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Learn Power BI Advance- Abstract Thesis Part 54: Concatenate Label off

World Architecture Day

The occasion of World Architecture Day reminds us of ancient as well as modern architectural wonders that will forever be appreciated and loved. Let us motivate young aspiring architects to create sustainable architecture designed for the well-being of buildings.

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.

Logistics & Industrial Real Estate: E-commerce growth drives demand for warehouses and last-mile delivery facilities:

The growth of e-commerce is significantly increasing demand for logistics and industrial real estate, especially warehouses and last-mile delivery facilities. As online shopping expands, companies need more storage space and strategically located distribution centers to handle inventory and speed up deliveries to consumers. Last-mile delivery hubs near urban centers are particularly crucial for meeting expectations of faster, same-day, or next-day shipping, making this sector a key focus for real estate development and investment.

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Models of Crisis Management (Burnett model 1998) deals with time pressure, control issue, threat level concern, response option constraint. This model is used by Army people. So Burnett (1998) divides the model’s six step inner-circle into three categories. Identification Confrontation Reconfiguration .Explanation of the elements in the inner circle of Burnett’s model goal formation, environmental analysis, Strategy formulation, Strategy Evaluation ,Strategy Implementation ,Strategic Control. Gnkitm will share with you one model related to Finance, Marketing and HRM which will help you to create awareness in corporate sector issues which will ultimately boost your academic progression.

How do you do property valuation as a real estate developer?

1. Market Analysis: Start by conducting a thorough market analysis to understand the current trends, demand, and supply dynamics in the local real estate market. This will help you identify potential opportunities and risks.

2. Property Inspection: Visit the property and conduct a detailed inspection to assess its condition, features, and potential for improvements or renovations. Take note of any repairs or maintenance that may be required.

3. Comparable Sales: Research recent sales of similar properties in the area to determine the market value. Look for properties that are similar in size, location, condition, and amenities. Analyze the sales prices, time on market, and any adjustments made for differences.

4. Income Analysis (if applicable): If you are evaluating an income-generating property, such as rental apartments or commercial buildings, analyze the income and expenses associated with the property. Calculate the net operating income (NOI) and apply an appropriate capitalization rate to estimate the value.

5. Development Potential: Assess the development potential of the property by considering factors such as zoning regulations, land use restrictions, and market demand for new construction or redevelopment projects. Determine if there are any limitations or opportunities for value-add strategies.

6. Financial Analysis: Perform a financial analysis to determine the profitability of the investment. Consider factors such as acquisition costs, financing options, operating expenses, potential rental or sales income, and projected returns on investment.

7. Risk Assessment: Evaluate the risks associated with the property, such as market volatility, potential legal or regulatory issues, environmental concerns, and any other factors that may impact the value or feasibility of the project

8. Decision Making: Based on the findings from the evaluation process, make an informed decision on whether to proceed with the property acquisition or development. Consider the potential returns, risks, and alignment with your overall investment strategy

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What are the steps to enter a new real estate development market?

1. Market Research: Thoroughly research the new real estate development market you are considering entering. Analyze factors such as population growth, economic trends, market demand, existing competition, and government regulations. This will help you understand the market dynamics and identify potential opportunities and challenges.

2. Define Your Objectives: Clearly define your objectives for entering the new market. Determine what type of real estate development you want to pursue, such as residential, commercial, or mixed-use projects. Identify your target audience and the specific niche or market segment you want to cater to.

3. Financial Assessment: Assess the financial viability of entering the new market. Evaluate the costs involved, including land acquisition, construction, permits, financing, marketing, and other expenses.

4. Networking and Partnerships: Build a network of professionals and establish partnerships in the new market.

5. Legal and Regulatory Compliance: Familiarize yourself with the legal and regulatory requirements for real estate development in the new market.

6. Land Acquisition: Identify suitable land or property for your real estate development projects. Consider factors such as location, accessibility, infrastructure, zoning, and potential for future growth.

7. Develop a Business Plan: Create a detailed business plan for your real estate development ventures in the new market. Outline your goals, financial projections, project timelines, marketing strategies, and risk management approaches.

8. Obtain Financing: Secure the necessary financing for your projects. Explore options such as bank loans, private investors, joint ventures, or crowdfunding platforms. Develop a comprehensive financial package that includes your business plan, project feasibility, and projected returns to present to potential lenders or investors.

9. Execution and Project Management: Once you have acquired land and secured financing, begin the execution of your real estate development projects. Coordinate with architects, engineers, contractors, and other professionals to ensure smooth project management.

10. Marketing and Sales: Develop a strategic marketing plan to promote and sell your real estate projects in the new market.

How Startups Can Benefit From R&D Tax Credits

How Startups Can Benefit From R&D Tax Credits

With the worst of the Covid-19 pandemic potentially over, we begin to look towards the possibility of life returning to a degree of normality. (more…)

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Why invest in in Saudi Arabia?

Investing in Saudi Arabia is highly attractive due to its strategic location, economic reforms, and ambitious Vision 2030. The country is diversifying away from oil, with massive investments in sectors like tourism, technology, and renewable energy. Key factors include:

- Vision 2030: Transformative reforms aimed at economic diversification and reducing oil dependency.

- Strategic Location: Central hub connecting Europe, Asia, and Africa, ideal for regional and international trade.

- Rich Resources: Leading global energy producer with abundant natural resources and emerging mining opportunities.

- Mega Projects: Landmark initiatives like NEOM and Qiddiya create opportunities in construction, tourism, and entertainment.

- Investment Reforms: Improved business environment with eased foreign ownership and investment incentives.

- Growing Economy: Largest economy in MENA, with a young, expanding population driving demand in various sectors.

- Innovation Focus: Government support for tech and digital transformation, fostering a thriving environment for startups and tech investments.

- Tourism Growth: Efforts to attract 100 million visitors by 2030 open opportunities in hospitality and cultural development.

- Sustainability Commitment: Initiatives like Green Saudi promote investment in clean energy and sustainable development.

In summary, Saudi Arabia offers a stable, resource-rich environment with significant growth potential, making it a compelling destination for global investors.

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💡 Return on investment (ROI) is a financial metric used directly measure the amount of return or monetary gain on a particular investment put into business, real state or buy and sell. 

This video explains the formula on how calculate ROI or Return on investment. Also, I will give a sample scenario on how to compute the Return on investment (ROI) percentage for a sewing and clothing business.