According To Hackett Group Research In 2018, Procurement Professionals Agree That Digital Transformation

A PMO can implement a repeatable project delivery process so that organizations can readily manage and deliver projects. #ceo #entrepreneur #business #motivation #success #boss #businessowner #entrepreneurship #marketing #money #leadership #smallbusiness #entrepreneurlife #love #founder #hustle #startup #inspiration #wealth #ceolife #explorepage #music #fashion #mindset #entrepreneurs #bossbabe #millionaire #goals #businessman #bhfyp

Top Strategies to Increase Cash Flow with Passive Income

Entrepreneurs often find themselves in a difficult position where they face cash flow management difficulties. This can be the bane of their existence as an entrepreneur, and it’s not uncommon for these problems to arise when entrepreneurs struggle with managing their finances well enough.

Entrepreneurs who want to ensure their businesses always have a consistent source of capital can generate passive income by investing in, for instance, royalty payments or licensing fees. This is one way that entrepreneurs are able to overcome the challenges involved with being self-employed because it doesn’t require too much time commitment on behalf of them personally.

Passive income is the best way to make money without doing anything. There are many types of passive businesses that can provide you with enough funds, and let your bank account grow while sitting at home or any other place of leisure!

Passive Income Strategies That Can Increase Cash Flow:

1. Create and Sell Digital Products:

This is a passive income strategy that you can use to generate an abundance of revenue. The method for creating and selling digital products like eBooks, videos or any other media product your audience desires should not be too difficult with this particular business model because all it takes are some ideas in order make them happen!

2. Create a blog or YouTube channel:

If you have a popular YouTube channel or blog, then the views and revenue from each video will add up quickly. You can make money just by showing advertisements on your site. If you have the potential of generating enough traffic, it’s possible that each month may provide an income for yourself!

3. Get Paid For Referring Leads:

You can make money by referring leads to your business. For example, if you own the real estate company and want customers who will pay more for their services than what they were paying before then to use LeadGenius which connects them with different businesses that need help on both sides of transactions as well as those looking specifically at referrals from other sources such a contractor or HR report manager in order generate revenue off these new connections!

4. Promote Affiliate Products:

Affiliate marketing is a great way to make money on the internet. This business model promotes products and services for other companies, in return, it receives a percentage of their sales roll-up amount with your own shipping fees included at no extra cost!

5. Invest In The Stock Market:

Investing in the stock market is a great way to generate passive income. However, this process does require a significant commitment of time and money as you have provided for an account with a broker/dealer who will give research reports that can be used by buyers or sellers alike; monitor your investments regularly (at least daily), and integrate cash flow management software into your business so it reaps exponential benefits!

Invoicera is a game-changing new way to manage your cash flow. Utilizing Invoicera can be the perfect solution for small businesses and entrepreneurs who need an effective system tracking all their income and expenses, saving them time in doing so manually every month!

Source: 7 Proven Strategies to Increase Cash Flow with Passive Income

Google Analytics is the best friend of all Digital Marketers as it dictates the decision making and success of every websites.

There will be opportunities. Go find one.

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How do we eliminate a company's operating expenses?

Eliminating a company's operating expenses entirely is typically not feasible, as these expenses are necessary for the day-to-day functioning of the business. However, you can significantly reduce operating expenses through various strategies. Here are some approaches:

1. Automate Processes

2. Outsource Non-Core Activities

3. Negotiate with Suppliers

4. Reduce Office Space

5. Energy Efficiency

6. Review and Cut Subscriptions

7. Optimize Inventory Management

8. Improve Employee Productivity

9. Outsource Non-Essential Roles

10. Renegotiate Debt and Leases

11. Utilize Freelancers and Part-Time Workers

12. Implement Cost-Effective Marketing

13. Streamline Operations

While eliminating operating expenses entirely is impractical, these strategies can significantly reduce them, improving overall efficiency and profitability.

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FUNDAMENTALS OF COMPANY CULTURE — BEHAVIORS ASSOCIATED

Everyone wants to improve their company culture. Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time. Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is.

What Is Company Culture?

Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled. We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do things” — but it doesn’t explain why we are doing those things. Culture includes that why.

Measuring Company Culture

We can’t. And we don’t want to. Culture isn’t meant to be measured. Why? Because culture, technically defined, is the artefacts, espoused values and beliefs, and basic underlying assumptions that people have. And that can’t be measured quantitatively. Measuring/ quantifying it may erode the point of culture. Culture is an organization’s compass for behaviour. It’s what people use to decide what actions are acceptable, and what are not. For example, at some places it may guide people to publicly report a mistake. At other places, it nudges people to brush a similar mistake under the rug.

Measuring culture is like saying we want to measure a compass. We can pick it up and say, “Hmm, let me rate the shininess of this compass, or weigh how heavy it is.” But, really, what we care about is if the compass points us to where we want to go. Measuring the compass itself doesn’t do you much good. Because if we don’t see culture as a lever that influences what we are trying to accomplish as a team, and instead as the thing itself we are trying to maintain, we lose sight of culture’s power in the first place: Culture helps a group of people get what they want done, done.

As a result, what we can measure are the outputs of culture. The observable behaviors and indicators we see as the consequences of our culture. Possibly the most important output to gauge is progress. Studies show how progress, more than anything, influences employee motivation. This means defining what “progress” looks like on a day-to-day basis. Is it the speed by which things are happening? Is it the quality of the work being produced? Is it the number of people we are helping because our work product exists? It could also mean asking questions like how helpful managers are in supporting people to make progress, or how frequently they encounter frustrating obstacles in a given week. Therefore: If we want to measure culture, we need to start with clearly defining what the outputs of a successful, healthy culture looks like in our context. 

Levels of culture

Why this matters

More often than not, there is a misalignment between the invisible and visible layers. The things we actually believe, versus the things we say we believe and the things we do to show it.

A Sample Case Study: Perhaps the most glaring case has been Uber. A company that no doubt had visible signs as “proof” that they valued their employees — lavish office parties and state-of-the-art offices. A company that had 14 cultural values it touted, including that employees should “be themselves.” And yet the basic underlying assumption persisted: Win at all costs, by any means necessary. We saw this in countless of examples of questionable ethics and sexual harassment issues ignored. At its core, Uber’s culture was rooted in this aggressive, toxic mindset — and that manifested in how they treated their people, regardless of what superficial artifacts or espoused values they trumpeted.

If we are looking to truly shift our company’s culture, we have to zoom in on this bottom most layer: our basic underlying assumptions. What we truly believe — not always what we say or outwardly show — is what drives the company’s culture.  Changing the company culture is not about just changing the visible signs. Getting beer taps installed in the kitchens doesn’t make the culture more friendly. Nor does building an onsite gym mean the culture all of sudden cares about employees’ health and well-being. Changing the company culture also is not about just changing the espoused values and beliefs. Saying at all-company meetings, “We believe in honesty and transparency” or writing “We believe in diversity and inclusion” on a website doesn’t automatically make those things true.

Changing company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to. If we can understand company culture, we can improve it.

Classification of Culture Types: The Schneider Model

The Schneider cultural model isn’t a new approach but it is relevant today. William Schneider describes culture as the answer of “How we do things around here to succeed?” No one culture type is better than another. They only have strengths and weaknesses. Depending on the type and nature of work, different types of culture may be a better fit. Companies typically have a dominant culture with aspects from other cultures. Different departments or groups may have different cultures. (e.g. development vs. operations), and these differences can lead to conflict.

Four Main Types of Culture

The Schneider Model identifies the primary, underlying culture which shapes the organisation. There are 4 main types: - Control - Cultivation - Collaboration – Competence

Control cultures (COMPANY/REALITY oriented) are process-driven; the company’s success depends on data, processes, etc. Many energy, aviation and defence companies have control cultures. Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’ concepts take everyone’s eye off the ball and potentially get the organization in trouble. Empiricism and the systematic examination of externally generated facts are highly valued. Control cultures want no competition – they want to be the only players in town. Control cultures are command-and-control/ hierarchical- Leaders manage the work. Examples: The military, Police, Exxon. 

Collaboration cultures (PEOPLE/REALITY oriented) – people work together towards a shared goal. The Collaboration culture springs from the household. Relationships are key to getting things accomplished. Google is an example, though it also has cultivation culture elements. The way to success is to put a collection of people together, to build these people into a team, to create their positive touching relationship with one another and to trust them with fully applying one another as resources. Status and rank take a back seat.

Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often cantered around a greater mission. Cultivation Culture is about learning and growing with a sense of purpose. Examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the company’s mission. Example – Zappos.

Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and utilize the best talent to bring ideas to bear. Examples: Deloitte, Apple. In a competence culture, being superior or the best is chief. This can mean having the best product, service, process or technology in the marketplace. This culture gains its uniqueness by combining possibility with rationalism. What might be and the logic for getting there are what count.

Fundamental values are knowledge and information. Formalities and emotional considerations are not important compared to proven accomplishment.

Want to Become an Astronaut? You Might Be More Qualified Than You Think

Have you ever wondered if you have what it takes to become a NASA Astronaut? We’re accepting applications starting March 2, and we’re encouraging all eligible Americans to apply by March 31! 

It’s an incredible time in human spaceflight to be an astronaut. With Artemis, our sights are set on the Moon – to stay – by utilizing sustainable lunar missions, and you could be one of the humans on the surface! During their careers, this next class of astronauts may also fly on any of four different U.S. spacecraft: the International Space Station, Boeing’s CST-100 Starliner, SpaceX’s Crew Dragon and our Orion deep-space exploration vehicle; They will be at the cutting edge of a new era in human exploration. 

So, still interesting in joining our ranks as an Artemis generation astronaut? Here are a few things to note.

Myths about becoming an astronaut:

MYTH: All astronauts have piloting experience.

FACT: You don’t need to be a pilot to be an astronaut. Flying experience is not a requirement, but could be beneficial to have.

MYTH: All astronauts have perfect vision.

FACT: It’s okay if you don’t have 20/20 vision. As of September 2007, corrective surgical procedures of the eye (PRK and LASIK), are now allowed, providing at least 1 year has passed since the date of the procedure with no permanent adverse after effects.

MYTH: All astronauts have advanced degrees like, a PhD.

FACT: While a Master’s degree from an accredited university is necessary, the requirement can also be met with the completion (or current enrollment that will result in completion by June 2021) of a nationally recognized test pilot school program.

MYTH: Astronauts are required to have military experience in order to be selected.

FACT: Military experience is not required to become an astronaut.

MYTH: You have to be a certain age in order to be an astronaut.

FACT: There are no age restrictions. Astronaut candidates selected in the past have ranged between the ages of 26 and 46, with the average age being 34.

Okay, but what are the requirements?

The basic requirements to apply include United States citizenship and a master’s degree in a STEM field, including engineering, biological science, physical science, computer science, or mathematics, from an accredited institution. The requirement for the master’s degree can also be met by:

Two years (36 semester hours or 54 quarter hours) of work toward a Ph.D. program in a related science, technology, engineering or math field;

A completed doctor of medicine or doctor of osteopathic medicine degree;

Completion (or current enrollment that will result in completion by June 2021) of a nationally recognized test pilot school program.

Candidates also must have at least two years of related, progressively responsible professional experience, or at least 1,000 hours of pilot-in-command time in jet aircraft. Astronaut candidates must pass the NASA long-duration spaceflight physical.

Applications for our next Artemis astronaut class open on March 2! Shoot for the stars and visit: https://www.nasa.gov/astronauts

Make sure to follow us on Tumblr for your regular dose of space: http://nasa.tumblr.com 

On this episode of Now & Then, “Democracy Is In the Mail,” Heather Cox Richardson and Joanne Freeman talk about the development of the post office in American culture. They explain why the Framers believed so deeply in a government-backed mail service, trace how Western expansion changed the culture and organizational structure of the Post Office Department, and recount the 1970 postal strike and the impact of the resultant Postal Reorganization Plan. How has the mail bolstered democracy? Should the postal bureaucracy be run like a public utility or a business? And can the Postal Service withstand the current push for privatization?

Benefits of Prefabricated Concrete Homes

1. Speed of Construction

Prefabricated homes can be built in a fraction of the time required for traditional construction. While conventional homes may take months or years, prefabricated homes can be completed in weeks.

2. Cost Efficiency

By producing components in bulk and reducing onsite labor and material waste, prefabrication lowers overall construction costs.

3. Durability and Safety

Concrete is renowned for its strength, fire resistance, and ability to withstand extreme weather conditions. Prefabricated concrete homes offer enhanced structural integrity, making them ideal for regions prone to earthquakes, hurricanes, or flooding.

4. Environmental Benefits

Prefabricated construction reduces material waste, minimizes onsite disturbances, and uses sustainable materials, aligning with global green building standards.

5. Design Versatility

Modern prefabricated homes can cater to a wide range of architectural styles, from minimalist urban designs to more traditional aesthetics.

#KhalidAlbeshri #خالدالبشري