Many people working in large companies speak business-buzzwords as a second language. Business language is full of pretty meaningless words. I Don’t Understand What Anyone Is Saying Anymore article tells that the language of internet business models has made the problem even worse. There are several strains of this epidemic: We have forgotten how to use the real names of real things, acronymitis, and Meaningless Expressions (like “Our goal is to exceed the customer’s expectation”). This would all be funny if it weren’t true. Observe it, deconstruct it, and appreciate just how ridiculous most business conversation has become.
Check out this brilliant Web Economy Bullshit Generator page. It generates random bullshit text based on the often used words in business language. And most of the material it generates look something you would expect from IT executives and their speechwriters (those are randomly generated with Web Economy Bullshit Generator):
“scale viral web services”
“integrate holistic mindshare”
“transform back-end solutions”
“incentivize revolutionary portals”
“synergize out-of-the-box platforms”
“enhance world-class schemas”
“aggregate revolutionary paradigms”
“enable cross-media relationships”
How to talk like a CIO article tries to tell how do CIOs talk, and what do they talk about, and why they do it like they do it. It sometimes makes sense to analyze the speaking and comportment styles of the people who’ve already climbed the corporate ladder if you want to do the same.
The Most Annoying, Pretentious And Useless Business Jargon article tells that the stupid business talk is longer solely the province of consultants, investors and business-school types, this annoying gobbledygook has mesmerized the rank and file around the globe. The next time you feel the need to reach out, touch base, shift a paradigm, leverage a best practice or join a tiger team, by all means do it. Just don’t say you’re doing it. If you have to ask why, chances are you’ve fallen under the poisonous spell of business jargon. Jargon masks real meaning. The Most Annoying, Pretentious And Useless Business Jargon article has a cache of expressions to assiduously avoid (if you look out you will see those used way too many times in business documents and press releases).
Is Innovation the Most Abused Word In Business? article tells that most of what is called innovation today is mere distraction, according to a paper by economist Robert Gordon. Innovation is the most abused word in tech. The iPad is about as innovative as the toaster. You can still read books without an iPad, and you can still toast bread without a toaster. True innovation radically alters the way we interact with the world. But in tech, every little thing is called “innovative.” If you were to believe business grads then “innovation” includes their “ideas” along the lines of “a website like *only better*” or “that thing which everyone is already doing but which I think is my neat new idea” Whether or not the word “innovation” has become the most abused word in the business context, that remains to be seen. “Innovation” itself has already been abused by the patent trolls.
Using stories to catch ‘smart-talk’ article tells that smart-talk is information without understanding, theory without practice – ‘all mouth and no trousers’, as the old aphorism puts it. It’s all too common amongst would-be ‘experts’ – and likewise amongst ‘rising stars’ in management and elsewhere. He looks the part; he knows all the right buzzwords; he can quote chapter-and-verse from all the best-known pundits and practitioners. But is it all just empty ‘smart-talk’? Even if unintentional on their part, people who indulge in smart-talk can be genuinely dangerous. They’ll seem plausible enough at first, but in reality they’ll often know just enough to get everyone into real trouble, but not enough to get out of it again. Smart-talk is the bane of most business – and probably of most communities too. So what can we do to catch it?
2,597 Comments
Tomi Engdahl says:
This largely overlooked cohort are the people who are not currently inclined to leave their jobs right now, don’t hate what they do for a living, but are not motivated or energized.
Instead Of Quitting, Workers Are Ghosting Coasting, Slacking And Cyberloafing
https://lm.facebook.com/l.php?u=https%3A%2F%2Ftrib.al%2Fe1rl22T&h=AT3kbaEgj_iVqhTQxsv9-LoqTOpSA5Jpw5ovRHvnVSBQhX-KOxjcufKHjrYf7G7-WfsKNEyGVEuEawzMMVgkbJysvMD1hArp2F684I7yDY9kmG16LcI5VXwId_QZgEtSVw
Tomi Engdahl says:
Miten kannattaisi toimia, jotta markkinointiviestintä ei vaikuttaisi moraaliposeeraukselta tai oman edun tavoittelulta kriisin keskellä?
Keräsimme vinkkejä markkinoinnin asiantuntijoilta Dagmarista, IVALOsta, Omnicom Media Groupista ja ToinenPHD:lta.
Moraaliposeerausta vai aitoa välittämistä? – Lue asiantuntijoiden vinkit
https://media.sanoma.fi/kirjoituksia-markkinoinnista/2022-03-09-moraaliposeerausta-vai-aitoa-valittamista-lue?utm_source=facebook&utm_medium=social&utm_campaign=b2b_vk_kirjoituksia_markkinoinnista&utm_content=asiantuntijoidenvinkit&fbclid=IwAR24awccm1RMJ5hc8B8lHhwyfOIpwJJqxCkw-iLWsIubIWFQXl0hNYGkuk4
Miten tällä hetkellä kannattaisi toimia, jotta markkinointiviestintä ei vaikuttaisi moraaliposeeraukselta tai oman edun tavoittelulta kriisin keskellä?
Keräsimme vinkkejä markkinoinnin asiantuntijoilta Dagmarista, Ivalosta, Omnicom Media Groupista ja Toinen PHD:lta.
Hedonismiin ja pinnallisiin asioihin nojaaminen ei nyt pure
”Seuraamme Dagmarissa jatkuvasti kuluttajien asenteita ja mediakäyttöä omassa Digitaalisen median tutkimuksessamme*. Kuluttajien mielenmaisemassa on nyt maaliskuun alussa näkyvissä selkeitä muutoksia, jotka suoraan heijastuvat markkinointiviestinnän vastaanottamiseen.
Rauhoittuminen ja rentoutuminen on väistynyt stressin ja tiedonhalun tieltä. Oma hyvinvointi, itsensä kehittäminen, ruokavalio ja terveellinen elämä tuntuvat nyt hetkellisesti toissijaiselta. Myös tavara on menettänyt merkitystään. Kiinnostus uusiin tuotemerkkeihin tai halu maksaa laadukkaista tavaroista on laskenut.
Varmista, että hyvä tarkoitus toteutuu muita kunnioittavana toteutuksena
Tärkein kysymys, jonka markkinoija voi tässä ajassa itselleen esittää on: Miksi?
Onko kommunikaation syy aito halu auttaa tai muuttaa maailmaa vai hyötyä muiden hädästä? Seuraavaksi tärkeintä on kuuntelu ja oppiminen. Ota yhteyttä aiheesta enemmän tietäviin: asiantuntijoihin ja järjestöihin ja varmista, että hyvä tarkoitus toteutuu muita kunnioittavana toteutuksena.
Kolmanneksi on muistettava, että tilanne on nyt herkkä ja muuttuu nopeasti.
Yritykset ottavat kantaa luontevasti jo nyt palveluidensa kautta. Ne ovat reagoineet nopeasti eettisiin ongelmiin Venäjän liiketoiminnan suhteen ja tehneet kiitettävällä vauhdilla kipeitä ratkaisuja. Mitään erityisen typeriä ylilyöntejä en ole havainnut omaa etua tavoittelevassa viestinnässä.
En kehota ketään yrityspäättäjää miettimään, miten he voisivat erityisesti taloudellisesti hyötyä viestinnällään tämänhetkisestä tilanteesta. Sen sijaan kannustan rohkeasti viemään eteenpäin kaikkia hyviä suunnitelmia, joiden toteuttamisen perusta on yhä vahva.
Kolme vinkkiä markkinoijalle:
Älä yritä hyötyä taloudellisesti tai mitenkään muutenkaan sodasta.
Katso kohta yksi.
Lahjoittaa pitää ja siitä saa kertoa. Katso kuitenkin varmuudeksi kohta yksi.
Tomi Engdahl says:
Käyttönäyttö takaa yksinoikeuden tavaramerkkiisi – näin se onnistuu
07.04.2022
Takaisin
Rekisteröity tavaramerkki on yrityksen arvokkainta omaisuutta. Asian tärkeyteen havahdutaan usein vasta, kun kilpailija on jo nostanut rekisteröinnin kumoamiskanteen. Tilanteeseen voi kuitenkin varautua.
https://www.kolster.fi/blog/kayttonaytto-takaa-yksinoikeuden-tavaramerkkiisi
Tomi Engdahl says:
Käytä, valvo ja puolusta tavaramerkkiäsi – muuten voit menettää sen
30.03.2022
Rekisteröityä tavaramerkkiä ei kannata jättää oman onnensa nojaan. Rekisteröinnin jälkeen merkin haltijan on tärkeää muistaa kolme asiaa: merkin oikeanlainen käyttö, sen valvonta ja puolustus.
https://www.kolster.fi/blog/kayta-valvo-ja-puolusta-tavaramerkkiasi
Tomi Engdahl says:
Uupumus syntyy, kun ei voi olla kokonainen, oma itsensä kaikkine tunteineen
https://hidastaelamaa.fi/2017/03/uupumuksen-kautta-sydamen-voimaan/
Elämä vaati aiemmin ponnistelua. Olin tosi usein uupunut. Sitten aloin tutkia, kuinka asennoidun elämään ja miten käytän elämänvoimaani ja energiaani. Yleislinjauksena: asennoidumme elämään kuten itseemme. Jotta itselleen voi olla rehellinen, täytyy pelata omassa joukkueessaan. Itsetarkastelua, kritiikkiä tai muutospainetta on haastavampaa kestää jos itseensä suhtautuu nyreästi tai vaatien. Kysyy uteliaisuutta kuulostella, kuinka minä voin elämässäni. Tarkastella, millainen toiminta ja ajattelu johtaa levollisuuteen ja mikä aiheuttaa, että lumpsahdan fiksaamisen, suorittamisen ja pärjäämisen jumiin.
Oivalsin, että uupumuksen suuri syy oli voimaantumattomuudessani. Elin enemmän pään kuin sydämen kautta. Puskin, työstin, ahkeroin ja kiiruhdin paljon enemmän kuin otin vastaan, nautin, leikin ja iloitsin.
Tomi Engdahl says:
https://pikkuapuri.fi/digielaman-uudelleenjarjestelya/
Tomi Engdahl says:
https://viral-loops.com/product-launch/timeline
Tomi Engdahl says:
Gartner® Hype Cycle™ for Digital Business Capabilities
https://www.arduino.cc/pro/why-pro#hype-cycle
“Digital business continues changing the way organizations approach and execute strategy. New concepts are forcing the evaluation of competitive advantage and disrupting industries.”
GARTNER
Tomi Engdahl says:
Ex-Google CEO Eric Schmidt on why in-office work is better: ‘I don’t know how you build great management’ virtually
https://www.cnbc.com/2022/04/05/ex-google-ceo-eric-schmidt-on-why-people-should-return-to-the-office.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1649188788
After more than two years of remote work and multiple return-to-office delays, most Google employees are heading back to the office at least part-time — and ex-Google CEO and chairman Eric Schmidt couldn’t be happier about it.
″[I]t’s important that these people be at the office, in my view,” Schmidt, 66, tells CNBC Make It, arguing that for decades, the in-office style has been proven effective. “I’m a traditionalist.”
Starting Monday, Google’s hybrid work arrangement kicked off, with most employees expected to be in the office at least three days per week. Schmidt, who served as Google’s CEO from 2001 to 2011, helped transform the then-young Silicon Valley start-up into today’s $1.9 trillion global tech behemoth — and credits in-office work for much of that growth.
“We spent decades having these conversations about people being close together … the discussion at the coffee table and going to coffee,” Schmidt says. “Remember all of that? Was that all wrong?”
Tomi Engdahl says:
If a meeting goes longer than an hour you are not getting anything done and wasting everybody’s time. The only exception to this if all the technical people are working on a problem that affects customer impact or day to day operations, and then management should stay out of the discussion until the options/solutions are presented by the techies.
Tomi Engdahl says:
The beatings will continue if the moral doesn’t improve.
Tomi Engdahl says:
“I don’t think we can simply boost our way out of the pandemic,” Weill Cornell Medicine professor of microbiology and immunology John P. Moore told Forbes.
https://lm.facebook.com/l.php?u=https%3A%2F%2Ftrib.al%2FOHX5jkd&h=AT3bfh5v9EztXxXpFydzRiIU5iIz4tTJuFnkUVY0O49KlhNuB2X72hv0mUV_MXyBEu9tVSFUjE6WFmYV-rJQsA-g4UUKwrJJypOF8zVm_IU6OhmgKbX8GAyrsDKz8Hc5_w
Tomi Engdahl says:
Empathy is the ability to understand and share the feelings of others by imagining oneself in their place.
But researcher have found that if you are too in tune with other people’s emotions too much of the time, it can lead to exhaustion, apathy, and even aggression and cruelty.
https://www.bbc.com/reel/video/p0bwksjj/the-surprising-dark-side-of-empathy?utm_source=taboola&utm_medium=exchange&tblci=GiBxK1nLX9aWX9oGqSuMPoeMAOqr6tUv_raMMgwGoxbnCSCMjFQo0ILN2JL2nKca#tblciGiBxK1nLX9aWX9oGqSuMPoeMAOqr6tUv_raMMgwGoxbnCSCMjFQo0ILN2JL2nKca
Tomi Engdahl says:
https://www.mtvuutiset.fi/artikkeli/word-voi-auttaa-sinua-jos-et-huomaa-kayttavasi-loukkaavia-tai-sukupuolittuneita-sanoja-microsoft-myontaa-ettei-woke-filtteri-toimi-joka-tilanteessa/8336180#gs.xesbsv
Tomi Engdahl says:
Despite being in a better negotiating position, there is a fine line between sharing your experience, talents, skills, and education and having the ability to ask for a sizable pay increase, and acting in a rude and abusive manner.
https://www.forbes.com/sites/jackkelly/2022/04/29/dont-be-the-rockstar-jerk-when-interviewing/?utm_campaign=socialflowForbesMainFB&utm_medium=social&utm_source=ForbesMainFacebook&sh=5e7a5c472cc5
Tomi Engdahl says:
Your MVP is neither minimal, viable nor a product
https://techcrunch.com/2022/05/03/your-mvp-is-not/
Whenever I talk about minimal viable products with product-driven startup founders, I often find myself in a frustrating conversation. The term MVP is such a profound misnomer; a good MVP is not viable, and it is certainly not a product. Chances are it isn’t as minimal as you want it to be either, come to think of it.
In the world of lean startups, founders have to stay hyper-focused on figuring out how to fail as fast as possible. Ideally, you fail to fail, which means you end up with a functioning business. A lot of the “trying to fail” approaches involve looking at your business opportunities and contemplating where your business might fail in the future. Then go and figure that part out.
So where do MVPs come in? As a startup, you have a hypothesis; an MVP is the smallest amount of work you can do to confirm or dispel your hypothesis. Eric Ries — yes, the guy who wrote “The Lean Startup” — famously uses Dropbox’s MVP as an example. It was not a fully fledged product, full of features. It was not a product with a lot of features stripped away. It was a video, showing how a product might work. The response to that video was the confirmation the company needed: If they build it, they’ll be able to find a customer base for its yet-to-be-built product. So that’s what they did: Built the product, and became a huge success.
Designing a good MVP
Designing a good MVP means thinking outside of the box. How little code can you write? Can you get away with doing no design? If your biggest question is whether you can attract customers for a customer acquisition cost that makes sense, could you run just an advertising campaign and a check-out page, and then just refund whoever places an order? If that sounds like fun but you’re worried about brand risk, could you create a fake brand and get an answer to your product?
The trick is to think carefully about the hypothesis — what needs to be true about your product, the market, the problem space you are entering, the customers you are hoping to attract and the competitive landscape? How sure are you that your assumptions are correct? Designing a good MVP is an art, but it starts with a really good question. Here are a few examples:
Is it possible for us to reduce four hours of manual accounting tasks to a script that can be run in three minutes? This is a technical MVP — you probably need to hack together some code to see if you can reliably automate manual tasks.
Can we find someone who is willing to pay to automate this task? In some cases, the answer will be “no” — yes, you might save a junior accountant some time, but in some industries, people simply don’t care about how much time junior staffers spend on doing manual tasks. In this case, you need to determine whether you can find 20-30 customers who are willing to pay for it. Remember that someone saying “oh that sounds like a good idea” is different from them reaching into their pockets and actually paying you money.
Does design matter for this product? A lot of B2B software is hideously ugly. It isn’t because good designers don’t exist, but because it simply isn’t a priority; the people who have to use the product might prefer a better design or an easier UX, but the decision-makers don’t care, and the users don’t get a say. In other words: Don’t spend half your development budget on making something easier to use, if you can’t find a business case for it. Especially if it turns out that you inadvertently end up developing the wrong featureset in the process.
Will an incumbent copy us and destroy us? If you have a number of incumbents in your space, do some research and see how they have reacted to other startups. If they tend to acquire them, great. If they tend to copy their features and innovations and then crush them, less great.
Does this feature make sense to our customers? It may be that you get a very loud minority of your customers asking for the same feature, but you wouldn’t be the first company to have launched a new feature to great fanfare only to be met by a collective shrug. Loud customers don’t speak for your whole customer base, so be judicious in how you groom your backlog — if a feature doesn’t add significant value to the overall business objectives of your company, don’t prioritize it over ones that do. One way to design an MVP around this is to just add a button to your UI and track how many people click on it. Throw up a “coming soon!” message when it is clicked, for example. Yes, it is annoying to the users, but it’s a lot “cheaper” than spending several development cycles adding a feature that almost nobody will use.
In a nutshell, the key is to think very carefully about what the question is, and then come up with elegant, low-lift ways of asking that question. Instead of shipping code, could a survey work? Could a video demo get you the answers you need? Can you call 50 customers and ask them circumspect questions and see if they suggest the feature you are thinking about as a potential solution to the problem? They might surprise you in two ways: Your customers may either overwhelmingly want what you’re suggesting (great!), they may hate it (also great — it means you don’t have to waste time and money developing something they don’t want) or they may have a completely different way of solving the problem that hits the sweet spot, is cheaper to develop and helps them feel involved with your process.
Tomi Engdahl says:
Huijarisyndrooma panee osaavan ihmisen epäilemään pätevyyttään
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/huijarisyndrooma-panee-osaavan-ihmisen-epailemaan-patevyyttaan
Huijasitko itsellesi hyvän työpaikan osaamatta oikein mitään? Kuuluisiko opiskelupaikkasi oikeasti jollekulle fiksummalle? Tuskinpa vain, mutta jos ajattelet näin, saatat potea huijarisyndroomaa.
Moni epäilee omaa osaamistaan siitä huolimatta, että on suorittanut tutkinnon tai saanut mieleisen työpaikan. Niin sanottua huijarisyndroomaa poteva ei usko, että omat saavutukset olisivat omaa ansiota, vaan pitää asemaansa vahingon tai sattuman summana. Syndroomainen ajattelee, että on huijannut muut uskomaan itseensä ja osaamiseensa.
Huijarisyndrooman taustalla vaikuttavat riittämättömyyden ja huonommuuden tunteet.
Epäilijöitä kahdella suunnalla
Jos omien päänsisäisten epäilijöiden lisäksi epäilijöitä riittää myös ympäristössä, voivat omat kyvyt alkaa epäilyttää entistä voimakkaammin. Jos muutkin epäilevät minua, en ainakaan ansaitse olla täällä töissä!
Tietyssä työroolissa, ammatissa tai asemassa olevan odotetaan näyttävän tietynlaiselta: olevan tiettyä sukupuolta, pukeutuvan tietyn tyylisesti ja puhuvan tietyllä tavalla. Huijariajatuksia voi herätä, jos ei koe sopivansa tähän muottiin – siitäkin huolimatta, ettei ulkomuodolla ole tekemistä ammattitaidon tai työhön sopivuuden kanssa.
Olen huono, koska en ehdi tehdä kaikkea
Et varmasti ole ainoa, joka ei ehdi tehdä niin paljon töitä kuin haluaisi. On hyvä pitää mielessä, että todennäköisesti kukaan muukaan ei olisi pystynyt tekemään enempää töitä – ei ainakaan riittävän hyvin tai riittävän hyvinvoivana.
Olen huono, koska en tunne alaani läpikotaisin
Jos teet asiantuntijatyötä, sinua saatetaan pitää koko ammattialasi erikoisosaajana. On vaikeaa kokea olevansa tarpeeksi hyvä, jos mikään määrä osaamista ei tunnu riittävän.
Tomi Engdahl says:
https://www.dna.fi/yrityksille/blogi/-/blogs/tyoelaman-ylikuormitus-ei-saisi-kroonistua-kylla-yhden-stressiviikon-kestaa-heittamalla-mutta-kaksi-on-jo-liikaa
Tomi Engdahl says:
Interviewers want to know that you desire the job, are excited about the opportunity, love the company, appreciate its corporate culture, use its products and services and genuinely feel that this would be a great home.
Tomi Engdahl says:
Keskuspankit ovat käyneet taistoon inflaatiota vastaan. Niiden tulee ottaa hallittuja riskejä sopivan tasapainon löytämiseksi taantumankin uhalla. Pelissä on rahapolitiikan uskottavuus, kirjoittaa Varman sijoitusjohtaja Jarkko Soikkeli.
Lue lisää Jarkon blogista. #SijoittajaVarma
https://www.varma.fi/ajankohtaista/blogit-ja-podcastit/blogit/2022-q2/naamiot-on-riisuttu-ja-vain-inflaation-vastaisen-sodan-kasvot-nakyvat/
Tomi Engdahl says:
Top 6 reasons why Teams, Meet or Zoom make you lose winnable deals
https://www.pitchflow.com/top-6-reasons-vs-teams-meet-or-zoom?utm_campaign=6+reasons+why&utm_source=facebook&utm_medium=paidsocial&utm_term=cpc&utm_content=ad3&fbclid=IwAR2XX1pcptWbZJcca95YsX0BFZ_F-YXXA6FxFoCi3uMs2IcTjfYQT7QKlX4
Tomi Engdahl says:
“Avokonttoreita tutkineen historioitsijan mukaan ei ole yllättävää, että avotilaan liitetyt ihanteet eivät yleensä toteudu, mutta se on yllättävää, miten arkkitehdit, suunnittelijat ja organisaatioiden johto sukupolvesta toiseen yhä uskovat avotilan jonkinlaiseen ihmeitä tekevään voimaan.”
Avokonttori on sitkeä konsepti – tutkijan mukaan se on kuin zombi, joka ei suostu kuolemaan
https://yle.fi/aihe/a/20-10002577?utm_campaign=yletiede&utm_medium=social&utm_source=facebook
Jennifer Kaufmann-Buhler avaa avokonttorin ristiriitaista historiaa. Avotilaan on liitetty paljon ihanteita, jotka eivät ole toteutuneet käytännössä.
Tomi Engdahl says:
The end of film photography and the rise of deep learning are both easily explained within the brilliant expositions of Clayton Christensen.
Deep Learning’s Little-Known Debt to The Innovator’s Dilemma A small band of believers triumphed after years of quietly plugging away
https://spectrum.ieee.org/deep-learnings-little-known-debt-to-the-innovators-dilemma?utm_campaign=RebelMouse&socialux=facebook&share_id=7097768&utm_medium=social&utm_content=IEEE+Spectrum&utm_source=facebook
In 1997, Harvard Business School professor Clayton Christensen created a sensation among venture capitalists and entrepreneurs with his book The Innovator’s Dilemma. The lesson that most people remember from it is that a well-run business can’t afford to switch to a new approach—one that ultimately will replace its current business model—until it is too late.
One of the most famous examples of this conundrum involved photography. The large, very profitable companies that made film for cameras knew in the mid-1990s that digital photography would be the future, but there was never really a good time for them to make the switch. At almost any point they would have lost money. So what happened, of course, was that they were displaced by new companies making digital cameras.
Tomi Engdahl says:
From Broke to Billions: 5 Strategies These Billionaires Used to Get Rich
https://www.entrepreneur.com/article/302302
Today, as it’s been for all our recorded history, getting rich entails building and adding an abundant amount of value to the world.
There are 2,043 billionaires in this world. Approximately one-quarter of them are from the US. Millionaires? We boast roughly 16 million of them. Clearly, it’s hard to amass such a large fortune. In fact, when it comes to getting rich, a billion is an order of magnitude greater than a million. Millionaires seem to be a dime a dozen. Not billionaires.
When a person can amass such an unfathomable amount of wealth, it piques the interest of our global population, much of them steeped in poverty rather than wealth. But does that mean we should be envious or enraged at the people at the proverbial top? The truth? Whether you’re a victim or a champion of our capitalistic society largely depends on your financial situation.
I want to know how they did it, kept it and grew it. Making money isn’t as complex as most people make it out to be. Sure, there is a so-called guru gauntlet that most find themselves a victim of when trying to discover the real secrets to making money online these days. But that’s not really what I was interested in.
I was interested in things that moved the needle. How did the world’s billionaires get so rich? How did they harbor such intense self-discipline? You often read about advice or listen to a talk that these individuals give, but most of it goes in one ear and out the other. Do we follow much of that advice? Nope. It often falls to the wayside. We live on, steeped in detrimental habits that hold us back.
Tomi Engdahl says:
https://www.entrepreneur.com/article/302302
1. Create something that adds an abundant amount of value to the world.
Today, as it’s been for all our recorded history, getting rich entails building and adding an abundant amount of value to the world. The richest and most successful people have added the most value. That’s how real wealth is attained. Find some way that you can add an excessive amount of value to the world. This is not a short-term strategy. This takes time.
2. Create a consumable product that people love.
There are a number of industries in consumable products that are simply taking off like wild fire. From cold-brewed coffee to energy shots and drinks and even electronic cigarettes have become industries that have begun to balloon.
3. Insert yourself as a service provider into a high-growth industry.
We saw AirBnB grow from obscurity and blow-up air mattress rentals on floors into a global behemoth, making its three founders, Brian Chesky, Nathan Biecharczyk and Joe Gebbia, who were all once broke, into billionaires. AirBnB blazed a trail. But they weren’t the first. Vacation rentals had already begun to take off, but VRBO was first. Yet, AirBnB did it better.
The goal? Identify a high-growth industry and become a service provider. Whether that’s vacation rentals, ecommerce, financial services, insurance, virtual reality, chat bots, or any other industry for that matter, insert yourself into the industry by finding a unique way that you can provide the same service, but better, more efficiently and with greater reliability.
4. Find a way to improve communications or connection online.
Mark Zuckerberg became one of the world’s wealthiest individuals by improving connection and communications online. Today, we all know about the success of Facebook. But Zuckerberg was never poor or broke. He hailed from an upper-middle-class heritage.
However, what’s most intriguing is the story of What’sApp founder, Jan Khoum.
5. Invest in real estate and grow your portfolio over time.
Real estate has given a platform to the world’s richest individuals. If you think that making money through real estate is impossible, especially if you have no money to start with, then you’ve got a few lessons to learn. Some of the biggest real estate moguls in the world have started with nothing. It’s called wholesaling and creative financing. Once you understand it, it truly can propel tremendous growth.
Tomi Engdahl says:
https://www.fonecta.fi/b/google-yritysprofiili-ja-paikalliset-haut-iso-vaikutus-pienella-vaivalla–ihan-joka-yritykselle
Vaikka Google on melko kaikkitietävä oraakkeli, se ei tunne yrityksiä, jotka eivät ole tarjonneet tarpeeksi tietoja itsestään. Ja kuten olemme ennenkin todenneet, tänä päivänä on niin, että jos et löydy Googlesta, et ole asiakkaalle olemassa. Siksi on tärkeää kertoa netissä tuotteistaan, palveluistaan ja toimialueestaan – ja tämä pätee niin B2C- kuin B2B-yrityksiin.
Ja miksi kaikki tämä vouhotus?
Olet matkalla rautakauppaan ja tarkastat netistä vielä lähtiessä, onko liike varmasti auki. Perille päästyäsi löydätkin suljetun liikkeen. Miten ärsyttävää! Asiakaskokemuksena tämä on turhauttava, ja ajaa todennäköisesti sinut lopulta kilpailijan pakeille.
Asiakas etsii nälkäisenä ravintolaa uudesta kaupungista, ja päätyy Googlen paikallisten hakutulosten perusteella viiden korttelin päässä sijaitsevaan ravintolaan, joka ilmoitti hakutuloksissaan aukioloajat, käyttäjien arvostelut, ja olipa vielä lisännyt herkullisia kuvia annoksistaan. Harmi, että kulman takana olisi ollut sinun ravintolasi – joka ei ollut pitänyt huolta Google Yritysprofiilistaan.
Ymmärrät ehkä yskän. Paikallisissa hauissa ostohalukkuus jo todella kova – on tarve, rahat kädessä ja ratkaisua tarvitaan sillä hetkellä. Siksi siinä kilpailussa on oltava mukana.
Kaikki lähtee Google Yritysprofiilista
Löydettävyyden kivijalka on huolehtia siitä, että oman yrityksen sijaintitiedot ja perusyhteystiedot ovat oikein ja yhteneväiset sekä Googlessa, että muissa internetin yleisimmissä kanavissa. Ota siis Googlen Yritysprofiili haltuun ja laita se kuntoon ihan ensimmäisenä.
Google Yritysprofiili (ennen Google My Business, GMB) on kuin yrityksen käyntikortti verkossa. Sen voi pitää hyvin yksinkertaisena, mutta mitä enemmän sitä personoi, sen parempaa tietoa se tarjoaa, ja sen paremmin se myös erottuu edukseen. Ja tästä profiilista erityisesti Google ammentaa tietoa paikallisiin hakutuloksiinsa. Mitä siis enemmän tarjoat tietoa Googlelle, sitä tarkemmin Google voi parittaa hakutuloksesi asiakkaan haun kanssa.
Pidä kaikki kanavat kunnossa – nettisivuille eksytään yhä harvemmin
Nykyajan kärsimätön kuluttaja klikkaa yhä harvemmin yrityksen kotisivuille asti, vaan haluaisi mieluusti kaiken tiedon käyttämältään alustalta, oli se sitten Google, Facebook, tai jokin muu kanava. Siksi on tärkeää huolehtia yhteystiedoista, yrityksen ilmeestä ja tietojen yhteneväisyydestä kaikissa kanavissa. Ristiriitaiset tiedot voivat hämmentää paitsi asiakasta, myös Googlea.
Automatisoi – pienennä inhimillisen virheen mahdollisuus
Yhteystietojen ja Google Yritysprofiilin ylläpito ei ole rakettitiedettä, ja sen voi hoitaa mainiosti itse. Tehtävä voi kuitenkin tuntua raskaalta, jos yrityksellä on monia toimipisteitä ja kanavia, joihin muuttuvat tiedot tulee päivittää. Ja vaikkei olisikaan, on yrittäjällä usein kädet täynnä muuta puuhaa. Myös inhimillisten virheiden mahdollisuus kasvaa, kun joudut tekemään manuaalista näpyttelytyötä moneen paikkaan.
Silloin voi avuksi ottaa elämää helpottavia palveluja.
Tomi Engdahl says:
https://finlandiagroup.fi/ajankohtaista/syoksykierre-ja-miten-se-oikaistiin
Tomi Engdahl says:
https://pollitasta.fi/2021/10/08/olisiko-ammattiylpeyden-tuotteistaminen-mahdollista/
Tomi Engdahl says:
https://hackaday.com/2022/06/16/office-life-the-old-gray-mare-she-aint-what-she-used-to-be/
Tomi Engdahl says:
https://supabase.com/blog/2022/03/25/should-i-open-source-my-company
Tomi Engdahl says:
And billionaire entrepreneur Richard Branson agrees.
Billionaire Warren Buffett: This is the ‘one easy way’ to increase your worth by ‘at least’ 50 percent
https://www.cnbc.com/2018/12/05/warren-buffett-how-to-increase-your-worth-by-50-percent.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1656535058
Legendary investor and billionaire Warren Buffett has a tip for young people: Focus on learning how to write and speak clearly.
“The one easy way to become worth 50 percent more than you are now — at least — is to hone your communication skills — both written and verbal,” says Buffett in a video posted on LinkedIn on Monday.
“If you can’t communicate, it’s like winking at a girl in the dark — nothing happens. You can have all the brainpower in the world, but you have to be able to transmit it,” Buffett continues.
“And the transmission is communication,”
Billionaire entrepreneur Richard Branson agrees that being able to communicate effectively is critical to success.
“Today, if you want to succeed as an entrepreneur, you also have to be a storyteller,” the British businessman said in 2016 blog post. “Of course, it is no use being a good storyteller if your product or idea is rubbish. But it is not enough to create a great product; you also have to work out how to let people know about it.”
Hood asked Buffett in the video, “What is one tip? So you are talking to people that are 21, 22, just graduating school. What is one tip that you can give them?”
The advice is something Buffett has learned firsthand.
“I was terrified of public speaking when I was in high school and college,” Buffett said in a BBC video, published in 2009.
“I couldn’t do it. I mean I would throw up and everything.”
When he was younger, Buffett took a public speaking course at Dale Carnegie, the workplace training and professional skills development organization founded by author Dale Carnegie.
“I actually have the diploma in the office. And I don’t have my diploma from college, I don’t have my diploma from graduate school, but I have got my Dale Carnegie diploma there because it changed my life,” Buffett says in the video.
Tomi Engdahl says:
Warren Buffett calls this ‘indispensable’ life advice: ‘You can always tell someone to go to hell tomorrow’
https://www.cnbc.com/2020/01/09/billionaire-warren-buffett-shares-indispensable-life-advice-he-learned-more-than-40-years-ago.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1656611166
Buffett described Murphy as an enormously even-tempered and able business person: “He didn’t have to shout or scream or anything like that. He did everything in a very relaxed manner.”
Murphy’s point is that, often, in a heated situation, the smartest thing you can do is hold your tongue. If you lose your temper, you’re more likely to do something you might regret later on. And once it’s out there (especially in today’s technological world, where anything you say can go viral), you can’t take it back.
“It’s such an easy way of putting it,” Buffett continued. “You haven’t missed the opportunity. Just forget about it for a day. If you feel the same way tomorrow, tell them then — but don’t spout off in a moment of anger!”
Learning how to gracefully handle your emotions isn’t easy, but it’s worth practicing; allowing them to run wild can cause you to make bad decisions and even harm your reputation.
It’s important to note that Buffett isn’t advising people to not be emotional. Rather, he emphasizes the advantages of acknowledging, examining and understanding your emotions. By doing so, you create more time and space for clarity, which will then allow you to make more prudent decisions.
It all comes down to emotional intelligence
Murphy’s advice is deeply connected to the concept of emotional intelligence. An emotionally intelligent person possesses both self-awareness and social awareness skills — both of which are essential to developing and maintaining good relationships, communicating clearly, managing conflicts and achieving success.
Tomi Engdahl says:
What is digital transformation?
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It’s also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
https://enterprisersproject.com/what-is-digital-transformation
Tomi Engdahl says:
Lifecycle Insights: Digital transformation offers overwhelming ROI
https://resources.sw.siemens.com/en-US/analyst-report-lifecycle-insights-digital-transformation-offers-overwhelming-roi?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=digital+transformation&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1kaWdpdGFsK3RyYW5zZm9ybWF0aW9u
The Role of the Digital Thread and Digital Twin in Digital Transformation
https://blogs.sw.siemens.com/xcelerator/2021/04/29/the-role-of-the-digital-thread-and-digital-twin-in-digital-transformation/?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=digital+transformation&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1kaWdpdGFsK3RyYW5zZm9ybWF0aW9u
Digital Threads and Business Processes
https://blogs.sw.siemens.com/xcelerator/2021/08/20/digital-threads-and-business-processes/?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=digital+transformation&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1kaWdpdGFsK3RyYW5zZm9ybWF0aW9u
The future of digitalization: On-premises vs. cloud
https://blogs.sw.siemens.com/xcelerator/2021/11/17/the-future-of-digitalization-on-premises-vs-cloud/?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=cloud+technology&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1jbG91ZCt0ZWNobm9sb2d5
Your digital future: more flexible, scalable, accessible
https://blogs.sw.siemens.com/xcelerator/2021/06/23/your-digital-future/?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=cloud+technology&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1jbG91ZCt0ZWNobm9sb2d5
https://www.plm.automation.siemens.com/global/en/our-story/cloud/cloud-ready.html?utm_source=endeavor&utm_medium=native&utm_campaign=personifai&utm_term=cloud+technology&_ref=dXRtX3NvdXJjZT1lbmRlYXZvciZ1dG1fbWVkaXVtPW5hdGl2ZSZ1dG1fY2FtcGFpZ249cGVyc29uaWZhaSZ1dG1fdGVybT1jbG91ZCt0ZWNobm9sb2d5
Tomi Engdahl says:
https://www.securityweek.com/elusive-goal-network-security
Tomi Engdahl says:
Remember the customer is always right.
In their own mind.
Tomi Engdahl says:
Giving a Shit as a Service
A mental model for service businesses.
https://allenpike.com/2022/giving-a-shit
Getting something custom built can often be the path of frustration and expensive surprises, yet our experience was a delight. Was it because the furniture makers were experts? No. Was it because they charged a lot of money? No.
It was because they gave a shit.
In some ways, that’s the fundamental value proposition of a small boutique, whether it be a furniture shop or a software studio. Giving a shit as a service.
I used to puzzle over why potential clients who reached out to me always seemed to get more interested in hiring us if I tried to dissuade them by asking challenging questions. I think the biggest reason is that pushing back demonstrated that I care. If you email 4 software studios for a quote and 3 say “Sure, here’s a quote” but the 4th says “Hm, we certainly could build it but we can’t be sure about cost without knowing X and Y, and here are some other concerns we’d have” then the 4th is going to seem like they give a shit.
So, I suppose the moral of the story is: find yourself work you can give a shit about. And work with people who give a shit. It’ll make shit a lot more pleasant – I guarantee it.
Tomi Engdahl says:
People who are good at small talk ask these 5 questions to be ‘more real and less awkward’: Public speaking expert
https://www.cnbc.com/2022/06/28/ask-these-small-talk-questions-to-be-more-likable-and-less-awkward-says-public-speaking-expert.html#Echobox=1657650311
Small talk is often dismissed as being pointless and anxiety-producing. People either want to jump right into real conversation, or they want to go home. But some of the most important relationships begin with a casual conversation.
Making memorable small talk hardly requires ground-breaking style or creativity so much as sensitivity and understanding. As a public speaking coach, I always tell people to think about finding common ground. Your goal? Show emotional intelligence. Take a risk, but don’t be threatening.
Small talk is often dismissed as being pointless and anxiety-producing. People either want to jump right into real conversation, or they want to go home. But some of the most important relationships begin with a casual conversation.
Making memorable small talk hardly requires ground-breaking style or creativity so much as sensitivity and understanding. As a public speaking coach, I always tell people to think about finding common ground. Your goal? Show emotional intelligence. Take a risk, but don’t be threatening.
2. “What was your least favorite job?”
My friend who claims to hate small talk — but who also happens to be the best small-talker I know — likes to frame questions as though they are part of a poll: “I have a question I always ask people: What was your least favorite job?”
3. “Are you having a nice time?”
This question has an endless amount of variants: “Are you having fun?” “Isn’t this great?” “How’s your summer going?” “Are you cold?” “What do you like better, the [X thing in the room] or the [other X thing in the room]?” “I was just thinking about the keynote speaker and what she said about [X]. Did you notice that?”
All of these are great because they allow for easy connection.
4. “What do you do?”
This question gets a bad rap for being a horribly American thing to ask, given our reputation for “workaholism.”
But if you’re an American speaking to other Americans, then why not go with the flow? In fact, I’ve found that many Americans find it weird if you don’t ask what they do.
5. “Tell me about your family.”
For many people, family is the most important subject. To inquire about someone else’s family is a show of respect.
If the person you’re talking to seems to have come to an event with their family, for example, it’s perfectly polite to ask, “Do you have other siblings?”
It’s also true, however, that family for many people is an enduring and unhealed source of trauma or stress. As with any topic, if someone looks uncomfortable, back off.
Tomi Engdahl says:
https://www.edn.com/preventing-a-tarnished-reputation-caused-by-a-partners-poor-performance/
Tomi Engdahl says:
https://blog.netprofile.fi/somettaako-vai-eiko-someta
Tomi Engdahl says:
Stop talking about your products.
Steve Jobs Stole His Best Idea Ever From Nike’s Brilliant 2-Word Marketing StrategyAspirational brands talk about people, not products.
https://www.inc.com/jason-aten/steve-jobs-stole-his-best-idea-ever-from-nikes-brilliant-2-word-marketing-strategy.html?cid=sf01002
During it, he talked about making Apple a great brand. It was something he was passionate about as he talked about other great brands, one of them being Nike. I had forgotten about the quote, but it’s worth another look. Here’s what Jobs said:
Nike sells a commodity, they sell shoes. And yet when you think of Nike, you feel something different than a shoe company. In their ads, as you know, they don’t ever talk about the product, they don’t ever talk about their air soles, how they’re better than Reebok’s air soles.
What’s Nike do in their advertising? They honor great athletes and they honor great athletics. That is what they are about.
Technically, Jobs used seven words to highlight it, saying “they don’t ever talk about the product,” but I think you can sum it up with just two: “no products.”
Tomi Engdahl says:
Will You Be Successful, or Just a Dreamer? Steve Jobs Said Your Answer to One Question Reveals the AnswerHint: Independence is an admirable trait. But according to Steve Jobs, too much self-reliance can limit your chances for success.
https://www.inc.com/jeff-haden/will-you-be-successful-or-just-a-dreamer-steve-jobs-said-your-answer-to-one-question-reveals-answer.html
Tomi Engdahl says:
Microsoft president sees ‘new era’ of stagnating labor pool
https://www.reuters.com/technology/microsoft-president-sees-new-era-stagnating-labor-pool-2022-07-18/?utm_campaign=trueAnthem%3A+Trending+Content&utm_medium=trueAnthem&utm_source=facebook
REDMOND, Wash., July 18 (Reuters) – U.S. companies are facing a “new era” in which fewer people are entering the workforce and pressure to pay higher salaries may become permanent, Microsoft Corp’s (MSFT.O) President Brad Smith told Reuters in an interview.
At the software maker’s Redmond, Washington, headquarters, Smith highlighted one source of what he called today’s “greater economic turbulence.”
The trend of around 5 million people expanding the U.S. working age population every five years since 1950 has shifted, starting in the period between 2016 and 2020 when growth slowed to 2 million, and is now slowing further, said Smith late last week, citing United Nations data. Major markets overseas have seen outright labor force declines.
“That helps explain part of why you can have low growth and a labor shortage at the height at the same time. There just aren’t as many people entering the workforce,”
Executives including Mark Zuckerberg, chief executive of Facebook parent Meta Platforms Inc (META.O), have recently fretted about the economy. Zuckerberg warned the United States might face “one of the worst downturns that we’ve seen in recent history,” though Smith said it would be premature to declare a recession inevitable.
https://www.reuters.com/technology/exclusive-meta-girds-fierce-headwinds-slower-growth-second-half-memo-2022-06-30/
Tomi Engdahl says:
https://techcrunch.com/2022/07/22/mark-cuban-hasnt-profited-from-his-shark-tank-investments/?tpcc=tcplusfacebook
Tomi Engdahl says:
10 Questions to Ask Employees During Remote One-on-Ones
https://lattice.com/library/10-questions-to-ask-employees-during-remote-one-on-ones
Whether your team is remote due to a crisis or this is your “normal,” managers should tailor their one-on-ones to get at the issues unique to long-distance work relationships. Here are some questions we recently added to Lattice’s built-in list of manager talking points that you may want to add to your own remote one-on-one agenda.
Tomi Engdahl says:
The 90-second rule to shift your emotions – how to banish negative feelings and create more positive ones
https://technopolisglobal.com/insights/stories/the-90-second-rule-to-shift-your-emotions/
Tomi Engdahl says:
Introverts are ‘routinely passed up’ for promotions—but have 3 traits that can make great leaders, says best-selling author Susan Cain
https://www.cnbc.com/2022/07/23/susan-cain-why-introverts-can-be-great-leaders.html
“The bias in our culture against introversion is so deep and so profound, and we internalize it at such an early age,” Cain, an introvert herself, said. She added that introverts are “routinely passed up” for leadership positions.
In a 2021 YouGov survey, 52% of Americans said they were more introverted than extroverted, with 12% calling themselves “completely introverted.” The actual definitions of introvert and extrovert differ from the stereotypes: According to Cain, extroverts crave high-stimulation environments, gaining energy from activities like meeting new people or going to parties.
Tomi Engdahl says:
Google CEO tells employees productivity and focus must improve, launches ‘Simplicity Sprint’ to gather employee feedback on efficiency
https://www.cnbc.com/2022/07/31/google-ceo-to-employees-productivity-and-focus-must-improve.html?utm_term=Autofeed&utm_medium=Social&utm_content=Tech&utm_source=Facebook#Echobox=1659281283
KEY POINTS
Google CEO Sundar Pichai announced to employees Wednesday a new effort called “Simplicity Sprint,” which will solicit ideas from its more than 174,000 employees on where to focus and improve efficiency.
Pichai said Google’s productivity as a company isn’t where it needs to be given the headcount it is, and warned of a toughening economy.
HR chief Fiona Cicconi also acknowledged industry-wide concerns about layoffs, and said the company is “not currently looking to reduce Google’s overall workforce,” but reiterated the need for greater efficiency and focus.
Tomi Engdahl says:
https://techcrunch.com/2022/08/02/getting-acquired-is-a-legitimate-strategy-for-building-your-business/
Tomi Engdahl says:
MIKSI MUUTOS TUHOAA OMISTAJA-ARVOA – JA MITEN VÄLTÄT SUDENKUOPAT?
https://blog.netprofile.fi/miksi-muutos-tuhoaa-omistaja-arvoa-ja-miten-valtat-sudenkuopat
Bisneskirjallisuus tietää, että yli 50 prosenttia yritysten yhdistymisistä epäonnistuu. Sulautuminen ei kasvatakaan omistaja-arvoa vaan tuhoaa sitä. Miltä tuntuu, kun omistamasi osake menettää arvoaan surkean muutosjohtamisen vuoksi?
Syitä yrityskauppojen epäonnistumisiin ovat muun muassa suunnitteluvaiheen ylioptimistisuus, epärealistinen tilannekuva organisaation mielenmaisemasta ja hatara omistautuminen prosessin läpiviennille.
Samat ongelmat vaivaavat muitakin muutosprosesseja. Olipa kyse yt-neuvotteluista, kulttuurin uudistamisesta tai vaikkapa laajasta järjestelmän käyttöönotosta, mönkään menon riski on todellinen.