Friday 20th July 2018
  • 7 skills that aren't about to be automated - HBR


    Today's young professionals grew up in an age of mind-boggling technological change, seeing the growth of the internet, the invention of the smartphone, and the development of machine-learning systems. These advances all point toward the total automation of our lives, including the way we work and do business. It's no wonder, then, that young people are anxious about their ability to compete in the job market. As executives who have spent our lives assessing and implementing digital technology in every type of organization, we often get asked by them: "What should I learn today so that I'll have a job in the future?" In what follows we'll share seven skills that can not only make you unable to be automated, but will make you employable no matter what the future holds.

    Continued here

  • The cult of busy - Dina Kaplan


    Over a leisurely lunch recently, a good friend lamented that he was "too busy" to read.
    I smiled.
    Our meal lasted an hour and a half. We then strolled to a nearby restaurant, evaluating the menu for an upcoming dinner party. My friend then headed to a meeting about a conference - he's a successful entrepreneur - he didn't actually plan to attend. By the time he returned to work it would be 4:30pm, more than four hours after he had left for lunch.
    My friend had filled the day. He was busy. But the things that made him busy were the result of his own decisions. He didn't lack the time to read. He was simply choosing not to.

    Continued here

  • Practical Frameworks for Beating Burnout - Roli Saxena


    Roli Saxena joined Clever last year to lead customer success. But in a turn of events all too common at growing startups, her role started to expand - and expand. Today, she's running all of sales, strategic partnerships and operations. Having come up through the ranks at LinkedIn - finally overseeing its largest North American sales division - she was used to having too much on her plate. But even the most seasoned, multitasking executives have their limits. The best ones admit it.
    Now, with over 40 people reporting to her across multiple teams at a startup that has to remain lean and competitive, she's gotten serious about keeping burnout at bay. In this exclusive article, she shares the key frameworks that have helped her prioritize, focus and survive during the toughest moments of her career - and suggests how startups can institutionalize them for better, happier performance across the board.

    Continued here

  • Renewable energy in India: Solar leads the pack!


    At a time when the ministry of new and renewable energy (MNRE) seems to be on course to reach a cumulative wind capacity target of 60 GW by FY2022, a globally leading job portal has suggested that there has been a surge of interest in jobs in the renewable energy sector in India. If a recent study by Indeed, one of the top job sites in the world with presence in more than 60 countries, is anything to go by, the solar energy sector in India is leading the race with an increase of 76 per cent in the number of job searches between October 2014 and October 2017.

    Continued here

  • Management is much more than a science - HBR


    You can't chart a course for the future or bring about change merely by analyzing history. We would suggest, for instance, that the behavior of customers will never be transformed by a product whose design is based on an analysis of their past behavior. Yet transforming customer habits and experiences is what great business innovations do. Steve Jobs, Steve Wozniak, and other computing pioneers created a brand-new device that revolutionized how people interacted and did business. The railroad, the motor car, and the telephone all introduced enormous behavioral and social shifts that an analysis of prior data could not have predicted. To be sure, innovators often incorporate scientific discoveries in their creations, but their real genius lies in their ability to imagine products or processes that simply never existed before. The real world is not merely an outcome determined by ineluctable laws of science, and acting as if it is denies the possibility of genuine innovation. A scientific approach to business decision making has limitations, and managers need to figure out where those limitations lie.

    Continued here

  • A chat with Dr Frank Richter, Horasis

    In 2005, Dr Richter founded Horasis, an independent think tank for global business topics. He works with businesspeople, politicians and intellectuals and advises governments and private sector organizations on issues such as globalization, trade, and sustainable development. He has authored and edited 37 books and numerous articles on global strategy and Asian business, covering topics such as the Asian business environment and how Asian firms bounced back from the 1998 Asian crisis. In this exclusive interview with TradeBriefs, he provides insight on the current state of international affairs. Read more

  • The New Moats - Jerry Chen


    To build a sustainable and profitable business, you need strong defensive moats around your company. This rings especially true today as we undergo one of the largest platform shifts in a generation as applications move to the cloud, are consumed on iPhones, Echoes, and Teslas, are built on open source, and are fueled by AI and data. These dramatic shifts are rendering some existing moats useless and leaving CEOs feeling like it's almost impossible to build a defensible business. In this post, I'll review some of the traditional economic moats that technology companies typically leverage and how they are being disrupted. I believe that startups today need to build systems of intelligence 'AI powered applications' the new moats."

    Continued here

  • This is why you should not be the CEO - Seyi Fabode


    You shouldn't be CEO if the title matters more to you than serving your employees and team everyday. And I do not mean that BS 'servant leader' stuff. I mean understanding that you have taken on the responsibility of feeding the people you have convinced to join your team. And as much as that thought of failing all these people you have convinced to help you do the work petrifies you, it drives you to sweat for them everyday.
    You shouldn't be CEO if you get into the office in the morning and you're not quite sure what you should be working on today because no one has actually assigned you a task. Your work starts when you wake up. I don't suggest you grab your phone the minute you wake up. I'm suggesting your mission should be clear and things that do not move you closer to that vision should not distract. The mission prioritizes things for you.

    Continued here

  • Feelings of Failure as a Startup CEO, and How to Overcome Them - Elad Gil


    For many startup founders, your CEO job may be your first time managing people, hiring and firing across various functions, raising money, selling a customer, managing your board of directors, or signing a business partnership. There is a lot to learn in each of these areas, and no matter how smart you are you are going to make mistakes. When a startup grows from 10 to 100 to 1000 people, you have to relearn basic parts of the CEO job. How you communicate to a 1000 person organization is very different from a 100 person organization. So even if you learn how to manage at one scale, each step up in organization size is a whole new learning curve. This constant learning curve means that even if you are doing well, you may constantly feel lost. You may also feel imposter syndrome or like a con artist. How can people think you are good at running a company when you have never done it before?
    Take a deep breath - you started this company in part to feel stretched. Realize that other founders are in the same situation as you. Specific tips on how to deal with this are at the end of this post.

    Continued here