2. Conduct Quarterly Reviews

As these changes keep coming and you work to adapt to them, an important part of how successful you will be depends on keeping a close and accurate eye on measuring how you are doing. After all, if the changes you are making to adapt and grow aren’t proving effective with real results, you aren’t accomplishing anything.

To keep an updated pulse on the current climate of your company culture and how you are measuring up, conducting regular reviews (I suggest one review per quarter) will prove priceless. This way of checking in and weighing what is working—and uncovering what is not— is the honesty that will prove to be the catalyst to creating and maintaining a cohesive (and content) workforce.

3. Genuinely Explore and Resolve Issues

While quarterly reviews are excellent in uncovering issues, you have to take the obvious next step in addressing them. Nine times out of ten, the problems that arise will not be easily addressed by the bandaid approach.

These issues will need to be explored in-depth, with conversations that may involve everything from one-on-one meetings between management and their direct employees (with the help of HR facilitation) to round table discussions, think tanks, and more.

Simply put: Your company has to be invested in doing whatever it takes to get to the root of these issues with candid convos, then resolving them.

4. Encourage Innovation and Openness

On the way to resolution—and seeking to maintain employee satisfaction—creating an environment that fosters innovation and encourages openness will get you far.

Employees need to know that they are safe when speaking up. They should not only know it is okay but they should be greatly encouraged to do so. This encouragement to take the initiative and step out with their voices and opinions inevitably encourages innovation—which we all know is the fuel that is the driving force of the future.

This open forum will also allow employees to voice any criticisms of the current culture, enabling you to address these criticisms directly and will let you check back in with the “voicer” once potential solutions have been implemented.

5. Provide Security and Flexibility

As we are still living amid a global pandemic, it is not surprising that jobs and financial security are constantly weighing on everyone’s minds. Employers that provide the peace of mind that working for them means job stability and security places them ahead of the pack.

But what we are also seeing emerging is the strong push for greater flexibility. As workers were perhaps initially frustrated at being pushed out of their physical offices and sent home to work remotely, these same workers have now grown accustomed to (many embracing with great glee) the flexibility of remote work.

Now, employers are experiencing the resistance of workers when the subject of returning to the office is broached. Boos and jeers abound. For this reason, employers who can offer greater flexibility (be it with hours or locale) have a much greater chance of retaining their workforce in this new normal and beyond.

The Great Resignation of 2021

Mon, 01 Nov 2021 12:01:47 GMT

We talk a lot about “The Greats.” And while most minds will immediately think of Tom Brady, Michael Jordan, or some other GOAT sports star, the “great” I am referring to is the Great Resignation.

What is the Great Resignation?

If you haven’t already heard about it, the Great Resignation of 2021 describes the current era of mass exodus—or more specifically, job switching—as a direct result of this past year’s pandemic-induced sheltering in place protocols. While this is a widespread resignation that has affected industries across the globe, certain niche areas have been impacted on a far greater scale, with companies in specific sectors posing a greater chance of losing employees.

The Great Resignation Industry Variance

Research shows that the computer and IT industries in particular and financial firms are the most likely to account for the lion’s share of job shifting. Forty-four percent from the IT and computer industry and 24% from financial firms have already changed jobs or are planning to do so soon (2022). Following fast on their heels at the top of the most affected industries list are the healthcare industry (18%) and food and hospitality industry employees.

Ready for even more statistics? Add to this the fact that 22% of survey respondents in America claimed to still be on the fence about whether or not they were jumping ship. You know what that means: Even more shifts could be on the horizon.

When such a massive exodus of employees arises, it is abundantly clear that something has to give. So, what went (is going) wrong here? Simply put: Employees have become unhappy with their current job situations for multiple reasons. Let’s break down a few of the top ones that are trending.

Employee Expectations

The bottom line is that employees’ expectations are no longer being met. What’s specifically topping the list of employee gripes? Lackluster compensation. I’m talking about money, and not enough of it! Half of the respondents surveyed revealed that seeking a situation with better pay and benefits was why they were looking to greener pastures.

Also, reasons for being ready to say good riddance and walking out the door? Exploring new career opportunities, particularly in the tech industry, where 70% mentioned wanting to strike out to start their own endeavors.

One big reason that has jumped to the forefront for many since remote working has been on the rise is the option of working from home versus physically coming into the office. These employees (43%) are opting to say goodbye to companies that aren’t on board with offering this more flexible option.

Unsurprisingly, this mass exodus of job shifters is leading to many companies facing major labor shortages .

The Great Resignation – What Can I Do?

So, as employers, this data may have you shaking in your boots (as it should). The good news is that there are proactive steps you can take to retain your employees.

A first step— listening to your employees —may seem obvious, but the real crux of the power in this approach lies in simultaneously giving them a real (and safe) platform to have their voices heard in the first place. Within this arena, you will be able to open up the dialogue and assess their contentment (or lack thereof) with the current culture and work situation. LISTENING, then addressing any areas of concern/contention that arise, is an excellent start.

A ssessing—and addressing—your employees’ well-being will prove priceless in retaining your workforce. Some concrete actions that you can take to improve the overall well-being of your employees could include simple things like creative well-being initiatives, ensuring they have ample mental health resources at their disposal (like access to professional counseling or other ERGs), and more.

Finally, be open to evolving . This will undoubtedly mean being proactive in developing innovative and creative solutions for your employees’ changing expectations. Here is one example where the remote work issue must be addressed. Will a phased, hybrid approach to start be an olive branch of sorts that could work? Could you actually go completely remote and make it work?

Conclusion (or Just the Beginning?)

Let’s face it: These are unprecedented times, and we are all navigating uncharted waters here. However, the willingness to iterate and adapt moving forward will undoubtedly determine who sets sail toward new and exciting horizons or sinks.

Go with Your Gut

Wed, 27 Oct 2021 12:00:15 GMT

As I’m learning in the consulting world, I think it is great to share the lessons and insights I accumulate. After all, every expert started by gathering wisdom en route to where they find themselves today.

That being said, I wanted to talk about instincts in the workplace. One of the things I’ve realized is how crucial swift decision-making is. You’ve likely heard the adage “go with your gut” by now. Do you think that it holds a place in the corporate environment? Is this how you operate in your office space?

Being Decisive Is the New Flex

In my experience, I have seen how essential quick decision-making in action is, time and time again. When I think of going with your gut, the word “decisiveness” immediately comes to mind. Decisiveness is defined as “the ability to make decisions quickly and confidently; having the power or quality of deciding.”

When people are decisive and go with their gut, they do not hesitate, but instead, they trust their instinct. They have enough confidence in these intuitions that they are firm, determined, and final in their decisions. The important thing is that you make the decision. And if the decision doesn’t work out exactly how you wanted, you adjust. When advising against overthinking, Gary Vaynerchuk (aka Gary Vee) said, “It’s not spending time on the decision, it’s spending time on adjusting or doubling down AFTER you made the decision.”

Now, I don’t know about you, but from what I have seen in my workplaces over the years, teams respond best to (and desire) leaders who are confident and act in a way that instills our trust in them. They do not show fear and hesitate but instead make decisions without secondguessing their qualifications to do so—and then adjust accordingly.

Decisive, But With Clear Direction

It’s important not to overthink things and move forward with your gut, as long as there’s a calculated approach to your actions.

What I mean by this is that while you don’t want to get stuck over-analyzing decisions— especially to the point where nothing ends up getting done at all—you still need to have some experience in mind when pulling the trigger on an idea or action.

After all, most people desire a confident leader, but no one wants to follow that leader if they are running straight into a hornet’s nest. There is a trust that all leaders will need to earn from their teams. Trust can only come through actions that reveal both of these key factors:

The ability to be self-confident and decisive enough to go with your instincts without hesitation
The forethought and wisdom to take those actions seriously enough to ensure you’re stepping forward with a solid strategy

Finding the Balance

How do you find the balance between intuition and knowledge? According to Gary Vee , “You need to look logically at the situation, analyze the pros and cons, trust your instincts, and decide.” He also points out that “It’s so much better to try, fail, revise and try again then spend all of your time debating and never actually doing.” And this can come down to drawing from a combination of your intuition and experience. He adds that “You start to develop pattern recognition and then your intuition takes over which allows you to make decisions based on all of your prior experience in life.”

Here’s to finding the balance.

Chaos Agents: Are Businesses Lacking a Critical Role?

Mon, 25 Oct 2021 12:00:19 GMT

In a previous article , I talked about hackers. Specifically, I asked whether they were a necessity or a nuisance. To summarize, I answered that there are both “good” and “bad” hackers. There are terms categorizing them: white hat hackers (good), black hat hackers (bad), and gray hat hackers (middle-of-the-roaders).

I wanted to continue with that theme of things not necessarily being clear-cut and pose a thought-provoking question to get the discussion going. Are good hackers chaos agents, or are the bad hackers the chaos agents? Or, are they both chaos agents, and we need both of them in the world?

Wait, What’s a Chaos Agent?

I was watching my daughter play the game Fortnite one day, and it has an interesting “Chaos Agent” component. So as she was playing the game, I was wondering, “What is a chaos agent?”

My daughter schooled me on the subject, and apparently, it’s a special outfit (like a stealth skin suit) you can buy inside of Fortnite. Once she showed me what it was, I thought, “Holy crap!” This was because it brought home how we think about chaos agents on a broader scale.

If you look at it from the outside, you and I might think of a chaos agent as a person who causes chaos or mischief within a group, just for kicks. But in the business world, a chaos agent could be the antithesis of a change agent.

Allow me to explain. Whether inside or outside of an organization, a change agent focuses on things like development, improvement, and organizational efficiency. While change agents take a set of defined tasks and alter whatever the initial state to the end state is, a chaos agent looks at a process, a person, a technology, a business system—not just for fun or to try to cause disruption. They are genuinely curious about what would happen if Joe Public got hit by a bus, and we didn’t have an accountant anymore.

In my mind, the chaos agents are the ones weighing the risks and ramifications of (inevitable) disruption. They’re the ones asking: What’s our fallback plan? Is there a plan B? What happens Commented [MB1]: If the hackers article is published, link to it here. if we run out of money next month? What happens if COVID-19 shuts down all the offices worldwide—how will we get our products from the U.S. to China?

Chaos agents might be a different form of change agents. But in drastic scenarios—such as 9/11, the financial crisis, a hurricane, COVID-19—it would be the chaos agents who need to be three steps ahead of everybody else so they can infer to the change agents what needs to be done each day. This way, if a catastrophe happens tomorrow, everyone isn’t in big trouble.

So Where Are All the Chaos Agents?

While some may think this role bears a resemblance to a COO, I’d disagree, as a COO is very prescribed and tactical, following a specific and measured operating pattern. They are just trying to keep the lights on and make sure the business keeps running

Even though there may not be any official chaos agents, I wouldn’t be surprised if this role exists, although under a different title. This is the person an insurance company would benefit from hiring (maybe they already do). We need new, alternative (or complementary) COOs. Let’s call them CCOs: chief chaos officers.

Are Hackers a Necessity or a Nuisance?

Wed, 20 Oct 2021 12:00:18 GMT

There’s much discussion about hackers in the cybersecurity world. But how often do you hear about good hackers? A simple Google search will display page one results mostly filled with alarming titles. A hilarious anonymous quote revealed just how much of a plague the world sees these IT wizzes as being. The quote stated, “Yesterday I changed the name of my WIFI to ‘Hack Me If You Can.’ When I checked it today, it was ‘Challenge Accepted.’”

This is funny, but the truth is that much of the world sees hackers as nuisances—or even worse—menacing tech maniacs bent on ruining our days by robbing us blind and more. App developer and entrepreneur Mitch Kapor went so far as to describe that “Hackers are seen as shadowy figures with superhuman powers that threaten civilization.” And he’s not wrong.

However, I want to play the devil’s advocate and present an alternative mode of thought, asking you to consider: Are hackers a nuisance or a necessity? According to one of my clients, hackers are definitely more of a necessity because there is now a divergence—where we are seeing good hackers and bad hackers.

The Different Hats of Hackers

Hats are used for differentiating between, with the three main types being black hats, white hats, and gray hats (but there are a few more colors, too). In a nutshell, black hat hackers are considered unethical—the down and dirty scammers who hack the system illegally to steal money or break the law somehow.

The white hat hackers are the Captain Americas of the hacker world, using the same brilliance and means as the black hats, but (legally) hacking systems they have been given permission to in order to combat the bad hackers and test the security of the system.

Then, you’ve got the gray hats—a kind of hybrid that skirts along the edge of legality, able to hack into systems they haven’t been permitted to access, yet never stealing or doing anything nefarious while doing so.

In light of this, American author, computer security consultant, and famous hacker Kevin Mitnick asked—and answers—the question on all of our minds: “Should we fear hackers?” With his insight, Mitnick explained that it all boils down to intention. In his words, “Intention is at the heart of this discussion.”

So, to safeguard their companies’ data, more businesses are recruiting the “good kind” of hackers to keep their information protected. Essentially, you have to hire more of the good hackers because the bad ones are out there multiplying—and having a field day with our data.

So, Do Hackers Help or Hinder?

As cyber risks increase, our demand for cybersecurity professionals is also escalating, with Cybercrime Magazine reporting an astounding 350% growth in open cybersecurity positions from 2013 to 2021. Clearly, we are realizing that there may not be one set answer to the question of whether or not hackers are nuisances or necessities.

The real answer is both. Hackers are clever and can quickly become the bane of our existences, AND they can also come riding in on their white horses to crack codes and save the day. They can also be that enigmatic gray man, a wild card that no one really knows where they stand.

As systems, technologies, vehicles, and more get more interconnected through web-based mechanisms, people will be ready and waiting to hack into them. And with corrupt hackers trying to take over companies, bank accounts, and more going forward, we’re going to need more white hats to combat it, finding alternatives to protecting and ensuring security.

Are Consultants Business Psychologists?

Mon, 18 Oct 2021 12:03:58 GMT

In consulting, people often open up to you about everything. They tell you their problems— business mostly, but not always—and they do this because they can’t find the solutions on their own. In many ways, they look to me to help in areas where they are at a loss or have found themselves stuck and need leadership and guidance to find the path forward.

Business Consulting Vs. Business Psychology

I have sometimes thought that every consultant deserves an honorary business psychology degree. I am joking, of course, but you have to wonder: Is it partly true?

I would wager yes, in spirit, but no in regards to qualifications. As with any profession, I respect that courses and layers of learned knowledge are vital to being qualified to call yourself by the name. This applies to business psychology, so I am not negating that. But I feel that since the lines often overlap, in my consulting industry especially, consultants should be required to take business psychology courses in school.

I would take it even one step further and say that every person—regardless of their chosen profession—would benefit from doing this, but especially consultants.

Why? Because the merits of business psychology are almost too numerous to count. And in the consultancy world, you are like a coach, problem-solver, and expert strategist all in one— similar to business psychologists

Business Consultants and Business Psychologists – the Key Differences

Think about it: Business psychologists are there to dive in and get to the core of problems, find solutions, and help identify internal factors that are causing issues, so they can help businesses, leaders, and teams thrive. Now, unlike consultants, business psychologists usually “stay in their lanes” and don’t offer advice on things like finances. Instead, they are brought into the fold to be what I call “people experts.” And the internal factors they are seeking to pinpoint and address are any of those at the individual and team levels in an organization that create roadblocks to that company’s ultimate success.

That is no easy feat, and I have so much respect for this niche and the people that go into this career. But circling back to my original premise: as consultants, we are also called upon to weed out factors that are the cracks in the foundation of a business. These cracks are effectively keeping that business from reaching its goals.

In the consultant world, unlike the realm of business psychology, our job description is designed to focus on the business itself versus the person, per se. However, there is an inevitable “overlap.” To do this, you have to deal with—and understand—people. Like psychologists, we have to become that coach. Consultants are called upon to offer insights, find solutions, and help our clients step toward those solutions in measurable and proactive ways.

So, while we are focused on company success, people fuel that success, so like business psychologists, we also have to understand and help people. At the end of the day, psychologist or consultant, we’re all just trying to find solutions. And that’s how you’ll know you have a great consultant – they’ll be able to help you!

The Importance of Communication

Wed, 13 Oct 2021 12:00:14 GMT

As I’m learning and growing in the consulting world, I am increasingly seeing how vital communication within an organization is in ensuring success and overall company health and well-being.

I have benefitted from seeing both sides of communication—the good and the bad. Proper communication can elevate an organization’s operations, with overall happy clients and employees meeting their goals.

I have also witnessed how a lack of communication—or in worst cases, no communication at all—has thrown a wrench in the entire system, with ramifications ranging from mild disruption and discontent among the ranks to chaos and failed endeavors. Again, it is a broad spectrum, but the one common denominator is communication.

Balancing the Scales of Communication

There is a fine line between over-communicating and under-communicating. As in all facets of life, finding balance can be challenging. Communication, in particular, is vital to master. For any team to function at the most optimum level, the channels of communication must remain open and efficient but not stifled by micromanagement and excessive “leadership.”

It may sound like an impossible scenario. But, there is a balance. So, one has to wonder: When is intercompany communication not enough, and how do you know if you’re overcommunicating? Where is that sweet spot of just right?

Under-Communication Creates Chaos

Under-communication can create chaos simply because no one is instructed on what is expected or supposed to happen next. No one is sharing clear leadership, guidance, or next steps.

Mark Sanborn said it best when he warned, “In teamwork, silence isn’t golden, it’s deadly.” George Bernard Shaw mirrored these sentiments saying that “The single biggest problem in communication is the illusion that it has taken place.”

Let’s face it: employees and team members are not mind readers. One can’t assume that people automatically understand you or what you are trying to convey, especially if you are not explaining your thoughts clearly

Along this line, the following quote from Jeffrey Morales is important, as just as vital as voicing your clear expectations, is doing so with respect, including sharing the rationale behind what you are asking them to do.

Morales encourages to “Communicate in a respectful manner – don’t just tell your team members what you want, but explain to them why.” You’d be amazed at how having a sense of purpose will inspire teams to make something great happen.

The Hand That Guides

The importance of respect and communication in the workplace leads to leadership and guidance, with the roles of CEO and upper management bearing the weight of responsibility that is steering the corporate ship. This requires stellar communication on many levels, especially setting strategy and direction by actively guiding people.

Gilbert Amelio, President and CEO of National Semiconductor Corp, summed up what a leader should shoot for in how to guide their group: “Developing excellent communication skills is absolutely essential to effective leadership. The leader must be able to share knowledge and ideas to transmit a sense of urgency and enthusiasm to others. If a leader can’t get a message across clearly and motivate others to act on it, then having a message doesn’t even matter.”

Everyone is on a learning curve, and the key is showing up every day to pay attention, listen, learn, and keep growing.

I am still learning. There is no perfect communication. There won’t be a time when we all “arrive” as professionals at this ideal place where we always operate in that sweet spot of succinct and just right communication. But, every day, we can practice the fine art of toeing the line between over and under-communication and evolve into ever better communicators.

Why Are Billionaires Racing to Space?

Mon, 11 Oct 2021 12:02:17 GMT

Billionaires Jeff Bezos, Richard Branson, and Elon Musk have space on the brain these days, with each of these tycoons making headline news by going to great lengths to launch themselves into the history books—all funded by their own cash, I might add. A whole lot of it. According to Business Insider, Branson spent an estimated whopping $841 million for his recent trip to space.

So, why are billionaires making a beeline for space all of a sudden? As you look around and see the wildfires, hurricanes, droughts, and floods coming at us in increasing amounts, you might ask yourself: “Do these space cowboys know something we don’t? And what’s going to happen to Earth in the next 20 years that they’re so adamant about getting off this rock?”

Now, I’m not trying to be an alarmist, but seeing this pattern, you might be asking yourself about these uber-rich: What’s in it for them?

Is It Greed?

This was my first thought, as these three are acute businessmen before anything else, and the untapped frontier of space tourism seems to be drawing them in like an intergalactic magnetic force field—with the promise of quite a lucrative payout. As for Branson’s planned Virgin Atlantic space tourism endeavor, even the Beatles’ eyes would be bugging, with each ticket to ride costing wannabe honorary astronauts $250,000 a pop. Needless to say, these guys are going to make bank.

Or, Can We Chalk It Up to Ego?

Money aside, is it that these men want the bragging rights of being the very first? Like dog’s marking their territory in a bold and new frontier? This would make sense. After all, everybody knows Neil Armstrong and Buzz Aldrin—their monikers becoming household names after they made history as the first men to travel to—and in Neil’s case, walk on—the moon.

While the desire to make your mark in history—to leave a legacy behind—is understandable, you have to ask: Isn’t there something more that could be done with those billions? Could that incredible amount of dough not be better-spent funding research for discovering a way to eradicate the coronavirus that’s currently killing millions? Or what about cancer? The last I heard, that was still a big deal.

What about billions to help millions of people versus billions to glorify one person?

Criticism of these billionaire-sponsored private space flights has some questioning this use of funds. Forbes writer Nicholas Reiman said, “the shift to privatization hasn’t just put billionaire’s companies at the forefront of scientific achievements—it’s accelerated the push for space tourism programs, which for now come with price tags solely restricted to the ultrawealthy.”

In the words of many these days, it seems like Bezos, Musk, and Branson need to “read the room,” realizing that such decadence in spending on what appears to be a vanity project clashes with society’s current state of (dire) affairs.

Among these naysayers is none other than Bernie Sanders, who recently engaged in a bit of a Twitter sparring match by addressing Musk in particular. Sanders commented : “Space travel is an exciting idea, but right now we need to focus on Earth and create a progressive tax system so that children don’t go hungry, people are not homeless, and all Americans have healthcare. The level of inequality in America is obscene and a threat to our democracy.”

Putting in the Effort and Expense While Hiring Can Pay Off Later

Wed, 06 Oct 2021 14:38:29 GMT

I’m beginning to see similarities in how today’s hiring practices mirror the haphazard world of online dating. Seriously, does anyone else feel like hiring qualified people has become somewhat like rapid-fire swiping on Tinder?

Think about it: Imagine how many qualified people apply for a job, and their resume gets dumped straight into a database that becomes a black hole because once vetted, it’s gone.

It’s pretty wild, and like determining your choice among a vast pool of potential dates on Tinder, the criteria for potential hires varies. And let’s face it, it can be based on just as subjective and trivial “must-haves” as those social media apps.

The Limiting Factors

Think about how many hiring managers say, “We want three to five years of experience.” But then someone with ten years of experience applies, and they say, “No, they’re overqualified.” Maddening, right?

When did somebody who is 35 years old versus an applicant who is 25 years old start to be deemed “over-qualified”—or when translated more expensive than you’d like to pay? If there’s a suitable person for the job, why don’t you hire them instead of just “swiping right” with the same picky mentality Tinder swipers have when seeking that unattainable perfect match? Examples are seen in comments like: “You’re too expensive, you’re too young, you’re too old, you’re overqualified, you have too many years of X, Y, and Z.”

Not only is that exhausting, but it’s also not productive and gets you no closer to getting your needs met (as an employer or otherwise). Not to mention, basing a decision on an applicant’s age is discrimination. As an employer, why wouldn’t you make an effort and at least talk to the person? Only then can you figure out if they’re a right fit culturally for your organization.

Imagine the possibilities if you keep an open mind and refuse to simply “swipe right” on a potential candidate because they don’t check all of the same boxes on “your list.” After all, maybe they have other traits that overshadow their four to six years of experience versus the required 10.

Putting in the Effort and Expense While Hiring Can Pay Off Later

You may be thinking: people don’t want to spend the time to talk to candidates if it’s going to be a waste of time. And how can you know?

My response to this is that whenever you’re hiring somebody, you’re going to have to go through the effort—and invest in both time and finances—whether you’re doing it internally (a cost to your internal recruiters) or externally (a cost to your external recruiters). You go through the process of vetting any number of candidates. So why wouldn’t you put the effort in to do it right the first time and make it the last instead of risking going through this same process over and over again? Common sense says you wouldn’t!

My point is that the old, traditional criteria (age, years of experience, specific degree) doesn’t always pan out. Currently, we should also (and I’d say even more so) be looking at whether or not that person is a cultural fit, with the right personality and attitude that will mesh with the corporate environment we are seeking to create and foster.

Taking a Humanistic Approach

So, how do we remedy this Tinder-like hiring dilemma? It will require a cultural shift in the way HR works. You need to trust recruiters. These recruiters need to have a cultural interest in your organization so they can then vet the right people. They have to know what they are looking for and be willing to put in the effort and time needed to find those people—even when it means looking beyond the hard data on the resume at first glance.

Instead of searching for an AI bot that can vet these people out—which does so without knowing what the actual individual is like—we should take a humanistic approach to understanding a way to assess a person’s potential without having to review a piece of paper (like the resume).

Now, as to exactly how to accomplish that feat, it’s one of those challenges we’ve been trying to solve for years. I’m definitely open to suggestions.

Is It Wrong to Go Over Your Manager’s Head?

Mon, 04 Oct 2021 12:00:07 GMT

I wanted to address a question I was recently asked that got me thinking: Is it wrong to go over your manager’s head?

While it’s not wrong to go over your manager’s head, per se, there are conditions—one being that you have to go about it carefully.

What I mean by this is that you have to be politically correct, not malicious in any way. So, motive and intent for why you are choosing this route are paramount to whether or not it is wrong in spirit. Also important, just like assessing your intent, you want to go about doing so in a way that offers at least some level of visibility to your direct manager in question.

Should You Communicate Your Issues to Your Manager First?

After all, the last thing you want is to create unnecessary internal tension at the office. I mean, can we all agree that there is enough office drama swirling around these days without our adding to it if at all avoidable?

Without this mindfulness, the dreaded scenario would inevitably play out as such: You have a manager that you disagree with on some issue or another. And you go over their head to the director with zero dialogue or attempt to address it with them beforehand. Chances are, the director immediately goes to that manager and says, “Just so you know, your staff is coming to me with this…” And then? You guessed it: It turns into a whole thing.

This all boils down to corporate culture. If your organization doesn’t have the right kind of corporate culture that encourages this type of healthy, professional behavior, you are in the wrong place. Management should be creating a flat organization with a lot of layers so you can get an answer from a senior individual without your direct manager flipping out or feeling threatened. To put it bluntly: You can’t be working at a joint like that.

Essentially, we are talking about open communication, which can only exist in a corporate culture that encourages proactive behavior. And besides fostering a safe arena for employees to feel comfortable—and confident—to address issues all the way up the ladder, on a more everyday level, it simply makes for a much more enjoyable work environment to work in. Most of the people will be happy to be there. They will be encouraged, they’ll be enabled, and they’ll feel empowered to speak up and take initiative. Consequently, it’s good for them (and ultimately the higher-ups too, because happy employees make better workers, and better workers produce better results, which should make CEOs happy). It’s a full-circle win.

Effective Communication First

But back to the transparency I mentioned above with your direct manager. You may be wondering how to go about this. I get that it can be tricky, but assure you it is possible.

The number one denominator that the success of this relies upon is having effective executive communication first. And by that, I mean being able to communicate as a leader to a leader. I think of it similar to the KISS model (that keep it simple stupid kind of thing). You have to be simple, clear, and concise, and you have to have an actionable item in mind that you will take action on.

In this way, rather than just presenting the problem to an individual, you’re instead saying, “Here’s an identified issue, here’s what we need to do about it, and here’s what I’m going to do as next steps.”

Bottom line: It isn’t wrong to go over a manager’s head and directly approach a superior director, BUT you must effectively communicate the issue and approach the situation with a solution. Otherwise, you’re kind of whining. And nobody likes a whiner. Anything else is just adding to the problem already at hand.

Tell Clients the True Reality of their Problem no Matter How Dire

Wed, 29 Sep 2021 12:02:22 GMT

We’ve all heard the phrase “honesty is the best policy,” but what if that honesty leads to uncomfortable situations, or worse? IS honesty always the best policy? I want to take this a step further and specifically address the consulting world with the question along the same lines: Is telling a client the true reality of their problem—no matter how dire—essential, even if it means losing that client by doing so?

While this may seem like a tough question, for me, it is a no-brainer. The answer is a resounding YES. The challenging part comes when navigating how you tell them, then how they might react to the sometimes harsh reality of what that truth uncovers.

Simply put: as a consultant and in any business relationship in the professional realm, you learn quickly that your word IS your reputation. And your reputation? Well, that depends. If it is a good reputation, ensuring that your word holds weight will take you anywhere. If it is a bad reputation, that guarantees that you’re seen as being full of shit and that only leads downhill and to professional exile. After all, no one wants to work with someone they can’t trust to shoot straight with them. Honesty in this industry truly does set you apart from your competition.

Now, you might wonder: But what if you simply don’t tell them everything? As in, you tell them some of the truth of their situation but leave out the more messy and uncomfortable bits. As I’ve always shot straight, I won’t stop now: that is just cowardice and an unwillingness to engage in dialogue that may be difficult. But it’s necessary to truly do your job thoroughly. After all, what are you being hired for if not to help show the way? And how can you help guide the way without relaying where exactly your client is at (and yes, I mean exactly) and where they need to be? The “half-truth” mentality is like you are half-assing your job.

So, why do we do it? Why do we shrink away from just telling it (all) like it is? We often do this to avoid conflict, deflect blame, or simply to take the easy way out and court favor with the client. It is human nature to not want to disappoint people, and yes, we want them to like us and always be pleased with us.

But the reality is, there won’t always be happy news to share, and sometimes, being honest will require being the bearer of bad news. Will the client like hearing it? Definitely not always. Will you lose that client? In some extreme cases, possibly yes. Is it still a stance that should be set in stone for simple good business practices?

In all honesty, yes.

Leadership is a Privilege

Wed, 22 Sep 2021 12:00:11 GMT

A common issue I have come across is the tendency of a leader or CEO/executive to have a skewed vision of what leadership means. I’ve seen a full range of takes on the role among leaders I have dealt with, but a few immediately spring to mind.

Ogres of Entitlement

I have seen far too many leaders act as if they are entitled to the position they hold. As if they are owed all of the success they have, and all of their juniors similarly “owe” them respect and humble servitude. I shouldn’t have to say how toxic—and debilitating—this is for employees and a company as a whole. Not to mention how it fosters a corporate culture of resentment from employees who dislike being treated like cogs in a corporate wheel with the sole purpose of responding to the CEO.

Not only is this type of environment toxic, but a company being led by a CEO driven by a sense of entitlement is alienating, as there is such a clear distinction between the mindset of me versus we. With entitled leadership, it becomes painfully evident that the leader is in it for personal gain above all else.

Beasts of Burden

Next, we have the leaders who see their role as not just a responsibility to respect and take seriously but a burden to shoulder. These folks tend to be wildly dramatic about it, taking the martyr complex to a whole new level with equally devastating ramifications as entitled CEOs. While it is true that CEOs, especially new ones, have to deal with the expectations of being a good leader—which can lead to loneliness, isolation, high pressure, etc.—most leaders learn this quickly, then adapt and adjust.

But not these folks. Instead, they dive deep into the mindset that everything is up to them at the end of the day. The weight of the world is on their shoulders versus working alongside and learning to trust and lean on their employees as a unified team. This lack of teamwork and the mindset that they have to shoulder the role alone can cause the CEO to micromanage their team—and we all know the total train wreck that ensues from there.

Privileged Pioneers

Finally, let’s have some positive examples. There are those CEOs who see their role of leadership as a privilege. These folks are confident enough to know that they have earned their position yet don’t fall into the entitlement trap. They also have been able to evade the burdened CEO mindset. I am in this camp. These CEOs are competent, experienced, and talented people who still see their positions as a gift that has been given to them with the trust of their team. And what does good leadership look like? Well, once you see your leadership position as a privilege, it changes how you view—and approach—everything.

You see your employees not as your servants but as individuals who trust you—and in essence, grant you permission—to lead and direct them. You see your projects as exciting possibilities to approach collaboratively, excited about the innovative ideas and input that your team will bring to the table (all of which you will be open to listening to and implementing).

It’s all about your attitude and the way you view your position as a leader. Consider it something owed to you, and you will undoubtedly come up short, stripped of respect, loyalty, and appreciation from your team. Consider it a burden, and it will weigh you down. Consider it a privilege, and you win the prize.

And what is that prize? A positive corporate culture consisting of a thriving team that respects and wants to follow you down the road to success.

When Executives Don’t Trust Their Teams—Bad Things Happen

Tue, 21 Sep 2021 23:00:40 GMT

Let’s talk about trust. In particular, how important it is for executives to be able to trust their teams. And when I say trust, I mean to place confidence in—and provide autonomy for—your team to define and ultimately execute a strategy.

Having trust in your team is essential for an executive for many reasons, and I am not the only one who knows it. Here’s what some of the top players in the industry have to say on the subject:

Stephen R. Covey, who wrote The 7 Habits of Highly Effective People , points out how trust is essential for true collaboration: “Without trust, we don’t truly collaborate; we merely coordinate or, at best, cooperate. It is trust that transforms a group of people into a team.”

Without Trust, There is No Relationship

An executive who feels like they can’t trust their team tends to alienate them. They either take on far too much responsibility alone due to lacking confidence in the team, OR they will delegate tasks only to end up micromanaging everything. This ruins the effort entirely .

Brian Tracy, Chairman and CEO of Brian Tracy International, even goes a step further and equates trust as the critical component upon which everything else depends. In his words, “The glue that holds all relationships together—including the relationship between the leader and the led—is trust, and trust is based on integrity.”

Trust goes both ways, of course. If a team cannot trust their leader, they tend to hold back and not go out on a limb and bring forth innovative ideas or do anything beyond the status quo. After all, why would they? And likewise, when the executive does not trust their team enough to let go and let them take the lead in ways that align with their strengths, they feel a lack of trust. They respond by (again) holding back. They sense the executive is not invested in their input, so they think: “Why bother?” Can you blame them?

Trust Leads to Innovation

Business consultant David Armistead shared the opposite side of the coin, speaking of the fantastic possibilities having trust in your team unleashes. “When the trust level gets high Commented [MB1]: If too long this part could be removed. enough, people transcend apparent limits, discovering new and awesome abilities of which they were previously unaware.” When an executive trusts their team, the team feels it, and they respond—and flourish—in that environment.

The author mentioned above, Steven R. Covey, agrees, explaining, “When the trust account is high, communication is easy, instant, and effective.” Trust is not only the foundation that a solid collaborative team is built upon, but it is also the grease that keeps each part of the collective machine purring and functioning at peak performance.

So, my question now is: As an executive, do you trust your team to perform and contribute—to define and execute a strategy from point A to Z? If not, there is a huge problem that needs to be addressed. Either you need to revamp your work roster and hire employees you can trust— or you need to take a long, hard look at yourself. You may need to address your inability to let go of some of the control and micromanaging tendencies preventing you from letting your team have the freedom and autonomy (and trust from you) that they need to flourish.

When it all comes down to it, a lack of trust in the workplace on any level is a toxic disease. And as the leader, the remedy always starts with you.

Book Review – Corporate Shaman by Richard Whiteley

Mon, 20 Sep 2021 12:00:15 GMT

Richard Whiteley was a bestselling author, wildly successful entrepreneur, and public speaker that I had the pleasure of getting to know over the years. Richard was a shaman, something unique to encounter in the U.S. business landscape. But one of the most interesting things about him was how he took his shamanic teachings and applied them to business.

Richard believed the root cause of any company’s fundamental problem always came back to people, and his book The Corporate Shaman outlines that. Spiritual practice is at the very basis of the book and how to use it to fix corporate adversities. When consulting, it always comes back to the people, the process, and the technology—which is something I have adopted into my own consulting practice. The people will always find the core source of your issue.

The Corporate Shaman follows various characters as they encounter daily dilemmas all too common to us all. These characters range from a CEO who is constantly disgruntled with the way things are going and has a habit of misguidedly blaming these woes on his stressed staff to his employees who are fed up, frustrated, and feeling that there has to be a better way.

Enter a new character on the scene, the self-professed Executive Coach, who arrives to shake things up and show them that there is, indeed, a better way. The coach character introduces shamanism as the surprisingly spiritual remedy for what ails the company. For those unfamiliar, shamans are known to explore uncharted territories and overcome seemingly impossible obstacles to bring back messages of hope and healing to their communities. This almost exactly describes the protagonist’s quest within this corporation.

In a nutshell, this book shows how this ancient wisdom—and the tools for transformation taken from its teachings—can be used in the business world to bring healing and renewed life to a company, infusing team spirit into an organization.

And what could that look like? Basically, this book encourages—and helps us businesspeople— get unstuck from our own logic and current reasoning and open our minds to better ways of operation and growth (both on a personal and professional level, with no real hard lines drawn). The most intriguing part is that the author is able to do all of this through a fable, which is such a creative concept.

I know this is a very radical idea for many. It definitely introduces unconventional means and some out-of-the-box ideas (think drumming journeys and other wild ways of getting in touch with your inner emotions and seeking wisdom and guidance). But for those willing to be openminded, I’d highly recommend this read as a revolutionary way to heal your business and corporate culture—from the inside out.

After all, forward-thinking companies have been slowly incorporating practices like psychology and sociology into corporate culture for years—from onsite counseling for employees to other endeavors. And it has proven to have a clear benefit, so why not give shamanism a shot as well?

Why Do Some People Always Have to Be Right, Especially in a Corporate Setting?

Mon, 13 Sep 2021 12:00:15 GMT

Most people have at one point in their lives come across—and unfortunately engaged in a conversation with—someone who always has to be right. Yes, that person.

As you read this, I can bet their faces are even popping into your head, along with memories of frustrating (and unnecessary) debates and other annoying encounters.

Let’s not mince words. These people are not pleasant to be around. I have come across more than my fair share, especially in the consulting business. So, it has led me to often wonder: Why is it that some people always have to be right, especially in a corporate setting? Is there some psychological explanation, or are they just certified, grade A assholes?

A renowned therapist, Karyl McBride, Ph.D., attributes this less than flattering trait to fragility of the ego: “People who always need to be right tend to have fragile egos,” she says. “When they feel as if their self-image has been threatened, they want to make themselves look bigger or smarter, so they blame others. It’s a coping mechanism to deal with insecurity.”

My take is that it is ingrained in us—that sensed “need” to be right. I would almost go so far as to call it a compulsion. The problem comes when this perceived need and compulsion are constantly given in to repeatedly—until it becomes a personality trait indicative of who a person is rather than just a momentary lapse in self-control.

World-famous spiritual guru Eckhart Tolle has even gone so far as to describe the perceived need to always be right as a form of violence. He’s referring to this compulsion to inflict our opinions on everyone around us, then add to the oppression by insisting and demanding that they not only listen to those opinions but agree with them.

As well as a fragile ego, this behavior smacks of insecurity. It is like a neon sign flashing to the world, silently shouting: I need validation!

Now, well it’s all well and good to understand what is fuelling these characters’ actions; that still doesn’t mean it’s an excuse for the behavior. It can be a balancing act to have compassion about where this behavior is coming from (we already established that it’s stemming from self d oubt rather than spite) while also standing up for ourselves and protecting our mental wellbeing by not allowing it to negatively affect us. For this reason, it is vital that we be aware of who we surround ourselves with because people will either revive us with their presence or suck the energy out of us.

Next, as we have just described a challenging colleague, friend, or whatever, it’s self-reflection time. Are YOU “that guy?” Think back to the last time you apologized for something. Chances are, if you can’t do this easily, you may have some deep introspection of your own in your future.

The most important thing is that it doesn’t become a chronic issue and the norm of your behavior. The desire to be right in every situation is a human instinct that is ingrained in us. I mean, who doesn’t like and prefer to be in the right? However, the world doesn’t work this way. We as humans err, and when we do, we must admit it readily and quickly move on. Doing this isn’t easy, and slowly but surely, you have to make it a habit.

After all, nobody wants to be that guy…

Every Expert was Once a Beginner – 5 Tips to Get Better at What you do

Thu, 09 Sep 2021 12:00:05 GMT

There’s a great quote Emmy, Grammy, Oscar and Tony Award winner Helen Hayes. As Hayes put it: “Every expert was once a beginner.”

Why do I love this quote so much? It is an excellent – and often needed – reminder of several things for me, the most important being a reminder that if every beginner gave up when things got hard, we would never have any experts in our world to serve as examples and mentor the next generation following them.

It also reminds me that I am not “supposed” to be perfect – or even a pro – at whatever I am setting my mind to excelling at right off the bat. After all, we are all human last time I checked, and while we may have natural skills and aptitudes that lend themselves to our succeeding, it still takes work, dedication, and learning to become better, and better, and better.

I mean, even Michael Jordan didn´t come out of the womb nailing jump shots with nothing but net, and I’m sure Helen had an acting lesson or two before winning that Tony…

That being said, I wanted to use this space to share five tips I read about to help you get better at what you do, starting right where you are TODAY.

Tip One – Always Keep Learning

It is vital that you adopt the mindset right now that you will never ever stop learning. Why? Because there is always room for improvement and growth. As you are striving to further your education and hone your skills, a few things will serve you well.

Ask questions from experts and those who know more than you.
Read books written by authors who are experts in the area you are seeking to excel within.
When in doubt, Google that s***.
Say yes to Youtube.

Another excellent rule of thumb is to focus on becoming an expert in the things that you have a natural curiosity for. That way when it gets frustrating, you’ll be able to power through and not give up because you genuinely want to master whatever you’re focusing on. Also, a great practice to get into is setting aside a specific time every day for learning (think of it almost like going to school), and this is the most important part, stick to it. It helps me to even make it “official” by blocking off an hour in my actual calendar, just like I would an appointment with a client.

Tip Two – Surround Yourself with Skilled People

You’ve heard the saying “you are the company you keep,” which points to the extreme importance and influence that those you surround yourself with have on you. So, knowing this, imagine if you surrounded yourself only with people who NEVER say can’t or won’t.

Bonus points come when you find these types of people who also happen to be good at what you want to do (via networking, etc). Don’t be ashamed or timid. Dive into discussions with these folks and pick their brains about how they became successful.

And then? Do as they did! Simple as that! As you do this, however, it is important to also think of what you have to offer to the relationship. Don’t just be a taker, sponging up their expertise.

Tip Three – When Discouraged, Break Your Ultimate Goal into Manageable Pieces

Just like no one is born an expert, they also don’t become one overnight. It takes time, and during this time, it isn’t uncommon that you will face discouragement and overwhelm. This is when breaking things down into smaller goals can really save the day—and your sanity.

Set yourself up for success by tackling manageable mile markers on your road to success. This will require taking a look at your time management, ensuring that it is on track and fit for your needs and purposes. Author Brendon Burchard said it best when he explained that “Time management is ultimately about working a vision backwards into strategic and scheduled chunks of time and tasks.”

Tip Four – Find an Accountability Buddy

While not everyone always loves the idea of “answering to” someone else, history has proven time and again that having someone in your sphere that checks up on you and “keeps you honest” and on the right road is a key ingredient to excelling and meeting your goals. We see it everywhere, from personal trainers hired to help us meet our fitness goals to people in AA enlisting a buddy to aid them in staying sober. Find someone to help keep you honest and on track.

Tip Five – Dedication, Discipline, Determination

I often explain this dynamite trio as the “three tools in your toolbelt that can help you overcome anything.” I must confess, I got this idea from a mantra adopted by the world’s oldest body builder, Ernestine Shepard, who at 81 years old is in better condition than most people. And her magic formula?

According to her, the secret recipe consists of these three ingredients to stay in the best health possible. So, what is dedication? Simple. Make it a priority and “dedicate” yourself to your goal. And Discipline? That simply means you are lending every effort to achieving your goal. You are actively putting in the work, no excuses, and no compromises. Determination? Well, that is the basis of it all and what I most want to stress to you (a proper ending to the article)… Keep going, and never give up.

America’s Student Loan Crisis and the True Cost of Higher Education

Tue, 07 Sep 2021 12:06:00 GMT

Take a moment and Google “US student loans.” You will find the entire top half of your page filled with results of numerous organizations trying to give you money. Seems awesome, right? Not so fast…

Scroll down just a bit further, and you will start to see the scary stats—stats that reveal that there is a dark side lurking behind all this “easy money” being so generously offered. You’ve heard the adage “It’s not all it´s cracked up to be” or “Things are not always as they seem?”

For instance, according to Wikipedia , as of July 2021 there was over 1.7 trillion dollars in student loan debt in the United States alone. More bad news: Canada doesn’t seem to be faring much better, as even with partial socialism and government subsidized tuition, a reported one out of six bankruptcies were caused by student loans. What we are facing now has even been officially termed a student loan crisis, and we’re allowing it to continue to get worse.

We see evidence of this all around us, the current dismal state of the job market included (the unemployment rate rose to an alarming 6.1% this year). With this staggering statistic in mind, one has to wonder: Is it really necessary to go into a huge amount of debt via student loans, only to come out of college and be unable to find a job to earn enough to begin paying back that debt immediately?

I think of wildly successful entrepreneur Gary Vee , who is among a growing number of other entrepreneurs who are doing what they love—and making a tons of money by the way— without college (or the accompanying loans that go with it).

Now, this may seem like a no-brainer, to go directly into the job market and forego burying yourself in a pile of student loan debt. However, there is a camp that will inevitably question the wisdom of this route. These folks ask a valid question. Is it responsible to send our children out into the world without some sort of formal education?

Only each individual can answer this for themselves and their children, ultimately, but it is a relevant and important discussion to have, especially today. Don’t get me wrong, I am not knocking formal education, but what I am saying is that just like everything, education needs to adapt to be more useful (and less financially crippling!) in the evolving world.

To reiterate: Education will always have a place, but what we need to be learning has changed immensely. We need to prepare people with the skills they need in today’s world, and we need to find a way to do it without charging them a small fortune that they will spend a good majority of the rest of their lives paying off. It is akin to the outdated 40-hour work week model .

In summary, even though acquiring student loan debt has become a normal part of our societal expectations over the years, these days a four-year college degree doesn’t necessarily guarantee a lucrative career upon graduation. So, something’s gotta give.

While there is no one cookie cutter answer, and every individual must decide for themselves what is best, this article has hopefully stirred some questions and provided much food for thought. Are apprenticeships the answer, providing an attractive alternative for students who want to learn in-demand skills and graduate debt-free? Or something else? You be the judge. There is no “right” answer, but if you are determined to go the student loan and formal collage route, my advice is to start saving your pennies.

The Rise of SPACS Vs. Traditional IPOs

Thu, 02 Sep 2021 12:00:05 GMT

Unless you’ve been living under a bridge, you’ve probably heard at least some of the recent buzz about SPACS, a new trend for taking companies public. And while you’ll undoubtedly hear high praise, are they all they’re cracked up to be? Is taking this route truly a viable shortcut for success? Let’s talk about it.

What Are SPACS?

In a nutshell, SPACS (special acquisition company or corporations) are shell companies set up for the sole purpose of acquiring a company. It’s already public. The SPAC is a public entity, and it has shareholders and the like, but it doesn’t do anything. No business actually transpires in a SPAC. In our vernacular, we call it a shell company with money that has one goal: to bring a singular company to the public markets.

The rise of SPACS has been fuelled by early-stage companies wanting IPOs but not wanting to invest the time, money, and work the standard approach entails. Simply put: A SPAC promises a fast way to bring in investment cash for growth.

It’s a lot easier to go through the SPAC route than to go to the traditional IPO because there is far less due diligence required for a SPAC. Translation: There’s a lot less work that the company and entity have to do, such as reviewing the company’s financials to see if it’s actually making money and/or checking to see if there are any fundamental weaknesses or material weaknesses in the company itself.

The Pros and Cons of SPACS

As a shareholder, the advantage of investing in a SPAC is that, ideally, you’re hoping that SPAC has identified a target, has already signed a purpose letter with that target, and is looking to bring that company to market.

While this approach does work for some (we are seeing it every day all around us), taking the SPACS route does lend itself to instant gratification at the loss of the perhaps more slow, steady (and well researched) approach like traditional IPOs.

The way I see it is that SPACS are like shiny new toys. Like we see in the realm of ever - evolving technology, people are rushing to SPAC their companies and go public without doing the proper due diligence, and without really taking a hard look first and asking with a discerning eye: “Are they really ready to go public?”

The challenge lies in the schism presented when you suddenly have this capability to do something (easily and quickly go public), yet you’ve forgotten all the fundamentals of what you need to do. And you’d never really check to make sure that tool can do the fundamentals. People will go to these shiny new tools, and then in three, four, six months realize that it maybe doesn’t do everything they need it to do. Again, translation: The SPAC’s just not meeting the company’s requirements.

Better, Faster, Cheaper?

Only you can choose what approach is best for you. My main goal is to simply provide you with food for thought, so you can research further on your own and make a decision armed with all the facts. My main point is this: With all of the tools around us these days, people are instantly attracted to what is better, faster, cheaper, etc. But, is it really better? Is it really cheaper? (Think closely about how you measure what is costly: It’s not just about finances.) And who benefits in the long run? As a consultant, this ties into everything we do. You can hire a cheaper consultant, but are you going to get the results?

*Disclaimer: I want it to be clear here that I am in no way providing financial advice with this article. I have no real financial experience to provide anybody with advice on a topic like this. But it’s interesting that companies are circumventing the traditional IPO route to use SPACs to go public, and I wanted to open up a discussion surrounding the topic and the pros and cons.

As a Consultant, How Honest Should You Be?

Tue, 31 Aug 2021 12:00:02 GMT

Have you ever watched a company make bad decisions? I have, and it is maddening, especially due to my chosen profession.

As a consultant, you don’t always witness or personally experience the outcomes of bad business decisions. But when you do, you can’t help but ask yourself: “Should I tell them they are making mistakes or keep my head down and continue to work on transforming their business through my consultant work without interfering?” It’s a tough call and one that I often face, unfortunately, albeit on a sliding scale of just how bad (or disastrous) these decisions have the potential to be.

It’s like when your best friend is marrying the wrong person. Talk about a landmine. Do you say something? And if you do brave that step and voice concern, how are you supposed to go about it? Is there even a “good” way?

Since I deal with this type of dilemma often in my work, I thought it would be a perfect opportunity to address how it pertains to consultancy in particular. As a consultant, how honest should you be?

Honesty Is the Best Policy

I think you should always be honest, 100%. However, I will add a caveat to this answer by directly following it with the need for that honesty to be delivered tactfully. Because let’s face it: Honesty—the hard truth—can be tough to hear.

There is a way that you can be honest and tell someone (in consultancy, this will be your clients, most likely) the truth in a manner that is not harsh or abrupt. A lead-in I like to use that has served me well is simply pointing out: “Hey, here are some of my observations… .” This separates you from attacking the actual person you are talking to since you are presenting them with things you see in a neutral, factual way. They can then take and use your feedback (or throw it out entirely) as they may.

This allows me to know that I have done my job and what I feel is best for my clients—by being honest with them and giving them all the facts I see to make the most informed (and hopefully the wisest) choices. Now, what they do with that truthful information I have provided tactfully and neutrally is up to them. That is out of my control, as it is out of yours as well.

After hearing your thoughts, whether they fire you or keep you around, shows the readiness or willingness of that company to want to learn from their mistakes and to want to grow and be better. If they simply dismiss it and say, “Hey, thanks for your time; you’re fired,” you can chalk it up to that company not being willing or ready to hear the truth and change. Either way, it is a risk you take, but one that will let you rest at night, knowing that as a consultant, you did what was right by your client and made your profession proud.

Politician and author Andrew Thomas sums it up best: “A consultant, to be worth his salt, must give honest judgments, not necessarily those which he thinks the clients would like to hear.”

Always Do Good

Wed, 25 Aug 2021 12:00:04 GMT

One of my biggest mistakes in life is thinking people will show me the same love and respect I’ve shown them. Now, hear me out. Many people on first reading may see that as a negative outlook on life, but it’s really not.

Instead, I feel that it has taught me (maybe the hard way at times) the reality of how the world works so that I won’t have any false expectations. By freeing myself of false expectations of getting some particular thing in return for my actions, it allows me to know that motivations for doing things can be (and now are) purely for the actions’ sake—for doing good.

The way I see it is that even if you know you may not (or probably won’t) get anything in return, you should still do good and continue to and not look back.

And the only reasoning I have (but also the only one that I find I need) to just keep doing it is simple: It’s what makes me (and you) feel right and respectable.

This outlook is not just one I adopt for my personal relationships. It extends into every facet of my life, especially my consultant work. If you think about what we do as consultants, if I help a company and don’t charge them, I’m doing it because I want to, and I’m not expecting anything from them.

For instance, I do a ton of pro bono work for nonprofits and other companies, where I give my time and effort away for free. I’m not expecting anything in return from them. As I mentioned before, this frees me. Why? Because people who are always expecting something in return have expectations that become an emotional engagement, and that’s when things get messy. The harsh truth is that once money gets involved and that financial expectation is added to the mix, it becomes complicated.

Think about it this way: If my goal is to help people, and if I want to do something simply because I want to do it and not because I’m trying to make money, I’m going to be a lot more unbiased and able to help.

As I also live in the same world you do, I get that money does matter, and yes, we all need it. But my point is that if you go in with that money-driven and financially-focused attitude, it changes the dynamic entirely—and not for the better. There is always a fine line when money is concerned, but my basic assertion applies: It is always good to do good.

There’s a saying I heard somewhere that fits this topic nicely, and it says something along the lines of, “Ask for money and get advice. Ask for advice, get money twice.”

But regardless of financial compensation, just keep doing good. It’s a good thing.

Should We Change the 40-Hour Work Week Model?

Thu, 19 Aug 2021 14:53:19 GMT

Let’s talk about the 40-hour workweek. I’m going to get straight to the point and not dance around it: That traditional nine-to-five scheme is a scam. It might be the norm—or at least it was up until the pandemic—but does that mean it is the best schedule for everyone?

Let me explain why I feel so adamantly about this (and why you should too). People spend their whole lives working 40 hours a week for 52 weeks a year, for 50 years, only to retire for just a few measly years at the very tail end of it all. It is postponing joy. Or worse, it is delaying life.

Luckily, times are changing (albeit slowly, and with some companies still bent on holding onto the old traditional nine-to-five model with white knuckles). I think the arrival of complications due to COVID ushered in some new thought patterns regarding management’s willingness to think outside of the confines of the nine-to-five box. It was no longer necessary to go into the physical office and park your butt in your cubicle simply to sit at the computer screen (which you could easily sit in front of at home) for 8 hours straight.

Flexibility and a New Focus

Flexibility was suddenly forced into the spotlight. And while CEOs may have begrudgingly obliged to the work from home model, a new era is arising that is less focused on where, when—and how many exact hours—you work and more focused on whether or not you get your duties accomplished. If you want to take a morning to hang out with your family or go for a hike, why can’t you work in the evening instead?

It seems logical. Imagine living in a world where, if you get your work done in four hours, you don’t have to sit around for four more hours. It’s as simple as that. Drop the mic.

Different Metrics to Measure

Here’s the way I see it and how a new working model just makes sense. With the 25 years of experience that I have, you’re not paying me per hour. You’re paying me for those 25 years of experience that I’m bringing to the table to be able to accomplish something in an efficient and value-added manner.

We’ve Gotten More Efficient

Speaking of efficiency, I want to reiterate that most people have gotten far more efficient at working, so they don’t need to sit around for 40 hours. They can multitask, they can sit at home, they can take care of their kids, they can go to the office when they need to, they can go shopping and take a conference call—the list goes on. Honestly, it’s not that hard.

New Normal

While we are talking about the world returning to a “new normal” post-pandemic, I, for one, am celebrating the glimmers of this new normal working model. Just like clothes become outdated and go out of style, the nine-to-five workweek isn’t in-style anymore—it’s dated, inefficient, and doesn’t work for everyone.

Your Business Playbook is Broken

Wed, 18 Aug 2021 12:15:02 GMT

For many business leaders, we were initiated into the business world based on the principles of a traditional model—and that has remained ingrained in our practices. But times have changed, and I think it’s time for a drastic divergence from the old beliefs. Stated simply: What worked well in the past—that business model you put so much faith in as you were coming up in the industry—isn’t cutting it any longer.

Think of it this way: If you are a coach in the most important game of your life, with high stakes, do you want an outdated playbook with tired plays that the other team has seen before and that isn’t effective any longer? OR, do you want a brand new playbook with plays that are far more advanced—and effective—to give your team an edge over the competition? The clear answer is that you want the modern, innovative version. Because no matter what coaches may say to boost morale, everyone wants to win. Have fun, too, of course, but WIN.

So many businesses today are not winning, however, for the very reason that their traditional playbooks for strategy are no longer sufficient to keep up with the changing times. Competition is fierce, and with the industry becoming more advanced and complex every day, the companies that can adapt will be the ones to come out ahead. Darwin’s rule applies: Adapt or die, and this is the survival of the fittest (and most flexible).

The Traditional Business Playbook Is Tired

As I mentioned above, the traditional business playbook is done. Initially, it was just fine. It operated on what you’d call a ramp-up type model, where you do step one, step two, step three, step four, step five, and then you get to the top and run your business in that manner. Sounds logical, right? The problem is that I think that playbook is broken, and the way that people are working through and not enhancing their business is a death sentence. Again, Darwin’s teachings resonate: Adapt and evolve!

The problem here is clear. As the people stuck using traditional playbooks are busy building their businesses in that same methodical way, they’re not adapting to the new, dynamic world and realizing how that playbook should evolve.

Adaptation

COVID provides a perfect example of what I’m talking about, highlighting the real crux of the issue. I’ll use the restaurant industry for this article’s purposes, but suffice to say, the same rule applies across industries.

Think about it: What was the restaurant playbook before COVID? Find an excellent chef, have a differentiated restaurant, have a space where people can eat, have a pleasant experience, and have reasonable prices and great food. It’s not really rocket science. But then COVID happens, and restaurants aren’t open. Restaurants had to adapt, which we saw with increased delivery mechanisms, sit-down restaurants shifting to takeout, etc. Those who survived learned to roll with the new regulations and pivot to still turn a profit amid the constant changes of the pandemic.

Resilience

The lesson here is that with regular businesses where you either have a product or a service and create this playbook around those products and services, you must learn to adjust that playbook. As a business, you have to be more adaptive to be resilient, and not only to survive like Darwin says but to thrive. The key to doing this will be mastering flexibility.

So, I am leaving you with a new doctrine of sorts, one that is simple and surefire: You set the mechanism. You understand your customers and their needs. You provide them services, or information, or a product. You train the people that work in that company. When you incorporate these evolutionary areas into your business playbook, you’ll be amazed at the results.

Quantum Computers and the Future of Technology

Mon, 16 Aug 2021 12:01:42 GMT

Anyone who knows me can attest that I, like many people, get excited about things I read about. Lately, I have been on what you might call a quantum computers kick, avidly reading all I can get my hands on about it—and it’s mind-boggling.

Wondering what quantum computers are? It’s okay; you’re not alone. Simply put: Quantum computers can process information millions of times faster than classic computers. This is the next evolution of computers and how they calculate, and it’s exciting. In fact, Business Insider reported that the quantum computing market is projected to reach $64.98 billion by 2030.

How these supercomputers manage to accomplish this lightning-fast efficiency involves entanglement, which describes a phenomenon in which two quantum particles are connected in such a way that no matter how great the distance between them, they will both have the same state when they are measured. Quantum mechanics, the basis for quantum computing, describes the odd and non-intuitive way the universe operates at a sub-atomic level. It’s part science, part theory, and part philosophy.

Traditional Digital Computers Vs. Quantum Computers

Classical digital computers use what are called bits to store information. Bits are something many of us are already familiar with, but with traditional computers, a bit can only have two states: either a one or a zero. In contrast, quantum computers allow subatomic particles to exist in more than one state simultaneously.

Specifically, quantum computers use what are called qubits (quantum bits), which as mentioned above, can also be a one or a zero. But it can also be an infinite number of possibilities in between the two. The thing about qubits is that while a digital bit is always either on (1) or off (0), a qubit is always in what’s called a superposition state, neither on nor off. As a result, these qubits can handle a far greater amount of information—and process it much faster—than a typical computer.

While quantum computers are not meant to completely replace traditional computers, they will be invaluable in aiding technology that businesses will use to solve the more complex and data-heavy issues that we simply have not had the capacity to even touch until now. And it’s not just me that is stoked about this new technology, as the bigwigs in the industry, such as Microsoft, Google, and Amazon, are already lining up to invest in quantum tech. Clearly, these technology giants know that quantum computers are the next big thing, and their willingness to drop major coin is a key indicator that the time to invest is now.

On an albeit smaller scale, two companies that I follow that are doing some pretty cool things are Xanadu, a Canadian quantum technology company whose mission is to build quantum computers available to people worldwide and quantum computing company DWave Systems.

Whatever the future holds, it’s clear that quantum computers are the future of technology. They will greatly impact everything we do and all current jobs, from consulting to procurement to HR. I’m ready to see what comes next.

When and How to Determine if Your Legacy IT is Truly ‘Legacy’

Wed, 11 Aug 2021 12:00:04 GMT

Let’s talk about legacy IT. In layman’s terms, a legacy application or system is any information system based on outdated technologies yet is still vital to your company’s daily operations and functionality.

What is a Legacy System

The delicate dance CEOs and company management are constantly engaged in is making the right decision regarding replacing legacy applications and systems with systems based on new and different technologies as they emerge on the ever-changing scene. It’s an unavoidable truth that change is constant in this world, especially in the realm of IT. As companies upgrade or completely switch out their various technologies, they must also keep in step with this hypothetical dance by ensuring they are compatible with old systems and data formats that are still in use.

The current hiccup that many companies are currently facing is that they have assembled systems over the years made up of many parts. This may have worked fine initially, but those systems become outdated at a certain point in time and are therefore unable to speak with new digital applications. Eventually, when the time comes to adapt and “transform to new technologies and systems (and it will), timeframes (and the almighty budget) tend to become collateral damage—both taking massive hits.

This is something that companies across the globe are constantly grappling with—making the tough decisions on what systems to invest in and when. With this in mind, I wanted to dive into some of the top signs that can alert you that it is time to upgrade your IT system. So, if you have until now belonged to team “If it ain’t broke, don’t fix it,” this one is especially for you. Let’s not get to that point and instead avoid the following signs when they are first seen (if not before).

Your Cybersecurity Is Scary

Online security breaches are scary. A single security issue could ruin your company in many ways, so it’s no surprise that cybersecurity is a huge concern for most businesses today. Worse news is that legacy technology has proven to be even more at risk of being hacked versus more modern systems.

You’re Experiencing Performance Issues

We are strictly talking about IT performance here. A common problem that I see with companies is that they simply get used to slow or lesser quality performance because it is (technically) working. Again, with that “If it ain’t broke, don’t fix it” mentality, you miss out on better, more efficient ways to work and accomplish things. This complacency of settling for slow and less than the best is a sign.

You’re Having Incompatible Issues

Again, not talking about any relationship but the one between your old technology and any new technology you may have been recently trying to integrate. The bottom line is that, often, old technology and new technology just don’t mesh. You could say they “mess”—leaving holes and gaps in protection and functionality that just don’t align for smooth and seamless operations. This is a sure sign that an upgrade should be in your very near future.

You’re Starting to Show Your Age

Yep, still only talking about IT. The good rule of thumb here is to give your technology (other than custom-developed or niche systems) roughly a four to eight-year window, then trade it in for a newer model because, in IT, age definitely isn’t just a number.

Many signs reveal your legacy system is no longer operating at the top of its game and is ready to be retired, but this is a good start with some things to look out for.

Are you seeing some of the signs mentioned above or others? If you are ready to upgrade your outdated IT or are seeking consultation and support on any other issues, we are here to help. Contact us today to discover what AMPlify can do for you.

Supply Chain Disruption and Consulting—More Similar Than You Think

Mon, 09 Aug 2021 12:00:11 GMT

Let’s talk about supply chain disruption. If there’s anything COVID, the Suez Canal blockage, war, or terrorism has shown us, it’s the delicate balance some household goods face getting to our shelves during times of disruption. Remember the rush there was to panic buy toilet paper at the beginning of the pandemic? That was a minor concern compared to the millions of others across the globe who were faced with shortages of far more vital goods, such as Neodymium, food supply, medical supplies (PPE, anyone?), and even oxygen.

Philosopher George Santayana hits the nail on the head with his following quote, and while he was not addressing procurement specifically in his thoughts, they still apply. Santayana warned, “Those who do not learn history are doomed to repeat it.”

What do I take from this quote, and how does it relate to procurement? Michael Cadieux, procurement guru leader of the Procurement Foundry, offered his unique spin about how it pertains to the industry. Cadieux claimed that he prefers to think of the quote in slightly different terms: “Those who do not ‘own’ the past are forced to ‘react’ to future events.” Cadieux explains how this calls for a new proactive approach to procurement and even offers an example. “While we cannot plan for every contingency, we can still take measures to lay the foundation for a proactive response in the face of unforeseen events. For example, no one could have predicted that the current coronavirus outbreak would spread faster and perhaps have a greater impact than the SARS outbreak in 2003. And yet, we might still have learned from SARS in ways that would have prepared procurement to deal with the present day situation and its related challenges.”

So, you may be wondering, how could procurement be better prepared? What does proactive ownership of this situation mean, exactly? Cadieux shares how business agility (having the capability to respond to both expected and unexpected events with speed and accuracy) and proactive planning are key: “We are not suggesting that procurement somehow missed an opportunity to prevent the supply chain interruptions we now read about on a daily basis. However, proactive planning is all about getting ahead of crises, both seen and unseen, and taking ownership of risk is the first step.”

What to Do Now?

I believe that we should take hold of the reigns by treating the supply chain like we treat consulting in an organization, implementing multiple solutions, and embracing technology. What I mean by this is that we don’t just provide one fixed solution. Instead, we provide multiple solutions for one fix.

The challenge is that many clients only want that one problem fixed and are not necessarily looking ahead proactively to fix a problem they don’t know they have. Put simply: businesses aren’t looking at things holistically as to what all the different factors are that are causing the shortage/disruption.

Diversify

One huge step you can take to prepare yourself for whatever may come is by diversifying your supply chains to ensure you aren’t left in the lurch if things go haywire with what would have been a sole supplier. This means you can’t keep relying on the old traditional models. Instead, you have to find alternatives, where you have what I would call a “bare bones supply chain” in a different country that’s closer to where your products are being sold. You can flip a switch, and that production can ramp up very quickly to supplement the loss of any production where you are or where you originate your production from.

The 80/20 Rule

Regarding how to choose the technology that will help you most in this process, I like to use what I refer to as the 80/20 rule. No technology is going to meet 100% of your needs. However, if it meets 80% of your needs and the remaining 20% is a light lift, or someone can do it without it being a manual or a full-time job, that will meet your needs.

Again, the problem is that everybody is trying to find the perfect solution. But there is no perfect solution unless you build it, and by the time you build it, technology’s evolved seven times. Hence, the 80/20 rule applies to figure out what works for the bulk of your requirements; then, you’re able to manually accomplish the remaining 20%.

As Chinese general and military strategist, Sun Tzu said so perfectly, “The line between disorder and order lies in logistics,” so get planning.

We’re here to help you on your way; contact us today.

Time Is More Valuable Than Money

Mon, 02 Aug 2021 12:00:04 GMT

American Entrepreneur and acclaimed motivational speaker and author Jim Rohn once said: “Time is more valuable than money. You can get more money, but you cannot get more time.” This is a concept that I feel many people would agree with. But, when it comes to how they (okay, we) operate in our daily lives, our actions do not reflect that we do indeed believe this is true.

Think about it: How much time have you spent this week thinking about money, at work making more money, and planning what you will do with the money you are making and will make? My guess is a lot. Now, how much time did you spend not working and earning, not planning for present or future financial transactions or investments, but just simply enjoying life and investing in your mental/spiritual well-being and/or relationships? In contrast, I would wager not near enough.

I’m hoping this article and the following reasons help you feel that time is worth far more than money. And they can provide something for you to reflect on and perhaps spur you to rethink your “investments.”

*Time is finite. Simply put: You can’t make more time. The funny thing is when you think about it, it’s a bit ironic because you can use your time to make more money, but you can never turn around and use that money to buy more time. There will always be more money out there to earn, but as for time, it runs out for us all eventually.

*Material things pale in comparison to actual experiences. I am speaking for myself here, but from talking about this with friends and colleagues as well, I am confident they agree with the assertion that the memories we make are the “things” (or non-things, really) that we most cherish in our lives. This is especially true with people in my own life who have passed away. I look back and cherish the time spent making memories with them. A material possession just can’t compare to that.

*Money is dependent on time, not vice versa. Go with me on this one: You need time to spend your money. I think about those who are considered rich: It would take them two lifetimes (or more) to spend their riches, but we are all operating on an equal playing field when it comes to time. Their money cannot buy them any more time than mine can or yours. Money can indeed buy you a lot of nice, fun things, but it cannot buy you more time.

*Time is invaluable. You cannot put a value on time. It is our most priceless resource. In direct (and ironic) contrast, money is solely defined by a (numerical/fiscal) value in the form of a proverbial price tag. Bottom line: You literally cannot put a price on time.

Having said all of this, I am in no way diminishing the need to have money, nor the importance of it for improving our quality of life and comfort. I just think there is a real danger in allowing it to have too much power—so much that we lose the balance of it with time in our lives. Ideally, we will find a healthy balance between the two, where we can all have enough money without sacrificing the priceless gift of time in the equation.

This is easier said than done, especially when businesses need to be run and money still needs to be made. However, make sure to keep one eye on the big picture. Time is finite, use it with care.

Resist the Pressure to Conform

Wed, 28 Jul 2021 12:00:05 GMT

We are living in wild times, and not only because the world is currently dealing with a global pandemic. What I want to talk about today is the pressure to conform, to not make waves or be seen as “other.” While there are movements celebrating individualism, to be sure, that are gaining steam and support, it is still clear that our world is suffering from a social epidemic of sorts as well.

Under Pressure

Maybe it is because we’ve spent more time online due to the remote nature everything has shifted to, but it seems so much more prevalent these days on social media to see the pressure to be a “certain way.” So. Much. Pressure.

Pressure to conform to an ideal causes us to miss opportunities. It’s an honorable trait when people don’t need everyone around them to be just like them.

There is an ease and steady confidence in these people. These people are magnetic because they can stand on their own and don’t need to be followed around by “yes men/women” to feel secure and okay about themselves.

So what is it that allows these strong individuals to be this way? I think it comes down to self - esteem and self-love. On a basic level, they are simply how much you like, respect, and value yourself: the real version of you, not the modified one that looks like everyone else.

And let’s face it. It is nearly impossible to truly love yourself and have healthy self-esteem if you follow others and contort yourself to be more like them. Or perhaps worse—you are only surrounding yourself with those who have twisted themselves to become like you—nodding and smiling and agreeing with your every word.

That being said, is just blending in and surrounding yourself with those who are like you easier? Yes, absolutely. But in the long run, just as with so many other things in life, the “easy way” or what we often call the “path of least resistance” is not always the road that leads to true fulfillment, emotional health, happiness, or even success.

Authenticity Is Key

At the core of the issue is this: It is tough to be happy when you have no originality and do not express yourself. It’s like you are hiding the best of yourself: what makes you uniquely you. Not only will this lead to your feeling stifled and trapped, but it will even dampen your career in many areas. This is because self-confidence and self-esteem are crucial factors to achieving success and reaching your goals (YOUR goals, and no one else’s).

On the way up the proverbial ladder, you aren’t always going to have room on each rung for your “yes posse.” There will be many days when only you climb each one, relying on your own strength and wits to make any progress. You want to be able to be your own cheerleader in those moments. Unfortunately, you won’t have the luxury of your gaggle of clones there to cheer you on. These are the moments you dig deep and will have to rely on the hard work you have (hopefully) put in to be prepared.

At AMPlify, we would like to help you meet your goals and are ready with the resources and support to aid you in achieving your aims. So contact us today to get started on your journey.

Everyone Has an Opinion

Mon, 26 Jul 2021 12:00:06 GMT

I was having a conversation with someone the other day where my opinion differed from theirs. No big deal, right? Until it was…

Now, everyone has an opinion. And don’t get me wrong, I appreciate—and even encourage— this individuality and diversity. But my question is: Why do people attempt to convince others that their opinion is 100% accurate? Why do they feel the need to force that opinion on others, and worse, witness a “conversion” experience of sorts?

This happens to me at least once a day, on a scale that ranges from minor issues to ones on much more significant, impactful scales. But the premise is the same and not cool at all. Referring back to the original conversation I mentioned, well, to be quite honest, it left me feeling uneasy—mainly because I didn’t (and still don’t) understand the need for pushiness and forceful opinions.

There is a perfect word that describes this: Obtrude. The word is defined as a verb, meaning “To impose (oneself or one’s ideas) on others with undue insistence or without invitation.” Did you get that last part? Without invitation.

If we are honest, we can all say that at one point in time, we’ve been guilty of slipping into this scenario of imposing our opinions, values, beliefs, etc., on others in an attempt to somehow convince them to agree with us. Now, think back—was it effective? I would wager good money that at least 9 out of 10 times that question is answered, it would be a resounding NO.

Why? I’ve thought a lot about this, and I believe there are a few main reasons. First, this causes stress or strain in the relationship, sometimes even severing the bond we share altogether. The more we try to push or force our ideas on someone and force them to bend, the more pressure and stress we are placing on the relationship itself. The person is left feeling marginalized, disrespected, unheard, or worse.

Second, back to the effectiveness of this strategy (or lack thereof). If you genuinely want to change someone’s mind, it has to be up to them. No amount of pushing will work. You can present what you feel are facts but then LEAVE IT. There is no use in pushing further from there. They have the facts, and it is certainly not your job (or within your control) to convince them to accept said facts.

Finally, when I am tempted to push in a conversation where I disagree with someone, I have to force myself to take a breath and challenge myself, asking: What is driving me in this situation? Why am I getting so worked up about this? Again, nine times out of 10, it is a making a mountain out of a molehill situation that needs to be nipped in the bud.

The bottom line for me is this: Unless someone is harming someone else with what they are doing, I do not see any reason to impose my opinion on what they believe or are doing of being the “right” way. Other people should not need to adopt my views and values, and it really shouldn’t ruin my day, or cause me to lose sleep, when they don’t.

Taking the High Road—Why Silence Can Be the Best Choice When Dealing with Fools

Wed, 21 Jul 2021 10:30:02 GMT

Everyone loves a good meme, right? I came across one the other day, and it hit home with me, especially with all that is going on with the world right now and the divisiveness we are seeing on many levels. The meme involves a man addressing Jaggi Vasudev, an Indian yogi and well-known author known publicly as Sadhguru.

The man asks Sadhguru, “What is the secret to eternal happiness?” Sadhguru answers, “Do not argue with fools.” The man quickly refutes this, saying, “I disagree!” Sadhguru simply nods, then smiles, then softly says, “Yes, you are right.”

I chuckled when I got the ending: the man’s hot-headed defiance and upset determination to fight it out and prove he is right at all costs. It directly contrasts the wise Sadhguru’s calm and unbothered response (with a smile) that diffused the futile “fight” that he had no intention of fueling.

So, what does it all mean? That may best be understood by another proverb (exact author unknown), which I have heard that states: “Never argue with a fool. Onlookers may not be able to tell the difference.”

Basically, this means that the less is more mentality can even apply to words, especially when it means speaking (or refraining from speaking) with an obvious fool. These days, with the pandemic still swirling around us and everything being politicized—and above all, tensions running sky-high—it’s proving a “perfect” stage for the real fools to jump up and shout every opinion, resentment, and argument loudly from the rooftops.

But friends, the truth of the matter is, we simply do not have to engage. Even when we disagree with what they are saying, sadly, many are just looking for a fight and would not listen to reason if the truth smacked them upside the head.

Fools or not, the reality is that foolish, hot-headed folks are rarely, if ever, swayed via argument, and in these cases, it shows real maturity to simply walk away—or at least remain silent—when faced with them.

But this is easier said than done, am I right? However, Lao Tzu said it best when he claimed that, “Silence is a source of great strength.” Why? Because it takes a lot of self-discipline and restraint to remain silent at times, especially when you are being provoked or are embroiled in a disagreement in conversation with someone.

So, what to do? When this happens (and it will), a surefire strategy I have had to rely on that has helped is that instead of focusing on “winning” these would-be arguments by trying to convince the other party of my rightness, silence really is golden.

Don’t get me wrong, if you see injustice on a large scale or someone is in danger, speak up. But I am talking about the everyday discussions that crop up. You know the ones. While some arguments are necessary and justified, most are not worth wasting our energy on a lost cause (i.e., making a case for a truth that will only fall on deaf ears).

So what’s my advice? Save that priceless energy (who doesn’t feel like they need more of it lately?) and use it where the soil is fertile and where you can grow something good. In all else, stay silent and simply smile. A fight filled with empty words just isn’t worth forfeiting your peace and happiness.

Embedded Intelligence

Mon, 19 Jul 2021 10:30:02 GMT

Technology is an amazing tool that has revolutionized not only our daily lives but industries across the globe. It’s exciting—thrilling even! But in a world where technology is ever-changing, how can companies know that the technology they need today will still provide answers tomorrow?

When this question threatens to keep me up at night, I look toward the promise of an emerging concept that just may be the solution: embedded intelligence. Embedded intelligence pairs artificial intelligence (AI) with analytics and machine learning to optimize software processes and produce data to help companies learn how to be more productive.

This just makes good sense. I mean, think about it: When you can learn more about what you do and how you do it, then the “why” of the equation is more easily answered. The great news is that embedded technologies are always improving. Specifically, they are getting faster, getting smaller, and becoming more affordable. They are also flinging open doors that pave the way for an abundance of exciting and promising things ahead.

For instance, the internet of things (IoT) is booming, with Grand View Research projecting it to be a US$1 trillion market by 2025. This staggering statistic, should it come to pass, would impact nearly every industry globally, from manufacturing to retail and energy, and even including health care, transportation, and many more. Just thinking of the possibilities is thrilling. For instance, thanks to things like preventive maintenance, real-time data monitoring, and IoT, outlets such as smart factories will be able to produce far more with much less.

What else? 6G hitting the scene will allow us to accomplish everything even faster, and greater accessibility to low-power wide-area networks (LPWANs) and emerging intelligence super devices and chips from suppliers on the cutting-edge of their games (NimbeLink, Sequans, MultiTech, Elektronik, Digi, and Telit, to name a few), will have us seeing no end in sight for the acceleration of wireless connection. I’d be tempted to call (IoT) a shooting star, but it’s not burning out—or coming down—anytime soon, so the comparison seems not quite right. IoT seems here for the long haul.

With all that said, what will the future look like? Simply put: AI will be everywhere, and I mean everywhere. It will most definitely be incorporated into every embedded design going forward. After all, AI is already being used heavily in so many industries, including retail, health care, autonomous driving, e-commerce, manufacturing, supply chain, industrial control, entertainment, banking… the list goes on.

Just a few examples of what is possible with embedded intelligence:

Smart factories utilize IoT and AI to increase productivity by monitoring all operations in real-time, relying on AI to make decisions that can avoid operational errors.

Financial institutions are offering customers greater peace of mind by making transactions more secure thanks to AI. An example of this is the electronic ledger solution Blockchain, which first requires all stakeholders to agree to an automated notification asking permission to grant a transaction before it is allowed to occur.

Following this year of true upheaval, everyone has been forced to pivot and reassess what a new normal will look like moving forward. Part of this pivot has seen extraordinary innovations and creative solutions, such as the telemedicine boom made possible by cutting-edge medical devices that have allowed patients and doctors to exchange a significant amount of data while “connecting” remotely. As time moves on, more and more business owners will be looking around and realizing they are missing out on something good and will hop on board.

You may be one of these business owners or individuals wondering what your next step should be so you can jump on board and not get left behind. AMPlify can help you find the right technology for your specific needs. Contact us today.

You Do You

Wed, 14 Jul 2021 11:00:02 GMT

It’s not uncommon to hear about people looking back on their lives to realize they’ve spent too much time (okay, wasted) trying to be perfect. Even worse, many of us spend far more time than that focused on being liked by the people around us—trying to figure out what exactly they wanted, then contorting ourselves into whatever role would fit that bill.

For instance, have you ever done things that you didn’t really want to do simply to please others—to “up” your likeability game? The answer is likely yes for all of us at some point in our lives.

So, let’s talk about people-pleasing. Now, at first glance, the concept sounds harmless and perhaps even like an excellent idea. After all, what in the world could be wrong with people being pleased with you? Well, nothing, until it comes at too high of a price, and one that costs you, in essence, your yourself. Put simply, people-pleasing can be unhealthy, disempowering, and extremely time—and energy—consuming.

Yes, leaving people happy after interacting with you feels great, and it is amazing if it occurs naturally, but when doing so comes at the expense of being true to yourself, it crosses the line and becomes a hard pass for me.

To put it bluntly, you could say that being a people pleaser can make you into a liar. Maybe not consciously, but in reality, on some level, it can. I think what this comes down to is authenticity. But authenticity isn’t simply being true to yourself. It’s about being less concerned about potential rejection from others—and letting that shape how you act toward different people, showing each side a different version of yourself.

I’ve discussed the importance of authenticity in consulting in the past. Authenticity is not only crucial for keeping us healthy and happy in our day-to-day lives but being authentic as a consultant is equally vital. Why? Clients need a consultant they can trust—one who will always tell them honest facts about their situation, not a version that may make them feel better temporarily, only to have them face a rude awakening down the road.

Not only is it for your client’s best interests, but being authentic benefits you in the long run, too. It attracts the best clients for your brand. The benefits of removing all masks and letting the truth of business matters, and yourself, stand without the need for embellishment (or contortion!) are exponential.

When adopting this new, freeing mentality of just saying no to people-pleasing, in consulting in particular, there will inevitably be times when you encounter a company or client that may not be a great fit for you. Maybe it’s because your morals don’t align, the organizational structure isn’t going to work for you, or any number of other reasons. However, this is something you have to anticipate and be okay with as a tradeoff—knowing that it is not your job to merely be likable. It’s your job to be authentic, transparent, and do the best work you can. When you do that, the right people (and clients) will gravitate to you.

In a nutshell: You do you.

Digital, Yes. But Are They Valuable?

Mon, 12 Jul 2021 11:00:03 GMT

These days, an increasing number of companies across all industries are incorporating digital technologies into their corporate strategies to improve project outcomes. This includes companies operating in the capital projects space, which I want to focus on in this article. And while digital capital projects aren’t exactly a new concept, many companies are still struggling with putting the concept into practice—and that’s despite their significant investments in the digitalization of the project value chain.

A recent study from Accenture Industry X revealed that two-thirds of owner-operators and EPCs are not achieving the desired benefits of their data-driven digital transformation efforts. These statistics are disappointing, leading many to wonder if the investment in digital is worth it? Digital is definitely trending, but we’re left wondering: Is it valuable?

My answer is yes. With global economies working to recover post-pandemic—all eyeing ways to boost their fiscal growth—they place their hopes on digital transformation initiatives to revolutionize their capital projects into corporate endeavors that are operating at ultimate efficiency for the best productivity rate.

So, again, yes. It is indeed valuable, but only if it’s incorporated wisely and in the right way. One of the best ways to find the “right way” is to pinpoint pitfalls early on so that you can avoid making them at all cost.

Although there can be myriad challenges when looking to incorporate digital into your corporate design, there is one major faux pas that I want to highlight today. This snafu has to do with mindsets. Far too many companies charge ahead in an attempt to become a digital-first phenomenon without first investing in preparing their workforce for taking that (giant) leap. Think about it: You have to first prepare your people to operate and use all of the amazing new data and digital technologies that will be at their fingertips for it all to come together for efficiency and productivity magic.

This preparation could “look” like many different things depending on the unique dynamics of your workplace family. However, it is a vital issue that needs to be addressed by leadership and management to ensure that you are creating the right operating environment to foster a seamless—and optimal—incorporation of digital transformation initiatives.

So, what will the “right way” look like? Ideally, a successful incorporation of digital will result in a harmonious dream picture that sees your data and digital technologies being expertly utilized by owner-operators and EPCs in their operations in a seamless way that is making work easier, better, and more profitable on multiple levels. These levels could include improved collaboration, better decision-making based on more available and reliable data, and even smarter resource allocation.

This dream picture sounds impressive, right? So why isn’t everyone doing this right now? The short answer is that deciding which among the sea of digital technologies to invest in bringing onboard to your business is no easy feat. It can be downright overwhelming, especially when you consider that many of the digital products today are very specific and only aim to meet one particular need of a capital project. Compounding this complexity is that the majority of digital tools are known to not integrate so well together. You have to know what to look for and have a well-planned game plan in place that takes all of these crucial elements into account.

This is where AMPlify comes into the (dream) picture. Now that you are ready and excited about where digital can take your business, we can help you move forward. No matter what your goals are or where you are starting on your digital capital project journey, AMPlify can bring its abundance of resources and years of experience in the industry to provide you with the help, guidance, and support you need to get you where you want to be: that dream digital capital project picture.

Alignment in Your Organization

Wed, 30 Jun 2021 12:31:23 GMT

I wanted to address the subject of alignment today—specifically, alignment within an organization. Organizational alignment is the adoption of the mentality that your entire team, all the way up to the CEO, is committed to being aligned in a single, shared vision for the company moving forward.

Being in agreement with your objectives makes moving forward alongside one another as one cohesive team far more effective and sustainable. When true alignment is achieved, it means that your team can accomplish goals while also having the benefit of total transparency, mutual respect, trust, and accountability across all departments.

So, how do we get together—or aligned? I’ve found that a few simple questions are a great start to get you headed in the right direction. Ask your collective company team: Why are we doing what we are doing? What is our true purpose that drives us? By aligning your organization to agree on the same conclusion, the path forward is far more straightforward and seamless, as you are all heading in the same direction with the same ultimate objective.

Now, prepare yourself as you are attempting to reach a consensus on this, as almost always, especially during a time of change or transition within an organization, there will be some resistance within different groups and teams. This resistance and lack of consensus may be regarding ultimate goals but often swirls around the issue of the best methods and practices for how to reach these goals.

For this reason, once a clear objective is agreed upon, a plan of action is vital for successful organizational alignment. Setting up this roadmap of sorts, including allotting what responsibility will go to who and when, provides greater clarity for issues such as who holds the decision rights within the organization for each task and sector.

When there is a clearly defined route to the now established goals, and everyone knows and has agreed upon their specific roles in accomplishing those goals, organizational alignment will feel near effortless. It will allow your company to operate like a well-oiled machine, without the creaky wheels. Why? Because it also allows employees to focus on performing their tasks rather than wasting precious time and energy figuring out who is supposed to do what, who is in charge, and what is going on at any given time. In short: It simplifies and streamlines to keep the ship moving forward steadily—no mutinies in sight.

Famous entrepreneur and innovative genius Henry Ford knew the importance of organizational alignment, as he once said: “If everyone is moving forward together, then success takes care of itself.” I couldn’t agree more.

The numerous benefits that alignment can bring to your team include increased speed in decision making, greater efficiency, better team engagement, reduction in wasted resources, and greater employee autonomy. Did I mention alignment also creates a vastly improved culture within your organization? It does.

While achieving absolute perfection in organizational alignment may not be feasible, at AMPlify, we aim to get you as close as humanly possible. We are waiting and ready with all of the resources and support to get you started. Contact us today to discover how we can help your company thrive altogether.

Minding Your Business

Mon, 28 Jun 2021 14:35:45 GMT

I have always loved all things, Bruce Lee. I mean, how could you not? I haven’t met many people who don’t admire him, even if they aren’t his biggest fans. Lee was perhaps the most influential martial artist of all time and became a pop culture icon and successful Hollywood actor while paving the way for Asians to be better represented in American films.

Not only was the man talented on a physical and artistic level, but he was also really wise and insightful. He once was quoted as saying, “Never regret being a good person to the wrong people. Your kindness says everything about you. Their behavior says everything about them.”

While this applies directly to the way of the peaceful warrior type mentality often associated with martial arts, I believe that the premise of this quote also applies to consultancy. Allow me to explain…

Reputation

For me, this quote comes down to who you are, which will determine your actions, good or bad, which will then be the bricks that stack to build your reputation (the reputation that you will not only have to carry around daily, but that will follow you forever).

Reputation matters, and it has a strong and direct impact on your life (and business). In fact, according to Jan Fields, once the president of McDonald’s USA and recognized by Forbes Magazine as one of the most powerful women in business, “Your reputation is everything. You build your personal brand through everything you do, whether big actions or small decisions, and that brand will stay with you throughout your career.”

Author and business coach Brian Koslow reiterates the importance—and power—one’s reputation holds in his quote, claiming, “There is no advertisement as powerful as a positive reputation traveling fast.” This is similar to what Fields said: your reputation is basically like your personal brand. And you want people to “buy into” and want to “invest” in that brand, right? But this requires them to trust you enough to take that step. The way to gain that trust begins with having a good reputation that instills confidence in your clients that you conduct yourself—and your business—in an exemplary manner, in all things and always (regardless of what others and other companies around you are doing).

Consistency

It’s the always and all things that I want to hone in on. The word for this is consistency, which is achieved by repeating the same (good, ethical, and right) business practices and behaviors over and over, every day, with every client. If you do this, the clientele will follow. Elizabeth Arden knew this well, which led to her creating a multi-million dollar company that is still thriving today. Arden put it simply: “Repetition makes reputation, and reputation makes customers.”

And here is where things come full circle, as what is your reputation built around? It’s based on who you are and how you treat others and conduct business. As a consultant, regardless of what others around you are doing, you have one name, and the name that you make for yourself in this business matters.

So, final words of advice: Stay in your lane, and literally mind your business, all while remembering that you can still be a respectable person and conduct yourself in a way you can be proud of, even when others aren’t. Remain focused on what’s in front of you, putting your best foot forward, even when you don’t align with those around you.

3 Things You Should Consider Before Picking a Vendor to Partner with

Wed, 23 Jun 2021 11:30:02 GMT

Regardless of what type of business you’re in, you are likely to need vendor partnerships of some kind to help you meet your goals and stay on track. As your business’s success and reputation depend on these vendors coming through for you, it’s common sense that your choice of vendor is a significant decision.

The stakes are high, and the proverbial sea of vendors to choose from is vast. For this reason, even if you know exactly what type of service or product you need, picking the best vendor to partner with can be a daunting task. The good news is that you don’t have to allow the overwhelm to paralyze you, as we here at AMPlify are ready to help you navigate this path.

To start, here are three factors to consider when weighing your vendor partner options:

1. Shared Vision and Goals

The first—and perhaps most important—thing to ask yourself when choosing a vendor partner is: Are we on the same page? By this, I mean taking a good, hard look at yourself and your vendor and ensuring you are clear (and in consensus) about what exactly your goals and objectives are and how you will get there together. I cannot stress enough how vital seamless collaboration and synergy are in a vendor partnership.

Even though synergy has become quite the buzzword, it basically describes when two or more entities join forces to produce a combined outcome that is greater than the sum of its separate parts. You’ve all probably heard the adage “Two heads are better than one,” and this describes the aim of synergy (and a successful vendor partnership).

The key to achieving successful synergy is excellent communication, which is why when choosing a vendor to partner with, aligning yourself with one who communicates—and listens in equal measure—is a non-negotiable.

Is the vendor hearing your plans, understanding what you are aiming for, and making you feel confident that they can come alongside you to accomplish these things in a fluid and reliable way? Are they willing to invest the time, research, and effort to get (and stay) there? If so, that is an excellent sign.

2. Trustworthiness

Trustworthiness and reliability are also two specific traits that are necessities for any successful vendor partnership to succeed. For you to weed out those vendors who don’t fit this bill, a simple litmus test is doing some research on the vendor and checking in with past clients to hear their experiences. Here is where references are invaluable: Request vendor referrals from people whose opinions you trust, and take advantage of online searches.

Your gut is also always an excellent guide that should not be underestimated. How do you feel when you speak with your vendor, specifically when discussing your goals and how you will reach them? Do you feel confident that they are being upfront and honest about who they are, their expertise, and what they can provide? Watch out for potential partners that overpromise, as those are often the vendors that underdeliver or fail to come through when it really matters. Although this research will require investment on your part, this due diligence will pay off in the long run and protect you from partnering with suppliers and vendors that are mostly smoke and mirrors.

3. Professionalism

One factor to consider is that whatever vendor you choose to partner with, while perhaps not necessarily a direct employee of yours, still represents your organization, as do their employees. For this reason, it is essential to know who you are working with and that you can feel confident in trusting that they will be conducting themselves with the utmost professionalism and integrity throughout your partnership.

Choosing a new vendor partner is still a process, and we at AMPlify are here to help you every step of the way. Reach out today for more advice, tips, and support on your journey.

When Technology Fails

Mon, 21 Jun 2021 11:30:04 GMT

If there is anything we have learned this past year, it is that the world can change on a dime and is constantly evolving, and to survive—and thrive—our businesses must evolve with it. One specific thing that is seeing a forward thrust is technology.

These days, we are heavily reliant on technology—more so than ever before. Our current technology is not only fascinating and revolutionary but it is being updated frequently. Along with these updates comes immense innovation into new areas, such as robotics and more. All of this is ongoing and endlessly exciting.

However, as we forge ahead and ride this new frontier of technology, finding the right balance between quick adoption of new technology and being more conservative while weighing the risks that technology will fail (or cost more than expected) can be challenging.

The harsh reality is that companies trying to tackle big technology projects fail all the time. According to an Everest Group study , 73% of companies declined to provide any business value from their digital transformation process in particular. But this pitfall isn’t limited to digital transformations, as whether you are looking at product innovation, digital transformation, data analytics improvement projects, and beyond, times are tough all around—and it’s touch and go. I’ve even heard this process of technology adaptation compared to the analogy of a dance.

Going with this analogy, CEOs and professionals looking to succeed—think of staying in step and not getting our toes stomped on in the process—need to adapt their approach to more of a calm waltz mentality (featuring slow, steady steps) versus a fiery (and frenzied) tango.

Before you wonder whether you should take the risk, the simple answer is that you don’t have much of a choice. This technology train is moving, and you best get on board. That being said, there are ways to go about it smartly, so even when you do experience failure, the damage is mitigated.

So buckle up because it’s going to be a wild ride, with inevitable bumps, but you can do it. You will need to completely reinvent your practices and processes and also rethink your objectives, costs, and ROI. You’ll also need to develop some worst-case-scenario contingency plan for when the dreaded blips pop up and things don’t go according to plan.

Start Small

Just like the dance analogy alluded to above, we at AMPlify are big fans of incrementalism when it comes to innovation and integration of technology. You could look at this as effectively managing risk.

One way to manage risks effectively is to put the high-risk activities early in the project life. In this way, if the project fails, it will do so before too many resources have been spent. Taking such preventative measures is our version of what we see as doing “damage control,” and it will serve you well as you move forward.

We know that change isn’t easy, and adaptation can be confusing, frustrating, and downright scary at times. We also know that evolving with technology is imperative for companies to survive in this fast-paced industry. This will require your company to come together and ramp up your collaboration, your productivity, and your agility.

As with any trip, as you embark on this technology journey, you’ll want a map. Here’s where we come in: AMPlify can provide you with a clear roadmap for success so that you can reach your destination and achieve your technology goals without getting lost—or completely wrecked— en route. Contact us today, and let’s get you on the road, and on the right course, toward successful transformation.

Will AI Robots Take My Job Helping People Find Jobs?

Wed, 16 Jun 2021 11:30:02 GMT

The truth is that we live in a fast-food society. What I mean by that is that we are constantly looking for the fastest, easiest, most efficient ways to do things. We want something done, and we want it now. This is particularly the case for mundane tasks, which we are always looking to complete in a faster, easier manner.

Our latest advancement toward this aim is automation, and it’s sending people into a bit of a frenzy. Amid an ongoing pandemic, and with uncertainty seeming to swirl all around us, fear and panic—especially when thinking of finances and job security—can easily creep in and take root.

Not helping matters is that every week there seems to be a new study or article about the apocalyptic potential of robots and AI to swoop in and eliminate the need for you and me.

If you are worried about the future of your employment as the wheels of automation roll on in full force, you are not alone. According to one article , 37% of workers are worried about losing their jobs due to automation.

But, how realistic is this fear? Will robots really take our jobs? The answer to this question is yes, and no. And just like that silly relationship status posting, my answer can best be summed up as: It’s complicated. Allow me to explain…

While advancements in technology have already taken over 90% of the work humans used to do , we haven’t actually lost 90% of our jobs. Why? The reason for this is that instead of rendering us unemployed, new roles have been created in their wake. These new roles exist for one simple reason: Even with advanced automation technology and AI, real people are still needed for many reasons.

People Need People, and So Does AI

Even though low-skilled work is pretty easy to automate—jobs where most responsibilities are repetitive, monotonous tasks—it will likely be replaced by robots eventually. But there is a vast network of other jobs that are here to stay.

Why? The demand for distinctly human skills and abilities (think: creativity, emotional intelligence, and even agility) is still strong, as these are still necessities for keeping things humming along seamlessly. It’s undeniable that AI has limitations, the most glaring of which is that robots and AI are not only created by—but also controlled by—humans. At least for now, this technology, while it may be automated, is not autonomous.

Whew…

Also worthy of note is that no technology, no matter how advanced, has been able to match the complexity of the human brain . This means that jobs requiring critical thinking, problem-solving, and navigating appropriate social and emotional interaction among clientele (which is still demanded and needed), must have humans at the helm.

Let’s use my job as a consultant as an example. Will AI robots take my job? I’m going to say no. The main reason for this is that consulting is a delicate and nuanced occupation requiring an arsenal of fine-tuned interpersonal skills and finesse. Similarly, the healthcare industry (nurses and doctors), counselors, and social workers are also careers that are heavily reliant on human interaction. While some portions of each of these jobs may be taken over by automation, it’s hard to imagine a world where patients can be adequately assessed by a bot, especially one with zero bedside manner. No thanks.

The Glass is Half Full

I also want to mention the silver lining to automation. On the plus side, while robots and AI are sure to replace mundane, repetitive, and even dangerous functions, this amazing technology will also keep paving the way to unprecedented innovation, greater efficiency, and open the door to many more opportunities.

As you face this new automated frontier in 2021 and beyond, AMPlify is here to help. Contact us today to discuss what we can do for you.

Opportunities for the New Normal (Moving Forward)

Mon, 14 Jun 2021 11:30:03 GMT

I—like I’m sure everyone else on the planet—have been thinking about this season we are now facing. Surreal is a fitting word for it. Unprecedented also comes to mind. The buzzword that most people are using now as we forge ahead is “new normal.”

As I was thinking about what that means, I believe that you never enter the same river twice, and the new “normal” world that is going to emerge from this crisis may forever be different from the old one for many industries.

This new chapter will inevitably lead to the end of—or at least the weakening of—many businesses. Due to this, organizations have been reeling, trying to pivot and adapt to survive. The panic is almost palpable in a way, and it seems to be universal. But I—and AMPlify—want to help you meet these new challenges head-on and without fear.

Silver Lining

One thing that can help you move forward is knowing that there are benefits to anticipate with the new normal. For one, it will open up opportunities that will ultimately lead to the redistribution of capital, both at the local and global levels.

So, what are some of these new opportunities?

New Opportunities and Trends on the Horizon

Thanks to the sudden universal enforcement of social distancing, digital transformation has progressed at rocket speed. Supply chains are also becoming more regionalized, much of which is due to ever-changing operational and governmental requirements. Accompanying the recent shifts in government regulations and priorities, we have seen the emergence of new growth markets in response.

The challenge facing us now is how we will go about responding. To do so successfully will require being proactive and pivoting to strategically adapt and reap the benefits and new opportunities the new normal presents.

At AMPlify, we want to help you navigate these changes and empower you to own this new space in the emerging corporate world by seizing these opportunities. To start, here are just a few ideas to begin:

Think Local

The current pandemic has presented the opportunity to focus on your local customer base, to turn sporadic local customers into steady, faithful clients. With the restrictions on travel, most of us are spending much more (if not all) of our time staying at home and looking around to see our communities and neighborhoods with new eyes. Because of this, many would-be customers in your local area are now adopting a new mantra: Support local businesses because that is what is keeping us afloat. This is the prime time to make your presence known and let potential local clients know you are “open for business.”

Work on Your Web Presence

As mentioned before, digital is king, and online is where it’s at. With everyone being stuck at home and doing almost everything online—including business and all shopping/transactions—now is the time to make your presence known on the worldwide web. The bottom line is: If they can’t find your business online and easily, they won’t become customers, and you are missing out.

The good news is that you do not have to invest a ton of money in high-tech software or spend lots on online advertising. Simple steps—like revamping your website or setting up a simple e-commerce site if it suits your product—can take you to the next level and ensure you are seen.

Create Your Competitive Edge

With the world in crisis, people are watching. Specifically, they are looking to see how businesses will respond to the current upheaval taking place worldwide. Take advantage of these inquisitive eyes, and show them something good. What I mean by this is basically anything that can help set you apart from the rest and show consumers that you are committed to weathering this storm while working to continue improving your product, your local community, and the lives of those around you, including your workers.

A few ideas for incorporating this idea into your business brand include: giving back and integrating your brand into your local community by volunteering, donating to charity, and more. Do everything you can to make your customers feel that their investment in you is safe, and they are too. It can be through transparency in best practices amid the pandemic regarding safety measures and products or providing peace of mind about the business’s longevity (that you plan to still be around to serve and supply them when the proverbial pandemic dust settles).

Better Business Efficiency

Businesses have had to completely revamp how they operate. While stressful and inconvenient, you can also look at this as an opportunity to step back and reassess everything, then rebuild and pivot according to a much better and more efficient operational model for this new normal, long-term.

Increased Innovation

Along similar lines as focusing on improved efficiency is the opportunity presented for increased innovation. Even if the “old way” your business was doing things was working for you, we are entering a new frontier, and people now have different needs and demands. To pivot successfully to meet those needs and demands, it will require creative innovation. It will also require asking the right questions and pinpointing what has shifted in this new landscape for your customer base, and what has that shift resulted in them seeking that differs from before? Once you figure that out, innovate to meet them there.

You Are Not Alone

Perhaps the most important takeaway is the reassurance that you are not alone in all of this. AMPlify is here for you, ready to provide all of the resources and support you need to successfully navigate this new normal and beyond. Contact AMPlify today to hear how we can meet your unique needs.

Security Factors to Consider in a Work From Home World

Wed, 09 Jun 2021 11:00:02 GMT

The past year has brought about a “new normal,” which has found most of us working from home. While the pandemic trudges on, many are settling in for this work environment to continue for some time, if not indefinitely. At AMPlify, we want to help you ensure that as you work from home, you are supported to make this new normal of working “work” for you.

Specifically, I wanted to address the issue of security while working from home. Accompanying this rise of at-home workers laboring away in their living quarters are additional security concerns that cannot simply be swept under the rug. Let’s discuss a few security factors to consider as you forge ahead in this new work-from-home world.

Online Exposure

Among the countless challenges that have plagued home workers in the area of IT security is that, by nature, online work heightens cybersecurity risks exponentially. Why? Remote workers no longer have the same security protections that their previous office systems provided, including safety features like firewalls and blacklisted IP addresses.

In short, as most of our tasks are now conducted entirely online, we are exposing our data to a much greater degree. The harsh reality of it is once something is on the Internet, it’s like a neon sign begging for a cybercriminal to come along and compromise it. This is not meant to scare you but rather to make you aware of the importance of educating yourself so you can stay safe while working from home.

Phishing

Let’s talk about phishing—and not the fun pastime enjoyed by many. Among specific concerns facing remote workers is the rise of phishing emails, particularly since the onset of the pandemic, with scammers seeking to capitalize on the current environment of uncertainty.

Personal Devices Dilemma

Yet another significant risk facing remote employees is that they are using their own devices, such as iPhones and other mobile devices, which are notoriously more difficult to protect from cyber sabotage. With this in mind, whenever possible, it would be ideal to conduct your work on a corporate laptop with remote access security controls. When I say this, I mean that it should be outfitted with such features like 2FA (two-factor authentication), a security measure that helps decrease the risk of your account being compromised.

Taking such a measure also guarantees that you are provided with the needed tools for optimum protection, such as anti-malware software and the most current applications. For instance, recently, there have been notable vulnerabilities in VPN software, making it all the more imperative that you ensure your VPN solutions are up to date.

What else is included when you utilize a corporate laptop? Your company’s IT team is granted access and oversight to your account. This enables them to keep close tabs and be alerted when anything seems off, such as the indication of malware or any unauthorized logins from dark forces lurking on the world wide web.

What Now?

Rather than just voicing the security concerns that come with the new normal of working from home, AMPlify wants to help you address and control these risks by developing a customized, proactive approach to face it head-on. We can provide you with everything you need to know to make sure you and your organization are in a good position, protected, and able to fend off unwanted cyber-attacks and data breaches.

Simply reach out ; I’m here to help you meet these challenges.

Sustainable Solutions — The 5th Industrial Revolution

Mon, 07 Jun 2021 11:00:04 GMT

First came the steam engines, astounding inventions that officially launched the first industrial revolution and paved the road leading to the second industrial revolution, which saw advancements in electricity, combustion engines, and steel processing.

Continuing the evolution was the third industrial revolution, which saw the arrival of automation and computing, which laid the computer-driven foundation for our current fourth industrial revolution, marked by advances in artificial intelligence, robotics, the Internet, blockchain, digital currencies, and so much more.

Taking the Fifth…

We now find ourselves at the threshold of the fifth industrial revolution, but are we ready to take the leap? It’s become painfully clear that the world can no longer make and manufacture products in the same way it has been: It’s simply not realistically sustainable. For this reason, organizations must adapt—and fast—becoming more responsible in their use of resources and best practices to succeed in “taking the fifth” by storm.

We believe that intelligence has made accomplishing this easier than ever before and has even reduced the need for trade-offs or setting for inferior products or results in the process. As we stand on the precipice of the fifth industrial revolution and look to jump in, we at AMPlify believe that the move toward sustainability and intelligence will be the defining features of this next phase.

What’s Next?

With digital thread capabilities that allow for the digitization of entire product and operating value chains, leaders can now find sustainable solutions that are also responsible, economical, and relevant. So, what can we expect from the fifth industrial revolution?

Sustainable Solutions

Using history as an indicator, where each resulting revolution built upon the technology and advances introduced in its predecessor, we can confidently predict that as we move into the fifth industrial revolution, AI will take center stage. But it will become a 2.0 version, if you will, as we harness all of its potential while merging it with more environmental, social, and governance (ESG) efforts, all of which adhere to tightening regulations and consumer demand for sustainable responsibility—and accountability—in companies and brands.

Net Zero Industry Transitions

The time to act is now, and talk is cheap. Net-zero carbon targets alone are no longer acceptable. Instead, making these targets realities reached is the name of the game. By using the advances in digitization to improve and transform business models, these targets can be met, sustainability milestones.

Improved IT and Technologies

While digital technology is a superhero of support for sustainability, the energy it sucks up to do so is staggering. The solution for this will come as technology itself is used more sustainably, and then that improved technology will become the channel for furthering the movement itself.

Circular Value Chains

Pivoting to responsible and circular value and supply chains will bring us one step closer to our sustainability ideals. This type of supply chain ushers in a completely new way of conducting business by empowering organizations to come together and innovate in ways that still turn a profit while respecting our Earth.

Measuring Up

Measuring our sustainability is accountability. It forces us to take a hard look at data and see where we are at and what needs to continue to be improved. The bottom line is: For sustainability to truly become a reality for your business, it must become a top priority that drives your targets and how you report data. Numbers don’t lie, and keeping proper track can help keep you honest.

Creating a Culture

Committing to sustainability is not just one oath a company takes and then never thinks of it again. Instead, your commitment to sustainability has to be interwoven in everything you do. You must create a culture that lives and breathes sustainability. You’ll be amazed at how adopting this mindset and practice will transform your company from the inside out.

Consumer Satisfaction

More than ever, consumers are demanding that companies place sustainability as a top priority. This coming revolution will see companies giving the customers what they want by refusing to compromise and adopting best practices that honor the Earth. After all, the customer is always right.

In light of all of these exciting things coming, I’d say that the fifth industrial revolution is exactly what we need. As you forge ahead into the fifth, AMPlify is here to support you in every way. Reach out today and let us help get you started.

Resisting Material Things Says More About Someone Than Their Ability to Obtain Them

Wed, 02 Jun 2021 11:00:04 GMT

During a recent conversation, an idea came up that I wanted to dedicate a whole article to because I feel like the concept is significant and relevant today. While we were talking, I mentioned how I respect people who aren’t materialistic. The conversation then evolved into a discussion that unpacked the possible “whys” behind the reasons I feel such respect for these people.

Basically, this involves the people who can say: “I can have this, but I don’t need to have it to be _______” (insert countless words here—happy, fulfilled, successful, okay). At face value, you simplify it down to avoiding one of what are known as the seven deadly sins: greed.

The art of self-control

Even little kids are taught this healthy concept from a very young age. The more years I am on this earth, the more I realize how far less I actually need than what the world would have me believe. Consumerism is at the core of so much of society and culture today, so what sounds like a simple directive—Don’t be greedy—isn’t made easy by the inundation of material things tempting us to buy them at every turn. We have to exercise some self-restraint.

When people don’t have to own everything (even though they could), it goes beyond self-restraint to the ability to say no to material possessions. It’s much deeper because it reveals an underlying value system of the individual. In short, it’s showing that they have a healthy perspective on material possessions in the grand scheme of life. They really are just things, objects, finite entities. Sure, some things look shiny and cost a pretty penny. And they may reveal to all your neighbors, friends, and anyone who sees you wearing, driving, or owning them that you are well-off financially and can possess most of what you want. But when people don’t feel the need to flash such material items or even own them at all, it shows their value system. Ultimately, people’s choices reveal what they value, which uncovers their character by extension.

And while we’re on the subject, the warning that we often overhear growing up is fitting: Be careful, for what you possess can soon possess you. I never want to become that person who is ruled, controlled, or led in decision-making by material things. This includes money, possessions, all those bells and whistles the world constantly dangles before our eyes (and holds over our heads) in an attempt to keep us on that proverbial hamster wheel.

I respect the people who got off that wheel or never even set foot on it—and I certainly aspire to be one of them.

Lack of Self-Awareness Is the Most Dangerous Flaw

Mon, 31 May 2021 11:00:03 GMT

We use the term self-awareness a lot in our everyday speech. But I wonder how many of us are actually “aware” of what it really means and entails. For a long time, I wasn’t clear on all of the nuances and had to work at cultivating—and heightening—my own level of self-awareness. And believe me, it’s still a work in progress and always will be.

What is self-awareness, and why does it matter?

There are many different definitions of the term and also various perspectives on it. I want to write about the philosophy of self-awareness, which speaks more to the experience we have of our personality and individuality as it relates to others and the world around us. Contrary to popular belief, this is not the same as mere consciousness. Self-awareness is an active state of being, not passive. We must consistently seek to be—and remain—self-aware.

The crux of what I want to write about is how vital self-awareness is for an individual. I would go so far as to say that the lack of self-awareness in an individual is perhaps the most dangerous—and debilitating—flaw one could have. When you aren’t self-aware, it’s as if you are trying to navigate through life without a proper compass that allows you to determine the correct direction. Your logistics will be all wrong, and you will find yourself lost at every turn.

And don’t even think about trying to give someone else directions when you can’t even get your own bearings. Leaders who lack self-awareness are often the worst, most inefficient, and tone-deaf individuals. No one wants to follow someone who is lost themselves, right?

Many of us think we know ourselves, but we don’t. Get rid of this illusion and realize that walking the road toward greater self-awareness will be a never-ending trek, one where we won’t arrive at any final destination. We evolve and have so many experiences every day that change us in small and big ways; remaining self-aware of each of those shifts as we go is a full-time job, but critical nonetheless.

Know what you want

Scholar Yulia Peralta once said, “It does not matter how strong and well prepared you are if you have no direction.” My version of this is that if you don’t dig deep and ask yourself the hard questions—What do I really want? What am I aiming toward? The desire of my heart? My ultimate goals?—you won’t ever know what you want or where you actually want to go. So of course you’ll have no direction! You have to know what you really want before you can ever figure out a single step toward getting there.

Saving the best for last, or at least my personal favorite, I’ll end this article with some wisdom from Carl Jung, who said: “Until you make the unconscious conscious, it will direct your life and you will call it fate.” Now I don’t know about you, but I am a proactive, problem solving, don’t wait around, let’s make it happen kind of guy. Waiting around—or worse, throwing up my hands and resigning my present (and future) to a come-what-may mentality is not for me.

To be truly self-aware is an active state of being. It involves taking the proverbial bull of life by the horns and riding that bronco, even when it bucks. It is not simply sitting back and hoping for the best, then letting the wind blow you around in every changing weather pattern. Bottom line: Know thyself. Everything begins right there. Anything else is a non-starter.

You Meet People for a Reason—Either They Change Your Life, or You Change Theirs

Wed, 19 May 2021 20:13:38 GMT

I have a theory: I believe you meet people for a reason—either they change your life, or you change theirs. Before you start thinking I am going self-help guru on you, I am not necessarily talking about some omen sent from the stars, not even destiny or fate. That doesn’t quite fit what I am trying to suggest.

I don’t love how those seem to take our own actions and responsibility out of the equation entirely. Instead, I see it more as an opportunity. Each encounter is an opportunity where we have the open door to find the reason, to make something great come of the exchange—no matter what—and in whatever way(s) we can. Maybe you will be the one who walks away benefitting the most. Perhaps the other person will be the one most fortunate. Maybe (and I think, ideally) both of you will feel equally blessed and bettered.

I can think of many instances where this—let’s loosely call it a “law of nature”—rings true. The grandparents who teach their grandchildren all about unconditional love and acceptance and the merits of getting spoiled once in a while. Romantic interests who challenge their partners, leaving them a far better, more mature person than when they first met. Friends with that perfectly placed joke when they know it is so desperately needed. There are far too many more to list them all here. But you get the gist. Those exchanges—in my book—change people.

But the thing is, I bet the others would say the same. The grandparents are learning selflessness and receiving equally unconditional love from their adoring grandchild. The people who felt loved and adored by a partner grateful for their affection and attention. Wild, right?

My point is this: Regardless of why someone’s path crosses ours, I believe there is (at least one) remarkable thing to take away from the exchange. And if we play our cards right, those reasons will be the very things we can take through life as we move forward—being the proudest of as we look back.

And while we are on the subject, this law of nature is in no way limited to “personal” relationships or exchanges. It equally applies to our professional lives, which, let’s face it, are personal too, as they involve human interaction.

Thinking of life this way makes me acutely aware of every meeting and path crossed. In fact, since adopting this outlook, I find myself excited and wondering about what may come—the possibilities—for good. I want anyone I cross paths with to come away thinking fondly of their “reason for meeting me,” as I certainly hope I will also do of them. It is up to us, and I believe we can find excellent reasons why every day.

The Art of Fairness by David Bodanis – The Power of Decency in a World Turned Mean

Mon, 17 May 2021 13:00:02 GMT

As you surely know by now, I am fond of reading, and when I come across a fantastic book that I felt spoke to me in some way, I like to pass that along. A recent good read that I gleaned a lot of practical wisdom from was written by New York Times bestselling author David Bodanis and published just this past year.

It’s titled The Art of Fairness — The Power of Decency in a World Turned Mean. The title hooked me immediately, and then the headline right below that begged the question: “Can you succeed without being a terrible person?” And if that query doesn’t make your head turn and want to dive right into those pages, you might want to check your pulse. Because I think that’s such an apt question for these times we are living in, right?

We all want to succeed and get ahead in life. But now more than ever, especially amid a global pandemic, we also have to look around us and wonder: Can I succeed—climb that proverbial ladder to reach my goals—without having to trample anyone along the way? In a world that is often described as a “rat race” and “dog-eat-dog,” the answer would appear to perhaps be a hard “No.” However, that “Nice guys always finish last” saying isn’t the truth.

So needless to say, Bodanis—and his book—were like a breath of fresh air. I needed this book. I wanted to see a real person living—and writing about—that even in a cutthroat corporate world, you can chart a better path and defy the stereotypes to succeed WHILE being a good person, too.

A masterful storyteller, Bodanis offers a refreshing and realistically doable approach to taking life and our careers by the horns without becoming bullish. One great takeaway—among many—was the focus on how awareness and actively, consciously choosing to adopt proactive behavior patterns can set you on the path to success without sacrificing your integrity or your humanity.

And as an extension of your choice of cultivating integrity in your own self and infusing it into all of your actions, your leadership and ability to guide and influence others will grow exponentially. And the marked difference between following a leader who is a nice person (while still being successful) versus being mentored by or following a real jerk (who just happens to be at the height of their game career-wise, too) is like night and day. I mean, do I even need to ask—given the option—who you would rather be learning from and listening to?

The nice person who knows their stuff and is highly successful, and still manages to maintain the respect and favor of those around them, am I right? Same.

And in knowing that, I want to be that leader. After all, who doesn’t love proving stereotypes wrong? I sure do. This book is well worth the read and will serve as an amazing catalyst and source of advice and inspiration to anyone else who has grappled with the idea of having it all without forfeiting your soul in the process.

What Is a Change Agent, and Why Is it Important?

Wed, 12 May 2021 13:00:02 GMT

There are a lot of buzzwords and lingo out there, each unique to different industry niches. Some of this terminology can seem daunting and complicated when you’re first hearing it. I’ve found that—for the most part—these buzzwords and lofty lingo (that super technical-sounding terminology) are usually very easily explained (and understood) if broken down simply by someone who “speaks the language.” So, in short, I figured an article about one hot buzzword that comes to mind would be fitting.

And the term of the day is change agent. Allow me to translate:

Change agent is a broad term, right? It usually refers to a person, a company, or a group that helps initiate and manage change in any organization. Simple, right? Further breaking this down in my vernacular: A change agent, for me, is the entity in charge of managing change in a digital transformation initiative. Now, follow me on this, as I am writing from my perspective: the outside, third-party, unbiased activist—the one whose role is to help organizations change. At the very core, they are like rock star consultants.

Now, I may be biased, but with that perspective, this makes change agents vital to the success of any change effort. This success will inevitably depend almost solely (at least 90%) on the strong and results-driven relationship between that change agent and the key decision-makers within the organization.

I can claim the importance of this role with complete confidence because, throughout my entire life, I’ve been a change agent myself. To clarify: In a consultative manner, I have been a consensus change agent, where I’m coming in to drive a consensus-driven digital transformation.

Not only is it pivotal, but the role of change agent requires finesse. I’ll explain with a hypothetical scenario, but one I’ve seen far too often: Imagine that group A is coming into group B and basically saying, “Well, this is how we do it….” even though group B’s kind of culture, mantra, technology platform—everything—is distinctly different than what these guys know.

And now they’re “barging in,” breaking and disrupting the positive flow of organizational capital, as well as “breaking” people’s morale and spirits. They do not fully understand that the entire goal of a quality change agent is to build a consensus change as opposed to ushering in this type of dramatic (and uber disruptive) seismic change.

The harsh reality is that you won’t always be welcomed with open arms. After all, people aren’t always big fans of change. They may see it as scary, disruptive, annoying (or all of the above)—and by extension—you as a change agent are also seen as a threat, a disruption, an annoyance.

So, the key is to show exactly how you can help, in a way they can see and understand. And that they can learn to open themselves up to embracing (or at least be receptive to)—all of them. I know, it’s a tall order.

To do this effectively will require a strategic POA (plan of attack). Change agents need a clear vision and a clear strategy. You must be patient, persistent, and understanding, but you likewise (and yes, simultaneously) have to be able to ask tough questions, not just talk your way through stuff. And, this is really important: If you’re going to talk your way through things, make sure you understand what you’re talking about.

Be knowledgeable and lead by example. In this way, you will build trust, build consensus, and ultimately, build and strengthen relationships—all of which paves the way to progress and solutions.

Bottom Line: Don’t just come in and say, “This is how we are used to doing this, and how we’re going to do it now.” That simply won’t fly.

What I Learned From Taking Companies Public

Mon, 10 May 2021 13:00:04 GMT

With so many companies going public these days, I thought it would be only fitting to write an article addressing what I’ve learned firsthand from taking companies public. Now, I want to clarify right off the bat: When I say “going public,” I’m not really talking about the SPAC route. Instead, I’m talking more about the traditional IPO: when a company offers their stock via the traditional listing process.

In my experience, the companies (at least when I have come on board) were considered mid-market companies (150 million to 1 billion), which means they haven’t gone public yet. The way I see it is that, as a rule of thumb, companies need to have five or eight buckets to go public. We’ll cheekily call this my own version of the “bucket list.”

Companies need to have a strategy, a technology landscape or platform, and an IT platform. They also need to be profitable and have the right people. Also vital? A solid foundational reputation and ethics, which ties directly into the fact that they also need to put into place compliance and security.

My world revolves around people, process, and technology. And it all circulates around the concept of operational risk management. My ultimate goal when helping these companies to go public is to manage their operational risk.

Basically, my main job is to keep them out of financial trouble and ensure that the operational excellence and their business processes and strategy can ensure that they’re on an upward trajectory always, where they’re growing, they’re scaling, and they’re making money.

Now, I’ll give you a little window into my POA as I approach each project. I tend to take a several-pronged approach and “attack” it in a few different ways. I set out to establish a change management mentality. I do this by creating systematic change agents inside of the organization so that the right talent is in the right process, managing the right technology across the organization.

So, after doing all that and so much time in this IPO realm, here’s the three main things I’ve learned that I’ll now pass on to you:

Not all companies should go IPO

Remember that now-infamous slogan that was launched in the eighties to keep kids off drugs? “Just say No?” Well, I’m going to apply that to some companies thinking of going IPO. I’m not going to go full-on across the board and declare they all should “Just Say No,” but I will say—with confidence—It’s okay for some to say no to going IPO.

The reason I say this is because certain companies are going IPO for the money. They’re trying to get capital, plain and simple. But the problem is, money isn’t going to make an inefficient business work better. Sure, it will help you buy newer and more expensive technology, but it’s still not going to make a bit of difference in the long run if your business doesn’t run efficiently.

Same, but Different

The second thing I’ve learned is that just because you’ve done it once, and succeeded, doesn’t mean you’re going to be successful again. Simply put: You can’t apply the same strategy to the same, or a different, business and expect it to work twice. Everything’s constantly changing. The dynamics of the world are always different and fluid at any given time. There are many different nuances that need to be considered before jumping into anything, especially when we’re talking about an IPO. You know what they say about assuming… So don’t.

Where’s My Piece?

You know how they dangle a carrot in front of the rabbit on the track, and the dogs run around the track because they’re chasing the rabbit that’s chasing the carrot? It’s that same kind of mentality. Basically, what happens is that that going IPO helps a group of individuals that have a shared goal of taking a company public for financial gain, just to have it. But not so fast. Not everyone will get a piece of that proverbial pie. So, rude awakening for those who don’t yet know it: It’s a fallacy that taking a company public is beneficial for everybody in that organization. Still, some people go along for the ride because they think it’s going to benefit them in the long run. They get 100 shares at IPO prices, and they make 1,000 dollars.

Just a few things to chew on before taking the leap and going IPO. I’m not saying to just say no, but I’m also not saying to just say yes. Weigh the pros and cons, and look at it realistically, then confidently decide to leap or not.

Active Listening: The Secret Weapon in a New Job

Wed, 05 May 2021 14:00:02 GMT

Active listening is the most important part of being a good consultant. Without it, it is impossible to understand your client’s needs, and to ask the correct questions. It’s an active—not passive—role we each have to play, especially if you are in a new role, or working with someone new.

A lot of people in corporate environments don’t understand how to best utilize and practice active listening. It means focusing on a speaker entirely (turning off your email and Slack notifications), comprehending and carefully considering their words, and then responding effectively.

Active listening is an excellent way to begin the learning process with a new business contact. You’ll be amazed at how when you practice absorbing information and focus, your relationships change. It allows you to thrive with colleagues, because they can see you care about what they’re saying.

A Harvard Business Review article discusses the factors we have to beat to achieve active listening. Emotional filters, thinking ahead of the talker, thinking about evidence to support your own point, summarizing what has been said, and listening for ideas all have to be contended with, and your conversation partner knows this — because they’re doing it too.

If you can master active listening, the art of soaking up wisdom, knowledge, and experience from those that have come before you, you will thrive. If you can manage this while mastering your mindset in new situations, you will be even better off.

Putting yourself into difficult situations—where you’re forced to think about things in different ways and are challenged to solve new problems—is not only good and healthy for people, but it also ties nicely into the work we do as consultants. After all, it’s all about looking at things through a different lens, and helping our clients to do this as well, then navigating the path that lies ahead in the best and most efficient way possible.

Accomplishing this successfully, of course, involves active listening and asking the right questions. Much of what I’ve learned about active listening has come from talking to people, and understanding a problem that somebody has. Or if somebody is looking for a particular position or role or type of opportunity, really being able to hear what they are needing, and honing in on that to pinpoint precisely what steps need to be taken to actually help find a solution and best fit.

Bottom Line: I think a lot of times people are there, and they look like—maybe even feel that they are—listening, but they’re not really listening. Instead, they’re just waiting to say the next thing that they want to say—already formulating it in their mind. It sounds simple, but if you can master the art of active listening, it will naturally lend to knowing the next “right” questions to ask, and ultimately, arriving at successful solutions that satisfy your client’s needs and meet your objectives.

7 Powers: The Foundations of Business Strategy by Hamilton Helmer

Mon, 03 May 2021 14:00:37 GMT

Great news, readers; I have another book recommendation for you. Today’s offering comes courtesy of author Hamilton Helmer and is titled: 7 Powers: The Foundations of Business Strategy. Using his decades of experience as a business strategy advisor, active equity investor, and Stanford University teacher, Helmer has penned a no-holds-barred book that lights a fire under entrepreneurs, simply not allowing any excuses for not following through and executing.

In fact, execution is one of the fundamentals to success that Helmer points out. To make a company valuable and maintain, sustain, and continually build upon that value, Helmer points to the dynamic duo of strategy and execution.

So what exactly do we mean by strategy? Basically, strategy is the art of choosing what to do. It is the process for how we come to a decision based on logical and linear data and means. In the pages of 7 Powers, Helmer helps us understand what good strategy looks like by offering us real-world examples from his many years as a strategy advisor. Gleaning from these examples, we can have a clearer vision of what we want as we build our own set of mental models to think through our own individual strategy.

And as for execution? That simply means doing it. Following through on that strategy you’ve just so carefully laid out.

But what I love most about Helmer is that he doesn’t just tell you that you need to do something and explain why it’s important; he walks you through it, providing a strategic framework that helps you know exactly what to focus on next—and on and on.

Now, on to the 7 Powers, which are business models provided—and explained—by Helmer, highlighted and summarized below:

· Scale Economies: A business where per unit costs decline as volume increases.

· Network Economies: A business where the value realized by a customer increases as the userbase increases.

· Counter Positioning: A business adopts a new, superior business model that incumbents cannot mimic due to the anticipated cannibalization of their existing business.

· Switching Costs: A business where customers expect a greater loss than the value they gain from switching to an alternate.

· Branding: A business that enjoys a higher perceived value to an objectively identical offering due to historical information about them.

· Cornered Resource: A business that has preferential access to a coveted resource that independently enhances value.

· Process Power: A business whose organization and activity set enables lower costs and/or superior products that can only be matched by an extended commitment.

Helmer also points out the dependence every power has upon invention. In fact, he claims invention is the catalyst of every power and exactly what can lead to your business nabbing a bigger piece of the pie (read: a bigger chunk of the value chain). And according to Helmer, it’s the 7 Powers that will determine precisely how big of a slice of that pie you get.

I will end with my official recommendation: Read it. Strategize. Execute. And feel the power(s).

The Importance of Innovation In Your Workplace

Tue, 20 Apr 2021 13:00:02 GMT

“Innovation” has pretty much become synonymous with “great workplace” in recent times. The buzzword is so popular that over the years, people have referred to it as today’s equivalent of the Holy Grail; it’s the panacea—“management’s equivalent to motherhood and apple pie”—and you’d be silly to question or challenge its significance.

But what does it mean?

For many people, myself included, innovation is all about finding a problem and creating a solution out of the blue—hopefully leading to some sort of excellent development or discovery, and subsequent achievement.

What Is Innovation?

There’s more to it than that, though, of course. If you didn’t know, innovation comes from the Latin word “Novus,” which means “new.” However, on a day-to-day basis, we don’t necessarily use the word “innovation” to represent something new. The term has evolved to be inclusive of the process of discovery and uncovering new ways to do things.

I think the honest definition sits somewhere in the middle of the playing field.

In the workplace, innovation is the action of transforming existing business models, products, and services provided by an organization to ensure that user experience is the best that it can be and make sure that customers come back again. Something I’ve noticed, however, is that the terms “creation” and “innovation” get used interchangeably in some workplaces, and in some online journals—I’d like to quickly address this.

If you take a look at Merriam-Webster, specifically at the definition of “creation,” you’ll find that it means “to have the quality or power to create, [and the] act of making, inventing or producing.”

Whereas, “innovation” is defined as “the introduction of something new or different. The act of innovating leads to the introduction of new ideas, devices, or methods.”

What Does That Mean For Innovation?

If you compare and contrast the two terms, it’s the combination of creativity and work that results in eventual innovation. You need to harness your creative ability and potential to be an innovative member of the team.

Why Is Innovation So Important?

Do you know what happens when a company stops innovating in the business world? It very quickly loses its place in an over-saturated, ultra-competitive market. Imagine that your business is at the very top of the AI and Machine Learning marketplace; you’ve been the industry-leading stalwart for as long as anybody can remember, providing products and services that offer solutions to users’ issues in software. Suddenly, your company stops producing updates for existing software and ceases the development of upcoming products and services.

As soon as your company ceases innovating new solutions and supporting previously released ones, the organizations that you’ve competed with since the dawn of time will be right there, prepared to innovate and provide the solution that you should have brought to the marketplace. At that point, your once-faithful customers will jump ship, heading off to your competition, and subsequently, your sales will suffer. You’ll quickly find that your market share is dropping, and your once-heralded business will be knocked from its mighty pedestal and replaced by another.

Every organization must recognize the importance of innovation as we move forward, into a post-COVID-19 world, where demanding consumers require new methods for traditional means. It is the companies that realize their innovative potential that will continue to surge ahead of the competition. That success can only be seen if the leadership within a business breeds a culture of creation and innovation, to ensure that they provide for the entire nation.

The Importance of Humility

Tue, 06 Apr 2021 13:00:02 GMT

Humility is one of those traits that people seldom think about, yet regularly encounter. It’s got to be one of the most underrated qualities, seemingly lost in the transition to modernity, given that remaining humble is a pretty old-fashioned, maybe even traditional trait. It’s in the holy scriptures, after all. Old though it may be, I can’t help but think that the world today, with all its bells and whistles, could do with a new wave of humility as soon as possible.

“The first thing is, to be honest with yourself. You can never have an impact on society if you have not changed yourself…. Great peacemakers are all people of integrity, of honesty, but humility.”

Nelson Mandela

What is Humility?

Humility, as defined by pretty much everybody, “is the quality of having a modest or low view of one’s importance—humbleness.” In other words, it’s placing little importance on your ego, and not being dependent on the limelight for validation—something which many people today do need, hence the growth of apps like TikTok and its predecessor, Vine.

Many people see humility as some sort of weakness, but in reality, the ability to remain humble is one of the strongest and most essential traits somebody can have. I’d even go as far as saying that humility is a form of modesty that, if you have ambition, will get you far further in life as a person, and as an eventual leader, than arrogance. Why? Because when an arrogant person strolls into the room, they assume that everybody else is inferior, and they know everything that they need to know—they’ve got a superiority complex and a self-inflatable ego. That mindset doesn’t allow for self-improvement and hinders any development because an arrogant person usually stubbornly refuses to recognize their flaws.

Life is a constant learning curve, and without humility, there’s an inability to identify flaws and weaknesses within yourself, which prevents any sort of positive development as years go by.

Humility Brings Harmony

We’ve established that humility is necessary for self-improvement, but with a degree of emotional intelligence, it becomes a key factor for a person’s inner well-being. I don’t know about you, but I find that life and work can get pretty stressful at times, and I’ve noticed that the more arrogant among us tend to become increasingly angry and frustrated whenever they fail in their endeavors. It’s humility that allows us to avoid that; if you’re humble, you recognize that you aren’t going to get it right every time, and simply take the failure as a lesson to be learned from, before picking yourself up, dusting yourself off, and going again. Humility, weak though it may seem, makes a person surprisingly resilient. Ironic, really.

I, and—I think—most people in the leadership space, believe that humility begins with accepting who you are and what makes you human. Once we come to terms with our, unfortunately, resounding insignificance in the grander scheme of things, we suddenly gain control over our attitude and outlook on life. Combine humility with your innate passion for life and success, and I believe that anybody can overcome adversity and reach for the stars.

“Have more humility. Remember, you don’t know the limits of your own abilities. Successful or not, if you keep pushing beyond yourself, you will enrich your own life ─ and maybe even please a few strangers.”

A.L. Kennedy

The Importance of Empathy and Perspective For Any Great Leader

Tue, 16 Mar 2021 13:01:55 GMT

Do you ever find yourself dealing with conflicts at work? “He said this; she said that” arguing, to be frank, you’d expect from a four-year-old in a disagreement over who uses which color Lego blocks. I’ve dealt with a fair few of these debacles in the past, and, thinking back, I always found myself wondering one thing:

“Why does he or she act that way?”

That, my friends, is the magical and—sometimes—mythical “empathy” coming to the fore. It’s the natural inclination to understand the aggrieved or even the aggressor on an emotional level before rectifying the situation. It’s something that many people can’t quite manage. Still, it is imperative that leaders empathize with their employees and actively attempt to walk a mile in their shoes before going dictatorial.

Addendum: You should avoid “going dictatorial” in general, by the way.

Empathy and Perspective

As Simon Sinek, the renowned mentor and inspirational speaker states, “great leaders have empathy and perspective.” This is an undeniable fact. Often, people allow their egos to get in the way and get lost in the rigmarole of status and authority within the workplace, rather than focusing on what matters: people. It just so happens to be the case that you grow increasingly dependent on the human resources at your disposal as you promote your way up an organization. Yet, so many managers neglect the needs of their employees and care little for them.

“Leadership is not about being in charge. Leadership is about taking care of those in your charge.”

Simon Sinek

Invariably, you will grow within any organization that you work for or with during your career. Gradually, we get better at our jobs, and we begin to hone our expertise, until we eventually become akin to a “specialist” in our field, in the latter days of our journey. Over the years, you’ll enjoy promotions and growth of reputation within your industry, and, in many cases, there’ll be a comfortable managerial role at the end of the tunnel.

Sinek makes a very poignant point about this norm, though: The difference between managers and leaders is that managers manage the work, while leaders manage the people.

Leaders Create Thriving Environments

Sinek compares leaders to parents, who should always be looking to create an enjoyable, safe environment where everybody gets to develop their skillset like you would for your own children.

You know, I’ve said it before, and I’ll repeat it: I might not be the smartest, but I will try my hardest to be the very best at what I do. That doesn’t mean I can do everything, though. Happy, collaborative working environments, provided by real leadership, allow me and others like me to exceed in our development, without the oppressive thumb of an egotistical manager. Why? Because they give people the breathing space to develop, to some extent, at their own pace, with all of the encouragement and support they need from the leadership teams.

Now, there’s one key ingredient in creating a great environment and workplace culture: Empathy.

Empathy and Great Workplace Environments Coincide

That healthy mindset across the workplace comes from one place and one place only—a hierarchy that wants the best for their staff. Ergo, empathetic managers, who are, incidentally, leaders. Sinek suggests that without compassionate leaders and organizations are unable to create environments where employees feel safe and fully trust one another because, in an empathy-lacking world, the problems and difficulties we all face in our day to day lives are ignored and categorized as separate to our work-life. As a result, the demands of the workplace are expected, regardless of your personal circumstances, and employees feel far less inspired to try their very best for that organization.

In many ways, empathy acts as the invisible glue that keeps workplaces and workforces harmoniously ticking, without anybody ever really noticing. It’s only when leaders lack empathy that staff realizes its importance, but by that point, it’s too little, too late.

Company Culture ─ Is The Office The Heartbeat of Your Company or Not?

Tue, 02 Mar 2021 14:01:59 GMT

Now that the world has experienced a global pandemic, many things have been put into perspective. Suddenly we appreciate certain aspects of our lives a little bit more—freedom, socializing, and traveling, to name a few. People have even missed their daily commute to the office. While that’s shocking for some, it’s completely understandable; the office is, in many ways, a hive of social experience and development, which is what humans tend to crave in life. That said, it’s worth noting that the population is split on that. While some people miss heading into the office on a Monday morning, others are much happier working from home, but both groupings have one vital need—human connection.

So it made me wonder: is the office or the human connection that occurs within its walls the heartbeat of a company? I’m starting to think that bricks and mortar are relatively irrelevant. COVID-19 revealed to C-Suite executives that they needn’t host staff at a centralized location. Online service providers are more than ready to accommodate the new work from home norm, providing instant messaging services and video chat software for businesses to keep our workforces united.

The Heartbeat

I think it’s wrongly assumed that an organization’s heartbeat is more material or egotistical. Some people seem to think it’s compensation, perks and benefits, reputation and prestige, the products and services they provide, or the good they do for the local and global community.

It isn’t the mission, the norms, or the values.

It’s the people. I believe that your workforce is the heart of your organization; whichever industry you’re in, it’s your team that acts as the lifeblood. Their talents and skills are spread throughout the company to ensure that every department, job role, and office works exactly as it should, without fail. If they fail, the whole business will collapse. Just like the human body, your human resources are basically the engine that keeps your machine running and the heartbeat strong.

For that reason, we can probably surmise that people are our greatest assets in the workplace. This isn’t a new or revolutionary statement, but it is true. And it used to be the case that “everybody is replaceable” and that providing an excellent customer experience was the absolute paramount ambition by big businesses. Now, though, it’s all about ensuring that your staff is happy at work. It has become a fundamental part of modern workplaces. Rather than focusing on the bottom-line, which is what many business leaders do, it’s positively expected that they focus on the health and well-being of their employees. Why? Because focusing on the bottom-line is great for a short time, but if you don’t focus on your human assets, there won’t be a bottom line to analyze in the long run. Your company, without its staff, will fall apart.

There is a trend when it comes to the “best” organizations and companies to work for, and there’s an obvious correlation between that trend and their epic levels of success. Simply stated, it’s the environment. These leading companies realize that employee well-being is of the utmost importance, so they create a positive workplace where everybody feels valued. They invest in their staff’s education and development, and they work to nurture their teams in whatever way they need, rather than being hard on them and shouting when something doesn’t go quite right.

As a business leader, you’d hope that you might try to keep your ticker working by eating well and looking after yourself. So when it comes to the workplace, take care of your employees too, or else you’ll find that your company’s heartbeat quickly wanes.

Do We Really Need An Office? Pros and Cons

Tue, 16 Feb 2021 14:00:01 GMT

As the world was overcome by hysteria at the behest of the COVID-19 pandemic, those of us who sat back and paid attention to the vibes across the global workforce found one key question that everybody wanted to be answered. Because the majority of the worldwide population had been forced to work from home, and employers realized that they could trust their staff to get the work done—and then some—in any way they see fit, people started to wonder if we would ever have to go back into the office. Some people wanted to return because they love the workplace culture, but others were quite content with the prospect of working from home, in pajamas, for the rest of time. I can’t blame them—it’s pretty comfy.

So I figured I’d do a shortlist of pros and cons for and against the idea of working in the office. I’ll give you my highlights on each side, as I see it. Then, you can all debate it in the comments.

Pros:

Timekeeping

I don’t need to tell you that a lot of people are awful at being punctual and on time. Given that office hours are set before your introduction to the workplace and failing to keep in-time with them gets you scorned, people are taught to be better timekeepers. It’s regimented in the office, with set breaks and designated areas where you can behave in certain ways, and once you leave at the end of the day, with any luck, you won’t have to think about work again until the beginning of the next shift.

The Social Element

If you’re not a social butterfly, working in an office wouldn’t be for you until it is. Working in the office exposes you to a lot of people and a lot of characters; you find yourself learning, without any sort of courses, the interpersonal skills that make you stand out to recruiters. You’ll become more diplomatic, and with any luck, you’ll learn to accept differences without any sort of confrontation or conflict. So your ability to interact with diverse groups will be second-to-none, and you’ll probably make a few friends at the same time.

A Hive of Development and Experience

If you’re surrounded by experienced people, you will learn a thing or two. People come from different backgrounds, and the variety of experiences that they’ve had can expose you to whole new methods that you wouldn’t have figured out on your own. This is excellent for your professional development and can revolutionize your approach to the many problems you face. You can learn from everyone around you, and that’s often for the better.

Cons:

Noise Pollution

I don’t know about you, but one thing I cherished about my lockdown experience was the silence and solitude that it brought to my workday—unless the kids were a little noisy, of course. Working in the office can be a boisterous experience, and I sometimes find that my concentration gets ruined when there’s chatter in the background from just a couple of people, let alone a whole roster of staff. Not only that, isn’t it annoying when you can hear the endless ringing of telephones, and people barge into your office to demand your assistance or guidance?

Even for a social butterfly such as myself, the answer is: yes, yes it is.

Lack of Harmony

When you see people all day every day, they can get pretty annoying, don’t you think? With that in mind, being confined to four walls with a load of people who you may or may not rub the wrong way can be akin to sitting atop a ticking time bomb. This isn’t news. One wrong word and your workplace harmony, happiness, and contentment can go up in flames.

Comfortable? Probably Not

If you were looking for a comfortable place to sit, you’re unlikely to find it at work. Some contemporary workplaces are designed with you in mind, with plush beanbags, and hipster vibes all around, but for the most part, work isn’t a place of comfort. It should be, but isn’t, your employer’s job to provide you with all the creature comforts that working from home offers, and I don’t doubt that many people find themselves in far lesser health courtesy of their job in the office.

Well, there are my key pros and cons, which could change in the coming years—who knows? Rather than giving an outro, I’m simply going to say thanks for absorbing my opinion and feel free to drop yours into the comment section below.

Do we need an office? Yes or no?

Leveraging Technology to Reduce Spend

Tue, 02 Feb 2021 15:00:05 GMT

In a world where technology is quickly becoming the overarching narrative as well as the underlying powerhouse behind every organization and institution, many companies are contemplating IT implementation into their everyday business operations. Technology has brought a myriad of improvements to the business world across the past couple of decades, providing automation en-masse, productivity boosters, expediting processes, and improving cross-collaboration and company-wide communication. The benefits cannot be overemphasized.

I highlighted that many companies are “contemplating” tech implementation within their business structures—why? Because they haven’t been convinced that implementation is worth the initial, sometimes costly investment. Today, I’m going to list off four tech concepts that will reduce your business costs daily, and hopefully convince you to take a step into a better tomorrow.

Cloud Storage

Once upon a time, businesses had to splash the cash on costly servers and the rooms to house them. Fortunately, an idea that originated in the 1960s , but was only implemented in 2006, has come to the rescue—the cloud. Modern businesses rely on a large amount of data and documentation to succeed and stay on top of the current markets, which can quickly fall into chaos if it isn’t maintained correctly. Fortunately, cloud computing has eradicated the need for traditional servers and maintenance methods by removing several processes. You no longer need to save data on hard drives, and you no longer need to be in the office to complete and save your work. It all fly’s up into the data space that is “the cloud.”

The cloud needs no maintenance from the business’ end, cutting traditional maintenance costs. Hosts tend to offer several services through their cloud that can alleviate workplace pressures and expedite previously arduous processes at the click of a button for a minimal, subscription-based fee.

Digitized Business

Digitization of business processes is, perhaps, the most obvious benefit of technology leverage to reduce overall costs and outgoings. There are many changes digitization brings to your company, so I’ll just dot down a couple. To start, you no longer need to fork out for paper, envelopes, ink, and printers now that businesses have access to email and instant-messaging systems, like Microsoft Office Outlook and Slack. The concept of paying big money for primetime ad-spots on television networks and radio is a thing of that past, as are billboards and newspaper advertising. They are replaced by the simple, more cost-effective, and far more viable option of social media and other Internet-based advertising platforms.

Digitization also allows businesses to shed their traditional skins, removing the necessity of office space and costly equipment, swapping it out for digital economies of freelance staff and Service as Subscription (SaaS) systems on which to work.

Automation

In the majority of businesses today, a ton of processes are automated. There are now various software as well as cobots, or collaborative robots, that share workspaces with human employees and alleviate the mundane, menial tasks from their workflow, removing the risk of human error while ensuring that staff remains engaged and content at work.

They may seem expensive to implement, but with automation being the concept of the future workplace, cobots will soon be the norm across all industries. Not only that, but they also provide an incredible return on investment in the long-run.

Customer Relationship Management (CRM) Systems

What’s the most important part of a successful organization’s story? Happy customers who want to purchase your products. Without that revenue, there isn’t anything left. CRM software helps you establish how to make each customer happy by storing and analyzing their data. The data analysis allows your company to satisfy every customer without having to do any personal work. CRM systems even pump out invoices and send marketing emails and other such comms in an automated manner. It lessons your workflow massively, decreasing the costs of staff and time.

If you’re looking to reduce the costs of your business operations, or you’re trying to figure out exactly what tech can do to help you, you should consider the listed benefits. Leveraging technology is the new norm across the majority of industries and, if you wish to remain competitive in your marketplace, you too will have to adopt the new systems and adapt to the new standards. It’s easy to see that technology both reduces costs and expedites processes while, in many cases, increases productivity and happiness within organizations.

5 Ways Procurement Teams Can Cut Costs Today

Tue, 19 Jan 2021 15:00:03 GMT

When it comes to running an organization of any kind, procurement is usually a costly affair. And, according to the Global Chief Procurement Officer (CPO) Study , released by Deloitte in 2016, 74% of CPOs cite that cost reduction should be one of the strongest business priorities in the following years. So, now, during the crisis that we find ourselves in, it’s an excellent time for your C-Suite to sit down and take a look at what cuts they can make to their procurement strategies. And, in the highly-digitized world, there’s one very prevalent factor that can help your organization along the way—data. Let’s take a look at five ways you can leverage the information of others to reduce your costs in trying times.

Cut Previously Necessary Expenditure

As a business, you most likely had some ongoing projects before changes to the everyday status-quo came to fruition. Now that you’ve got no, or very few, staff in the office, stop investing in them. They’ll still be there when this all blows over and, when you consider the financial challenges your business is set to face over the coming months, that money can be better spent elsewhere.

Redistribute Funding Streams

At any time of uncertainty, businesses are forced to chop and change their everyday business operations. This has a huge effect on where cash is coming in and where it is going back out, and more often than not, it could be done far more frugally. Consider this: on the day-to-day running of your business, you may be sending employees on little procurement missions, attending meetings with suppliers and bettering your overall business trajectory.

Well, in today’s climate, with COVID-19 shutting down travel and forcing nationwide social distancing measures, those meetings won’t be conducted face-to-face. Ergo, you won’t be paying for those expensive flights and overnight stays; reallocate the money you were previously spending and put it into the wages and benefits fund, to ensure that staff aren’t subject to the next cut.

Negotiate Your Expenses ─ Freelancers and Consultants

Although everything is a bit amiss at the moment, we can, to some extent, keep up the “business as usual” attitude when it comes to running the workplace. Yes, the bulk of our staff may be homebound, but the freelancers and consultants that we previously outsourced work to were potentially already working from home. The issue is, they tend to command a rather handsome fee for their niche expertise and unique capabilities. Why not have a chat to any that you’ve got on the books and try to negotiate their rates—see if they’ll drop the number, in return for guaranteed work. It’s a win-win. You’ll continue to complete work that your usual staff cannot do, and the professionals will still have an income during trying times where the jobs available are shrinking rapidly.

Adopt Integrated Systems

Now, I have no interest in endorsing staff cuts. Some of the above points can directly alleviate them. That said, with the rise of technology and the huge growth of online services, there is a lot of software and systems that could ensure the smooth running of your business without the staff element. Kissflow , for example, promises to cut the cost of procurement by 65% if you adopt its source-to-pay procurement cloud system. Systems like these do exactly what they say, and remove the necessity of multiple people at various stages of the chain—instead, you’ve got it all in one place, on your laptop.

Bring In The Experts

I said I’d list five ways to cut your costs, but there are just so many ways. That’s where the experts, like the team at AMPlify , come in. We have a team of experienced professionals who are familiar with cost-cutting, cost optimization and spend optimization. We can come in and look across an organization’s entire landscape, easily identifying areas where certain changes would result in immediate, potentially big savings. We can find better, more cost-effective alternatives to your current sources of products and services. But until you get us in, you won’t know. So, get in touch today and let’s see what our specialists can advise to ensure that your organization makes it through these trying times.The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

True Happiness is Not Material

Tue, 05 Jan 2021 15:07:03 GMT

A funny thing about time: As it passes, it brings perspective, which changes your priorities. As more seconds tick by, you start to realize that the $300 watch and the $30 watch both tell time and a Bentley and a Ford still ferret you to the same spot. What I am driving at—and the theme of this article—is that true happiness, that deep and underlying current of contentment in life, simply cannot be found in material things.

This is not a new concept, yet the truth behind it still sadly seems to elude so many of us. We just don’t “get” that “getting” more, better, or the best things won’t bring us lasting joy. Back in the 1st and early 2nd centuries C.E., the Greek philosopher Epictetus saw this schism in society, enough so that he addressed it many times in his speeches. One such time, he cautioned his audience that “The essence of philosophy is that a man should so live that his happiness shall depend as little as possible on external things.”

American motivational speaker and writer Denis E. Waitley, the best-selling author of the audio series, The Psychology of Winning, takes this same concept a step further and urges his audience (and us all) to realize that “Happiness cannot be traveled to, owned, earned, worn or consumed. Happiness is the spiritual experience of living every minute with love, grace, and gratitude.”

Agreed. But once we realize this truth, how do we foster and grow such happiness? How does this flesh out in everyday life? By focusing on the bottom line. Material wealth doesn’t bring happiness, but purpose, passion, love, and hope most certainly can.

Joseph Addison simplifies this idea, narrowing it into a trio of brief areas. I like to think of them as essential action points. Addison says: “Three grand essentials to happiness in this life are something to do, something to love, and something to hope for.” Let’s break that down:

Something To Do

Most wealthy and established business people already know full well that one must be wholly committed to their company for it to succeed. But mere commitment alone—and the financial success it may bring—won’t bring true happiness either. Many of us have found this to be too real firsthand already in our own lives.

Following Addison’s logic, however, happiness can be found in having a passion for our work, be it paid or otherwise. Passion has been defined as “a very strong belief in something; a compelling emotion.” I love the latter definition, a force that compels us in some way, stirring something deep within us that is not only deeply satisfying but sustaining.

Something To Love

In the spirit of this article, this “something” I am specifically applying to our relationships in life. Be they familial, romantic, social, or even in the workplace, our human relationships are pivotal to true happiness. We must find people to love in life; people who we can pour ourselves into with passion and devotion.

For the business-minded individuals out there who find this is an entirely foreign concept, I can easily place this in a more than apt metaphor. Think of it this way: When we invest in people, just as enthusiastically as we invest funds into worthy business deals, the rewards are well worth it. In establishing loving relationships, the dividends are—just as with the first essential action point—deep and sustaining (Read: happiness-inducing).

Something To Hope For

A similar yet not quite the same vein to the essential action point just above is having something to hope for in life. What do you aspire to in life? Are you pursuing that with passion, giving the endeavor everything you have? If not, happiness may be eluding you. Something magical happens when you hope for things: You begin to believe those good things, wonderful things, things you are working towards and desire, are all possible.

Keep finding passion in your work, keep investing in your people, keep finding things to hope for, and keep spending your precious time working in worthy arenas, and as you do, discover the true happiness that goes beyond the material.

The Importance of Authenticity in Consulting

Tue, 22 Dec 2020 17:05:47 GMT

When broken down to bare basics, what is consulting, really? It’s giving advice. In the professional realm, advice usually comes from experts on the subject matter people seek advice on.

In business—and life—besides, of course, someone being an expert in their field and at the top of their game, who do you want “consulting” you? Who do you want to follow?

An overwhelming majority will agree that trust is vital in this type of relationship, business or otherwise. But let’s focus on business. What do you need to know before that trust can be established? You have to know that the consultant is honest and authentic. It’s the importance of this authenticity in consulting that I want to focus on in this article. I would dare to say that in consulting, authenticity is king.

Authenticity is King

What do I mean by this? I mean that above all, authenticity in consulting is the most crucial factor, the paramount piece of the puzzle for professional success. Knowing this, consultants must ensure that all interactions with the client are transparent. This especially pertains to any promises made when setting goals together. During this process, consultants must be honest and forthright—right out of the gate—vocalizing what they can (and cannot) make happen for a client BEFORE anything is set in stone.

Not only is this bold honesty good for business (finding the right fit between a consultant and a client has proven to lead to more cost-effective solutions). But just like any other relationship, one that exists and is built on a firm foundation (of trust), is more likely to withstand the long haul—and even thrive. Those relationships where the consultant reveals a lack of integrity (in any way) quickly die on the vine.

Authentic Behavior Above All

As mentioned above, honesty is the most powerful building tool any consultant can have in their proverbial tool belt. Why? Because this is THE foundation that allows them to form a strong and solid client relationship built on mutual trust.

Unfortunately, all too many consultants are not wholly authentic from the get-go. There are myriad reasons for this unauthentic behavior, a top one being that consultants seek to impress potential clients and may resort to “fudging,” embellishing, or making outright false claims (okay, brags)—basically anything they need to do—to get that contract inked. And I hate to break it to you, but this is the kiss of death for any relationship. Why? Because companies succeed because of the people behind the curtain: skilled leadership teams and knowledgeable individual contributors. So when a consultant isn’t completely authentic, they can spot them a mile away.

Some of the most common persuasion techniques that consultants tend to use to accomplish their agenda quickly become cliche—and even insulting at times. In the face of such tired tactics, clients often immediately place their guards up. In direct contrast, when a consultant comes in and opts for authenticity and can establish a symbiotic balance of conversation between themselves and the clients (not just having them talk at the client, creating a “pitchy” conversation monopoly), it automatically paves the way for a productive, trusting relationship.

So, now that we see how important this trait is when you are looking to hire an authentic consultant, look for the following guideposts, and take them as green lights:

Equally Beneficial, Teammate Mentality

When you see a consultant looking to build a win-win partnership with a client, that is a surefire sign that they are authentic. For instance, successful, long-term consultants, like our team at AMPlify, are most often those who have this mentality. Specifically, their goals are to help clients find solutions to issues and meet their needs in the most cost-efficient way.

Enthusiasm Over Ego

When you see a consultant showing genuine enthusiasm for their client’s company versus focusing on their interests, that is a sure sign that you have found an authentic consultant. Ideally, the consultant will be like-minded with the organization they serve, have a real passion for the client’s ultimate goals, and get on board with the overall mission statement. This shared vision and passion help the consultant place the client’s needs above their own (ego).

Miss (or Mister) Congeniality

An authentic consultant looks out for the client and has real empathy for them. This will better enable them to care about the client’s cause, giving everything they have to help them find the absolute best solutions. Also a characteristic? Adaptability, where consultants can shift on a dime to address their client’s ever-changing needs, even if it means going out of their comfort zones and expanding their skillset and network to do so.

The bottom line—and sad truth—is that all consultants are not made equally, and many are not at all authentic. But the best ones are. Find them, or be them, and see how far truth and trust can take you.

The Importance of Innovation In Your Workplace

Tue, 08 Dec 2020 16:58:34 GMT

But what does it mean?

What Is Innovation?

I think the honest definition sits somewhere in the middle of the playing field.

Whereas, “innovation” is defined as “the introduction of something new or different. The act of innovating leads to the introduction of new ideas, devices, or methods.”

What Does That Mean For Innovation?

Why Is Innovation So Important?

The C-Suite Need Mentors Too

Thu, 22 Oct 2020 09:00:00 GMT

For a C-Suite executive, it can be super challenging to find that special someone with whom you can share your burdens, your challenges, and, of course, your fears; a person who you can share your vision with, chat to endlessly, and who will be there for you when you are most in need. A person who you can trust without worrying about their ulterior motives: I’m talking about a mentor—somebody who has the perfect skill set to guide executives in their day-to-day work life, acting as a confidante and reliable sounding board throughout their career.

C-Suite Mentorship

Mentors have been in existence since the beginning of time, and often, the relationships that were forged between sensei and student were reciprocal. They give the recipients advice and the tools they need to achieve the goals they have set for themselves. You could say that, in many ways, mentorship has always been a way for people to support one another as they pursue their career goals and aspirations.

Even though CEO’s, CIO’s, CXO’s, CPO’s, and all the other C_O’s of sizeable organizations are essentially at the pinnacle of business success—high salaries, crazy workloads, respect—they do still need mentorship and guidance at times. There’s little left to achieve in their career path, sure, but just like every other person on this planet, there is always room for more knowledge, and education should never cease, regardless of status.

Now More Than Ever

When the world is working as it should, C-level executives can always benefit from added mentorship. When the world is as it is today, mid-pandemic, even the best of the best are struggling because the scenario is completed unprecedented. We’re all treading an unknown path, and it has been tough on businesses and executives the world around. Usually, mentors come with a tried-and-tested “been there, done that” narrative. But given that they’re more a role model, rather than a paid advisor, they probably aren’t trained in pandemic crisis control.

In truth, there isn’t any sort of mentorship for a virus, unlike anything experienced during any living person’s lifetime.

Inner Circles & Trusted Colleagues

If mentors lack experience, the next best option for C-Suite executives battling the flames of this new fire is to reach out to their network. When you’ve reached that level of the business world, nine-times-out-of-ten you can bank on the fact that there are a lot of stories, a lot of experiences accumulated, and a lot of friends or at least reliable connections made. The network of a CEO, for example, is usually as glitzy as it can get in business—leaders, influencers, academics, notable figures at the top of their respective industries.

Invariably, this network has been built after years of hard work, inclusion on several boards, and myriads of notable achievements in the workplace. So usually there’s a wealth of knowledge available, which can provide C-suite executives with a group-like mentorship system, where innovative solutions to the problems at hand can be discussed and played around with, based on the experiences of the many.

In times of uncertainty, it can be both overwhelming and discouraging to realize how little guidance there is when you’re at the top. But I believe that, regardless of your status and level of success, there will always be somebody available to help you. And it is of the utmost importance that, even though we look to our C-Suite executives to lead us through times of crisis, we must recognize that in the case of COVID-19, the men and women at the top are flying blind, just like the rest of us.

Motivation vs. Discipline

Thu, 08 Oct 2020 09:00:00 GMT

Here’s something that the education system should teach our children as they grow up, and also something that many young adults today don’t quite understand: motivation versus discipline. Motivation and discipline are two words that I hear regularly, yet they almost always seem to be misused. I say “misused” because I’ve noticed that people say them interchangeably as if their meanings are the same. I’d like to let you know that they are not the same, nor should they be used as if they are.

The Definitions

Alright, so let’s clear up what the two words actually mean.

Here are the definitions:

Motivation:

Discipline:

Motivation is a noun. It’s a thing that exists. Whereas, discipline also has a verb form—i.e., a doing/action word. Discipline is something that you choose to do; motivation is just there, and it can come and go as it pleases. You have no control over motivation, and you cannot be motivated to be disciplined.

Bringing Them Together

Our primal motivation worked well in humanity’s infancy, when life was a “do or die” scenario, with survival being our only aim. You had to make fire, you had to find food, you had to find water, and you had to find shelter. These weren’t optional, and so, people were motivated to get on with the task at hand. But in the modern world, it’s a little different because the aim of the game has changed—the standard of living has changed, and the meaning of “survival” has too.

Many people lack motivation altogether. This is where discipline comes into play. You can look at it as the power that shapes your actions, feelings, and thoughts, driving you to adopt new behaviors when your motivation has given up and told you to do otherwise.

I should add that discipline is useless if a person hasn’t tied it to the actions that they want to be disciplined with. In other words, it’s pretty much irrelevant unless it is being used.

Now, I quite often see on résumés or hear in workplaces that somebody is “disciplined.” People use this as a personality trait, without realizing that it’s a pretty weak one. That may sound harsh, but I look at it this way: even the most routine people at work are missing something; you can’t always be disciplined in everything that you have to do unless you’re superhuman and can juggle and perform all of your tasks perfectly. If you could do that, we wouldn’t employ teams at work now, would we?

When you’re planning on changing something at work:

When discussing the motivation versus discipline topic, often people ask me: “Which is more important?”

The truth of the matter is motivation, and discipline, or self-discipline, work hand-in-hand. They are equally important when it comes to forming the habits that you need to establish for success at work or in life—Ying and Yang, if you like. They work in harmony if implemented correctly; you can use motivation for the initial boost and startup process, while self-discipline will allow you to sustain the effort, keeping you focused on the task at hand.

The Future of Trust At Work

Thu, 24 Sep 2020 09:00:00 GMT

In the social sense, trust has many insinuations, but the general definition of the word usually refers to a two-way situation. One person or party will agree with another to provide a service or do something. Assuming both parties meet their mutually agreed action-points, they move towards a common objective together. Trust applies to all aspects of life, but today I’m going to focus on trust in the workplace. Trust is crucial for any successful home or work-life relationship. We will all work better, faster, and more effectively when it is present.

Why Is Trust So Important?

All businesses are built on a solid foundation of relationships shared between employers and employees, employees and their customers, and stakeholders, both internal and external. And what’s the number one cornerstone of any relationship? Trust, of course. While you may disagree with your colleagues on certain aspects of the business or operations, as long as there’s a level playing field, mutual respect, and the acceptance of differing opinions without aggression or arguments, a bond of workplace trust begins to fuse.

If a workplace lacks trust, as a leader, it’s hard to get your team to reach an agreement or consensus on almost anything. But before you can establish the key factors that build trusting relationships across your teams, you need to first understand that there are two types of trust.

Individual Trust

There is individual trust, which is defined as the congruence between what two parties say and do. It’s an attitude that all employees should be able to rely on, have faith in, and they should feel that they can depend on their colleagues to play their part.

Systemic Trust

Systemic trust is a little different. It’s best defined by the peer-to-peer, business-to-client, business-to-business kind of relationship. Everybody in these scenarios goes into agreement and collaboration to grow their businesses together in one way or another. It’s the trust between the developers and their vendors. To a certain extent, it’s each party trusting in one another to sustain a mutually beneficial partnership—this is often in the form of multiple teams across various organizations collaborating.

Both individual and systemic trust is vital for the longevity of successful partnerships. Systemic trust is an absolute must when staff from one organization are working alongside people from another, without previously getting to know them. And on an individual level, you must rely on that systemic trust too.

The Dimensions of Trust

Trust tends to be built through actions, not words, and there are four key elements to look out for in employees or employers that signify their trustworthiness.

Clued Up and Trustworthy: Competence

Collaborations between staff are doomed to fail if each individuals’ skillset isn’t complimentary of others in the group. You need everybody to be capable with talent in their role, and general comprehension of every other role required. Each person should bring something to the table in a collaborative effort, and if some person can’t manage it, it’s challenging for the others to fill the void.

Honest and Ethical: Integrity

If you knew that somebody in your team tends to steal the glory at the end of the project, would you want to risk collaborating with them? Probably not. If you’ve got anybody on the project who has a tendency to do so or that lacks integrity in general, there will be countless issues between your colleagues. Issues that are rooted in a lack of trust—which damages the working relationship.

Steadfast and Committed: Reliability

Being able to rely on your colleagues is imperative in any working scenario. If somebody misses a deadline, doesn’t follow through with their part of the job, or repeatedly falls short of expectation, the rest of the team will be disappointed and lack trust.

Open and Contributory: Communication

Somebody can be the best in the business at what they do, and they can be trustworthy in every other aspect. But if there’s poor communication or a lack of it, nothing else matters. Collaboration is dependent on clear, concise, and honest communication. Without it, minds cannot conceive, and ideas cannot be born.

In collaborative environments, trust is at the core of all successes. It’s at the heart of each individual’s success within partnerships. It’s a foundation, or even a springboard, that allows organizations and teams to complete projects and drive their businesses forward in an increasingly competitive landscape.

2020’s Top 4 Strategic Technology Trends

Thu, 10 Sep 2020 09:00:00 GMT

The year 2020 is undoubtedly the prelude to another decade that will bring immense technological advancement and enhancement to the workplace, home, and society around us. There will be disruption everywhere as new trends take over, and the tech further streamlines random aspects of life. Many of the technologies that will affect this decade are already implemented and, in many cases, commonplace across industries. But we should observe the proliferation of new use cases and applications that present both benefits and new opportunities for the companies that use them.

So let’s take a look at four of the most highly anticipated changes on the not-so-distant horizon.

Automation 20s: Hyperautomation

Hyperautomation takes the advancements in automation across the past two decades and amplifies their capabilities. It’s the application of robotic process automation (RPA), artificial intelligence (AI), and machine learning (ML), alongside the analytical discipline of process mining to augment employees and further automate processes in far more impactful and superior ways to traditional automation techniques. One of the major advantages of hyperautomation is its ability to discover, analyze, design, automate, measure, monitor, and reassess workflows, tools, and systems in the manner that a human would, removing the need for staff to manage the stations.

Democratization

The democratization of technology has already been a key player in the last five years, simplifying the increasingly advanced systems so that almost anybody can use them without expertise. Sometimes this is referred to as providing “citizen access,” and it focuses on four key aspects of software and applications: application development, data and analytics, design, and knowledge.

Across this decade, we’re likely to see a huge rise in “citizen” data analysts, programmers, and creators of applications and software. This will primarily be driven by computer experts creating systems that thrive on AI-driven and generated coding, which will automate the tougher parts of the coding process.

An excellent example of democratization already existing is the ability to create a website within an hour through services like Wix and WordPress. A user can essentially “make it pretty” by choosing the website’s user interfaces and surface-spaces without having to do any actual coding. This means they need no expertise—just some cash in the bank to pay for the subscriptions.

The Distributed Cloud

Heard of the cloud? The metaphysical data storage center where all of your documents, photographs, and everything else tech-related is stored? Well, this decade should see the distributed cloud take over the show. The distributed cloud is the dispersal of public cloud services to places external of the cloud provider’s physical servers. The provider will still be in control, though, and they’ll be responsible for every aspect of their system, including the maintenance, operations, security, delivery, and architecture.

This will make a huge difference to the standard centralized cloud, allowing data centers to be placed anywhere in the world, which will allow hosts to easily solve technical and regulatory issues like data sovereignty.

Artificial Intelligence and Security

Through ever-evolving technologies, the world gets smarter and more capable every day that passes. But with the advancement in tech comes a host of problems, namely, security vulnerabilities that can be exploited maliciously. That’s where AI and machine learning, augmented with human capabilities, will come into their own, making a huge impact on the security sector.

The future of AI security will have three key focuses: first, protecting AI-powered systems, while simultaneously securing AI training data, training pipelines, and machine learning models for future prevention; second, leveraging AI to enhance security defense, and deploying machine learning systems to understand the complex patterns, uncover attacks, and turn parts of the cybersecurity process fully-automated. Third, AI security will be used to anticipate the potentially nefarious use of AI by attackers or hackers—figuring out where it could go wrong, and how to defend against any problems.

These are just four of the many expected technological advancements and enhancements that will come during the ’20s. Assuming the world continues to spin on its axis and everybody remains friendly, we’re heading into a decade of the workplace and homelife revolution: a decade where, if you’re not already onboard, your businesses will be forced toadopt and implement the new wave to tech, whether you like it or not.

The Growth vs. Fixed Mindset

Tue, 01 Sep 2020 10:00:00 GMT

Did you know that as human beings, we have two distinct mindsets? The growth and the fixed mindset. It might be luck, as to which one you’re born with, but it can determine the trajectory of your life, and define your character—whether you’ll be the person who stands tall in the face of adversity or the one who will shrink back into the corner when times get tough. The fixed mindset is the belief that your abilities were decided at birth, while the growth mindset is the belief that you can better yourself, your skills, and your qualities through dedication and perseverance. These beliefs brought to mainstream attention by Standford University psychologist, Carol Dweck, permeate every part of life. Your mindset, as well as your colleagues and bosses, can have a huge impact on your workplace experience. Let’s talk about it.

What is a Mindset?

A mindset is easily defined. It’s a set of traits attributed to the way we think: the assumptions, ideas, and methods that we individually or collectively hold. Mindsets are the standard rules and conventions that we live by—there are many around us. You see them in your daily life, with certain colleagues being pro-authoritarian workplace regimes. In contrast, others are desperate to be free of their traditional desk shackles, dreaming of a boss who will let them work remotely, from home or anywhere in the world.

The Fixed Mindset: Get to Work, Peasant!

A hugely affected area of the growth vs. fixed mindset is the workplace, where, for most of us, we spend approximately half of our day. Chances are, you’ll have experienced these two categories a lot over the years. A lot of old-school, traditional organizations are notoriously fixed in their mindset, with strict, stringent rules that support a hierarchical structure. It’s the kind of place where a CEO or manager believes him or herself superior to the inferior wider workforce. People with a fixed mindset thrive in traditional workplaces because they allow them to stamp their authority on others, reaffirming their status as powerful.

The Growth Mindset

The growth mindset is the polar opposite: individuals and groups have the belief that most things are completely fluid and variable, without limitations. If you’re lucky, you’ll have experienced this mindset in the workplace already, where bosses tend to inspire their employees to think outside the box, endorsing the use of intelligence to innovate new ideas. The growth mindset is less stringent and is seen quite regularly in the tech and creative design sectors. Management rolls up their sleeves and gets involved with their employees, creating a safe space for people to improve and strengthen their abilities with fewer limits and more guidance. Development is at the forefront of dynamic, growth-minded organizations. Learning opportunities are everywhere for employees, lifting the barriers that the fixed-mindset workplaces position in front of people, to help them to achieve their full potential.

Innovation Across The Nation

More organizations are looking or being forced to adopt a new, agile, dynamic way of operating. The growth-focused mindset is becoming a necessity to compete with rivals, and it ensures that the flaws in the traditional, fixed-mindset are shoved into the spotlight. In a world where innovative culture is becoming the norm within the workplace, a fixed mindset is the killer of creativity, leaving no space for experimentation and imagination. The fixed mindset categorizes individuals, making them believe that they exist in their role because of the skills that they already possess, rather than encouraging them to recognize the power of continuous development and learning. So if you run a business and you’re of a fixed mindset, consider that your inability to accept failure—and your unwillingness to help staff overcome it—is detrimental to your employees. Transitioning to the growth mindset changes your workplace and helps your employees recognize the importance of lifelong learning, with the guarantee of advancement and career development.

Why Is Storytelling Such A Critical Skill For A Consultant?

Wed, 19 Aug 2020 10:00:00 GMT

Storytelling: It’s something we all know. It needs no introduction. From a young age, all the way up to the present day, you’ve enjoyed stories and narratives that make the boring, day-to-day repetitions a little bit more engaging. And, as we cascade towards the quarter-mark of the 21-century, every industry is looking toward the future.

What has become increasingly apparent in the age of digital disruption and global-interconnectivity is that the personal stories of influential people, business owners, and industry-leaders in most societies, past and present, play a huge role in their journey to innovate the world around them. And, in my industry, consultants are helping organizations find their feet in an infantile, technologically-enhanced world—we’re stepping in as the interim leaders, and the very best of us can tell a story. We have to.

Why is Storytelling Prevalent Now?

Statistics, figures, and revenue-streams drove the businesses of the past. Today, those variables are still prevalent, but the way that we communicate across the markets has changed—client communication is now the way of the business world. And so, consultants have had to transition from analytical to creative beings, to match the changing landscape. A necessity now is that consultants can turn those statistics and difficult to digest variables into something prettier and easier to comprehend—they must articulate the mundane with flamboyancy and flair, to ensure that they are both interesting and engaging. In essence, the best consultants have to be the best storytellers.

Can a Story Be Influential?

Absolutely . A well-told story can drive untold levels of innovation within organizations and across industries.

Think about Sir Arthur Conan Doyle’s literary creation, Sherlock Holmes—potentially the most popular detective ever. He first appeared in bookstores in 1887, and a century later, there are more than sixty books written and numerous plays, television, and film adaptations in the fictional characters’ name. Holmes’ key appeal was, of course, his crime-solving superiority and his intriguing analysis of crime scenes. A century ago, Holmes protected the scenes and used bloodstains, fingerprints, chemistry, and ballistics and formed what we now class as the foundation of crime scene forensics.

Where Can It Go?

How did Holmes influence the change? Well, storytelling is at the very core of our being. It’s the way that we make connections between the events of our life, holistically, and the unique nature of this ability has proven to be one of the most important tools that a consultant can use during the design stage of potential innovations.

Consider for a moment the way that you would take a faulty device to a tech repair shop or an engineer. You would tell a story to the retailer, explaining exactly how you came to find the fault and, with any luck, he or she would process what you’ve said, and then they’ll think of (or design) an innovative solution for your problem.

Essentially, storytelling explains who, what, why, and how something has occurred and is used by a consultant to gain an understanding of the problem that is faced in any given situation. The information or knowledge is then used to formulate and innovate a solution to rectify the issue.

I usually don’t delve into history to state the necessities of today. But ultimately, we can see from the fiction of days-gone-by just how important storytelling is or can be, for consultants—and across any industry, really. The consultant who is a storyteller can dictate the flow and narrative of the plan with ease, sparking innovation within the workplaces that they assist, while ensuring that competitors are unable to steer the plot of the modern marketplaces in their own direction.

The New Life Journey: A Non-Linear Career Path

Wed, 15 Jul 2020 10:00:00 GMT

After many years working in consultancy, there’s one thing that I can tell you as a matter of fact, without any sort of statistical sources: not everyone finds their perfect job straight away. And that’s okay. Everybody works at their own pace, and it could take a while to find the right role for you. In our ever-changing world, old traditions are dying out and with modernity comes agility and flexibility. The days of choosing a career path and sticking to it are gone. The days of non-linear career paths have just begun. What does that mean? It means that it doesn’t matter if you’ve had eight different job roles across several sectors. That’s becoming the norm. And with that change, we see the benefits that a diversity of roles can bring to a workforce.

Non-Linear, You Say?

It’s not a term that we hear a lot, but a non-linear career path is becoming the standard. These days we’re seeing workplaces that are full of employees who have jumped between roles, industries, and even sectors on the journey toward their dream job; we are a population of ladder-climbing obsessors, no longer!

And it’s understandable why—the traditional method is straightforward, and, in a simpler world, probably preferable. But in the modern world, full of noise and convolution, nobody wants to stick to the mundane, arduous, repetitive cycles of past.

We are still haunted by the past, with generations of people who grew up in the traditional system constantly reminding younger workers that their zigzag technique in life is bad. But, some of us need to try out a few positions, learn a myriad of skills, and test the waters before we find the perfect fit. Along that journey, you’re constantly advancing your abilities and enhancing your prospects, building up your skills, and experiencing a whole variety of different environments, people, and workplaces. In turn, making yourself more knowledgeable and, subsequently, more valuable to future employers.

Finding Common Ground

After working across several industries, in many unrelated jobs, you’ll most likely be able to find a common thread that weaves all of your experiences together—from both a personal and professional point-of-view. And along those threads, you’ll find a large number of skills and talents that transcend any industry or particular job role; they’re all transferable. Over the years, I’ve come across many people who have hugely varied experiences, but every one of them has collected that variety and made it work for them. The most interesting thing is that these people don’t talk about their life journey as a series of jumps from one role to another; instead, they refer to it as a zigzag of stepping-stones. The journey has led them to the point where they realize all of their experiences have harmonized in one place, at one time, where they are at this very moment.

Borrowing Startup Capital: The Family Dilemma

Wed, 24 Jun 2020 22:00:00 GMT

Today, I can guarantee that there will be at least two people thinking up a scheme for the “next best thing,” the innovation that will—supposedly—revolutionize an industry. The problem is, to launch these great ideas, you usually need fairly deep pockets to succeed – money, money, money. Traditionally, one of the best methods to obtain startup capital was through the major banks of your respective nation. These days, with the global economies’ volatility, and a convoluted business market, lenders offer high interest rates and less capital, which makes many entrepreneurs look at alternative options. The primary assumption, and mistake, is that family and friends, as your nearest and dearest, will back your venture to the bitter end—but many entrepreneurs find themselves bitterly disappointed by the reality of this prospect.

Let’s go through the three outcomes of borrowing from your blood.

The Great Part

When you get a loan from a traditional lender, like a bank, it can be a stressful process—you have to jump through a lot of hoops, you need a sound financial background, and you’ve got to fill out a lot of paperwork. The process is arduous, lengthy, and it could still end with a “no.” Borrowing from your family and friends alleviates some of this, with capital coming faster, with far less due diligence. And, to top it off, your loan terms will be far more flexible than what a bank could ever offer.

You can’t lose sight of why that is, though. If you go close to home for your startup capital, never forget that your family or friends are providing it as a favor.

The Not-So-Great Part

While there is a list of benefits, there are also some pretty bad aspects to financial assistance from your nearest and dearest. Imagine for a moment that your amazing idea is, in fact, not so brilliant, and it fails—at that point, it will have been a money sink, and that money isn’t returning. The problem is, that wasn’t your money to lose, and trust me, if you can’t pay your family back, it can be a sour point that haunts you for a long time.

Another issue that arises, especially from family investors, is their tendency to offer more than just money. Once your grandfather’s money is on the line, you can guarantee that he’ll be checking out your progress like Hawkeye. It’s interference and additional noise that most entrepreneurs might need but do not want. It can muddy the waters pretty fast.

This Was A Mistake

Well, here’s the final inevitable bit. If things go wrong, and your business idea goes sour with money provided by family and friends, there’s a good chance that you’ll experience a lot of disputes. This will disrupt your home life and personal relationships. Mixing family and professional relationships seldom go well; this has been proven time and time again, and more often than not, you’ll lose the relationship through the professional issue. It’s just too hard to keep the two spheres separate in that scenario.

If you believe that borrowing from your family and friends is truly the best route for you, then that’s fair enough—in some scenarios, the seemingly easy path is the one best taken. But for the sake of your relationship, make sure that you approach it in a professional agreement, rather than one bound by blood. Treat your family as you would a professional investor; prepare a quality business plan and show them exactly where their investment will go, and what the outcome should look like. And, whether you succeed in your venture or not, always return their money.

5 Big Costs Every Business Should Reduce Immediately

Sun, 14 Jun 2020 16:00:00 GMT

COVID-19 has deeply impacted industries around the world, with job markets everywhere being hit, hard. Layoffs, furlough, and government assistance have become the new norm for millions. The US is currently poised to break unemployment records with at least 22 million unemployed, and counting.

No one knows how long the pandemic could last, so organizations need to figure out what costs they can cut to halt the loss of jobs and rapid saturation of unemployed people on the job market. The question is, what business costs should your organization reduce immediately to ensure it survives the COVID-19 storm.

Professional Services

A lot of organizations rely heavily on professional services to expedite or alleviate the issues that they face in the business world. Consultants across all industries are an excellent example of this. While they’re hugely beneficial during times of prosperity, when cash flow is stable, they’re an unnecessary expenditure when times are hard. Nobody needs to spend $500+ a day on a specialist in a specific niche while their income is faltering, and fulltime employees are at risk of losing their positions. Keep it in-house for a while.

Marketing, Advertising, and Entertainment

Alongside wages, organizations put a lot of money into their marketing campaigns these days. Short, engaging clips on the TV, radio, social media platforms, YouTube, you name it, organizations have tapped into it. Well, in a pandemic, people are losing their jobs. They’re cutting back on personal spending and non-essential goods. Your business could probably do the same if you stop advertising your world-class, futurist vacuum, too. And, if you’re helping out the government during this crisis, then your advertising is done for you: you’re already being recognized for your commitment to fighting our newfound invisible enemy.

Soft Spend or Overall Indirect Spend

To avoid staff cuts, you can go down various other routes to save money. The first aspect of your business outgoings to consider is your “soft spend,” or the bits needed for business operations that you can pause for a time. For example, if you’re a skeleton-staff for the coming months, you probably don’t need to order in the same amount of stationery you usually would. If you have subscriptions to non-vital software, tech systems, and overspends on your utilities, find and address them. Every little bit helps.

Wages & Benefits

While nobody wants to make staff redundant, unfortunately, wages tend to take up a huge chunk of any organization’s outgoings. So, if you have numerous employees who aren’t imperative to everyday operations, it could be time to review your staff roster and make cuts where necessary. This should be a last-chance saloon option, though. Always explore the other options available before making dismissals, and take a look at what the government is currently offering employers and employees to help in these trying times.

Unnecessary Extras

In most businesses, some excesses aren’t needed—particularly lavish furnishings, the newest expensive software on the market, subscriptions to services that aren’t required for the job at hand—those sorts of things. There are probably a few within your workplace. If it’s not an absolute requirement to get the job done, you don’t need it! Make the cut.

Times are hard right now, and at AMPlify, we understand that. Our team of specialists is looking to provide the most valuable articles to ensure that you, your organization, or the organizations around you survive through the pandemic. Keep up with our blogs, and you’ll find that we’re offering you a helping hand—with sound, business-savvy advice in support of your business longevity.

Stay safe out there.

Technology Takes on Greater Prominence

Wed, 13 May 2020 17:14:00 GMT

For all the discussion about the benefits of technology as compared to potential pitfalls, during a time of crisis there is no greater opportunity for technology to shine.

As the COVID-19 outbreak expanded from a global health emergency to being classified as a global pandemic, many companies have shifted most, if not all, of their employees to working remotely in response. At the same time, some schools, colleges and universities have closed their campuses and switched to more distance learning.

This re-emphasizes the fact that the technology exists today to enable these remote options to help to fight this virus. It’s innovation from the technology sector that is now almost taken for granted.

Recognizing the role technology can play in the battle against COVID-19, the technology industry answered a call to action by the United States Office of Science and Technology Policy to assist with the response to the global COVID-19 pandemic. Technology companies such as Google, Facebook, Amazon, Microsoft, IBM and Twitter came together to brainstorm with the U.S. government on response needs and solutions. “Cutting edge technology companies and major online platforms will play a critical role in this all-hands-on-deck effort,” said U.S. Chief Technology Officer Michael Kratsios.

Here in the United States, during a press conference held on March 13th by the COVID-19 task force, the efforts of the tech companies were put front and center when President Trump mentioned their assistance. There are many ways in which technology is being used to help in the efforts around the COVID-19 response.

One of the many things to take away is that we are reminded again that in a time of crisis, as global industries, communities and citizens, we come together to find a solution. This time it’s humans and technology together for the greater good.

AMPlifying Your Persona in Today’s Job Market, Part 1

Thu, 23 Apr 2020 12:47:00 GMT

When the globe went exercise crazy, Nike told us to “Just Do It.” Apple, with its innovative culture, challenged us to all “Think Different,” and Dunkin’ Donuts told us all that “America Runs on Dunkin’.” Over the years, recognized brands have transitioned from marketing campaigns to rallying cries, defining the modern era of organizational communication and market identity. These slogans are evidence of the power and potential of top-quality branding. They are instantly recognizable, increase awareness, and emphasize engagement, resulting in higher sales and increased revenue.

Something that many people don’t realize is that these instantly recognizable slogans and mottos aren’t just available to large organizations and corporations. Each professional individual has their own stories to tell, and they have talents and expertise to share. In a world where every person has their own blog or website, a personal brand is almost expected.

Stand Out Online

Your personal brand is similar to a corporate one. It is all about portraying your beliefs, your persona, the values that you represent, and the way that you present it all to the world. Having one will hopefully make you stand out in today’s competitive job market. 85% of U.S recruiters and HR professionals say that an employee’s online reputation, or ‘personal brand,’ influences their hiring decision. Not only that, 95% of recruiters believe that if you don’t stand out online, your rivals will.

Highlight Your Strengths

A personal brand highlights your strengths as an individual talent, establishes your reputation as one of the best in your field, and brings your unique attributes to the forefront of a potential employer’s mind. If you build your brand correctly, it will act as a beacon of your capabilities, highlighting whether you are right for the role the recruiter is attempting to fill.

Create a Cohesive Representation of Yourself

Personal branding is one of the hottest topics in recruiting because it helps individuals create a cohesive representation of themselves. This leaves a footprint across every platform you touch, making your work instantly recognizable to a wide, established network of professionals. Having a digital footprint highlights your capabilities in the eyes of potential employers, which is exactly what you need if you want to stand out in today’s job market. It isn’t as much about selling yourself as it is being true to yourself and giving the world the real, unique you.

Evolve Your Personal Brand

As the world around us changes, so must we. The digital ecosystem is impacting the job market and recruitment in ways that were previously unimaginable. As your career evolves, you will need to adapt to new means of digitization, evolving your personal brand through Internet-based platforms and ensuring that the world gets to meet the real, professional you

Our team of specialists wants to give you even more value going forward, and we would like to help AMPlify your persona online, so keep an eye on our upcoming posts. We will also share Top 10 Tips For Developing Your Personal Brand to help you stand out in the job market.

With Digital Maturity Increasing, Innovation Becomes Transformation Pt. II ─ From Transformation to Maturity

Thu, 16 Apr 2020 13:23:00 GMT

A lot of organizations plunge into the deep-end when it comes to digital innovation and transformation. By the end of the process, they have innovated, implemented, and transformed their business infrastructure. But what happens next? If they have done a good job, the organization is on its way to achieving digital maturity.

Some people are confused about the difference between ‘transformation’ and ‘maturity,’ questioning what the difference is.

When an organization achieves full digital maturity, it is in an excellent position to achieve better results. In fact, according to a report by Boston Consulting Group , when it comes to marketing for consumer engagement, digitally mature organizations reported cost savings of up to 30% and revenue increases of as much as 20%. It is clear that shifting the organization’s focus from transforming to maturing will likely result in a range of benefits that improve its ability to compete.

Let’s take a look at three key factors used by organizations to measure their journey along the digital maturity curve and figure out how to engage with their customers at the right time.

Measurable Actions

Companies should consider installing data-driven attribution technology to better understand the customer journey. This technology can provide valuable insights that allow the C-Suite to make more informed, financially prudent, and time-efficient decisions across the business, from budgets to growth strategies.

Use Suitable Tech and Data

The report provided by Boston Consulting Group also revealed that if a business implements the correct combination of data and digital technologies, they can reduce their cost per action by 40%, with the potential to see their online transactions skyrocket.

When an organization is striving for digital maturity, it takes a lot more than just basic in-house technical capabilities to remain competitive. Staff need to have technical know-how and access to the right equipment and platforms. When a business is digitally mature, they can easily collate data from customers and markets, utilizing the right technology to ensure that organizational initiatives have the insights they need.

Get The Right Talent

Success in a digital world has one key proponent that is completely unrelated to technology: humans. To reach digital maturity, companies need to find the right staff to pair with their technology. Boston Consulting Group found that if a company integrates advanced technology into its infrastructure and combines it with specialized human supervision, its ability to reach and engage with the target market can rise by up to 35%. Once an organization has innovated its way to digital transformation, it is time for the C-Suite to shift its focus to digital maturity. As Boston Consulting Group has clearly demonstrated, digital maturity drives rapid business performance. Leaders must remember, however, that the implementation of technology is just one part of the digital maturation process. To reach full maturity, organizations must also invest in and train their human resources to ensure that they receive the full ROI of their p

Does Your Organization Have a Digital Strategy?

Thu, 09 Apr 2020 13:21:00 GMT

How long has your organization been pondering how to traverse their organization’s digital future? The concept of a ‘digital can conjure up several different thoughts, depending on the role of the individual contemplating it. If you talk to somebody who works in marketing, they are likely to associate a digital strategy with social media and web-based marketing methods. Someone in IT would imagine the cloud, and someone in business operations would likely see it as data analytics. If your organization finds itself in disarray with the technological evolution of modern business and you think you’re falling behind the competition, you’re not alone. Most organizations struggle in the face of digital transformation partially because almost every person has a different opinion about what a digital strategy actually is.

What Is A Digital Strategy?

A digital strategy is a well thought out plan that helps a company maximize the benefits of its technology-focused initiatives and data assets at their disposal.

When it comes to making a plan, organizations traditionally tended to focus on the long-term. They would often rely on a collection of road maps and budget forecasts spanning years into the future, representing projections and a potential trajectory for the business. Digital strategies are the opposite. They are month-to-month, short term road maps that are linked to relevant business objectives and actionable items that they can be measured against.

What Should The Digital Strategy Focus On?

A digital strategy should have one primary focus: to disrupt the parts of an organization’s business infrastructure that are vulnerable to technology. In other words, parts of the business that can be bettered in one way or another, perhaps for the current processes, or improving business performance and economics through a digital reboot. One of the major challenges that organizations face when figuring out a digital strategy is deciding which responsibilities can be dealt with in-house and which can be outsourced.

Digital Strategy and Digital Transformation

One of the most common scenarios for digital transformation is this: somebody, somewhere in the organization, has heard of or seen a technology that is touted as ‘digital transformation.’ They see the benefits of the technology and take the concept to the C-Suite, or a relevant executive within the company. He or she takes a look at the wider picture and says, “We can save money or optimize, and create efficiencies through this.” They aren’t wrong. The problem is, no one has actually taken a look at digital transformation from a business and operations perspective. Nobody has questioned whether they can realistically take on the transition, and they often haven’t done their due diligence to ensure that they know exactly what digital transformation is and entails. Most organizations lack the right person to lead and drive the necessary change. They don’t have the expertise in-house to establish which technology or set of technologies can best enable and enhance their business the most. In other words, they lack a digital strategy.

Our consultants have supported many organizations over the years, assisting their executives as they establish exactly what they can and cannot do within the limitations of their infrastructure, and giving them guidance on how to figure out a digital strategy to ensure that their digital transformation is a success. If you or your organization needs a hand, get in touch with our experts today. We will help you AMPlify your digital strategy.

How to Recruit Strategically

Thu, 02 Apr 2020 13:42:00 GMT

By Billy Barrett

In 2017, the Human Capital Institute conducted a study , Developing Sustainable Strategic HR , which found that a staggering 90% of HR leaders are aware that their recruiting strategies are insufficient. Companies can have all of the technological enhancements in the world, but the people they employ are the single biggest factor in their success. Employees also account for the majority of most organizations’ budgets, so it is critical to know how recruiting can make the most of new talent potential.

Strategic Conversations

Everyone thinks their job is vitally important. With that in mind, recruiters need to establish exactly which open positions are the most important to the company. For example, if you are an advertising agency and you are looking to hire a new creative team to work with a client, you should probably look at hiring the person who will manage the team first. Alwaysfill the rightrole first ─ the one that will lead to the success of upcoming initiatives and the rest of the team.

Leverage Your Data

Data is the heartbeat of modern business. Until recently, the recruiting industry wasn’t fully leveraging it. We have all experienced traditional recruiting methods, where HR relies upon a few recruiters who are swimming in CVs and résumés to address their openings.

Big data is a gold-mine for consultants and HR departments alike. Think about how much data potential employees put onto the Internet and how their employer tracks their progress and results while they are at work. If you have access to this data and harness it effectively, it offers all of the insight that you need to establish whether a candidate has the skills required to fill your role. Data analysis saves time and increases the likelihood that recruiters will fill openings with the righttalent.

Build Up A Roster

A hiring plan is essential to running an efficient recruiting process ─ and it needs to be forward-thinking. Recruiters can be proactive and pragmatic in their processes by sourcing and nurturing talent ahead of time so that the organization has a warm pipeline of potential talent when the C-Suite is ready to hire.

An excellent way to build up a roster of talent is through employee referrals. To make the recruiting process more efficient, recruiters should also add internal candidates to the list. Staff who already excel within your organization are likely hungry to learn new skills, and they already know your infrastructure inside and out. Don’t forget to consider them when looking for talent.

Get Hiring Managed Involved Fast

Organizations that are already strategically managing their recruiting pipeline usually have hiring managers working to identify talent from the very start of the process. It stands to reason that status and rank tend to get different responses depending on where you are in the hierarchy. If a hiring manager leads the outreach stage for potential talent, a candidate is much more likely to respond than if they receive a message from a standard recruiter.

The primary focus of the C-Suite is usually on sales and revenue ─ after all, they drive measurable success. That said, a recruiting strategy needs to be of equal importance, because, without the right talent, the successful production and maintenance of products and services will quickly drop and sales will dry up. Hiring plans should be considered a critical component of overall business strategy, and if a shortcoming is recognized by HR or hiring managers, it should be resolved as quickly as possible.

Business Bites: Why Intellectual Humility Matters

Thu, 26 Mar 2020 13:37:00 GMT

Intellectual Humility ─ Why being underestimated enables me to excel

Intellectual humility is rarely found and often misattributed in all walks of life: in the classroom, workplace, or in public. It is the recognition that you are not always right. In fact, you may even be wrong. Intellectual humility is a great trait to have, and it is regularly seen in the kind of employees that AMPlify describes as ‘athletes.’

Unfortunately, intellectual humility is often mistaken for overall humility, or worse: bashfulness. I want to explain why having intellectual humility doesn’t have to make you a pushover. It doesn’t mean that you lack confidence, or are short of self-esteem. Professionals with intellectual humility (and I include myself in this group) are unexpected characters in an unimaginative workplace. It is a trait that helps people to excel.

What is Intellectual Humility

Intellectual humility is a method of thinking or a mindset. People like me entertain the possibility that we could be wrong, and we make sure that we are always open to the idea of learning from the experiences of others. We want to absorb all of the knowledge available to us. This mindset is reliant on our innate curiosity about things that we do not know or understand.

The Brady Factor

Here is an example of intellectual humility: Tom Brady, quarterback for the New England Patriots. He wasn’t the number one draft pick when he was younger. He hasn’t ever been ‘the best of the best’ throughout his career ─ he isn’t the fastest, and he can’t throw the furthest. What he does have, though, is a chip on his shoulder. He has faced a lot of doubt during his career. He has been an underestimated force.

While other football stars at the top of their game flex their abilities and coast along, those with intellectual humility, like Tom Brady, grind. They have the open-mindedness, intellectual courage, and integrity to hear the criticism, take a look at the doubters, and say ‘I am going to fix this.’ That is the winning mentality that has led Brady to six Super Bowl victories in nine outings ─ the most of any player in NFL history. The man who has never been ‘the best’ has won a record four Super Bowl MVP awards and three NFL MVP awards during his career.

People wrote him off and overlooked him. That chip on his shoulder has made him work hard enough to surpass expectations over and over again.

Humbled Humility

I’m not saying that people with a bit of intellectual humility are advanced human beings. This is not about having a high IQ or a particular skill set. I am also not saying that they are lacking in confidence or self-esteem. They just do not give up when challenged, and they habitually consider their limits. The process of self-critiquing and addressing failures can be painful, but it is important nonetheless.

Ultimately, we observe everything, we fail fast, we recover with haste, and we learn from our mistakes in everything that we do. We know our limits, or at least work to establish what they are, and we are humble enough to hold our hands up and say, “look, I got that one wrong.”

What is intellectual humility? It is the ability to look past obstacles and find solutions to move forward in the face of adversity and doubt.

Using Data as a Currency

Thu, 19 Mar 2020 13:46:00 GMT

Have you ever wondered what happens to the data trail that you leave through your Internet browsing history? That data trail is your very own, and every single cell of your data footprint is of value ─ it is an important revenue stream for Internet platforms like Facebook, Apple, and Google.

How Much Data Is Harvested?

Data is generated by users through nearly every interaction they have with Internet-enabled devices. Corporations then harvest the data. As the Internet grows, we are gradually creating an entire data universe. From location-settings tracking our movements to the messages that we send to our friends on a daily basis, every product and application that we use is interconnected. And each and every device we use is sending data.

EM C has predicted that by the end of 2020, the data universe will be 44 zettabytes. That is how much data we generate by using our smart, Internet-enabled devices. Back in 2013, we only produced one-tenth of that figure, showing how exponential the growth of data is, or has become.

Handing Over The Keys

While all of this data is floating around in cyberspace, we assume that it does nothing ─ perhaps it just sits on a server? To some, the data that you generate is incredibly va luable , and they will be more than happy to purchase it from whoever harvests it. Organizations regularly purchase relevant data –your data– to make sure that their products and services turn up on our screens while you scroll through the news.

When you sign up for free services like Facebook, Instagram, Twitter, YouTube, and any other popular site, those pesky T&C’s that you probably accept without reading include a little statement that signs away your right to keep your own data. This is akin to signing away your digital self to a powerful overlord.

Blockchain’s Immutable Ledger

Data moves just as money does ─ money is quite literally numbers on a screen. The development of new technology, blockchain, everyday people are being given the opportunity to retake ownership of their digital footprint.

Blockchain technology is a decentralized list of records that continuously grows; it is made up of blocks that are linked to each other using cryptography. Every block in the chain features a cryptographic hash of the previous block within its metaphysical walls, a timestamp, and the relevant data. Like a metal chain, blockchain is designed so that you cannot simply extract an individual block and modify it ─ instead, it is wholly immutable and sits in the public domain for all to see.

Blockchain technology is uniquely positioned to alleviate the issue of insecure, uncontrolled data. Through its complex encryption and algorithms, teams working on blockchain’s decentralize d marketplaces are producing databases that catch and hold each individual user’s data securely. That way, corporations, and centralized bodies cannot access the data, hackers won’t be able to steal it, and it will be kept under the control of its owner ─ who can then do with it as they wish.

The data economy is growing exponentially and shows no signs of stopping any time soon. With that in mind, you should know that the future of data is bright, as long as we place an emphasis on an individual’s right to own and maintain their own data. Corporations will continue to cash in on people’s data for now, but with the secure, decentralized blockchain alternative just around the corner, the way that society views its digital footprint will soon change.

With Digital Maturity Increasing, Innovation Becomes Transformation Pt. I ─ Evolution of Innovation

Thu, 12 Mar 2020 13:50:00 GMT

Innovation has always been critical for business evolution. Organizations that prioritize innovation and transformation become industry-leaders. They have the confidence to take risks, leading the way based upon their vision for the future.

Today’s business landscape is an increasingly competitive and hastily advancing playing-field. Innovating has become a requirement for companies that want to win and hold a leading position in their industry. In the fight for global dominance, such as between Apple in the US and Huawei in China, the challenge is even greater. As competition grows globally, corporate leaders cannot produce enough innovative ideas on their own. As a result, companies are beginning to create innovative cultures that involve everyone in the organization.

The evolution of innovation in any sector is unique and complicated, but it usually comes down to three critical elements: ideas, innovation, and implementation.

Ideas

The genesis of truly innovative ideas may come from the least likely of places. During the Italian Renaissance, Leonardo da Vinci was inspired by a Chinese toy with a spinning rotor. It inspired him to create 100 illustrations demonstrating his theories on flight. One, in particular, was of The Ornithopter , a flying machine that would allow a man to fly. Although da Vinci never took to the skies, his sketch made a critical contribution to science in that it did not simply strap wings to a human body to enable flight.

Innovation

In the early 1900s, young Igor Ivanovich Sikorsky was introduced to the genius of Leonardo da Vinci by his mother. His father encouraged him to pursue his natural abilities with the sciences. Around the age of twelve, Sikorsky designed and created a rubber band-powered helicopter. By 1923, Sikorsky had moved to the United States and founded Sikorsky Aircraft Corporation, where, influenced by the ideas of Leonardo da Vinci, he pioneered the typical rotor design seen on helicopters the world over to this very day.

Implementation

Sikorsky used his ideas, founded on the principles and genius of Leonardo da Vinci, and designed the very first modern helicopter: the mass-produced Sikorsky R-4 . By 1942, Sikorsky had achieved ‘free-flight,’ which allowed his helicopters to move in all directions. Helicopters have, since their introduction, become a staple form of transportation for government, military, public services, and more. This idea started as a small acorn and grew into a mighty oak, from concept, through innovation, to implementation.

Helicopter pilots were taught to embrace the new form of flight ─ it was different from flying airplanes, but people adapt to change and overcome challenges when there is a culture of innovation and transformation in their organization. The same innovative culture is just as valuable for standard office-based organizations. It took most companies today on a journey from floppy disks, to USB memory sticks, and today we achieve the same results by uploading our work to the cloud.

If your organization is looking to improve their digital maturity, the company needs to embrace a culture of innovation. If your staff live and breathe creative thought, and have the freedom to share their ideas openly, you will likely see a huge change take place. Your organization will adapt to change faster, employees will look to solve their own problems, and there will be a mental shift that changes the trajectory of the products or services you offer.

Top 5 Ways to Deal With Automation Not Identifying Great Candidates

Thu, 05 Mar 2020 14:27:00 GMT

Yashar Kafi

The majority of organizations and middleman job-boards use industry-leading recruitment automation programs and software rather than manually sifting through individual résumés. Applicant tracking systems have gained more features over time, and they are now being augmented with other automation capabilities to make the process even more efficient.

The question we are left with is this: does the effectiveness of this process extend to applicants the way it does the recruiters looking to fill positions? The answer is, not yet. Algorithms aren’t quite as capable as humans at applying the subjectivity required to select the best candidate for a role.

Bridging The Gap

Here are five ways human recruiters can bridge the gap between automation and applicants during the recruitment process.

Personalized Communication

Once a potential candidate has submitted a résumé to your organization, it pays dividends to go beyond an automated email that says, “thank you for your application…” It is far more appealing and encouraging for applicants when they see a slightly longer email, one that assures them that a member of your staff will be reviewing their application in the coming days. Even better, provide them with access to a portal that allows them to follow the progress of their application.

Transparency Throughout

The modern workforce expects transparency, in the workplace and in the recruitment and application process. The previously mentioned concept of a recruitment portal is already found within top organizations today. Keep in mind that organizations are always looking to provide their customers with a seamless, smooth experience, and, in many ways, a prospective employee is a customer too.

They should have a good experience during the hiring and recruiting process. This is the organization’s opportunity to show that they are a worthy employer ─ an increasingly relevant factor in today’s competitive job market.

Don’t Ghost Talent

Some talented candidates just aren’t ready to work for your organization ─ their skill set might not fit the bill, or their experience might not be perfectly matched to your needs. Automated systems may simply remove these candidates from the ‘potential’ pile. An organization could be unintentionally destroying potential future relations with a to-be expert in a field that might benefit them in the future.

Instead of simply ignoring or ‘ghosting’ the candidate, staff should monitor who is removed from the potential candidates list. Hidden gems can therefore be nurtured for future opportunities.

User Network Connection

Organizations should ensure that hiring managers and key recruitment process employees are present on networking sites like LinkedIn. These websites and apps are an excellent way for talent to connect with a relevant member of an organization’s workforce to make sure that they are noticed ahead of potential algorithm annihilation.

Use The Best

If you are outsourcing your recruitment process to a third-party, use common sense to screen and select a partner. The better their reputation and statistics, the more effective they will be on your behalf. Aim to use recruiting partners over staffing firms, and make sure that you find the perfect one for your organization ahead of any recruitment drive. The better the recruiter, the better the candidates that arrive at your desk.

Recruitment automation tools have revolutionized the industry over the last couple of decades. They bring with them an opportunity for recruiters and consultants to streamline the whole process, bettering the experience for themselves, the client, and the applicants. That said, it is important to remember that new software, shiny though it may be, isn’t perfect. Any mistakes could cost your organization an all-star candidate simply because they didn’t include the right key-word on their application.

Continuous Business IT Partnership ─ Enabling A Cross-Organization Culture of Collaboration

Thu, 27 Feb 2020 14:27:00 GMT

Technology has, for a long time now, been positively influencing the traditional workplace, with tech companies always looking to develop the latest advancements to see just how far they can take tech. On the consumer side, organizations and companies are also always looking to secure the newest generation of tools and gadgets in an effort to keep ahead of the competition. Because of the significant changes of late, you’ll likely find that almost every project at work requires, at least, some level of cross-functional collaboration between say, a generic workplace department, and IT. Technology supports collaboration at work and, if business owners and the C-Suite want to stay competitive, they need to leverage the technological benefits of the modern at, sooner rather than later.

Creating Collaborative Culture

Quite often, when we talk about collaboration in the workplace through tech advancement, people are quick to mistake it with communication . Tools like Slack and similar instant messaging services that organizations load onto their staff-devices are not collaborative tools, but communicative ones. Yes, sure, they’re super handy when you need to contact somebody who’s three flights of stairs away, but they’re just tools that facilitate communication between employees.

As Dion Hinchcliffe excellently defines the difference with the statement that communication is “… a simple exchange of information ” and collaboration is “… the co-creation of shared outcomes that are richer than they would be otherwise because the participants respond to learning and insight during the process itself .”

It isn’t necessarily easy to simply change the culture of your organization ─ especially if it’s an older one, steeped in tradition with norms and values that have spanned across the decades. It’ll take a lot of commitment, from the entire workforce to continuous improvement. There’ll be a lot of ups-and-down, a ridiculous amount of trial-and-error, and maybe even a couple of tears along the way.

Tech Implementation For Collaboration

Once you’ve embarked on your culture-changing journey, your organization should begin to better its technological capabilities. For successful collaboration in the modern age, companies need to make sure that their tech environment is supportive of collaborative needs and demands.

What are the key upgrades needed, and what are the benefits of having a tech-enhanced collaborative environment in the workplace?

Meetings Are Easier

Expedites The Knowledge Exchange

As an alternative to the sometimes arduous email system, organizations are starting to adopt ‘instant messaging’ services that are targeted towards businesses that need cross-collaboration, like Slack, as a prime example. These new instant messaging apps are excellent for organizations that run projects because you can start group chats with the relevant members of staff to communicate in while keeping in touch with the rest of the workforce where necessary too.

Boardrooms and conference rooms have also been enhanced by tech in recent years, with organizations investing in monitors and projectors, allowing employees to present their thoughts to the rest of the room and capture ideas quickly as meetings progress.

Provides A Databank Of Knowledge

Preparing For The Future

Change is always an inevitability and, with the modern advancement of technological capabilities, you can bet your bottom dollar that it’s going to sweep through an organization near you, soon. The best way for organizations to adapt is to embrace the change and invest fairly heavily in the tools that are already reputable for bettering business processes and enhancing the collaborative ability of the workforce. Organizations need to adopt the mindset that tech is not just a tool but also a partner in business so that the culture within the workplace truly harnesses the capabilities that both software and hardware bring to the table. At AMPlify , we’ve been talking about the tech wave for a while now, and our specialists are always available to give organizations a hand in adapting to and adopting tech in the workplace. Get in touch today .

Business Acceleration in a Cloud World

Thu, 20 Feb 2020 14:27:00 GMT

Yashar Kafi

For decades now, the tech sector has been reaching dizzying new heights year-by-year. And, every so often, it has dragged other industries with it, disrupting the way that they run and transforming their everyday operations. The disruption has been seismic, and companies that still rely on traditional running methods are being forced to consider IT modernization and the digitization of their infrastructure , through fear of falling behind the competition.

The current industry leaders, who have already embraced the disruption and launched the majority of their business operations and processes into the cloud above, are paving the way for smaller businesses. Guiding them, with the assistance of technology, to become more efficient, agile, increasingly scalable, and much more innovative.

Should Businesses Adapt Faster?

Maybe, maybe not. It depends on the company. What we can say is that if a company embraces cloud disruption, while it does change up the internal model and methods of your business, it also alleviates several pressures that companies with traditional models had to deal with.

So, for example, companies that have already soared high and landed on the comfy cloud, no-longer have to develop and install their own software to improve their in-house operations. And, the need for a physical server, a room to house it, or the resources to maintain it are gone ─ slightly unfortunate for Dave, the technician, who, like your competition, forgot his parachute.

Additionally, Flexera’s State of the Cloud report, 2019, found that 91% percent of businesses use the public cloud while 72% use a private one. And, it isn’t too surprising, given that those menial, everyday aspects of traditionally-run companies are now provided by third-parties who sell comparatively cheaper subscriptions . The subscriptions allow companies to retain their data and access the services they require through the cloud, instead, which majorly cuts down on the resources need to run a business. Pretty handy, I’d say ─ unless you’re Dave, of course.

The Key Benefits of Cloud Adoption

It isn’t just the change from physical to metaphysical server-storage that cloud adoption allows. There is a whole range of benefits that positively impact the workplace. Let’s talk about it.

Flexibility

Staff Collaboration

Scalability

Data Safety and Security

Away from personal errors, the threat of bedroom-dwelling cyber-attacker-hackers has also been used as leverage by traditionalists who don’t like the prospect of digital disruption. In reality, Microsoft found that 94 percent of small businesses actually appreciate the upgrade in security that adopting the cloud provides.

The Risks of Cloud Disruption

Well, we had to reach this part, I suppose. As with all things good, there’s always some bad. When large companies start their journey from ground to cloud, the disruption of operations can sometimes do some damage. Especially in the area of staff-cuts and redundancy ─ at the end of the day, you don’t need a technician to maintain a non-existent server room.

In other areas of the business, staff may struggle to adapt to the digitization of everyday processes. This sometimes results in companies having to fork-out additional resources, providing education for the workforce, getting them up to scratch with the new systems of operation.

Change is inevitable in any business, but if companies rebel against it, they’ll fail to meet the evolving demands of their clients and lose out to the competitors who do. And, if your company doesn’t adapt to the times, there’s a good chance that you’ll fall behind, too. The disruption that has come through digitization of operations has made cloud adoption a do or die scenario for companies.

If you need somebody to point you in the right direction, to ensure that you do rather than die , the experts at AMPlify can do exactly that. We’ve picked up a trick or two over the years, and our team of specialist consultants is on-hand with all the know-how to make sure that your company stays ahead of the competition as it rises into the cloud today.

Valuing Your Greatest Asset ─ Talent

Thu, 13 Feb 2020 14:35:00 GMT

I saw a very interesting quote, CFO asks CEO: “What happens if we invest in developing our people and they leave us?” CEO: “What happens if we don’t, and they stay?” The truth is, when it comes to the workplace, it’s hard to refute that your organization’s talent is, quite literally, its most valuable asset. If you remove the workers from the workforce, what are you left with? Maybe some tech that can automate some processes, but primarily, you’ve got an empty shell or a husk of what once was. As it stands, the C-Suite of any organization should have a pretty good idea of how much ‘talent’ costs, but with a simple Google search, they can certainly find the comparable salaries that other organizations dish out. That said, how many organizations actually have a clue how much their talent is worth, and how do they even quantify the value of individual talent within an organization? Is this a monetary value, a social value or is it something more intangible?

Let’s summarize your human workforce for a second. The performance of your staff entirely dictates the customer or client service provided by your organization ─ if it is excellent, then you win, if it is awful, you lose. Let’s say your organization receives a call from an unhappy client. From the moment they pick up that phone, they become the primary service provider for the end-user. Suddenly, from that moment on, the market-topping product that your organization provides means nothing, and the client judges the name above the entrance of your offices by the quality of the member of staff who answered the phone. That one person represents the entire organization and their performance being the best possible is vital to your client relations.

Suddenly, the person on your payroll has become the face of the entire organization and subsequently its most valuable resource ─ a critical asset. This is exactly the same in all aspects of your business operations. Every member of your workforce contributes towards the production and delivery of whatever product or service that your organization sells to the consumers. What does this mean? Well, it means that each individual member of staff is key in determining how your stakeholders react to your organization on the markets ─ and whether you thrive or decline, in the end.

How To Be Employee-Centric

Here are some ways to ensure that your organization can change its ways and show its employees that it knows they’re the most important asset that they have.

For the organization of the future, it is imperative that C-Suite executives recognize that now, more than ever, human capital is the most important asset that companies have. While technological advances are pushing organizations to a whole new level, it’s humans, not equipment, data, intellectual property, or technology that hold all of the answers for your future success. In other words, the priority for any company looking to lead the marketplace into the future needs to focus first on its workforce.

Best Use Cases for the Internet of Things

Fri, 07 Feb 2020 14:42:00 GMT

By Yashar Kafi

When I hear, The Internet of Things (IoT), I can’t help but think it refers to “smart” refrigerators, “smart” thermostats, and the Apple Watch. Day-to-day machines, accessories, or just “things” that are connected to the Internet and harvest data in some way are all part of the Internet of Things’ web. The C-Suite within most organizations probably already know that they need to invest in the IoT; smart technology is great, after all. The thing is, they probably don’t know what the smartest move is for process enhancement.

Here are five of the top use cases for IoT, with potential use for many businesses:

Five Of The Best Use Cases

IoT is redefining the way that we interact with the world around us; in the house, we now have the next evolution of light bulbs, thermostats, washing machines, dishwashers, refrigerators. The day-to-day applications are changing, sometimes literally through the use of an application ─ “Alexa turn on the oven to bake at 400” which can control all of the above! You’ll even find the IoT interwoven throughout cities now, with smart motorways, cameras, and sensors everywhere, to reduce traffic congestion and the subsequent pollution from vehicles.

Companies like Tesla are founded on the very concept of the IoT ─ their cars, most of which are electric, depend on the collation of data (and, a lot of it ) to drive innovation and advancements in products. Their cars can even talk to each other and provide vehicle performance settings, determine traffic information and speed adjustments based on another vehicle.

Healthcare:

The Internet of Things has disrupted the healthcare industry in more ways than one, but one of the greatest developments – a milestone, if you like – is the ability for doctors and nurses to track the health and status of individual patients from afar. Remote patient monitoring has advanced to the point where the relevant people can see your vitals, MRI results, as well as whether you’re taking the right medication at the right time, from anywhere with an internet or cell signal. They can also track your healing progress with applications that will immediately alert them when something changes

Retail and Supply:

We all want an app that’ll solve all of our problems, right? When it comes to inventory or stock, there is now one! The IoT brings a ton of sensors together across a supply chain, tracking every single product or item and monitoring its state ─ throw Blockchain tech on top of this and you’ve got a whole new avenue to explore.

It isn’t only great for that, though. It can also tell you exactly how many products you’ve got on the shelf, in the warehouse, and it’ll even automation ordering, processing, and logistics for you.

Manufacturing and Production

In this game, with the right IoT-enhanced tools in place, your entire factory can automatically communicate and react with every other piece of tech inside. It’s like a little hive-mind of automation. You cut waste, expenses, time, and resources with a whole suite of kit that involves absolutely no human input.

Logistics

In logistics, it’s all about schedules, inventory management, travel, and timing; the IoT has made it so that, if you’ve got the right tools in your fleet of vehicles, you can track them as they go about their business. It could be a taxi, a take-out delivery car, or a truck full of goods ─ they can all be tracked in real-time. Many organizations have even implemented automated tech that maps the best routes for drivers to take, ensuring fuel efficiency and punctuality. The Internet of Things is all about efficiency and making life easier, that’s for sure.

Predictive Maintenance

As you can tell, the IoT has made a big difference to several incredibly important – world-running – industries. There’s another undeniable use case for it, which a myriad of businesses already depends on ─ predictive maintenance. If your organization relies on any sort of hardware, you probably already know that it costs a bomb to maintain and, potentially, fix. The IoT is kind to us and is able to identify when your hardware requires a service and will tell you exactly when to perform your maintenance, avoiding both unnecessary expense and potential downtime.

The Internet of Things is here to stay and, as the days go by it continues to spread its roots into all of the day-to-day processes that we know and love. From the collar around your dog’s neck to the coffee machine at work, you’re surrounded by innovative technological advances. Experts are predicting that this year, 2020, will see more than 65% of new businesses adopting IoT products to improve their business operations. At AMPlify , we want to start a discussion about IoT implementation and how it’s affected your business processes already, so, drop a line in the comments and let’s get chatting!

App Development: Android vs. iOS

Fri, 24 Jan 2020 19:13:00 GMT

When you board a random subway, walk into a waiting room or watch people take a break, something strikes you immediately: (almost) everyone has a smartphone in their hand. But how did this become so normal? The mobile device continues to rise in popularity due to the use of applications. Not only the number of end-users keep growing persistently, but also the demand for apps that provide business solutions. According to a Survey from Statista, the number of mobile phone users at a global level is expected to pass the five billion by 2019:

When we are looking into the operating systems of these smartphones, there are clearly two players who dominate the market: Android (Google) and iOS (Apple) . Over the years, both have taken over features from each other in their mobile operating systems . However, there are dissimilarities between the two that clearly affect the development process of an application. In other words, the whole mobile app development process will vary according to the selected operating system. In this article, we’ll talk about the fundamental differences between creating apps for iOS and for Android.

Mobile Operating Systems – current popularity and market share

Before deciding on which operating system you want your application to be running on, it might be interesting to know the current market share and popularity of each. The current mobile market share of Android lies between 80 and (almost) 90 percent. iOS in comparison dominates the other 10 to 20 percent of the market which basically leaves an extremely low percentage to other operating systems.

When taking a closer look at a national level, the differences are noticeable. The market share of Android in Spain, for example, goes up to 86,1% and 13,6% for iOS. France, Italy, and Germany have similar numbers of market share. Unlike Great Britain, which is one of the countries in Europe where iOS has a higher market share of 37% and Android 62,7%.

In the US, one might expect the market share of iOS to be higher than Android but that’s not the case. Android is currently dominating it with a percentage of 59,1% followed by iOS with 39%. The following statistics should give you a deeper insight of the current global market share per smartphone type :

The two most popular smartphones, Samsung and Apple, are followed by the Chinese brands Huawei, Oppo, and Vivo. They all run and are based on Google’s operating system. Although Samsung is still the biggest provider of the Android operating system, Huawei, Oppo, and Vivo are also contributing to the market share of 77,4% in China.

Dissimilarities in programming between these two operating systems

Now that you know the differences in popularity and market share of both operating systems, it’s time to dive into the dissimilarities in development, starting with the programming language.

Programming language

Apps that are running on Android are programmed in Java , currently the most popular programming language in the world. While Java requires a lot of coding there is an alternative: Kotlin . This coding language is easier to read for developers and coding can be done in a more efficient way. Another popular programming language for Android apps, especially among more junior app developers, is C# . It is supported by helpful tools like Unity and Xamarin to create games and multi-platform applications.

Apple’s native mobile app development language Objective-C was one of the first programming languages and proved to be useful for creating apps on several devices. A more modern programming language is Swift which was launched in 2014 and created as a replacement for Objective-C. Thanks to its streamlined language and advanced error checking system , it’s easier and faster for developers to build apps.

Important Linux Features

Fri, 17 Jan 2020 19:13:00 GMT

Following are some of the important features of Linux Operating System.

Linux is fast, free and easy to use, power laptops and servers around the world. Linux has many more features to amaze its users such as:

The #1 Attribute of an All-Star: Realistic Optimism

Fri, 17 Jan 2020 15:29:00 GMT

Yashar Kafi

While deliberating over how to pick the perfect candidate, you’ve no doubt tallied up a list in your mind’s eye of what characteristics they should possess. How about when you are looking to select a comparable consultant? Do you call in a Tier 1 consulting firm, ask a colleague for a referral or post an ad for an expert in the field? In both of those situations, a typical resume list dotted by keywords can’t tell you whether they can meet your needs, or that person can hold their own in times of trouble, or whether they can create a strong rapport of trust that can withstand even the toughest times. But what if there was a secret ingredient in the stuff that makes for quality individuals? A drop or dab of some superpower that amped up the whole package?

Well, just your luck because we believe there is. We call it realistic optimism: the ability to solve any challenging, difficult or convoluted problems while remaining confident that a potential solution is achievable.

Silver Linings in Stormy Weather

Take a situation in which your car breaks down on the side of the road in a snowstorm like no other. You’re freezing cold; you’re fumbling with your phone to call someone in to help; and, you’re stressed to no end about making dinner and picking up the kids. Now, do you want a mechanic who shows up and says… “Hey, you’re outta luck. You’re going to need a new car, and now” — or the one who remains calm, confident, and tells you that you’re going to figure out how to solve this mess? It’s not rocket science. If you’re anything like us, you want the fixer who will help you get back on the road in no time.

We’d rather have the second scenario play out, and let the confident warmth of car dude #2 help us believe that despite the cold, despite the inconvenient location of our car on the side of the road, that we do in fact have what it takes to get the ignition running and make it home. We’d rather have, in short, the winning mentality!

Good consultants transform their clients’ perspectives, taking the case from awful to approachable. They partner with them and stand alongside as they test solutions, emanating realistic, positive energy, and seeking out strong ideas. Will all solutions work? Of course not; there will always be setbacks. But by staying as flexible and as agile as an Olympic gymnast, not focusing on one single approach or methodology, star consultants keep their eyes ahead and on the eventual prize.

Optimism Overload

If you’ve ever been in a situation where a coworker, friend, or family member looks straight in the maws of disaster and says, “Don’t worry! Everything will be just fine…” then you know how little that means — and how little it provides comfort. Lots of people do it. In fact, it’s started to get a bad rap, a buzzword for pep without substance. Yet good consultants are the opposite: they’re able to be optimistic because they see parallels and similarities to past experiences in each and every scenario, no matter how wacky it may be.

AMPing It Up

Finally, let’s put the record straight. We don’t believe in coddling our clients or projecting a sense of false hope. That’s the aforementioned “toxic optimism” — and we’d like to stay clear of it! But what we do stand by is believing that we can win in the end for our clients. Urgency, excitement, buzz: all that and more, we find solutions because we’re positive and confident.

We’re the athletes pushing ourselves harder, in order to play faster, better, and with more ingenuity, building trust with our clients like they’re our teammates. We give off the image that we’re winning the match, no matter what. And that’s why our clients keep on coming back, because we bring an extra boost of confidence, as well as the expertise to back it up.

Stuck in a bind? It may be time to look on the bright side.

Identifying Superstar Recruits: Why Automation Isn’t the Solution

Fri, 10 Jan 2020 15:20:00 GMT

by Michael Grasso

Although you may think that recruitment and automation software promises easy access to the people you need to succeed, we believe it’s time to take a step back. After all, didn’t you hear that AI can take the place of firms that simply shoot a pile of top candidates’ résumés over in the mail, sans context. Still; a year later, you may find your computer-picked candidate floundering in the culture of your organization, struggling to understand your needs.

How do you prevent this? Well, let’s take a close look at why you need a recruiter.

Recruitment 101: The Breakdown

First up: the traditional tactics. Let’s say that you’re starting on a project where you need a rockstar virtual assistant to record data. You reach out to a third party after putting together a job spec — one where you make it clear that you need someone like Anna, who’s insanely organized, put-together, and adept at juggling time zone differences. And, her email inbox is essentially spotless – which is no easy feat.

The third-party, an outside recruitment firm run by a boss named Brandon, will take a look at the résumé example you send over and start matching keywords to the job description. Project management. Check. Microsoft Office knowledge. Check. Detail-oriented. Check. The only issue here is that Brandon knows nothing about the internal workings of your company: how it operates, what the culture is like, or how his candidate will fit into the daily grind of the job. His duties end once he tosses three, four, or five résumés your way and bids you sayonara.

Now, before you freak out and think — “What?!? Then why on earth do I need a recruiter? I could just sort through the résumés myself and save my team the money!” — There’s a second type of recruiting that you don’t want to scoff at.

Choose A Partner

Instead of picking a traditional recruitment firm that gives you nothing more than a handful of résumés, recruitment partners want to see you succeed, solve problems, and achieve your goals. They figure out the playing field and know your niche, meaning that they have the chops to decide who’s the right fit for your needs.

They’re the ones who will survive when the first waves of the automation apocalypse wash over traditional recruitment firms, who are too tired to swim against the tide. While the résumé shooters desperately tread water to avoid being replaced, the partner firms are focused on doing what they’ve always done — helping you find the best person possible. They’re the ones safe in submarines, meticulously scoping out the best fit for your organization and culture.

All in all, if you’re wondering whether to let AI handle your recruiting, we’d say — hold off on the fancy computation. Recruitment is an art, not an algorithm. Find a partner!

Want to Become a Consultant? There’s an App For That!

Wed, 18 Dec 2019 22:19:00 GMT

Yashar Kafi

Alright, let’s be straight… We’ve baited you with the title. There isn’t really an app that will magically transform you into a consultant, but, in today’s day and age, with the introduction of gig economy consulting marketplaces, ‘newsfeeds’ and comment-sections, it seems like everybody has become a ‘consultant’. The people who have realized this are now marketing themselves as such for all sorts of different niches and trends, through the ridiculous amount of social media platforms and apps available today.

What’s the Biggie? Is It That Hard?

While we would love to give ourselves a big pat on the back, if we’re honest, you don’t necessarily need much to become a consultant; in a way, if you have an expertise or a focused skillset in any field, you can technically become a consultant. You may have noticed that Tom, Dick, and Harry down the road are all advising the nation on how their politics, dress-sense, preferences, workplace etiquette, and all sorts of other stuff should be. And, people seem to be listening to them. That’s because, in the modern world, it’s all about the social media clout ─ if you’ve got a following, you’re going to influence the masses. Or, at least your friends, and maybe their friends.

Jokes aside, tech-savvy youngsters think that influencers on platforms like Tik Tok, Facebook and Instagram are the bees-knees at the moment. They’re really not consulting platforms. But, the stats don’t lie ─ back in 2018, there had been a 325% increase in searches for “influencer marketing” on Google. Tom, Dick, and Harry are doing alright!

The problem is , does a large following actually reflect the knowledge of the wannabe consultants or, are they just riding the hype-train to Moneyville?

Story Time

Back in my day, which wasn’t that long ago, I was a financial analyst. When tech disruption came to the fore, I started to play around with techy stuff, and eventually, I found myself working with finance applications. And, like everything, practice makes perfect ─ I got pretty good at understanding how a business can leverage such applications! I was fortunate to be given an opportunity to implement new processes and technology into my workplace; but, that is where I learned that the combination of functional and technical skills was right up my alley. Now I am not unique, clever or exceptionally smart – I just worked to understand what it was like to walk a mile in everyone else’s shoes.

The way to look at it is this: I worked hard and was given opportunities based on merit. I worked hard, nose to the grindstone, and successfully implemented solutions into the workplace. And, then, I got noticed by a consulting firm who approached me and said, “Hey, look, why don’t you come and work for us as a consultant?”

That’s where it all started ─ you don’t necessarily need a load of skills to consult, but it’s hard work and an athletic mentality that makes it happen. Traditionally, anyway. You could do what the influencers online do and say:

I didn’t choose to consult, consulting chose me.

Who’s Real in a Digitized World?

You could say that other professional consultants and I have gained our expertise through the trials of work, and we’ve paid our dues. Now though, it seems like a person doesn’t need to do that because, if they’ve managed to market themselves right, they gain hordes of followers who absorb their words like porous sponges ─ whether they have any depth or not.

The thing that organizations or anybody interested in becoming a consultant need to look out for is whether the big influencers and wannabe consultants like Tom, Dick, and Harry are actually giving any value in what they say. Most of the time, these guys aren’t; they’re just jumped-up by their online clout-bubble.

To find ‘real’ consultants who are tried and tested in the field, look for genuine reviews, testimonials, and reports of great face-to-face contact – and especially referrals from peers. And, always remember that just because an individual has thousands of slightly mindless robots who ‘like’ their posts and thoughts on the various platforms, it doesn’t mean that they’re the gold standard of wisdom that they might claim to be.

Look, we’ve made it super easy for you to find some of the real consultants! At AMPlify , we’ve got a team of management consultants who come from top-tier consulting firms, have years of experience in the industry and are genuine. They got to where they are, like me, by putting in the hours and learning out trade. The only difference is, they don’t come with all baggage and overhead of other firms. We know the ins-and-outs, and we’re here to lend a helping hand if you need it!

DevOps Best Practices: A Complete Guide

Fri, 13 Dec 2019 16:28:00 GMT

Having high profits and productivity without any disturbance—isn’t that every company’s dream? Whenever there’s talk about better productivity and revenue, DevOps never fails to come into the limelight. It seems like it’s the latest IT buzzword. Everybody is discussing the relatively new concept and how it has come to transform the IT sector.

But how well do we really know DevOps? Why do we need it? Well, these are some questions we’re going to address in this post. Apart from that, we’ll check out the DevOps best practices that can help a business realize its true potential. So, let’s dive into the details.

What Is DevOps?

DevOps is a development methodology for enterprise applications. DevOps works by creating an agile relationship that connects a company’s development team and IT operations. Both business units are important for the success of a firm. DevOps aims to enhance the relationship between them and improves collaboration. We’ll find out why we need DevOps in the next section.

Why Do We Need DevOps?

Contrary to popular opinion, DevOps isn’t just a trend. Trends come and go like tides and waves, but it’s safe to say that DevOps is here to stay. You ask why? There are numerous reasons firms need DevOps for better overall functioning.

Traditional development methodologies like the waterfall model lack speed. This is because there’s no connection between the teams. When one team finishes its work, the other team is just starting. Companies can create products at a faster pace with DevOps in action. Also, the speed of making enhancements in products is high. When you combine efforts by the development and operation teams, the development cycles are shorter. Thus, this results in faster innovation and brings teams ahead of their competitors.

DevOps promotes frequent code versions and makes it easy to detect defects in code. Thus, teams can avoid app failures or defects. Even if a failure occurs, the recovery time is fast because both development and operational teams share ideas. Better teamwork and coordination lead to greater competencies.

DevOps Best Practices

To make the most out of DevOps, a firm needs to follow proper implementation strategy. Since we’ve just covered what DevOps is and why we need it, let’s check out some of DevOps best practices.

1. Have a Centralized Unit for DevOps

DevOps consists of various tools like Jenkins or Splunk. There should be a centralized unit for the creation of these tools and operating techniques. The same centralized unit is responsible for implementing agile in the development team. Not only that, the team in charge of that unit must share the most advantageous tools for the company. This team also maintains the tools and creates different guidance programs for implementing DevOps.

2. Shift Left With CI/CD

The earlier you find out the defects in the software, the better the quality of the product. Teams can do this by shifting tasks to the left. This means shifting them early in the (SDLC). The DevOps team follows continuous integration and delivery. The approach helps in delivering high-quality software on a frequent basis. This method also makes software delivery more predictable.

Shifting left in CI/CD means that you’re focusing on preventing problems instead of solving them later. Even if issues arise, the teams detect them early. This leads to an easier resolution of errors. This shortens up the test cycle time and preserves the quality of the code. The shift-left approach also helps cut short the feedback loop between developers and end-users.

Besides a perspective shift, this method covers people and practices. While picking stories for a release, the BA and development teams work together. This means that everyone in a project has a stake in the flawless delivery of the product.

3. Implement Test Automation

Regular testing of software is a must for composing quality code. With DevOps, developers can fix issues during development. They don’t have to leave everything for the last moment. However, manual testing can slow things down greatly. So, to speed up the SDLC, implementing test automation is a wise move in a DevOps framework. With automation, testers don’t have to repeat mundane tasks. They can spend some time coming up with innovative test cases and working with the developers to prevent bugs.

Since test-driven development is the core of agile, automated testing is a common practice. Automation helps in running more tests and increases the testing frequency. This way, it promotes early bug-fixing and enhances the overall product quality. Fortunately, there’s no shortage of automation tools, so the testing team can check what suits them the best and make a decision.

4. Implement Continuous Deployment

Code creation, versioning, testing, deployment, and post-deployment are deployment subprocesses. Once a code clears different QA test cases, the Operations team deploys the code in the production environment. Continuous deployment involves releasing the code in versions instead of deploying all at once. There are various tools available for continuous deployment. They start from staging and go all the way up to production. The best part is that they don’t need much human intervention.

5. Keep All Teams on the Same Page

DevOps keeps all stakeholders related to development, operation, and deployment in the loop. Since DevOps is all about working with other departments, communication is a must. And it’s important to keep everyone on the same page to avoid doubts. Although more and more firms are adopting DevOps in the blink of an eye, not everyone is aware of how it works. To apply the strategy correctly, it’s vital to keep every team and member on the radar.

6. Exercise Patience

We’re well aware of the fact that no two people have the exact same learning speed. Since we need to keep everyone on the same page, every team member needs education on DevOps and related tools. Now, because the concept is alien to a large faction, doubts or queries might arise. For instance, some developers might think that giving too much time to learning is affecting their day-to-day assignments.

You have to understand that implementing DevOps might not be a piece of cake. After all, developers have a huge job on their shoulders. As a DevOps engineer, it’s your duty to realize that the adaptation of every developer is not going to be the same. Remember that thorough training takes time, and so does developing a strong base.

7. Implement Automation in Dashboards

An automated dashboard is a boon for a DevOps engineer. It provides data along with detailed reports and insights about different operations. Some of these include the number of tests, duration of each test, and success or failure rates. With an automated dashboard, team members can review setup changes to the server and database. Automated dashboards provide a record of deployments across the system.

Real-time insights of different data help teams select the right tool for testing. Moreover, as long as the SDLC is in progress, changes in the system are natural. Automated dashboards provide a holistic view of these changes. To accomplish this, the dashboard comprises different graphs, logs, and metrics.

8. Monitor the Application’s Performance

It’s obvious that once an app goes live, its performance is what decides the success or failure of the teams involved. It doesn’t matter whether you’ve deployed the app on the local data center or the cloud. Application infrastructure monitoring is essential for optimizing its performance. Thus, proactive monitoring by both development and performance teams is a must to check how an app performs.

9. Consider DevOps to Be a Cultural Change

Thinking of DevOps as way too big of a deal can hamper its adaptation. Rather than considering it a burden, think of DevOps as a positive cultural change. But after getting used to DevOps, they have to work as one unit. Always remember that adopting this change is the best not only for teams but for a firm as a whole.

Help Your Business Soar by Adopting DevOps!

For a company to thrive, it has to rise to the highest level and unleash the true potential that lies within. For that, the networking between employees has to be impeccable. Different teams are responsible for how various processes work in a firm. When developers and operators work together, the functioning of a company improves. As a result, the revenues are higher. Adopting DevOps can turn out to be valuable for a business, provided you implement it wisely. Understand the concept in detail and educate your team about it.

Who’s Up Next? HR Transformation Anyone? ─ Building the Company of the Future – part 1

Thu, 05 Dec 2019 20:50:00 GMT

Yashar Kafi

With the digitization of companies, Human Resources (HR) departments are having to transform. Staff ability and traditional processes are undergoing massive innovation in preparation for the wave of digital disruption and acceleration that companies are starting to ride like surfers down-under. Having a water-tight plan for your company’s HR department’s future, with ideas for the turnover of employees, hiring ideals, and management systems, will allow your company to ride the wave smoothly.

What is the Company of the Future?

This one is a tough one to define, but we’re going to give it a crack anyway. The ‘company of the future’ is probably a proactive, people-centric version of the stereotypical, traditional organization. The HR transformation revolves around the process of changing the culture of the workforce and influencing employees to use new, cutting edge collaborative applications. . Like some sort of ‘80s sci-fi movie, it is allowing companies to do things that were just a fantasy back in the day.

The new innovative aspects can automate processes and facilitate learning, personal growth, and career development, while new applications are changing the way that HR works, functionally, expediting those processes that everybody used to avoid because they’d take ages ─ switchboards, memos, and fax machines, we’re looking at you.

Is Automation Going to be Big?

Well, it already is. You could say that it is key to the modern workplace already , so it’ll definitely be prevalent in the future. Automation is letting companies interface processes that employees would perform with tech and making them super-efficient. Especially when you let it take over the data-inputting of spreadsheets ─ that is mind-numbingly boring. So, automation through tech is definitely going to be a significant part of the future workforce, freeing up time for employees to focus their energies on value-added tasks or analytics, instead!

One exciting company that is leading the charge and making waves in the next generation of HR solutions is Hibob , an Israeli startup that provides cloud-based HR and benefits management software that puts individual employee growth front and center. Hibob started to ride the riptide of tech innovation in the workplace back in 2015, having been built with the understanding that the world of work is changing.

Although it’s all a little “big brother,” just by looking at Hibob’s About page, you get a clear picture of who each member of their team is, and what makes them unique. Hibob calls out their team’s “superpowers,” hobbies, and department. It is an instant culture creator, while showing you who is good at what, with achievements laid out sort of like a Facebook timeline.

Hibob further illustrates how data analytics will continue to become more and more critical in the “company of the future.” I predict it won’t be long until US companies begin to follow in their footsteps. As workforces become more remote and spread out globally, it becomes increasingly important to cater to those needs seamlessly while keeping staff members happy.

At AMPlify, these changes are in full view. There is often chatter in our office about how millennials are changing not just the talent pool, but how things are done in workplaces. It’s an exciting time!

If you need advice on adapting your company’s culture so that you can employ the best, the specialists at AMPlify are on-hand to tell you exactly how to achieve that. So, get in touch with us today . Stay tuned for part 2, where we will examine the company of the future from an employee perspective.

The Importance of Social Recruiting

Fri, 22 Nov 2019 15:11:00 GMT

Billy Barrett

With a booming global population and a larger-than-ever workforce, there is a growing strain on domestic and international job-markets, and competition in the world of talent acquisition is becoming both fierce and stressful. Snowed under by the masses of CVs and résumés that are posted, emailed and delivered, recruitment agencies and individual HR departments are having an increasingly difficult time finding the ‘needle in the haystack’ employee who will revolutionize the next workplace that they touch.

Fortunately, though, with tremendous growth has come huge development. Courtesy of the massively popular social media movement of the past decade, recruiters have taken to the various platforms and turned them into talent databases and prime advertisement spots ─ coining the modern concept of ‘social recruiting.’

What is Social Recruiting?

Nowadays, everybody has a smartphone or a laptop, and so, they are always connected. Social recruiting takes advantage of this by using social media to attract and convert prospective talent. The concept allows recruiters too vet and observe potential candidates by checking them out via their profiles on Facebook, Instagram, and LinkedIn, for example.

And, there’s no wonder why it’s so popular. The amount of data that we put online today, through social media, is enormous, and, for a recruiter, it can paint a picture of your whole life based on the interactions or intersections of all these different applications. That picture shows them just who you are, in a way that an ever-so-slightly glorified CV or slightly embellished résumé does not.

Hasn’t Social Recruiting Always Existed?

Well, yes. The concept itself isn’t ‘new’ ─ people have been referring to others from their social circles for positions or roles since the dawn of humanity, presumably. However, technological advancement has bred a new form of interconnectivity, which enhances the power of ‘social’ and disrupts the ingrained traditional bias within the workplace that the ‘ it’s who you know, not what you know ’ mindset has brought.

Was The Traditional Way Bad?

No. Referral-based recommendations and hiring are crucial to the workplace. Actually, they’re great!

The potential employee is already known by an existing member of staff, meaning that they have a point-of-contact, family member, or somebody within the company who they know ─ and who, more importantly, understands them and can accurately judge whether they’re suitable for the job or not. From the other side, you have a known commodity that is being referred to for the job role or opportunity that another individual is advertising ─ you have a third-party connecting the dots, and acting as Cupid between workplace and worker.

There’s a catch, though!

Bias Begone!

The “traditional bias” that I mentioned before. The traditional method of referring members of your inner circle for positions at your workplace can raise questions from colleagues and peers. Think about it. If a husband or wife refers their other half for a job at their workplace, it brings into question the legitimacy of the reasoning ─ did they do so because of the obvious bond between them or because the individual is excellently qualified for the position? If it transpires that the answer is the former and not the latter, the workplace could quickly become a bitter, disapproving, and toxic place to spend your days, damaging team morale.

Fortunately, social recruiting makes inroads toward alleviating this problem by allowing recruiters to approach and acquire talent from a neutral, non-biased standpoint based on an individual’s portrayed presence on social media platforms. The process has become increasingly popular across the last decade, with 92% of recruiters and companies stating that they use social networks as a factor in their recruitment process between 2010 and 2015.

It’s unsurprising. The process cuts down on the traditional, costly methods of recruitment like adverts and publications; it allows you to target the perfect and passive candidates for the position, and, like all things ‘social’, your network will spread the word for you and your reach will grow exponentially.

So, I suppose the question is, have you used social recruiting yet?

How a Recruiting Partner Can Offer Flexibility in Your Hiring Process

Wed, 20 Nov 2019 15:29:00 GMT

Michael Grasso

Over the years, we’ve seen the quantity of competition rise in our industry, with staffing firms popping up left, right and center, providing services to millions of unemployed people across the world. In theory, these services are excellent, but in reality, these firms are focused on the numbers game and flinging résumés at you from all directions. So, let’s talk about the far more personable, lesser-known recruitment boutiques ─ recruiting partners.

As a business owner, you probably prefer to use an in-house team of recruitment professionals to cover your hiring needs, and the concept of outsourcing your process most likely feels like failure. After all, ‘outsourcing’ tends to get a bad name. The truth is, though, if you choose to partner with the experts external to your company, they will your approach to talent acquisition and boost your business results far faster than an in-house team.

Why Choose a Recruiting Partner?

Have you ever been in contact with a staffing firm? If so, you’ll know that you get rapid results. Within two weeks, you’ve got a stack of résumés to peruse at leisure, with a long line of eager candidates awaiting your call. And, after some deliberation, you decide to hire a gentleman named Dave; Dave is the full-package on paper and, after a convincing interview, you decided he was the man for the job.

Unfortunately, on week two, Dave decides to reveal that he isn’t an adaptable Athlete, by taking offense and causing a scene when his line-manager criticizes a shoddy piece of work. His attitude quickly deteriorates, and he is soon blaming other members of the team for various mistakes and bringing down the team morale, upsetting Debbie on reception, Steve in accounts, and who knows who else. It turns out Dave was a bad choice.

In two weeks, Dave has gone from hero-to-zero, showing his lack of soft skills and workplace flexibility. The issue is, Dave was the best choice available. How ? Well, the truth is, staffing firms like to turnover prospective employees at a rapid rate, and, unfortunately, their level of commitment and care is about as much good as a snowblower in the desert. As I said, it’s all about the numbers; in other words, quantity over quality.

The Meticulous Missionaries (OR: The White-Glove Treatment)

Recruiting partners provide more of a white-glove experience, taking the time to truly get to know the needs and expectations of your company. They will meticulously comb through the potential candidates, ensuring that the only résumés that reach your desk were produced by individuals who actually suit your advertised position. Partners don’t just tick the boxes for qualifications, experience, and other such abilities; they ask the important questions and get to know the potential candidate, and they find out whether they would thrive in your workplace environment.

You could say that recruiting partners provide a level of service that the most successful carpenters do ─ the provision of bespoke, fitted staff that mold into the existing structure as if they were present from the very beginning.

Dedication and Flexibility at a Reduced Rate

Recruitment is a complex process nowadays, with more quotas to tick, increased resource-dependency, and rules to abide by. More often than not, these stretch, limit and stifle a HR department, and staff find themselves having to prioritize strategically ─ often at the cost of recruitment. Alternatively, you can look to outsource, which will streamline every aspect of the process and, potentially, be far more cost and resource-effective. Recruiting partners are the trusted skilled experts who are dedicated to the acquisition of talent for businesses, prioritizing quality over quantity, and reducing the strain on your HR team.

Sounds good, doesn’t it?

Usually, at this point, somebody in the corner would pipe-up, “it sounds too good to be true!” But, the fact of the matter is, it just isn’t. We know this because, at AMPlify , we specialize in the provision of a bespoke, tailored-to-fit-your-needs talent acquisition service. We’ve been at it for a while now and we’ve had great results, so, if you need a hand with your upcoming recruitment drive, get in touc h and have a chat with our industry experts. You never know, we might amplify your talent.

Hiring for Soft Skills – Looking for Athletes

Mon, 18 Nov 2019 18:33:00 GMT

Billy Barrett

If you’re in the job market, you have probably applied for a job of which you are a self-professed perfect candidate. You have every skill that the employer has listed as ‘required,’ and you know exactly how to do all of the actions involved in the role.

Unfortunately, though, so does everybody else who applied for the position. Thus, the question is… ‘Just how do I make myself stand out from the competition?’

In the recruiting industry, every day at the office is different ─ new challenges come from all angles, with different companies and prospective employees always in need of our ability to ‘bridge the gap.’ One thing that doesn’t change, however, is the outlined traits of the perfect candidate from the business side of the equation. And, right now, businesses are looking for Athletes.

‘Why would a football player excel in that IT specialist job?’ I hear you ask.

Well, the truth is, we aren’t talking about prospective employees who can kick a ball hard. Rather, we mean people who are adaptable, brave, fast on their feet, and willing to go the extra mile to ensure that they, or the team that they are part of, are successful in all of their workplace endeavors. Most importantly, though, an Athlete is somebody who, when faced with failure, will get back up and dust themselves off only to try again.

How Can I Stand Out as an Athlete?

It’s hard to leap out of a résumé and make your potential employer think, ‘Wow!’ So, here are a few ways that we, at AMPlify , believe you can improve your chances of being spotted amongst the pile of candidates. We look at Athletes on a three-dimensional level and search for these specific traits or abilities:

Can I Become an Athlete?

Yes!

Don’t worry; an Athlete is not some kind of transcendent being. They are people who know, or at least believe that they are limitless ─ within reason, of course! It is a simple shift in mentality, which absolutely anybody can make.

Do you remember that time when you decided to learn how to play the guitar and because you didn’t have a clue what to do, and consistently got certain chords wrong, you gave up? An Athlete wouldn’t give up at that point. Instead, they give it a go and, if it goes wrong, they don’t let the guitar gather dust in the corner of the room ─ they pick it up, and do it again until they get it right.

Athletes are driven and make their own luck by refusing to accept the concept of failure; they work hard until they’ve got it right ─ and, most importantly, when it does go wrong, they aren’t afraid to admit it.

The Soft Skills That Athletes Possess

You can look at Athletes like the alpha of a wolfpack ─ their perception is on another wavelength to the greater majority of people, or they are on an elevated emotional quotient, perhaps. The Athlete is that person at work who leads the charge on projects, dragging each and every member of the team by the bootstraps, ensuring that everybody completes their individual task, with or without help, so that the team succeeds as a collective. In some regards, they are both a player and a mentor simultaneously, leading by example and providing support as they traverse tasks and projects alongside their team.

AMPlify Your Abilities

If you are looking to maximize the potential of your in-house team and need to find that ‘needle in a haystack’ employee who will transform your company’s productivity levels and ensure the successful execution of your plans, get in touch with our team of experts today. We’re confident that we can AMPlify the talent in your roster with our advisory expertise.

Top 10 Trending Technologies

Fri, 15 Nov 2019 18:31:00 GMT

Change is the only constant. This applies in your professional life as well. I have listed top 10 trending technologies, which is expected to acquire a huge market!

So, the countdown begins from here.

10) RPA (Robotic Process Automation):

9) Big Data

Big data refers to problems that are associated with processing and storing different types of data. Most of the companies today, rely on big data analytics to gain huge insight about their:

For your surprise, big data led Germany to win the world cup.

Hadoop and Spark are the two most famous frameworks for solving Big Data problems.

If you already have some knowledge of Big Data, splendid! If not, now is the time to start.

8) Intelligent Apps (I – Apps):

7) Internet of Things (IoT):

This includes everything from your:

With IoT, we can have smart cities with optimized:

6) DevOps:

This is the odd one out in the list. It is not a technology, but a methodology.

DevOps is a methodology that ensures that both the development and operations go hand in hand. DevOps cycle is picturized as an infinite loop representing the integration of developers and operation teams by:

5) Angular and React:

OK, now we are getting into core tech.

4) Cloud Computing:

3) Augmented Reality and Virtual Reality:

2) Blockchain

1) Artificial Intelligence (AI):

10 reasons why you should learn to use PowerShell

Fri, 18 Oct 2019 15:05:00 GMT

PowerShell is a powerful scripting tool that can greatly expedite your admin tasks. If you haven’t had a chance to learn how to use it, you might want to make time for it now. Here are some reasons why the effort will pay off.

1: It’s not going away any time soon

Microsoft has made it clear that PowerShell is here to stay. In fact, PowerShell version 2 is not only included in Windows Server 2008 R2 and in Windows 7, it is enabled by default. Part of the reason why Microsoft has done this is that going forward, many add-on products will be based on PowerShell.

2: Most Microsoft products will eventually use it

Virtually all of the server products Microsoft is producing right now can be managed through PowerShell. From an administrative standpoint, this means that if you become proficient in PowerShell, you will have the skill set necessary for managing most of Microsoft’s newer products. The basic built-in PowerShell commands are used in every product that supports PowerShell. However, some server products extend PowerShell to include additional cmdlets.

3: You can’t do everything from the GUI any more

When Microsoft created Exchange 2007, it designed the GUI so that it could be used only for the most common administrative functions. Any obscure functions or anything potentially destructive has to be performed using PowerShell. I expect this design philosophy to carry over to other Microsoft products.

4: It can make your life easier

Believe it or not, using the command line can make your life easier. Suppose for a moment that you need to update an Active Directory attribute for a thousand users. Performing the task manually would likely take hours to complete. Using PowerShell, though, you can complete the task using a single line of code.

5: Many GUIs are PowerShell front ends

Many of the GUI interfaces that Microsoft has been designing for its various products are actually front end interfaces to PowerShell. Probably the best known example of this is the Exchange Management Console. Although this utility looks like a standard management tool, it is built entirely on top of PowerShell. Any function you perform through the GUI actually generates PowerShell code that completes the requested task. In many cases, the console even shows you the PowerShell command that was used at the completion of the task.

6: Microsoft certification exams contain PowerShell questions

Microsoft has been adding PowerShell-specific questions to many of its new certification exams. My experience with these exams has been that you don’t necessarily have to know the full command syntax, but you do need to know which command you should be using in a given situation.

7: You can use PowerShell commands to manage your domains

If you have domain controllers running Windows Server 2003 with Service Pack 2 or higher, you can install the Active Directory Web Services on at least one domain controller. After doing so, you will be able to use the Windows 7 RSAT Suite to manage Windows 2003 and Windows 2008 domains.

8: It enables interactivity between products

PowerShell is the common thread between all the new server products Microsoft is creating, so I expect to start seeing PowerShell used as a mechanism for providing interactivity between server products. I have yet to see a real world example of this interactivity, but eventually I would expect to be able to use a PowerShell script to work seamlessly between products such as IIS, SQL Server, and Exchange.

9: Microsoft says it’s important

Just because someone at Microsoft says that something is important, that doesn’t mean I take it as gospel. However, In the October 2009 issue of TechNet Magazine , Microsoft says, “It’s safe to say that the single most important skill a Windows administrator will need in the coming years is proficiency with Windows PowerShell.”

Such a bold statement is hard to ignore. This is especially true given the fact that this statement mirrors what I’ve been hearing from various people at Microsoft every time I have made a trip to Redmond lately.

10: If you don’t learn it, someone else will

As we all know, the economy is in a slump, and many companies are downsizing. Needless to say, there is a lot of competition for the few IT jobs that are available. Therefore, if you suddenly find yourself looking for another job, your odds of finding one may be better if you can list PowerShell among your skill set.

The Rise of Microsoft Azure

Wed, 02 Oct 2019 18:12:00 GMT

No one can deny that, for years, Amazon Web Services has dominated the public cloud market. If you need a service in the cloud – storage, backup, compute, DevOps, you name it – AWS has a service for you. But, while Amazon Workspaces provides a baseline for VDI in the public cloud, I’ve neither seen nor heard a stampede of organizations rushing to put their desktop workloads in the cloud. Why is that?

Historically, Microsoft licensing required you to host Windows Server operating systems in the public cloud. You were then well within your rights to assign public cloud instances running a Windows Server OS to a single user and pretend it’s their desktop. That solution wasn’t necessarily an easy sell.

And, as is typical with any new idea or technology, we try to wedge it into every work flow we possibly can. “Put your desktops in the cloud! All your desktops! Every last one!” But, truthfully, not every workload is meant to be in the cloud, and trying to use it as an all-or-none solution, often leads to none.

How the conversation has changed

As the public cloud has matured, so has our idea of how to use it. As depicted in a recent Right Scale survey, organizations now consider the public cloud as part of their hybrid cloud initiative, and it helps that they now have more than one cloud to choose from.

How does this effect hosting desktops in the public cloud? Well, as we’ve learned more about where the public cloud excels, we’ve learned what desktop workloads make sense to live there. We’ve learned more about how our users want to work, what applications work well in public cloud environments, and even that a Windows Server OS can be made to look like a desktop OS.

We’ve changed the conversation from “put all my desktop in the cloud!” to “how do I best leverage the cloud to allow me to scale quickly and easily, save time and money, and keep my users happy and productive?”

Why Microsoft Azure?

Generally, any public cloud allows you to scale your environment faster than if you had to purchase actual hardware, and any public cloud charges you just for the compute you use. So, why does Microsoft Azure fit particularly well into our new conversation about hosting desktops?

First, not only is Azure gaining on AWS, it excels in places where AWS doesn’t. If you’re already a Microsoft shop, Azure provides continuity and integration with the tools and applications you already use. Beyond that, Azure is uniquely suited for certain user workflows.

One in particular is applications that require high-performance graphics. The Azure NC and NV based instances provide the power required by engineers, designers, and other users who run graphics-intense applications. These applications tend to be pricey, and installing them on a user’s private workstation leaves that license underutilized. You may consider installing these applications on a shared workstation in your data center, however, that leaves remote users without access.

By hosting graphics-intense applications in Azure, users benefit from anywhere access to a shared resource. Your organization benefits from lower costs, as you save money not only by sharing the resource, but by deallocating the instance when not in use to reduce hourly compute costs.

Then, there’s Windows 10. Late in 2016, Microsoft and Citrix unveiled plans for a solution that allows organizations to host Windows 10 in Azure, legally. The key is on the Microsoft side of the conversation, where there are plans to support Windows 10 Enterprise Current Branch for Business on Azure for qualified Microsoft Software Assurance/Enterprise Agreement customers. With the Windows desktop operating system license worked out, you can host Windows 10 on Azure and build a VDI environment using any tool you choose!

The public cloud is here to stay, and learning how to leverage it is in an organization’s best interest. DevOps, backups, file storage and the other typical uses for the cloud have a new neighbor. VDI in Azure may be the next big thing!

What Is the Major Impact of Social Media?

Fri, 20 Sep 2019 17:59:00 GMT

Information and communication technology has changed rapidly over the past 20 years with a key development being the emergence of social media .

The pace of change is accelerating. For example, the development of mobile technology has played an important role in shaping the impact of social media. Across the globe, mobile devices dominate in terms of total minutes spent online. This puts the means to connect anywhere, at any time on any device in everyone’s hands

Why People Share Information

A fascinating study by the New York Times Consumer Insight Group revealed the motivations that participants cited for sharing information on social media. These include a desire to reveal valuable and entertaining content to others; to define themselves; to grow and nourish relationships and to get the word out about brands and causes they like or support.

These factors have caused social networks to evolve from being a handy means for keeping in touch with friends and family to being used in ways that have a real impact on society.

Social media is being used in ways that shape politics, business, world culture, education, careers, innovation, and more.

Impact of Social Media:

Why DevOps is Important

Fri, 23 Aug 2019 17:40:00 GMT

DevOps describes a culture and set of processes that bring development and operations teams together to complete software development. It allows organizations to create and improve products at a faster pace than they can with traditional software development approaches. And, it’s gaining popularity at a rapid rate.

1. Shorter Development Cycles, Faster Innovation

When development and operations teams are in separate silos, it’s usually difficult to tell if an application is ready for operations. When development teams simply turn over an application, the operations’ cycle times are extended needlessly.

With a combined development and operations team, applications are ready for use much more quickly. This is important, since companies succeed based on their ability to innovate faster than their competitors do. In fact, Kevin Murphy from Red Hat estimates that shorter development cycles translate to bringing an application to market 60 percent faster than with traditional approaches.

2. Reduced Deployment Failures, Rollbacks, and Time to Recover

Part of the reason teams experience deployment failures is due to programming defects. The shorter development cycles with DevOps promote more frequent code releases. This, in turn, makes it easier to spot code defects. Therefore, teams can reduce the number of deployment failures using agile programming principles that call for collaboration and modular programming. Rollbacks are similarly easier to manage because, when necessary, only some modules are affected.

Time to recover is an important issue, because some failure has to be expected. But recovery is much faster when the development and operations teams have been working together, exchanging ideas and accounting for both teams’ challenges during development.

3. Improved Communication and Collaboration

DevOps improves the software development culture. Combined teams are happier and more productive. The culture becomes focused on performance rather than individual goals. When the teams trust each other, they can experiment and innovate more effectively. The teams can focus on getting the product to market or into production, and their KPIs should be structured accordingly.

It’s no longer a matter of “turning over” the application to operations and waiting to see what happens. Operations doesn’t need to wait for a different team to troubleshoot and fix a problem. The process becomes increasingly seamless as all individuals work toward a common goal.

4. Increased Efficiencies

Increased efficiency helps to speed the development process and make it less prone to error. There are ways to automate DevOps tasks. Continuous integration servers automate the process of testing code, reducing the amount of manual work required. This means that software engineers can focus on completing tasks that can’t be automated.

Acceleration tools are another opportunity for increasing efficiency. For example:

5. Reduced Costs and IT Headcount

All of the DevOps benefits translate to reduced overall costs and IT headcount requirements. According to Kevin Murphy from Red Hat, DevOps development teams require 35 percent less IT staff and 30 percent lower IT costs.

Final Thoughts

The industry has spoken, and it’s implementing DevOps at a rapid rate. Organizations are eager to take advantage of faster application delivery, enhanced innovation, more stable operating environments, and performance-focused employee teams.

When you want to make DevOps work for your organization, you need a partner who can help you realize the benefits. Our team of open-source DevOps experts can help you speed up application development and give you greater visibility and control across your applications, servers, and services.

Angular vs. React Comparison

Thu, 25 Jul 2019 19:10:00 GMT

The Basics

This table is pretty straight forward, Angular is created by Google and React is created by Facebook.

The Meta Stuff

The Other Information

After spending a few days researching and reading other articles on these two frameworks, I have found that there is a lot of give and take when it comes to comparing the two. Angular is the better choice for some projects while, for others, React is better. As always you should asses the project that you are working on to find out what best suits your needs. Hopefully these comparison charts can help you with that decision.

STAY TUNED FOR A NEW TOPIC NEXT WEEK!!

AngularJS vs. React

Fri, 19 Jul 2019 18:42:00 GMT

The web is full of articles debating which is better – AngularJS or React (also known as React.js or ReactJS) . It is true that you can be successful with AngularJS and/or React and learning one framework makes it easier to learn another. Picking a framework is important for the long-term success and scalability of the project, but it is far more important to learn the concepts shared between the two frameworks.
By learning a given framework, you won’t just learn about that particular framework, but you’ll also learn about the following shared concepts:

React uses old-school JavaScript and builds HTML around it, which makes it seem easier at the initial phase. However, the use of additional tools makes it ultimately more difficult. On the other hand, AngularJS uses syntax and questions, which makes it challenging for programmers in the beginning, but the features it brings to the table tend to benefit the programmer more than those of React.

The main difference is state management. AngularJS has two-way data flow , whereas React uses one-way data flow . AngularJS has a built-in data binding, whereas React uses Redux to provide unidirectional data flow. Redux is a state management library based on Flux but has lower complexities. It is often used as a solution in React, however, it is not always required in AngularJS.

Also, AngularJS has less dependency on additional tools, utilities, and libraries in order to build applications, whereas in React, the dependency is high. Another key differentiator between AngularJS and React is the methodologies used to handle debugging. AngularJS uses runtime debugging which tends to provide less information than the information provided by React’s compile time debugging.

Next week we will provide a quick side-to-side comparison between AngularJS and React.

STAY TUNED!

AMPlify Welcomes Michael Grasso

Tue, 16 Jul 2019 13:20:00 GMT

Industry veteran Michael Grasso joins AMPlify to lead their Talent Advisory practice.

Boston, MA, July 11, 2019 –( PR.com )– Michael Grasso is joining AMPlify to lead their Recruiting practice focusing on finding and uncovering opportunities for today’s leading IT and business professionals.

Michael is a recruiting professional working in the Staffing and Recruiting Industry since 2001 Michael has provided contingent and retained executive search, recruitment process outsourcing (RPO) solutions, talent acquisition strategies to software companies, big four consulting companies, private equity firms, venture capital firms, high-tech start-ups, and fortune 500 companies for the past 18+ years. He has a passion for helping people, building relationships, seeing others succeed…and recruiting gives him the best platform to do just that.

Michael received his BS in Business Administration from UMass Dartmouth.

About AMPlify Resources Group:
Amplify Resources Group is a premier talent partner offering digital consulting services and search, recruiting and consultant staffing capabilities to industry leaders focused on technology innovation. Our team of experts design, engineer and deliver innovative technology solutions to propel businesses to the next level. We challenge and enable our clients to gain a competitive advantage through a unique delivery model focused on the digital enterprise.

U.S. Job Openings Hit Record, Quit Rate Reaches 17-Year High

Thu, 13 Sep 2018 18:42:00 GMT

U.S. job openings rose in July to a fresh record and the biggest share of workers since 2001 quit their positions, adding to signs of labor-market strength that may push wages higher, Labor Department data showed Tuesday.

HIGHLIGHTS OF JOB OPENINGS (JULY)

Key Takeaways

Job postings exceeded the number of unemployed people by 659,000 in July, the most in data back to 2000. Along with the number of quitters, the gap helps explain why wages rose in August at the fastest pace since 2009, as employers struggle to find qualified workers and Americans become more confident in leaving their jobs for better pay elsewhere amid Republican-backed tax cuts that have boosted the economy.

The rise in the quits rate was driven by private-sector employees, whose share of people voluntarily leaving their jobs rose to 2.7 percent, also the highest since 2001 and up from 2.4 percent in February. Federal Reserve Chairman Jerome Powell has highlighted the quits rate as suggesting that the economy is near full employment.

A separate survey from the National Federation of Independent Business showed 38 percent of U.S. small businesses had openings that they couldn’t fill in August, a record in data back to 1973.

Although it lags the Labor Department’s other jobs data by a month, the JOLTS report adds context to monthly employment figures by measuring dynamics such as resignations, help-wanted ads and the pace of hiring.

Other Details

When everyone wants to work at your startup, what do you do next?

Tue, 11 Sep 2018 15:28:00 GMT

Luggage startup Away is quickly becoming one of the most well-known direct-to-consumer brands. Co-founder and CEO Steph Korey is now hard at work to make sure her company’s culture is as popular as the products themselves.

It was in January, right around when she had hired her 100th employee, that Steph Korey realized her next hire might be her most important. Korey is the CEO of luggage startup Away, and all signs were pointing to her brand breaking out into mainstream success. Since Away’s launch in 2015, the suitcase company had cult fans. But in 2017 things went viral: revenue quintupled. To date, the company has sold more than 500,000 pieces of luggage.

Korey had money she wanted to put toward the company’s first senior leader and her debate was who to go with: a chief marketing officer to ensure the startup’s hockey-stick sales growth continued, or hire a chief people officer to start thinking seriously about company culture.

In a move that isn’t often seen among growth-obsessed startup founders, Korey chose the latter, appointing The New York Times’ Erin Grau to lead people and organizational development.

“We are building what will be the biggest travel brand in the world and short-term consumer growth is not how you lay a foundation for that,” Korey, now 31, said. We were sitting in a conference room with seemingly budget Ikea furniture and minimal attention to design in Away’s overcrowded office space near New York University. “We lay the foundation for that with a really solid foundation of people-first policies.”

Korey is among a growing generation of startup founders who are consciously investing early on in human resources and recruitment. Scandals at well-known startups such as Uber , Theranos , Zenefits and more have shed light on just how wrong things can go when early-stage tech companies prioritize scale over all else. Korey and co-founder and Chief Brand Officer Jen Rubio are now focused on putting in the work now to avoid the same fate.

Ranked No. 30 on the LinkedIn Top Startups list, Away is among the top private companies where jobseekers want to work right now. The startup receives nearly 3,000 unique job views for each open position, making it among the top for a startup its size on the list. In the past 12 months, just 100 job openings at Away have received nearly 70,000 views.

“You don’t have great product unless you have an amazing place to work,” Korey put it simply. “We don’t start with product. All of it comes from people.”

And now, with $81 million in funding and 100 more jobs projected to be filled by next year, Korey says she’s just getting started making sure Away remains a top place to work even as it nearly doubles again in size.

Help wanted: No experience please

Korey has learned from experience that the consumers are hungry for new brands and new ideas, even in old industries. Before starting Away, she cut her teeth at direct-to-consumer brands like Warby Parker and Casper. What she saw there was that the best ideas weren’t coming from industry vets, but people unencumbered by common beliefs.

Away mirrors that belief: Of its 235 employees, Korey knows of just two who have built their resumes in traditional luggage companies. She doesn’t want to hire people who know where the $32 billion luggage industry has been. She wants to hire people who can unpack where it’s going. This kind of company-building makes culture even more essential: There’s no shared history or even conventional wisdom to fall back on — growth comes only from people feeling comfortable sharing and testing the best ideas.

“What we try to ask ourselves is not ‘How do we take what already exists and do it better?’, but ‘How can we actually just ignore what already exists and say, if none of these things had ever been done before, how do we develop it from scratch,’” she said.

Korey’s appointment of Grau in January to lead people is a testament to that philosophy. Grau, a soft-spoken woman with a serious yet warm air about her, was a 7-year veteran of The New York Times. She had no experience with luggage, had never worked in the travel industry and hadn’t even dabbled in e-commerce. But there was one experience that jumped out to Korey: Grau had pushed the 166-year-old company into doing things it had never done before — and seen real results. Among her initiatives, she led efforts to modernize the newsroom’s policies on paternity leave, elevating it as a top place to work for female technologists.

“At The Times, I felt like a disruptive leader,” Grau said. “It made so much sense for me to go to a company that was disrupting an industry. It felt like my people, my place.”

Hiring Grau was a bet for Away, said early investor Daniel Gulati . A partner at Comcast Ventures , Gulati had initially introed Grau to Korey, but it wasn’t lost on him that making the newspaper veteran Away’s first senior hire was unconventional, to say the least. To spot something in Grau that perhaps even Gulati was unsure about is one of Korey’s key strengths as a founder, the investor said.

“They [Korey and Rubio] are able to not just lean on if you have done it before like so many CEOs and founders, but what is your true potential,” he said.

People as puzzle pieces

It’s not just with senior leadership where Korey is willing to try novel approaches and novel people. Away has typical job descriptions — lots of bullet points and broad strokes about responsibilities — but once the candidate steps into the room, everything is up for grabs. In interviews, Korey says she often tells that person to forget about the job description entirely. Instead, she wants to know what the candidate is interested in (and good at) to see if there is an even better role that can be created just for him or her.

Whitney Bauer , a 30-year-old who left an operations role at Gap to join Away four months ago, says that it was attractive Instagram ads for Away’s luggage that initially got her interested in working for the startup. But when she started looking for open roles, she was intrigued by the job descriptions Korey and others carefully craft to find the right people.

“The job description said that I could create my own role and have a lot of freedom,” she said. “And when I came in to interview, it was clear everyone really thoroughly enjoyed what they were doing. Having interviewed at other places, that is not always the case.”

And one of those interviews was with Korey herself. Korey takes pride in showing up at as many interviews as she can. She wants to know who’s working at Away, sure. But she also needs to know where she can slot people in inevitable reorgs. Her goal is to hire people who want to build a job for themselves from scratch.

Fast-changing roles are sold as a perk of Away, not a bug.

“We are a quickly growing company,” Korey explained. “We can sort of rejigger these puzzle pieces so that every single person has a role where every morning when they wake up, they can’t wait to go do that.”

Korey, a tall brunette who graduated from Columbia Business school, says that rejiggering has already happened several times in the short time Away has been in business. Xandie Pasanen and Eliza Weiss , two of Away’s first handful of employees, worked in everything from customer experience to data entry and shipping and receiving. Pasanen now works with Grau on “workplace experience” initiatives, and Weiss runs overseas production for the startup.

Korey explained that her philosophy toward hiring and career development stems from experiences early on in her own career where she felt bored. Whether it was because she grew beyond the current roles and responsibilities of her job or because she wanted to move on to something else, she remembers what it feels like to be told to “stay in her lane,” as she put it.

To ensure that her own employees never feel like that and walk out the door as a result, Korey is partnering with Grau to put systems in place to identify the warning signs.

“If you are hungry, ambitious and passionate, you never get bored at your job,” she said. “So how can we systematize just having a sharp eye for someone who is starting to have mastered their role so that you keep giving them new or challenging responsibilities?”

Building an open-book company

One of those systems relates to one of Away’s core values: Accessibility. At Away, employees have never been allowed to send internal emails. Instead, everything related to the business must be discussed in open rooms within the messaging platform Slack that all employees can access at any given time. And by everything, they mean everything.

Korey’s logic is while email can exclude people within her organization who have additional context or a better idea, open Slack channels guarantee that person will get to weigh in. When IT manager Himtang Wong joined Away in July, for example, he said that by going back and reading the history on certain projects, he was able to have an impact much faster than he did in previous roles.

“You know when you start at a company and there is all this institutional knowledge that you don’t have, that isn’t written down and no one will ever tell you? It’s actually all there now,” Grau said. “The entire history of the company is in one place, and everyone has access to it.”

The way Korey and Grau speak about building a successful company culture sounds like business fundamentals that every startup founder should know. But Korey acknowledges that a lot of her founder peers still see culture as a “checklist” as opposed to something they spend a lot of time thinking about. In fact, Grau’s title — vice president of organizational development — was an intentional move on the company’s part to ensure that culture is embedded in the rest of the business. Rather than silo Grau into conversations about human resources, she sits in on most meetings about how the startup is driving the business forward.

Among her friends who are leading high-growth businesses, Korey said she has noticed, amid numerous HR-related scandals at other startups, a shift in how they are viewing the role culture has in their success. But that shift is most acutely observed in her founder peers who have lived through dysfunctional workplaces that did not support them in the past, she said.

“There is probably some connection between people who felt like at some point in their career they weren’t treated fairly… that leads that person to taking a different approach to how they want to create career opportunities at their company once they are in charge of decision- making,” she said.

Pointing to research that suggests women often are the ones who get passed up for career opportunities, Korey said it’s no accident that woman comprise three quarters of Away’s leadership team. The past experiences of a lot of those women is what’s fueling their desire to focus less on stereotypical startup perks like free lunch and Ping-Pong tables and more on systems that create a productive and inclusive work environment.

One of Grau’s initiatives to that end is a familiar one for her: parental leave policy. Given that early-stage startups often attract younger workers, founders generally don’t think about benefits like leave until the first employee becomes a parent. Yet Grau and Korey have been partnering on Away’s policy since January, which grants up to 16 weeks off for birth mothers and eight weeks for all new parents.

It wasn’t until early August when Mark Chou , Away’s VP of Growth Marketing, was the first employee to become a parent. Research has also shown that men, even when granted generous parental leave, do not take the full time they are entitled to. To ensure that they set the right precedent for taking time off to raise children, the leadership team at Away worked with the new father to make sure he was comfortable taking the full eight weeks to care for his daughter.

To make room for the 100 new employees it’s projected to hire in the next 12 months, Away will relocate this fall from its 8,000-square-foot office space to one seven times the size in SoHo. And with all those open Slack channels, Korey and Grau know that small decisions that employees like Chou make today will continue to have an outsized effect on what Away’s staff will look like tomorrow.

“We value difference over sameness and I don’t think that’s true of everywhere that I have worked,” said Grau. “I want to try and build a company I want my daughters to work in one day. We spend a lot of time talking about that.”

Clarification: This article has been updated to reflect that Away has sold more than 500,000 pieces of luggage to date and Grau’s title is vice president of organizational development.

Tech is like sport – it takes practice to stay in the game

Tue, 24 Jul 2018 19:53:00 GMT

Societe Generale’s 2nd annual TechWeek has just come to a close. Over 10,000 people took part in this year’s event, united under the theme of demonstrating the concrete applications of new technologies being developed by the Bank. Whether using voice recognition to secure a transaction, detecting fraud with machine learning and big data, or identifying important skills with artificial intelligence: overall, more than 200 concrete use cases were presented, showing our staff the value of new technologies while avoiding theoretical arguments and specialist jargon.

Of course, technology is not an end in itself. Its worth lies in what it enables us to create for our clients and the efficiency it brings to our processes. And the more open we are to it, the more we can benefit from its potential.

We need to constantly approach new technologies by asking ourselves, “What impact will this have on our clients? How will it allow me to better serve them, in a faster and more personalised manner?”
It’s up to us to identify the most effective technologies and to roll them out quickly in all our business lines to develop new services for our clients. This is why it’s essential we all regularly contribute to our digital culture.

In this regard, TechWeek is emblematic of the cultural transformation we must undertake: it shows us that, regardless of our business line or function, we must all be aware of these new technologies, which have a fundamental impact on how we exercise our role as bankers. TechWeek is not just an event for those who work in IT or innovation. It involves all of us, we all need to develop our culture ‘Tech’ and practice it. And, of course, that’s something I’m doing too!

Last year, I wanted to learn the basics of coding and the best practices for development as part of a “coding contest” organised by our IT teams.

This year, I decided to devote more time to expanding my understanding of this area. Each month, I meet with the teams and discover their projects and new technologies. It’s a comprehensive coaching programme that I find extremely interesting and stimulating. A big thanks to Aurélien, Alain and all the other Group members of staff who have contributed to this learning experience as part of their teams!

One of the sessions, for example, focused on open source. Clearly, the open source movement goes way beyond simple code sharing. I am particularly fascinated by large-scale collaboration methods and the capacity to bring several players together to create ecosystems. In the following session, I experimented with A/B testing on the Societe Generale France banking app by sending different messages announcing a new version of the app to our customers. This concrete test evaluates the effectiveness of a given message with its audience. This marketing method allows us to optimise the customer journey and user experience. I also worked with the development teams of ALD International to develop a functionality for the ALD Carmarket website promoting specific characteristics of the cars for sale. I saw how new a functionality can move from the idea stage to production launch in less than an hour, introducing targeted and differentiated service offerings.

Given these concrete experiences, I am convinced that the close connection between IT and business is fundamental in determining how to take advantage of the full potential of new technologies and agile development methods, and so find new applications to serve our customers.
This is one of the driving principles of the methods we are rolling out within the Group. Taking part in one of the project teams working in agile mode, I was particularly impressed by the diversity of the team, made up of people who aren’t necessarily “tech-native”. There was Johan, for example, who moved from being a wealth adviser to a developer by retraining with our partner school, the Grande Ecole du Numérique; Pheaktra, who spent several years in the user support teams and now brings her “operations” perspective to the development team in addition to being a developer; and Thomas, the former Unix administrator, who is now the team’s lead developer and scrum master. Advancing step by step, the team has delivered an increasing number of “user stories”, and their delivery rate is accelerating. The team’s composition from the outset is a key factor in its success. These examples are perfect illustrations that it is up to each of us to show our motivation and our ability to launch ourselves into the digital world.

The challenge of the years to come is to apply this agile development methodology to as many of our projects as possible. Changing the ways in which we work and manage our IT projects is a key priority of our digital strategy. In Global Banking and Investor Solutions for example, 45% of versions developed internally are delivered in under a month, and we are working to achieve the same standard in all our IT departments. We have also launched “digital factories” across the Group in order to support our efforts to digitalise and automate processes, and, as announced in our strategic plan, we aim to automate 80% of internal processes within our traditional retail banking networks by 2020.

Of course, these new ways of working will require us to adapt our culture and refine our skills. Our staff are the primary drivers of this change. They lead our transformation by strengthening their skills with ongoing training initiatives. We must develop a more digital, open, agile, and business-oriented culture at every level. It’s what we did during our recent Management Committee seminar, with a day entirely devoted to new technologies and the ways under development for their application.

To rise to the challenge of digital transformation, seize new opportunities and invent the services of tomorrow, we must – and can – all “live and breathe tech”. As in sport, to improve your game while also enjoying yourself and staying competitive, practice is the key! See you at my next session on artificial intelligence!

Blockchain IS Changing Everyday Life

Mon, 09 Jul 2018 13:38:00 GMT

How many of you believe, like me, that Blockchain IS changing everyday life? Alright, perhaps you think it’s too soon to make such a bold statement. Well, as the 2nd half of 2018 rolls on, we have some compelling evidence that this is true. In this article I will briefly share three examples that may inspire you.

Reducing Food-borne illnesses

Has this ever happened to you? You are rushing through LaGuardia Airport trying to make a flight. You are hungry and grab a sandwich before hoping on the plane. It’s an hour into the flight and… you are not feeling so well. Have you ever gotten sick after eating bad food? In 2006, in a nationwide outbreak of E coli was linked to bagged spinach. It took regulators two weeks to conduct the trace back and determine the exact source of the outbreak. During the two weeks many people got sick and one person died. Tons of good spinach was wrongfully wasted because we couldn’t tell the good from the bad.

IBM Food Trust Network consists of several major food companies, including Walmart, Unilever, and Nestle. This network enables supply chain visibility across these members (and their ecosystem) to quickly pinpoint the sources of contamination. The network is already showing results which reduce the impact of food recalls and limit the number of people who get sick or die from food-borne illnesses.

With Blockchain, network members can track provenance of ingredients as they travel farm to fork. Recently, Walmart did an experiment which traced the origin of sliced mangos from a Walmart stores back to the farm. They showed a radical improvement from the ~ 7 days it took to conduct the trace-back using traditional methods down to 2.2 seconds by using an enterprise Blockchain platform. Frank Yiannas from Walmart says , “that’s food traceability at the speed of thought with Blockchain” and I think you will agree that’s an inspiring example of Blockchain changing everyday life .

Eliminating Big Data breaches

Has this ever happened to you? You are renting an apartment. The real estate company seemingly asks you to share information about every aspect of your life; where you live, your mother’s maiden name, social security number, place of employment and a credit statement from your bank. You repeat this process when you sign up for a new smart phone and visit the doctors for a checkup. I don’t know about you, but my digital life is a mess! I have bits and pieces of information including user-ids and passwords, scattered all over the “inter-web”. And then it happens. You get a notice from a major service provider that your data has been breached! …Pretty scary …and very frustrating. An estimated 15.4 million consumers were hit with some kind of ID theft in 2016 , according to a Javelin Strategy & Research 2017 Identity Fraud Study .

The days of big data breaches are numbered with the emergence of the Verified.Me network created by SecureKey . Today the Canadian Verified.me network is live and hosted by the major banks of Canada. With the Verified.me smartphone app, you can finally take control of your digital identity attributes. The app provides a simple experience for signing up for (and signing onto) internet-based services. Acting as a digital rights management system for your identity, the app allows you to give permission to the real estate company to electronically ask the questions required to rent an apartment. You similarly give permission to trusted institutions (e.g., your Banks, State/Province Motor Vehicle Department, Employer) to answer the real estate application questions.

With Blockchain the verification process takes place in real time and with unprecedented respect for your privacy. The solution is design such that there is no central database of identity information. The Blockchain ledger is used as a digital rights management system, storing permissions and proofs by which the user grants institutions rights to access your identity information. Without a central “data honeypot”, the attack surface of an identity breach is radically changed, making it very difficult for bad actors to walk away with a “big score”. Blockchain also prevents your digital data to be tracked . Perhaps you don’t want the real estate company to know which bank you do business with. Enabling “triple blind data exchanges”, the data requester never knows who the provider is, the data provider knows not of the requester , and the network operator knows neither. Last, Blockchain enables only the necessary information to be exchanged. Hence if you are using Verified.me to prove your age to enter a bar, you would only have to prove your age is over 21 and not show your driver’s license which also includes your address (I don’t want the bouncer to follow me home). The National Institute of Standards and Technology , along with other privacy agency’s view this approach as being best of breed for protecting user privacy. This is a big deal, and I think you would agree is another example of Blockchain changing everyday life.

Prevent Counterfeiting

Has this ever happened to you? This one actually happened to me. A friend, who had a headache, asked for an aspirin. I went into my road-warrior aspirin-jar, that I keep in my laptop bag, and gave him one. Before he took it, he looked at it and ask, “what is this you’re giving me?” It didn’t look like any aspirin he had ever seen. I said, I think it’s an aspirin. He responded with a bit of terror in his voice, “you THINK ?”. The pill had a number on the side, which I quickly googled on my phone and realized it was a generic form of Tylenol. Phew! But this sort of thing is not only happening to me. The World Health Organization estimates that 1 in 10 medical products circulating in low and middle income countries are either substandard or falsified , including pills, vaccines and diagnostic kits. Examples include cough syrup for children that contained a powerful opioid and fake anti-malarial pills just made of potato and cornstarch.

A project from our IBM Research Lab is using AI technology with Blockchain to prevent counterfeiting, called the Crypto Anchor Verifier . The technology uniquely identifies a physical asset as a corresponding digital asset to trace provenance. Manufacturer can place a digital cryptographic fingerprint of an aspirin on a Blockchain such that the pill can be verified for authenticity and avoid fake substitute products as it progresses across its supply chain.

Verifier provides a lens attachment to a standard smartphone. The Verifier app leverages AI technology to perform light spectral analysis against a physical asset. It captures microscopic properties, viscosity and other identifiers and produces a unique digital identifier for physical good. When immutably placed on a Blockchain the “finger print” of that digital good can be check again with Verifier by Customs, at a point of purchase, or checked right before you swallow your medication. That’s preventing counterfeiting with Blockchain …and that’s changing everyday life.

I hope you are also inspired by these examples. For me, they are signs of the promise of Blockchain becoming real and something that we all can be proud of. In the early 2000s we started to see the first real signs of the Internet making the world a better place. It’s energizing to see Blockchain providing evidence in 2018 that it is changing everyday life for the better. With this as motivation, we will continue to solve the business and technical problems that will unleash many similar inspiring uses of an Enterprise Blockchain .

14 Incredible Artificial Intelligence Pioneers Everyone Should Know About

Mon, 09 Jul 2018 13:33:00 GMT

Every year, the World Economic Forum reports on technology pioneers from around the world. As you might expect, this year, many companies use artificial intelligence (AI) and machine learning at the core of their business to deliver innovative products and service offerings. Anyone interested in AI should know about these 14 pioneering businesses.#

BenevolentAI

This London-based company was founded in 2013 and operates under two business units: BenevolentTech’s focus is to develop the artificial intelligence platform that will drive innovation by transforming the way scientists access and use the information available to them. BenevolentBio is the division that applies the tech to generate new ideas that will impact human health such as better medicines and research, insights and innovation for rare diseases.

Casetext

With a mission to make law free and understandable, Casetext leverages artificial intelligence technology to help legal researchers find the most relevant cases quickly. More than 1 million people including litigators at more than 100 law firms access Casetext’s CARA, a legal library powered by AI tech, monthly.

CognitiveScale

Rather than artificial intelligence replacing humans, the AI and blockchain solutions provided by CognitiveScale aim to pair humans and machines to augment a human’s cognitive capabilities to impact a variety of industries from healthcare to energy and manufacturing and more. These systems learn, adapt and scale as new data streams in.

DriveAI

Graduate students from Stanford University’s Artificial Intelligence Lab founded DriveAI in 2015. DriveAI has retrofit kits that include sensors, LiDAR, high-def cameras and more to allow a vehicle to gain 360-degree perspective of its environment. The company works with public and private partners to solve today’s transportation challenges with geofenced self-driving solutions.

Gamalon

Gamalon is another company committed to augmenting human abilities with artificial intelligence. By combining human and machine learning, Gamalon allows people to talk or text with organizations through natural language processing and receive personalized interactions. Applications include customer chat, online surveys, social media feedback, trouble tickets, call transcripts and more.

Malong Technologies

The objective of Chinese company Malong Technologies is to develop machines that can “see” physical objects just like a person can at high, microscopic and X-ray levels. The company’s AI initiatives are expected to help its customers achieve better safety, quality, and efficiencies. There are applications for several industries including retail, security, and manufacturing.

MyCrop Technologies

From its headquarters in India, MyCrop Technologies offers a collaborative platform that uses machine learning to provide real-time support for farmers who need to make decisions about their crops. Through big data, sensors, drones and more, MyCrop’s tech and intelligent algorithms process data and direct farmers to their “next step” to increase productivity and profitability.

Narrative Science

Another company focused on natural language processing innovation, Narrative Science’s Quill platform can learn and write like a person and transform data into intelligent narratives that allow people to make better decisions faster, empower employees and improve interactions with customers. Instead of spending time writing reports, clients of Narrative Science can act on the data.

Petuum

U.S. company Petuum, one of the highest-funded artificial intelligence and machine learning startups and founded by scientists and professors from Carnegie Mellon University, wants to make plug-and-play AI solutions available to every company. Petuum provides enterprises of all sizes the machine learning building blocks and software to create AI applications which result in productivity and efficiency.

Precognize

By analyzing plant data and applying advanced machine learning, Precognize’s predictive maintenance software detects system failures days and even weeks in advance. Not only does it help prevent shutdowns, it saves on maintenance costs and keeps downtime to a minimum.

Primer

Machines that can read and write? That’s precisely the offering the artificial intelligence company Primer builds—machines that can read and write not only in English, but also in Chinese and Russian. The company’s tools automate the analyses of very large datasets in its pursuit to “accelerate our understanding of the world.”

Pymetrics

The 21 ^st -century way of recruiting and hiring uses neuroscience games and artificial intelligence (free of bias) to match people to jobs where they will excel. Developed by Pymetrics, the system assesses people not on their resume, but on their cognitive and emotional makeup that is revealed through 20 minutes of game play. Since algorithms are bias-free, this strategy can diversify the hiring process.

Soulmachines

Who says machines can’t be expressive and emotive? New Zealand company Soulmachines created a digital nervous system they believe will revolutionize the way humans and machines interact. With a vision “to humanize artificial intelligence to better humanity,” Soulmachines creates incredibly life-like, emotionally responsive artificial humans.

ThoughtSpot

ThoughtSpot is a leader in artificial intelligence-driven analytics and search to put the power of thousands of analysts in every business person’s hands. Imagine taking advantage of a Google-like search to analyze incredible amounts of data and gain insights from the data. That’s what ThoughtSpot promises with a single click.

5 New Business Books to Read Before Summer Ends

Mon, 09 Jul 2018 13:16:00 GMT

Want to know some of the great business books you should read before the summer ends? Some have already been published; others will be released in the next couple of months.

(If you see any of those you like, consider pre-ordering instead of waiting until the release date. Pre-orders are extremely important to a book’s longer-term success; the thousands of pre-orders for my book, The Motivation Myth , definitely helped.)

1. EQ Applied: The Real-World Guide to Emotional Intelligence

Justin Bariso

Emotional intelligence — the ability to understand and manage emotions, both your own and those of others — has for years been a hot topic.

If you’re hoping to become a better leader — or parent, or friend, or shoot, just a better person — you could read the thousands of articles on the subject. Or take one of the many courses offered.

Or you could just read Justin’s book, EQ Applied . No fluff, no long theoretical discussions… just real-world advice on how to control your emotional reactions, break bad habits and escape “emotional hijacks,” and learn how you can protect yourself from people who use their powers of emotional intelligence for evil, not good.

2. Bad Blood: Secrets and Lies in a Silicon Valley Startup

John Carreyrou

Countless book blurbs claim a particular book is a “page-turner,” that you “won’t be able to put it down,” that it is “non-fiction that reads like thriller”. Usually those words are all sizzle and no steak. hype.

But not where Bad Blood is concerned, the story of how Elizabeth Holmes, the founder of Theranos, was the darling of Silicon Valley and the entrepreneurial press… until she wasn’t.

I read it in one day. And I wish it had been twice as long.

3. Growth IQ: Get Smarter About the Choices That Will Make or Break Your Business

Tiffani Bova (August 14)

Ideas are great, but execution is everything. The same is true with strategy: Strategy matters, but tactics — what you actually do — are what help companies grow.

Bova identifies ten paths to growth — ten strategies, if you want to think of it that way — and then provides a nuts-and-bolts guide to putting those strategies into action. And she draws from dozens of real-world examples from companies like Sephora, Red Bull, Netflix, Marvel, and Shake Shack.

Pick any ten pages at random; I promise you’ll discover at least one thing to do to improve your business.

4. Clockwork: Design Your Business to Run Itself

Mike Michalowicz (August 21)

A truly hands-off business is extremely rare; I don’t know any successful entrepreneurs who can truly check out for long periods of time.

But I do know a few who have built companies where employees have the freedom to do their jobs with minimal supervision ( Hi Richard! )

And, in the process, have built extremely efficient, high-performance organizations.

My favorite part of the book? Pinpointing your business’s most important function. Every company has one function that is crucial. Maybe it’s sales. Maybe it’s quality. Maybe it’s service.

Whatever it is, focusing on that function — and making sure that every employee consistently focuses on that function — is what turns a good company into a great one.

And a bonus pick…

5. Into the Raging Sea: Thirty-Three Mariners, One Megastorm, and the Sinking of El Faro

Rachel Slade

Technically not a business book, Slade’s account of the El Faro tragedy (the container ship cruised straight into the path of Hurricane Joaquin, resulting in the worst American shipping disaster in thirty-five years) is a cautionary tale for leaders who think they have all the answers, for employees who choose not to speak up… and for organizations that rely on systems and processes that don’t provide the information its people need to make the best decisions.

Plus, you’ll learn a lot about the life and work of modern mariners — all those unseen people who bring you a huge percentage of the goods you consume every day.

Can’t beat that.

SAP Launches Blockchain Supply Chain Initiative

Tue, 15 May 2018 14:58:00 GMT

Multinational software firm SAP is expanding its work with blockchain into the supply chain space.

Torsten Zube, SAP’s blockchain lead, revealed Monday that the company is looking to apply the tech to agricultural supply chains by way of its Farm to Consumer initiative. Companies like Johnsonville, Naturipe Farms and Maple Leaf are working as additional collaborators on the project.

“The Farm to Consumer project perfectly showcases a common pattern we see in many of our blockchain projects,” Zube wrote in a blog post detailing the initiative. “Cross-company collaboration along complex value chains for which the technology can remove abundant process steps and friction, and establish automated trust.”

SAP will integrate the blockchain into its existing Global Track and Trace technology to act as “an additional layer complementary to core processes that creates one shared view on the data from all involved stakeholders contributing to the supply chain.”

The enhanced technology, Zube contended, allows companies to trace the origins of food products, enter requests and offerings, and authenticate and execute transactions.

SAP also revealed that it has teamed up with Swiss supply chain startup modum.io to further its supply chain ventures. SAP plans to provide further details on the companies’ joint work on pilot projects in June.

Zube is bullish on blockchain and thinks the technology could potentially reconfigure current food industry production models.

“If enterprises can access the complete version of product history,” he explained, “this could result in a shift from a central unilateral supplier-led production to a consumer demand-led supply organized by a consortium of peers.”

He went on to predict:

These undertakings are not SAP’s only blockchain ventures. The company previously launched a “blockchain co-innovation initiative” to explore distributed business processes that utilize peer-to-peer networks. It is also a member of Spain’s Alastria consortium, which focuses on inter-company data sharing, and the Blockchain in Trucking Alliance (BiTA).

Image via Pete Rizzo for CoinDesk

Competition for Fintech talent about to heat up.

Thu, 12 Apr 2018 13:03:00 GMT

Jack Ma has already taken public one company worth more than $150 billion. It looks like he’s trying to do it again.

The Chinese tech tycoon’s online payments company, Ant Financial, is preparing to raise billions of dollars from investors that would value the business at $150 billion before an initial public offering, according to multiple reports.

Ant’s parent company Alibaba ( BABA ) — also co-founded by Ma — was valued at $168 billion when it went public on the New York Stock Exchange in 2014. It’s now worth more than $445 billion.

Best known for its mobile payment platform Alipay, Ant Financial is battling Tencent’s ( TCEHY )WeChat Pay to be the platform of choice for hundreds of millions of Chinese shoppers.

In China, everything from laptops to street food is bought using mobile payment apps.

Ant — which also has a money market fund app and a credit scoring business — has been expanding its payments services around the world.

The company is seeking to raise at least $8 billion to $10 billion from investors, according to reports by The Wall Street Journal , Bloomberg and Reuters that cited unidentified sources. A spokesperson for Ant declined to comment on its efforts to raise more money.

Investors are extremely eager to invest in Ant, according to Kenny Liew, an analyst with BMI Research.

A fresh round of funding would allow Ant “to seek an even better valuation when it eventually goes for the IPO later in the year,” Liew said.

The largest tech listing of the year so far is Spotify ( SPOT ), which was valued at around $30 billion when it went public last week. That would be eclipsed by the $150 billion valuation that Ant is reportedly seeking.

A spokesman for Ant said the company does not have a timetable for an IPO.

Ant’s soaring valuation is a reflection of the rapid rise of mobile payments across Asia.

The company has struck deals with mobile payment platforms like Kakao Pay in South Korea, Paytm in India, GCash in the Philippines and Dana in Indonesia.

Ant will likely use new funds to continue its international expansion with the aim of dominating “the mobile payment markets in countries where mobile payments are nascent,” Liew said.

The company also has an eye on Chinese travelers, many of whom don’t have credit cards and are accustomed to using mobile payment apps. That has spurred US companies like Sheraton Hotels and Uber to take Alipay.

More than 8 million brick-and-mortar stores in China and 120,000 retail outlets across the world already accept Alipay.

Ant recently suffered a setback in its efforts to increase its presence in the United States, however.

The company walked away from its bid to buy MoneyGram ( MGI ) after the deal failed to get approval from the Committee on Foreign Investment in the United States. US lawmakers had criticized the takeover, saying it would allow the Chinese government to gain access to US financial markets.

Ant said at the time that the company is “neither owned nor controlled by the Chinese government.”

4 data analytics trends that will dominate 2018

Mon, 12 Feb 2018 18:03:00 GMT

Together with social, mobile and cloud, analytics and associated data technologies have emerged as core business disruptors in the digital age. As companies began the shift from being data-generating to data-powered organizations in 2017, data and analytics became the center of gravity for many enterprises. In 2018, these technologies need to start delivering value. Here are the approaches, roles and concerns that will drive data analytics strategies in the year ahead.

Data lakes will need to demonstrate business value or die

Data has been accumulating in the enterprise at a torrid pace for years. The internet of things (IoT) will only accelerate the creation of data as data sources move from web to mobile to machines.

“This has created a dire need to scale out data pipelines in a cost-effective way,” says Guy Churchward, CEO of real-time streaming data platform provider DataTorrent.

For many enterprises, buoyed by technologies like Apache Hadoop, the answer was to create data lakes — enterprise-wide data management platforms for storing all of an organization’s data in native formats. Data lakes promised to break down information silos by providing a single data repository the entire organization could use for everything from business analytics to data mining. Raw and ungoverned, data lakes have been pitched as a big data catch-all and cure-all.

But while data lakes have proven successful for storing massive quantities of data, gaining actionable insights from that data has proven difficult .

“The data lake served companies fantastically well through the data ‘at rest’ and ‘batch’ era,” Churchward says. “Back in 2015, it started to become clear this architecture was getting overused, but it’s now become the Achilles heel for real real-time data analytics. Parking data first, then analyzing it immediately puts companies at a massive disadvantage. When it comes to gaining insights and taking actions as fast as compute can allow, companies relying on stale event data create a total eclipse on visibility, actions, and any possible immediate remediation. This is one area where ‘good enough’ will prove strategically fatal.”

Monte Zweben, CEO of Splice Machine, agrees.

“The Hadoop era of disillusionment hits full stride, with many companies drowning in their data lakes, unable to get a ROI because of the complexity of duct-taping Hadoop-based compute engines,” Zweben predicts for 2018.

To survive 2018, data lakes will have to start proving their business value, says Ken Hoang, vice president of strategy and alliances at data catalog specialist Alation.

“The new dumping ground of data — data lakes — has gone through experimental deployments over the last few years, and will start to be shut down unless they prove that they can deliver value,” Hoang says. “The hallmark for a successful data lake will be having an enterprise catalog that brings information discovery, AI, and information stewarding together to deliver new insights to the business.”

However, Hoang doesn’t believe all is lost for data lakes. He predicts data lakes and other large data hubs can find a new lease on life with what he calls “super hubs” that can deliver “context-as-a-service” via machine learning.

“Deployments of large data hubs over the last 25 years (e.g., data warehouses, master data management, data lakes, Salesforce and ERP) resulted in more data silos that are not easily understood, related, or shared,” Hoang says. “A hub of hubs will bring the ability to relate assets across these hubs, enabling context-as-a-service. This, in turn, will drive more relevant and powerful predictive insights to enable faster and better operational business results.”

Ted Dunning, chief application architect for MapR, predicts a similar shift: With big data systems becoming a center of gravity in terms of storage, access and operations, businesses will look to build a global data fabric that will give comprehensive access to data from many sources and to computation for truly multi-tenant systems.

“We will see more and more businesses treat computation in terms of data flows rather than data that is just processed and landed in a database,” Dunning says. “These data flows capture key business events and mirror business structure. A unified data fabric will be the foundation for building these large-scale flow-based systems.”

These data fabrics will support multiple kinds of computation that are appropriate in different contexts, Dunning says. “The emerging trend is to have a data fabric that provides data-in-motion and data-at-rest needed for multi-cloud computation provided by things like Kubernetes.”

Langley Eide, chief strategy officer of self-service data analytics specialist Alteryx, says IT won’t be left alone on the hook when it comes to making data lakes deliver value: Line-of-business (LOB) analysts and chief digital officers (CDOs) will also have to take responsibility in 2018.

“Most analysts have not taken advantage of the vast amount of unstructured resources like clickstream data, IoT data, log data, etc., that have flooded their data lakes — largely because it’s difficult to do so,” Eide says. “But truthfully, analysts aren’t doing their job if they leave this data untouched. It’s widely understood that many data lakes are underperforming assets – people don’t know what’s in there, how to access it, or how to create insights from the data. This reality will change in 2018, as more CDOs and enterprises want better ROI for their data lakes.”

Eide predicts that 2018 will see analysts replacing “brute force” tools like Excel and SQL with more programmatic techniques and technologies, like data cataloging, to discover and get more value out of the data.

The CDO will come of age

As part of this new push to get better insights from data, Eide also predicts the CDO role will come into its own in 2018.

“Data is essentially the new oil, and the CDO is beginning to be recognized as the linchpin for tackling one of the most important problems in enterprises today: driving value from data,” Eide says. “Often with a budget of less than $10 million, one of the biggest challenges and opportunities for CDOs is making the much-touted self-service opportunity a reality by bringing corporate data assets closer to line-of-business users. In 2018, the CDOs that work to strike a balance between a centralized function and capabilities embedded in LOB will ultimately land the larger budgets.”

Eide believes CDOs that enable resources, skills, and functionality to shift rapidly between centers of excellence and LOB will find the most success. For this, Eide says, agile platforms and methodologies are key.

Rise of the data curator?

Tomer Shiran, CEO and co-founder of analytics startup Dremio, a driving force behind the open source Apache Arrow project, predicts that enterprises will see the need for a new role: the data curator.

The data curator, Shiran says, sits between data consumers (analysts and data scientists who use tools like Tableau and Python to answer important questions with data) and data engineers (the people who move and transform data between systems using scripting languages, Spark, Hive, and MapReduce). To be successful, data curators must understand the meaning of the data as well as the technologies that are applied to the data.

“The data curator is responsible for understanding the types of analysis that need to be performed by different groups across the organization, what datasets are well suited for this work, and the steps involved in taking the data from its raw state to the shape and form needed for the job a data consumer will perform,” Shiran says. “The data curator uses systems such as self-service data platforms to accelerate the end-to-end process of providing data consumers access to essential datasets without making endless copies of data.”

Data governance strategies will be key themes for all C-level executives

The European Union’s General Data Protection Regulation (GDPR) is set to go into effect on May 25, 2018, and it looms like a specter over the analytics field, though not all enterprises are prepared.

The GDPR will apply directly in all EU member states, and it radically changes how companies must seek consent to collect and process the data of EU citizens, explain lawyers from Morrison & Foerster’s Global Privacy + Data Security Group: Miriam Wugmeister, Global Privacy co-chair; Lokke Moerel, European Privacy Expert; and John Carlin, Global Risk and Crisis Management chair (and former Assistant Attorney General for the U.S. Department of Justice’s National Security Division).

“Companies that rely on consent for all their processing operations will no longer be able to do so, and will need other legal bases (i.e., contractual necessity and legitimate interest),” they explain. “Companies will need to implement a whole new ecosystem for notice and consents.”

Even though GDPR fines are potentially massive — the administrative fines can be up to 20 million Euros or 4 percent of annual global turnover, whichever is highest — many enterprises, particularly in the U.S., are not prepared.

“When the Y2K boom came around, everyone was preparing for odds that they may or may not face,” says Scott Gnau, CTO of Hortonworks. “Today, it seems that barely anyone is properly preparing for the GDPR being enforced in May 2018. Why not? We’re currently in a phase where every organization is not only trying to deal for ‘what’s next,’ but they’re struggling to maintain and deal with issues that need solving now . Many organizations are likely relying on chief security officers to define the rules, systems, parameters, etc., to help their global system integrators figure out the best course of action. That is not a realistic expectation to put on one individual’s role.”

To enforce GDPR properly requires the C-suite be informed, prepared, and communicative with all facets of their organization, Gnau says. Organizations will need a better handle on the overall governance of their data assets. But large breaches, like the Equifax breach that came to light in 2017, means they will struggle to balance providing self-service access to data for employees while protecting that same data from prospective threats.

As a result, Gnau predicts data governance will be a focus point for all organizations in 2018.

“A key goal should be developing a system that balances democratization of data, access, self-service analytics, and regulation,” Gnau says. “The way we architect data safely going forward will have an impact on everyone — customers in the U.S. and overseas, the media, your partners, and more.”

Zachary Bosin, director of solution marketing for multi-cloud data management specialist Veritas Technologies, predicts a U.S. company will be one of the first to be fined under the GDPR.

“Despite the impending deadline, only 31 percent of companies surveyed by Veritas worldwide believe they are GDPR-compliant,” Bosin says. “Penalties for non-compliance are steep, and this regulation will impact every and any company that deals with EU citizens.”

Job Opportunities in Blockchain in 2018

Mon, 29 Jan 2018 14:16:00 GMT

Job Opportunities in Blockchain in 2018 33632 Total views 482 Total shares ANALYSIS It is no secret that Blockchain technologies are on the rise. Businesses across a variety of industries are aware that Blockchain technologies have the ability to mitigate transfer and operational costs, increase transaction speed, and eliminate the need for parties to put their trust in an

The Top 10 Tech Issues for 2018

Wed, 17 Jan 2018 15:34:00 GMT

Over the past six months we’ve written in our Today in Technology series about historical tech developments and the insights they provide for our current day. As the calendar flips to 2018, we are looking back at the top tech issues of the last year, offering our perspectives for the coming 12 months, recapping what we’ve learned,

Boston is No. 1 in the country for startups (again), says U.S. Chamber

Mon, 08 Jan 2018 20:33:00 GMT

For the second year in a row, Boston was named the top place in the country for startups by the U.S. Chamber of Commerce Foundation in a new report.

“A constant inflow of capital has fueled the rapid growth of the city’s startup ecosystem, while having some of America’s top universities (including Harvard University, Boston University and MIT) in its backyard produces a steady stream of new tech talent,” the report noted.

San Francisco’s Bay Area was No. 2 in the rankings, followed by Philadelphia, San Diego and Austin.

To compile the study, researchers examined the health of startup communities in 25 U.S. cities and assessed their readiness to capitalize on an increasingly digital economy.

The report — released by the Chamber along with Free Enterprise, C_TEC, and startup incubator 1776 — ranked cities based on the results of an index that includes talent, capital, specialization, density, connectivity, and cultural statistics, as well as a survey of more than 413 startup leaders.

See our attached slideshow to see the top 10 cities for startups.

How Cryptocurrency Has Introduced New Careers In Tech

Tue, 02 Jan 2018 14:38:00 GMT

Laurence Bradford is a product manager at Teachable, an EdTech enthusiast, and the creator of Learn to Code With Me , a blog and podcast helping self-taught coders get ahead in their lives + careers.

Atlanta Named Top 5 Tech Talent Market, Sees Tech Jobs and Wages Increase.

Fri, 08 Dec 2017 16:38:00 GMT

Atlanta Named Top 5 Tech Talent Market, Sees Tech Jobs and Wages Increase JULY 18, 2017 BY HYPE STAFF It’s no secret Atlanta has some of the best tech talent around — Georgia Tech grads are coveted by Silicon Valley, Morehouse recently landed a partnership with JP Morgan to grow tech entrepreneurs, and GSU, Emory, and other city schools’ entrepreneurship

Recruiting top talent through the use of social media has become the new norm. You guys agree?

Fri, 08 Dec 2017 16:35:00 GMT

Recruiting

Social Media in Recruitment: Useful or a Giant Waste of Time?

ATTRACTING TALENT

SOCIAL MEDIA IN RECRUITMENT

SOCIAL MEDIA SAVVY

TWITTER

NYC is hiring a futurist to forecast innovation

Fri, 17 Nov 2017 18:33:00 GMT

New York City is getting serious about prepping its five boroughs for a high-tech future.

The city announced on Thursday a program called NYCx to help the city better prepare for and shape the future.

NYCx will focus on coming innovations such as 5G connectivity, self-driving cars or artificial intelligence, and how they can make the city equitable and sustainable. NYCx will do this through moonshot challenges, which encourage entrepreneurs to tackle the city’s biggest problems. Anyone can apply.

In an unlikely move for a city, New York is also hiring a senior futurist to gather insights on possible cultural, economic and environmental changes ahead. Futurists say that good forecasting can save cities billion of dollars by making prescient policies and decisions that can have an impact for 40 or 50 years.

Some of the world’s best businesspeople, such as Elon Musk and Jeff Bezos, are considered futurists. They use a forward-looking philosophy to chart their companies’ strategies.

New York’s latest efforts are designed to be proactive, rather than reactive.

“The most talented engineers and designers can build things that are trivial but make a lot of money, or they can build things that benefit people’s lives,” Miguel Gamiño, New York City’s chief technology officer, told CNN Tech. “Moonshots are not just us trying to peek around the corner [to see the future], but actually design around the corner.”

Gamiño, a former entrepreneur in the voice-over-IP space, has a background in municipal tech roles in El Paso, Texas, San Francisco and now, New York. He said he’s familiar with how governments often find themselves trying to catch up to new technologies.

“The phrase ‘the only thing that’s constant is change’ needs to be adjusted to ‘the only thing constant is the increasing pace of change,'” Gamiño said.

Related: 10 cities living in the future

The first moonshot challenge is to transform Governors Island’s 172 acres into a hub for testing broadband connectivity.

The island currently has spotty cell service and Wi-Fi connectivity, according to Michael Samuelian, president of the Trust for Governors Island. Three finalists will be awarded $25,000.

Samuelian would like the island to serve as a testing ground for energy and waste innovations.

NYCx will also have a leadership council, which will include Rush Communications CEO Russell Simmons, Oath CEO Tim Armstrong and General Electric vice chair Beth Comstock.

“This is like fire insurance,” said Paul Saffo, who chairs the Future Studies program at Singularity University. “It helps the agency make the most of their resources and push things toward desired long-term futures, and protects them against getting caught by surprise.”

Great read By Gill Haus, SVP, Technology, Capital One on the importance of DevOps.

Fri, 17 Nov 2017 18:30:00 GMT

This Is Why We Push for DevOps By Gill Haus, SVP, Technology, Capital One I don’t know about you, but I’m tired of hearing about DevOps. That might surprise some people given I’m a rather large advocate for its adoption at Capital One. What I really care about is our customers; the person that uses our

Are resumes becoming obsolete?

Fri, 17 Nov 2017 18:27:00 GMT

Jeff Weiner, CEO of LinkedIn, believes that the key to finding strong talent isn’t looking at more resumes — it’s about looking in non-traditional places. JOB SEARCH This CEO believes resumes are becoming obsolete — here’s why By Alex WilsonNov 9, 2017 FacebookTwitterPinterestLinkedInEmail Even with new innovations like LinkedIn, website portfolios and unique interview questions, one part of the

Cybersecurity Analytics and Operations Skills Shortage

Thu, 10 Aug 2017 17:14:00 GMT

Cybersecurity Analytics and Operations Skills Shortage Ability to detect and respond to threats is greatly impeded by a lack of skills and staff. Leading organizations offer a few suggestions. If you’ve followed my writing, you know that I passionately broadcast issues related to the global cybersecurity skills shortage. Allow me to report some sad news

Avoiding Information Overload: Five Ways To Keep Up In Times Of Rapid Change

Tue, 08 Aug 2017 17:17:00 GMT

For more career resources, visit SixFigureStart and check out my Forbes e-book, Jump Ship: 10 Steps To Starting A New Career.

3 reasons adoption of robotic process automation is on the rise

Mon, 31 Jul 2017 20:07:00 GMT

The average knowledge worker has a lot of repetitive and mundane tasks that are manual, dreary, uninteresting and take up a lot of time. Robotic process automation (RPA) software robots help to perform such time-consuming tasks by mimicking the way humans interact with applications through a user interface.

RPA removes the robot from the human, freeing them to focus on more important strategic tasks that require emotional intelligence, reasoning and judgment.

Most cost optimization and efficiency improvement initiatives have reduced costs through standardization and centralization. However, that prevents the business from being nimble and agile when reacting to business opportunities and changes in the ecosystem.

On the other hand, RPA can have a wide-ranging impact on a company’s operations and competitive positioning such as economic value, workforce advantages, quality and control improvements, and flexible execution.

Hence, demand for RPA tools is growing quickly, at 20-30% each quarter, according to Gartner , which refers to RPA tools as “gateway technologies” or “surface tools” because they just begin to skim the surface of the larger intelligent automation services market.

RPA is used extensively in banking, finance and accounting, insurance, retail, manufacturing and telecom sectors. Some noteworthy vendors include Automation Anywhere, Blue Prism, EnableSoft, Kryon Systems, NICE, Openspan (a unit of Pegasystems), Redwood Software and UIPath.

Here are the top three reasons why RPA use is on the rise:

Allows more control, accuracy

One of the biggest advantages of using RPA tools is that they are relatively low-cost, quick to implement and unobtrusive. The user who is looking to automate a particular task need not have programming expertise.

With a few weeks of training, people with business operations experience and subject matter expertise can start automating processes with RPA tools.

It is also a relatively lightweight IT operation and does not disturb underlying computer systems. This leads to adoption of RPA within business operations rather than something brought by the IT to the business, leading to lower costs of deployment.

The best part is that a proof-of-concept RPA project may take as little as two weeks. It could be up and running within four to eight weeks, depending on its scope and complexity.

Since it minimizes manual processes and reduces errors while filing paperwork, RPA robots are more accurate than humans. Cognitive RPA will help in business continuity as automation will lead to enhanced disaster recovery processes. As compliance requirements can be embedded into RPA’s automated rules, it will reduce internal risks to data and processes.

Reduces people costs

According to EY , 65% of HR rules-based processes can be automated and 93% of HR employees’ time is spent on repetitive tasks. The big advantage of RPA is that robots are able to use the existing HR processes and systems.

Robots can easily take care of repetitive tasks and compared to humans, they cost less as well. The cost of an RPA robot will range from $5,000 to $10,000 annually.

Most often, a robot can easily do the job of three to five workers, thus helping to save on employee costs. PwC estimates that 45% of work activities can be automated, and this automation would save $2 trillion in global workforce costs.

Cognitive RPA will also present opportunities to redesign jobs and reassign people to higher-value roles. Most companies who have to deal with seasonal/transactional demand for workforce rely on RPA robots as they can execute a process that can easily be scaled up or down.

Also given that a software robot can cost as little as one-third the price of an offshore FTE , RPA offers an alternative to some BPO relationships.

Uses data to improve service

Intelligent technologies can learn and make decisions beyond their initial programming. As RPA can quickly generate and gather data, combining it with intelligent technologies makes the learning process a lot faster.

RPA can be used across industries and will also help in auditing as the robots record and monitor their own steps as they execute automated workflows. More importantly, RPA can contribute to Big Data and uncover valuable business insights and trends.

For example, in the case of a financial company, RPA can reveal transaction process times, the number of automation activities processed and the outstanding. This will reveal bottlenecks in business operations and help in creating financial forecasts and budgets.

RPA is already disrupting industries and is delivering significant benefits that the businesses will find hard to ignore. The technology is gaining traction as a cost-effective alternative to traditional systems integration and is projected to become a $5 billion market globally by 2020, with a CAGR of over 60%, according to Deloitte .

The key to delivering rapid success in the deployment of RPA solutions is finding the right balance between technology and skilled staff. Businesses must be prepared to manage the significant technological and cultural challenges that will follow large-scale deployment of RPA.

Georgia snags America’s No. 2 spot for business

Mon, 17 Jul 2017 21:32:00 GMT

CNBC Top States Team

Georgia takes the No. 2 slot this year in America’s Top States for Business rankings. The Peach State finished with 1,616 (finishing one point above the No. 3 state, Minnesota), rising six spots this year due in part to its economy — the best in the nation, according to our study — boasting solid state finances and solid growth. The state also finishes near the top for Workforce (No. 3) and Infrastructure (No. 4).

George Kavallines | CNBC

However, there is room for improvement in the categories of Education, where it holds steady at No. 33, due to low test scores and spending; and Quality of Life, where it comes in at the bottom half of the category, at No. 28. Georgia is consistently adding jobs, but recovery has been difficult for the state.

No. 3: Minnesota

George Kavallines | CNBC

Minnesota moves up one spot to No. 3 in America’s Top States for Business, snagging 1,615 out of 2,500 possible points in CNBC’s annual ranking. The North Star State’s best categories are Education and Quality of Life, grabbing the No. 2 spot for both. Minnesota has some of the best K–12 test scores in the nation.

However, the state is expensive. It finished No. 36 in Cost of Doing Business and No. 31 in Cost of Living. The state also has the third-highest top individual income-tax rate in the nation, at 9.85 percent.

No. 4: Texas

George Kavallines | CNBC

For the first time in 11 years, Texas finished outside of the top two spots in our America’s Top States for Business rankings. This year the Lone Star State fell to No. 4, down two spots from last year. The state scored 1,602 points out of 2,500 in our annual study.

It’s no surprise. Falling oil prices stunted the economy — Texas has diversified considerably, but energy is still the major industry — pushing unemployment above the national average, despite being among the fastest in the nation to add jobs. As a result, the state dropped in the Economy category from No. 1 to 25.

Still, Texas remains a juggernaut, with America’s top workforce and best infrastructure.

No. 5: North Carolina

George Kavallines | CNBC

North Carolina yet again holds on to the No. 5 spot in this year’s America’s Top States for Business ranking, with a score of 1,568 points out of a possible 2,500 in our study. The Tar Heel State’s best category is Technology & Innovation, moving up one spot this year to No. 6 from No. 7. It also moved up two notches from No. 9 last year to No. 7, clinching another top 10 finish in the Workforce category.

Quality of Life is where North Carolina continues to fall short in our rankings, still sitting in the bottom half, at No. 28. As well, state budget cuts in school spending dropped North Carolina four spots, to No. 32, in Education. And despite the repeal of the state’s controversial “ bathroom bill ,” it is still 1 of only 5 states with no antidiscrimination laws for non-disabled people.

How a new wave of machine learning will impact today’s enterprise

Mon, 17 Jul 2017 20:36:00 GMT

Jake Bennett , POP

Advances in deep learning and other machine learning algorithms are currently causing a tectonic shift in the technology landscape. Technology behemoths like Google, Microsoft, Amazon, Facebook and Salesforce are engaged in an artificial intelligence (AI) arms race, gobbling up machine learning talent and startups at an alarming pace. They are building AI technology war chests in an effort to develop an insurmountable competitive advantage.

Today, you can watch a 30-minute deep learning tutorial online, spin up a 10-node cluster over the weekend to experiment, and shut it down on Monday when you’re done – all for the cost of a few hundred bucks. Betting big on an AI future, cloud providers are investing resources to simplify and promote machine learning to win new cloud customers. This has led to an unprecedented level of accessibility that is breeding grassroots innovation in AI. A comparable technology democratization occurred with the internet in the 1990s and, if AI innovation follows a similar trajectory, the world will be a very interesting place in five years.

First, advances in computing technology (GPU chips and cloud computing, in particular) are enabling engineers to solve problems in ways that weren’t possible before. For example, chipmaker NVIDIA has been ramping up production of GPU processors designed specifically to accelerate machine learning, and cloud providers like Microsoft and Google have been using them in their machine learning services.

These advances have a broader impact than just the development of faster, cheaper processors, however. The low cost of computation and the ease of accessing cloud-managed clusters have democratized AI in a way we’ve never seen before. In the past, building a computer cluster to train a deep neural network would have required access to capital or a university research facility. You would have also needed someone with a PhD in mathematics to understand the academic research papers on subjects like convolutional neural networks.

Although everybody points to improvements in CPU/GPU as the primary driver of AI innovation, this is only half the equation. Advances in AI algorithms in the mid-1980s broke the spell of the AI winter of the 1970s. The work of deep learning pioneers like Geoffrey Hinton and Yann LeCun solved some of the critical shortcomings that plagued earlier algorithms. In many ways, algorithms like Hinton’s backpropagation opened the floodgates for future algorithmic innovations, albeit these improvements happened at a slower, academic pace. DeepMind’s AlphaGo program, for example, combined deep learning with reinforcement learning to enable a computer that beat the world’s highest-ranked Go player in 2017 – a full 20 years later.

Historically, AI has been defined by the ability of a computer to pass the Turing test, which meant the public wasn’t going to be happy with AI until they had a walking, talking robot. Anything less was considered a failure. We’re still far away from creating this kind of general AI, but we’re already solving some types of advanced problems with machine learning, a subset of AI proper. Rather than focus on general intelligence, machine learning algorithms work by improving their ability to perform specific tasks using data. Problems that used to be the exclusive domain of humans – computer vision, speech recognition, autonomous movement – are being solved today by machine learning algorithms.

In fact, machine learning has become such a huge area of focus and, for all practical purposes, the term machine learning has become synonymous with AI. Ultimately this is a good thing. The more consumers and companies start associating the term AI with real-world applications of machine learning like self-driving cars, the more they realize that AI is a real thing. It’s here to stay, and it holds the promise of reshaping the technology landscape over the next several years.

Enterprises should take advantage by aligning their cloud and technology stacks with providers who are leaders in AI. The gap between the AI haves and have-nots will continue to widen, so picking the right technology providers is critical. For example, a non-AI powered CRM system might allow your sales team to find prospective customers based on the last time they were contacted, helping sales reps search for potentially fruitful leads. But an AI-powered CRM system, in contrast, could proactively feed leads to sales reps in real time using algorithms designed to maximize the likelihood of a sale, based on breaking information about the customer, their company, and the sales rep herself. Choosing the right CRM vendor in this case could have a direct and significant impact on revenue.

This year will, if it hasn’t already, bring the realization that if we don’t develop strong in-house machine learning capabilities now, we’ll end up on the wrong side of the future of technology. However, rather than hire teams of AI innovators like the first wave of AI tech giants have done, today’s technology companies must build their AI capabilities using out-of-the-box machine learning tools from AI-focused platform providers like Microsoft and Google.

The increasing demand for AI-driven technology, combined with the dearth of machine learning talent in the labor pool, will force the democratization of data science. Indeed, Google and Microsoft are betting the farm on this trend, which is why they’re making such huge investments in machine learning education and easy-to-use AI tools.

Credit : Jake Bennett is CTO of Seattle-based agency POP .

Data quality, staffing issues still plague analytics efforts

Wed, 28 Jun 2017 22:31:00 GMT

This article was written by Gabriel Hauari for Information Management and was licensed by Bloomberg. Despite the growth in consumption and use of data, many organizations still struggle with their analytics efforts, complaining of poor data quality, insufficient expertise in-house and a shortage of trained data professionals in general. Those are among the findings of a new study by

Data analytics is the new competitive differentiator.

Mon, 26 Jun 2017 17:04:00 GMT

Data Analytics Is No Longer A Nice Option — It’s The Core Of The Enterprise

Global businesses are facing increasing complexity and market volatility. In response, all business functions are turning to data-driven analytics and insights as a means to manage this increasing uncertainty, while better understanding their organizations’ customer bases and growing their businesses.

The move to data-driven insights is being forced by continued business reliance on technology and automation throughout the enterprise. Growth in digital technologies is driving the ability to analyze more data. This, in turn, is fueling the enterprise’s appetite for better data, more advanced analytics skills and the implementation of best practices. Analytics is the primary enabler to derive truth and meaning from data that drives the business growth.

In March 2017, Dun & Bradstreet and Forbes Insights explored the current state of analytics adoption across the enterprise via a survey of more than 300 executives in North America, the U.K. and Ireland across a range of industries. A recent report, “ Analytics Accelerates Into the Mainstream ,” sponsored by Dun & Bradstreet, analyzes the survey results.

Some key findings:

• Senior executives finally understand the value of analytics and are making investments in technology, people and processes.

• Data analytics skills gaps persist across the enterprise, as 27% of analytics professionals surveyed cite this skills gap as a major impediment in their data initiatives.

• Data analytics has moved from IT and finance to the majority of business functions.

• Today’s data-driven enterprise has a never-ending appetite for more data.

• Analytical methods and tools trail both the appetite and ambition of most business leaders: 23% of analytics professionals are still using spreadsheets as their primary tool for data analysis.

• There is a dire need for better data analytics best practices, with 19% using only basic data models and regressions.

• People capital is a major factor for data analytics success.

• While data analytics has gone mainstream, the C-suite and senior leadership need to do more to drive the cultural change needed for better utilization of analytics, as 38% of those surveyed say their companies need to do more.

• Enterprises that plan to achieve data analytics excellence need to embrace a hybrid expertise model. Of the companies surveyed, 60% are using third parties to support organizational bandwidth while 55% are outsourcing some or all of their analytics needs.

• The hybrid expertise model can help enterprises improve the quality of their data analytics, as 55% of those surveyed said that third-party analytics partners execute work of higher quality than analytics work completed in-house.

• To move to a data-driven enterprise, business leaders need to do more with all the data their teams are consuming and analyzing. Only 38% of respondents strongly felt that business leaders took full advantage of their analytics initiatives.

Analytics now drives today’s enterprise, from formation of business strategy to powering operational excellence. It has clearly moved from being an optional operational element to serving as the core of corporate activities. It is no longer enough to just employ a few analysts and data scientists and leave them in a silo. Today’s business world demands that analytics best practices, technology, and personnel power every business function, and thus today’s C-suite needs to make the right data investments in these areas.

More important: The C-suite and all business leaders need to spearhead a wholesale cultural change across the enterprise to help drive adoption and utilization of advanced analytics. Data analytics is the new competitive differentiator. Business leaders that grasp this and commit to it will succeed. Those who delay do so at their own risk.

People prefer to deal with … people!!!

Thu, 22 Jun 2017 17:04:00 GMT

No, the Recruitment Industry Won’t Be Dying Anytime Soon

Those who have knowledge don’t predict. Those who predict don’t have knowledge.” – Lao Tzu

The recruitment industry has an uncertain future because recruitment will die … and soon.

Recruitment will be automated, thanks to machine learning and Artificial Intelligence (AI) that will make the job of recruiter not only obsolete, but without any future prospects. AI will replace recruiters with faster and cleverer algorithms that will pit candidates against open roles within seconds.

Smart chatbots will conduct interviews and send profiles directly to the hiring manager. Recruiters — aka, the “middle man” — will simply be removed from this equation.

Also, new sourcing tools, together with AI and algorithms, are going to make sourcers obsolete, and together with recruiters, they will need to start looking for new jobs because the end of recruitment is near!

Haven’t We Heard This Nonsense Before?

Recruitment will die in 2018 ! And if not in 2018, then 2019. And if not 2019, 2020, 2021, etc.

Oh wait — when did I hear a similar message before ? Oh yes – back in 2008, 2009, 2010, 2011 ….

Every year, some so-called “experts” that have never worked in recruitment (or as recruiters), or who do not understand the recruitment industry, are trying to bury recruitment — and recruiters — with these doomsday predictions. They are mostly written because they will get the author the attention they’re looking for.

Recruiters try to respond because they believe it’s all nonsense and that candidates who hate recruiters will start posting supporting messages with something like “ It’s about time! ” But 99 percent of the articles I have read over the years are not built on any relevant data or expertise. They are just based on wild speculation (guesses, really) that any amateur could make.

In short, these predictions about the end of recruitment lack understanding about how people make decisions.

We don’t know the future at all; we can only make guesses. Those guesses might be educated guesses, but in the end, they are still guesses.

A Few Words About Predictions …

Back around the year 2010, many predictions stated that job boards were dead, or would be dead, within two or three years because LinkedIn would replace them. And yet they are still here and some of them have turned into job aggregators adding new futures, etc.

Job boards tried to adapt to survive. And people in various industries are still using them to apply for jobs. In some countries, they are still the No. 1 source of candidates for companies. Monster or Indeed are still here, and they will be continue to be used for many more years to come.

Predicting the future is difficult, like forecasting the weather. It hasn’t improved even though we have satellites, super-fast computers, and more than enough data. Predictions may be good for a couple of days, but we are not able to predict the weather for the next two months and be correct every day.

Many experts predicted Hillary Clinton would be elected president of the United States and that Brexit would never happen , that Theresa May would win a landslide victory in the UK election…etc. And guess what? They were wrong.

It’s the same as many predictions about “Recruitment will die in X” (replace X with any year you want). These articles are just clickbait by people who don’t have a deep knowledge about the recruitment industry. Yes, these articles are going to get your attention and they will try to force you to react, especially if you are a recruiter. It’s the same method that tabloid media use to get more visitors on their sites.

These predictions are the same predictions that anybody can give. Right now, my prediction is that we will discover life on planet KIC 8462852 in 2019. If I am wrong, you won’t remember this prediction, but if I am right, I will post an article with title “ I told you so .” But this prediction will just be a random guess, supported by nothing specific.

All these predictions are almost the same as the ones about the end of the world. Yes, it will make a catchy title – “End of the world in 2018” – but still, nothing is going to happen…and if you are right in this prediction? Well…nobody will be able to tell you that you are right because nobody will be alive.

Recruitment Is Not Going to Die

The good news is this: Recruitment is not going to die in 2018 or in the near future; it’s going to evolve.

Of course, recruitment is evolving every year, and recruiters are adapting as well. Our industry is influenced by new technologies, just like other industries, and new technology improves our jobs, makes them easier, and also brings new challenges.

New sourcing tools make all recruiters and sourcers more effective. They help us to find contact details for candidates faster than ever before, but they don’t turn those candidates into new employees with one click.

AI, smart chatbots, and machine learning will change our industry for sure, but we will adapt as always. Recruiter job scope will evolve, and sourcers can change into data miners. AI has algorithms, but they will not be able to give people a chance to succeed at an interview because their algorithm will evaluate that the person will not have a chance.

Remember — people hire people. Many of us will get a chance at a position that maybe we aren’t ready for yet, or that our resume doesn’t have the right keywords for, but the recruiter, hiring manager, etc. will give us the chance because they see something in us. They can see that we don’t have all the skills that are mentioned in the job description, but, they recognize our potential and willingness to learn.

People prefer to deal with … people

People like to connect and interact, and one human being always prefers to interact with another living being. And in the end, people want to speak with people and not Al.

Of course, AI will make recruiters’ lives easier, because it automates some tasks, but if everybody uses the same AI, they will only get some candidates, and the person who is trying to find other ways and sources will have a bigger advantage. Google indexes only 5 percent of the Internet, so where do you get the assurance that AI will index everything accessible?

Candidate experience is also something you need to consider.

Yes, bad recruiters could ruin the candidate experience, too, but tell me: If you have two companies offering the same role to you, and one offers you an interview with some AI and the second one with a live person, which interview would you choose, and which one would you be more comfortable with?

Recruitment is also about relationships, and recruiters establish great relationships with candidates and with hiring managers. Trust between candidates and recruiters is essential for good cooperation, especially when candidates are sharing their concerns about their current jobs and sometimes asking recruiters for confidential searches for other interesting opportunities.

Good recruiters will try to keep this in mind and contact candidates when they have a new role available. If you replace recruiters with AI, are you sure that candidates will share the same thing? Will they be able to say to AI: “Hey, I am open to the role, but it’s confidential. ” I ‘m curious how effectively AI will deal with confidentiality, but I also hope it will be better than Yahoo at protecting their email service against hackers.

Conclusion

If you are a recruiter, you don‘t have to worry that the recruitment industry will die in 2018 or in the near future. Humans love connecting to other humans; they always have and most want to speak with live people.

People like to share stories and explain their career choices, fill in the gaps, and share why they feel they are the right person for the role. They want to get attention from recruiters if they are applying for a new job.

Candidates also expect professional help from us, and not only quick matching of our requirements and a comparison with the skills that candidates put into their resumes.

Our job is not only to find the candidate, but also to try to convince managers to give some candidates a shot and invite them for an onsite interview or phone interview — even if the hiring manager doesn’t see the potential in the resume.

We have already spent time with candidates and understand their needs and wants, and we saw something besides just raw data on a resume. And, we listened. That’s our biggest advantage against AI, because empathy is something that machines simply don’t have.

And if you are an author of one of these gloom-and-doom, recruiting-is-dying articles, instead of killing recruitment every year, try to learn more about it. It is often said there are two types of predictions — lucky or wrong. So, if you are betting that the recruitment industry will die in 2018, you are betting on the wrong horse. The recruitment industry will still be here after 2018. Maybe it will be slightly different, but believe me, it’s not going to die.

If you still are planning to kill the recruitment industry in any of your future articles, the years 2021-2025 are still available because nobody has used them yet.

If you believe data more than predictions, let’s take a look at the results of a quick search I did (January 23, 2017) on Indeed Worldwide Search (see above). There could be an error in the search, but if there isn’t, it doesn’t look like recruiters are going to be without work anytime soon.

If you are a recruiter who is afraid of these doomsday predictions and believes them, I have good news for you. In some companies, recruitment is still stuck back in the year 2000.

So, even if the recruitment industry died in 2018, these companies would not find about it until 2036, so you still have time to get a job in one of those companies. And you don’t have to relocate, because they are in every country in the world.

ABOUT THE AUTHOR: Jan Tegze is Senior Recruiting Manager at SolarWinds , a company that “provides powerful and affordable IT management software to customers worldwide, from Fortune 500 enterprises to small businesses, managed service providers (MSPs), government agencies, and educational institutions.” Jan has extensive experience in full life cycle recruiting, and broad knowledge in international recruiting, sourcing, recruitment branding, marketing and pro-active innovative sourcing techniques.

“New York and London may be global financial services leaders, but Atlanta is the unsung — so far — leader in financial technology,”

Tue, 20 Jun 2017 17:04:00 GMT

When you stop for a moment and think about how interconnected the world, it can boggle your mind. While language, culture, history, and many other factors still separate people, the tightly interwoven economies of nearly every nation on Earth has created an unprecedented atmosphere of mutual cooperation and international interest.

A huge part of that international economic reality is the use of technology to facilitate financial transactions and investments in near-real time, no matter where on the globe the money originates or ends up. To illustrate, consider one powerful case study that could only be observed in the hyper-connected 21st century: the rise of financial technology (FinTech) in the State of Georgia.

70 PERCENT OF ALL TRANSACTIONS ON A GLOBAL SCALE PASS THROUGH GEORGIA

“New York and London may be global financial services leaders, but Atlanta is the unsung — so far — leader in financial technology,” writes Tom Groenfeldt for Forbes magazine , noting that, 70 percent of all global financial transactions pass through companies headquartered in metro Atlanta.

Groenfeldt adds that Atlanta promoters have dubbed the city Transaction Alley due to the presence of payment processing leaders like First Data, WorldPay, Global Payments and TSYS. Other international FinTech leaders like FIS and Fiserv, while not headquartered in Georgia, maintain large operations there due to easy access to a skilled and experienced workforce, and consistently favorable infrastructure.

These optimal conditions benefit established international FinTech leaders as well as disruptive new startups looking to innovate and grow.

For example, the huge Atlanta-based credit reporting corporation Equifax recently developed a new data analytics environment that uses big data to deliver actionable insights that used to take weeks to obtain in mere minutes. Other smaller startups disrupting FinTech from their Georgia bases include: Groundfloor (crowdfunding real estate and investing), Kabbage (small business finance), Prime Revenue (financial supply chain optimization), and BitPay (Bitcoin payment processing).

Consider:

WHY GEORGIA?

“Smart regulation and civic partnership between industry and government has benefited the business environment in Georgia,” concluded Professor Sadheer Chava of Georgia Tech, “and can be a bigger catalyst going forward.”

Additionally, the broader benefits of living and working in Georgia continue to attract top talent from across the country and the world. The low cost of living, the largest, most traveled airport in the world (Hartsfield-Jackson International which puts 80% of the US population within two hours of Atlanta), old-fashioned southern hospitality, and an excellent quality of life are among the benefits allowing the more than 100 Georgia-based FinTech firms to build thriving workforces that can continue fueling growth.

The growth of the FinTech industry is supported by the Georgia Center of Innovation for Information Technology, which approaches creating beneficial connections for FinTech firms from the state perspective. The organization works with an extensive and tech-heavy university system, government agencies, and other businesses within the state to help companies find the resources necessary to grow and remain competitive.

“The Center of Innovation serves as a connection to anything a company needs to grow and thrive, and it works to make the necessary connections so that a company can find success. Georgia is unique in that regard; and there are not too many other states doing this,” said Whitley.

Due in no small part to these organized efforts, the FinTech industry continues to grow and thrive in Georgia.

Credit: http://www.georgia.org