- Chris Sacca says there’s “a greed case for diversity”
There’s a very strong business case for diversity that can affect a company’s bottom line. If you have a gender-diverse company, it can result in a 15 percent greater financial performance compared to a company that is not diverse, according to McKinsey. Meanwhile, ethnic and racial diversity at the leadership and board level leads to a 35 percent greater financial performance. In Silicon Valley specifically, the tech-dominant area could gain $25 billion (a 9% increase) in gross domestic product by 2025.
http://techcrunch.com/2016/04/29/chris-sacca-says-theres-a-greed-case-for-diversity/
- Why outsourcing customers are terminating their call center deals
What’s going on, say Everest’s analysts, is that buyers have greater expectations from their call center providers today. No longer content with simply lower costs, they are looking for vendors that can partner will them to deliver improved business outcomes. They are seeking engagements that incorporate emerging technologies, automation, and big data analytics. And they’re showing the vendors who can’t meet these increased demands the door.
- How Men’s Changing Friendships Might Reshape The Workplace
There are lots of reasons why we think friendship and work don’t mix, aside from hyper-competitiveness. First, there’s longevity: gone are the days when, like my grandfather, you spent your entire working life at one company with the same colleagues, until death or retirement, whichever came first. Now our colleagues are unlikely to be around in five or six years.
There’s also hierarchy to consider. What if you get promoted—or your friends do—and you suddenly aren’t “peers” but supervisors and supervised? And besides, social media can keep us connected to older friends, no matter how far-flung.
It’s hard to say whether the evolving workplace is changing male friendships or vice versa; probably it’s a mix of the two. But what’s clear is that at the same time that corporate hierarchies are flattening and employee tenures shortening, men are steadily growing closer.
- Supply Chain Managers Put on High Alert Against “Ransomware”
Ransomware uses special encryption software to lock up the targeted data, so that it is irrecoverable until the hackers release the key. The malware is typically spread via phishing emails, infected websites and other means (portable media, vendor networks, ‘botnets,’ etc.) – and all it takes is one infected computer to put a company’s entire network at risk.
Any supply chain is potentially vulnerable, unless it’s completely air-gapped and undiscoverable from a public-facing web server. However, this is unlikely – it is exceedingly difficult to silo networks and data in such a way that malware can’t get through and still be able to manage them easily.
- Technological Sustentation 90: Open Source
Open Source brings unique advantages, but it also brings unique risk. Who is going to support the platform day to day? Maintain it and fix the bugs? Add new functionality and integration capability as the organizational platforms change? And how can you be sure someone didn’t sneak something proprietary in there, either on purpose or by accident, and you won’t be accused of IP theft or a license infringement and have to tack legal costs onto the bill (as there is no provider to indemnify you)? All of this is addressable, and controllable, but you need to be aware of all the risks, and have a game plan to mitigate them up front, or getting any open source project approved in an organization that still wants a one vendor platform and “one neck to choke” (that is outside the organization) will be an uphill battle.
http://sourcinginnovation.com/wordpress/2016/04/27/technological-sustentation-90-open-source/
- Why analytics is eating the supply chain
“It’s about agreeing on forecasts and collaborating on inventory throughout the supply chain,” Myerson said. “It really improves efficiency, cost and quality, and not just for manufacturers.”
http://www.computerworld.com/article/3063541/big-data/why-analytics-is-eating-the-supply-chain.html