This document provides an overview of personal finance topics for engineers. It begins by explaining why personal finance is important but poorly covered, and why it is relevant for engineers specifically. It then outlines some fast finance basics like behavioral finance, liquidity, cash flow, compounding returns, and the benefits of index fund investing. The document also discusses more advanced topics such as calculating returns in Excel, retirement planning challenges, collectible coins, and derivatives. The overall message is that personal finance is not as rational as people think, and the keys are to save early, avoid debt, and keep investing simple through low-cost index funds.
This document discusses leading in a VUCA (volatile, uncertain, complex, ambiguous) world. It notes that complexity and change have significantly increased over the past two years and will continue to increase over the next two years. It defines VUCA and explains that learning agility is the key to success in this environment, which involves knowing what to do when you don't know what to do. Research shows that learning agility is the best predictor of leadership success and that organizations are increasingly focusing on developing learning agility in their talent.
As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world.
To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.
Beyond budgeting - an agile management model for new business and people rea...Smidigkonferansen
This document discusses Beyond Budgeting, an agile management model, and Statoil's implementation of this model called Ambition to Action. It provides the following key points:
1. Traditional budgeting causes problems like being a poor performance measure, assumptions becoming outdated quickly, and being very time-consuming.
2. The Beyond Budgeting principles focus on values-based leadership, relative goals, transparency, autonomy for teams, and continuous planning rather than annual budgets.
3. Statoil implemented Ambition to Action to translate strategy into actions and goals for over 1400 teams. It emphasizes flexibility, values, and a holistic view of performance beyond just numbers.
Bizcamp #8: The Founder's Dilemmas, Control vs. Wealth decisionsBruno Lowagie
In this talk, scheduled for May 28th, Bruno Lowagie, the CEO of the iText Software Group, will talk about the book "The Founder's Dilemmas" by Noam Wasserman, explain the different Control vs. Wealth decisions discussed in this book, and apply what is said in the book to his own business.
Core competence is a mixture of collective learning, skills, and coordinating production skills and integrating multiple production streams that allow a company to provide benefits to customers. It involves collaboration across departments and levels and is difficult for competitors to imitate. Core competencies provide potential access to many markets, significantly contribute to customer benefits, and are enhanced through continued use rather than diminishing.
Peloton and Magnetar were hedge funds active during the 2007-2008 financial crisis. Peloton bet against the housing market before 2007 and earned profits, but then tried to time the bottom which failed catastrophically. It took on high leverage and lost all its equity and assets. Magnetar engaged in relative value trades, being long risky equity tranches and short less risky mezzanine tranches of CDOs, believing prices had diverged. This isolated it from overall market performance and helped preserve capital. Peloton's failure was due to high leverage, overconfidence in liquidity, and underestimating further price declines. Mitigation could have involved less leverage and diversifying bets on bailouts.
This document discusses strategic analysis tools and strategic thinking skills. It covers various strategic analysis frameworks including PESTLE, SWOT, GE Matrix, Shell Matrix, and others. It then contrasts strategic thinking with strategic planning, noting key differences in their approaches. Finally, it outlines 11 skills of strategic thinkers and 25 characteristics of those who are not strategic thinkers.
This document discusses leading in a VUCA (volatile, uncertain, complex, ambiguous) world. It notes that complexity and change have significantly increased over the past two years and will continue to increase over the next two years. It defines VUCA and explains that learning agility is the key to success in this environment, which involves knowing what to do when you don't know what to do. Research shows that learning agility is the best predictor of leadership success and that organizations are increasingly focusing on developing learning agility in their talent.
As a progressive leader in talent management, you have undoubtedly noticed that there has been continuous volatility and change in your world.
To survive in this new normal, organizations must do things differently when it comes to their people. Our guidebook offers a path forward, an opportunity to move beyond best practices and create a business-changing talent strategy.
Beyond budgeting - an agile management model for new business and people rea...Smidigkonferansen
This document discusses Beyond Budgeting, an agile management model, and Statoil's implementation of this model called Ambition to Action. It provides the following key points:
1. Traditional budgeting causes problems like being a poor performance measure, assumptions becoming outdated quickly, and being very time-consuming.
2. The Beyond Budgeting principles focus on values-based leadership, relative goals, transparency, autonomy for teams, and continuous planning rather than annual budgets.
3. Statoil implemented Ambition to Action to translate strategy into actions and goals for over 1400 teams. It emphasizes flexibility, values, and a holistic view of performance beyond just numbers.
Bizcamp #8: The Founder's Dilemmas, Control vs. Wealth decisionsBruno Lowagie
In this talk, scheduled for May 28th, Bruno Lowagie, the CEO of the iText Software Group, will talk about the book "The Founder's Dilemmas" by Noam Wasserman, explain the different Control vs. Wealth decisions discussed in this book, and apply what is said in the book to his own business.
Core competence is a mixture of collective learning, skills, and coordinating production skills and integrating multiple production streams that allow a company to provide benefits to customers. It involves collaboration across departments and levels and is difficult for competitors to imitate. Core competencies provide potential access to many markets, significantly contribute to customer benefits, and are enhanced through continued use rather than diminishing.
Peloton and Magnetar were hedge funds active during the 2007-2008 financial crisis. Peloton bet against the housing market before 2007 and earned profits, but then tried to time the bottom which failed catastrophically. It took on high leverage and lost all its equity and assets. Magnetar engaged in relative value trades, being long risky equity tranches and short less risky mezzanine tranches of CDOs, believing prices had diverged. This isolated it from overall market performance and helped preserve capital. Peloton's failure was due to high leverage, overconfidence in liquidity, and underestimating further price declines. Mitigation could have involved less leverage and diversifying bets on bailouts.
This document discusses strategic analysis tools and strategic thinking skills. It covers various strategic analysis frameworks including PESTLE, SWOT, GE Matrix, Shell Matrix, and others. It then contrasts strategic thinking with strategic planning, noting key differences in their approaches. Finally, it outlines 11 skills of strategic thinkers and 25 characteristics of those who are not strategic thinkers.
Nokia is a Finnish multinational telecommunications, information technology, and consumer electronics company founded in 1865. It has over 1 billion users globally and held a 33% market share in 2010, having sold 38% of all mobile phones worldwide in 2008. Some keys to Nokia's global strength have been offering devices at all price points and for all markets, producing durable, reliable, and affordable devices, understanding different country cultures, and developing GSM technology to enable international roaming. While Nokia dominates globally, its presence is weaker in the United States and Europe, so it needs to better understand local consumer needs, values, and affordability to gain market share in those regions. The fast-paced mobile technology industry and competitive
The document discusses the evolution from traditional strategy to strategic agility. It argues that strategic agility requires organizations to harness collective intelligence through participative and networked structures. This allows for continuous learning and adaptation of strategy in response to rapidly changing environments. True strategic agility involves facilitating organizational change through employee participation rather than top-down control of change.
The document discusses the history and growth of Hewlett-Packard, including its founding in 1938, early success creating electronic test instruments, emphasis on teamwork and respect for employees. It then covers HP's merger with Compaq in the late 1990s which increased their combined market share, challenges faced by later CEOs like Carly Fiorina, and how HP compares to competitors like IBM and Dell today. Key principles discussed include the importance of planning, maintaining a strong brand, and focusing on continuous improvement.
The document summarizes the history of LEGO sales from 1932 to 2012 through various periods of growth, innovation, stagnation, crisis, and recovery. It shows that LEGO was founded in 1932 and grew steadily until experiencing stagnating sales in 1993. Sales plunged further in 2003 due to a lack of new Star Wars and Harry Potter movies driving toy sales. LEGO recovered by changing its innovation process, forming new teams, and creating tools to focus and direct innovation efforts, leading to unprecedented growth since 2007.
Hubris born of success can lead organizations to fall into a cycle of decline. There are typically 5 stages: [1] arrogance from past wins blinds leaders to real factors for success; [2] undisciplined growth beyond capabilities; [3] denial of risks and problems; [4] desperate, ineffective "silver bullet" solutions; [5] eventual capitulation to irrelevance or death. However, decline can be reversed with clear-headed leadership that addresses real issues instead of reacting desperately. Recovery requires faith in building an impactful enterprise, not just survival.
James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth.
Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc.
This document discusses eight common reasons why organizational transformation efforts often fail. It describes each error, including not establishing a sense of urgency, not creating a powerful guiding coalition, lacking a clear vision, undercommunicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring changes in the organization's culture. The author is John P. Kotter, a professor at Harvard Business School, who draws on his research to analyze why so many change efforts fail and how to achieve successful transformations.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
The document provides guidance on conducting a spend reduction project. It outlines a six-step approach including establishing a spend baseline, assessing the supply chain, performing a market analysis, rationalizing spend, recovering overpayments, and implementing improvements. The goal is to reduce operating expenses on purchased goods and services through various levers such as demand management, strategic sourcing, and tax minimization. Spend reduction can typically save 10-25% and identifies both short and long-term cost reduction opportunities.
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
Case Study: Costco Wholesale in 2008: Mission, Business Model & Strategy Sunanda Sarker
This document provides an overview of a presentation about Costco Wholesale given by a group of students. The presentation covers Costco's mission, business model, strategies, industry analysis using tools like SWOT and Porter's Five Forces, competitive analysis against peers like Sam's Club and BJ's Wholesale Club, financial analysis of key metrics, and recommendations. The purpose is to examine Costco's business structure and strategy and how it relates to their industry success.
The mckinsey way "How consulting company works"Suhag Mistry
Presentation on book "The Mckinsey Way" I have tried to cover key points described in book on How Mckinsey manages the company and culture of the organization.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
This document introduces the concept of Beyond Budgeting, an alternative approach to traditional annual budgeting and management. It summarizes that Beyond Budgeting focuses on relative and directional goals rather than fixed targets, dynamic planning and resource allocation rather than annual budgets, and values-based autonomy and transparency rather than rules-based micromanagement. The document also lists the key principles of Beyond Budgeting, including setting relative performance goals, rewarding shared success, promoting open information, organizing as accountable teams, and basing controls on trends rather than variances against plans.
This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
An illustrated guide to a week in the life of a woman in technology, what she goes through, and how it differs from being a guy in tech. Uses Tech Doodles.
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
Nokia is a Finnish multinational telecommunications, information technology, and consumer electronics company founded in 1865. It has over 1 billion users globally and held a 33% market share in 2010, having sold 38% of all mobile phones worldwide in 2008. Some keys to Nokia's global strength have been offering devices at all price points and for all markets, producing durable, reliable, and affordable devices, understanding different country cultures, and developing GSM technology to enable international roaming. While Nokia dominates globally, its presence is weaker in the United States and Europe, so it needs to better understand local consumer needs, values, and affordability to gain market share in those regions. The fast-paced mobile technology industry and competitive
The document discusses the evolution from traditional strategy to strategic agility. It argues that strategic agility requires organizations to harness collective intelligence through participative and networked structures. This allows for continuous learning and adaptation of strategy in response to rapidly changing environments. True strategic agility involves facilitating organizational change through employee participation rather than top-down control of change.
The document discusses the history and growth of Hewlett-Packard, including its founding in 1938, early success creating electronic test instruments, emphasis on teamwork and respect for employees. It then covers HP's merger with Compaq in the late 1990s which increased their combined market share, challenges faced by later CEOs like Carly Fiorina, and how HP compares to competitors like IBM and Dell today. Key principles discussed include the importance of planning, maintaining a strong brand, and focusing on continuous improvement.
The document summarizes the history of LEGO sales from 1932 to 2012 through various periods of growth, innovation, stagnation, crisis, and recovery. It shows that LEGO was founded in 1932 and grew steadily until experiencing stagnating sales in 1993. Sales plunged further in 2003 due to a lack of new Star Wars and Harry Potter movies driving toy sales. LEGO recovered by changing its innovation process, forming new teams, and creating tools to focus and direct innovation efforts, leading to unprecedented growth since 2007.
Hubris born of success can lead organizations to fall into a cycle of decline. There are typically 5 stages: [1] arrogance from past wins blinds leaders to real factors for success; [2] undisciplined growth beyond capabilities; [3] denial of risks and problems; [4] desperate, ineffective "silver bullet" solutions; [5] eventual capitulation to irrelevance or death. However, decline can be reversed with clear-headed leadership that addresses real issues instead of reacting desperately. Recovery requires faith in building an impactful enterprise, not just survival.
James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth.
Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc.
This document discusses eight common reasons why organizational transformation efforts often fail. It describes each error, including not establishing a sense of urgency, not creating a powerful guiding coalition, lacking a clear vision, undercommunicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring changes in the organization's culture. The author is John P. Kotter, a professor at Harvard Business School, who draws on his research to analyze why so many change efforts fail and how to achieve successful transformations.
These are the slides (including the exercises) from a 1-day workshop I designed, which covered a range of skills and tools to help managers cope with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
The document provides guidance on conducting a spend reduction project. It outlines a six-step approach including establishing a spend baseline, assessing the supply chain, performing a market analysis, rationalizing spend, recovering overpayments, and implementing improvements. The goal is to reduce operating expenses on purchased goods and services through various levers such as demand management, strategic sourcing, and tax minimization. Spend reduction can typically save 10-25% and identifies both short and long-term cost reduction opportunities.
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
Case Study: Costco Wholesale in 2008: Mission, Business Model & Strategy Sunanda Sarker
This document provides an overview of a presentation about Costco Wholesale given by a group of students. The presentation covers Costco's mission, business model, strategies, industry analysis using tools like SWOT and Porter's Five Forces, competitive analysis against peers like Sam's Club and BJ's Wholesale Club, financial analysis of key metrics, and recommendations. The purpose is to examine Costco's business structure and strategy and how it relates to their industry success.
The mckinsey way "How consulting company works"Suhag Mistry
Presentation on book "The Mckinsey Way" I have tried to cover key points described in book on How Mckinsey manages the company and culture of the organization.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
This document introduces the concept of Beyond Budgeting, an alternative approach to traditional annual budgeting and management. It summarizes that Beyond Budgeting focuses on relative and directional goals rather than fixed targets, dynamic planning and resource allocation rather than annual budgets, and values-based autonomy and transparency rather than rules-based micromanagement. The document also lists the key principles of Beyond Budgeting, including setting relative performance goals, rewarding shared success, promoting open information, organizing as accountable teams, and basing controls on trends rather than variances against plans.
This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
An illustrated guide to a week in the life of a woman in technology, what she goes through, and how it differs from being a guy in tech. Uses Tech Doodles.
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
The document provides an overview of project management concepts including understanding success, defining project goals and requirements, different project types, and the project lifecycle. Key points include:
- Project success requires delivering organizational benefit and meeting objectives, not just technical functionality.
- Goals and requirements must be clearly defined, and each requirement tied to a project goal.
- Iterative projects allow for greater visibility, risk reduction, and incorporation of feedback compared to waterfall projects.
- The project lifecycle involves initiation, planning, executing, controlling, and closing phases, with the planning phase including developing the project plan and work breakdown structure.
Flawless Project Delivery is discipline that merges risk management, leading edge statistical analysis, advanced people management and leadership skills. These slides from a 30 minute lecture I deliver on the subject. Flawless improves outcomes in the billions. Not for the faint hearted in execution as it required courage and out the box leadership.
Este documento discute los desafíos de aplicar la ley laboral en el Perú. Señala que existen asimetrías económicas y de poder entre empleadores y trabajadores, lo que dificulta que los trabajadores accedan a la justicia laboral. También menciona que el alto nivel de conflictividad laboral, la informalidad de la economía y las condiciones inadecuadas del sistema judicial crean un contexto difícil para la aplicación efectiva de la norma laboral. Finalmente, analiza algunas características problemáticas de la ley pro
El documento resume los principales aspectos del Derecho Notarial regulado en el Código de Notariado de Guatemala (Decreto 314), incluyendo las definiciones de Derecho Notarial y función notarial, los principios y teorías que rigen la profesión notarial, y los requisitos para ejercer como notario. Explica conceptos como inhabilitación, incompatibilidad, teoría formal del instrumento público y organización notarial.
El documento habla sobre el Derecho Laboral, que tutela el trabajo humano realizado bajo relación de dependencia a cambio de una remuneración. Explica que el trabajo puede ser intelectual o material, e independientemente del grado de preparación. Además, señala que el Derecho Laboral debe proteger al trabajador debido a la relación asimétrica entre el empleador y el empleado.
El Derecho Laboral tutela el trabajo humano realizado bajo relación de dependencia a cambio de una remuneración. Regula la relación asimétrica entre el empleador (parte fuerte) y el empleado (parte débil) para proteger al trabajador.
Este documento resume el contenido del Libro I del Código Civil de Guatemala sobre las personas y la familia. Explica conceptos clave como persona individual y jurídica, capacidad, incapacidad, domicilio y ausencia. Además, define el derecho civil y su regulación en el Decreto Ley 106, emitido durante el gobierno de Enrique Peralta Azurdia en 1963, que contiene 2,180 artículos organizados en 5 libros.
Este documento resume diferentes tipos de sistemas normativos como las leyes, costumbres, moral y ética. Explica la diferencia entre deberes morales, deberes de compromiso y deberes de proyecto. También distingue entre la ética pública, que se enfoca en la justicia entre personas, y la moral privada, que se centra en la felicidad personal. Finalmente, resume brevemente la Declaración Universal de los Derechos Humanos como una teoría ética pública que defiende los derechos individuales.
Este documento presenta una introducción al derecho del trabajo en Bolivia. Explica conceptos clave como trabajo, derecho laboral, tipos de trabajo y principios históricos. También analiza la legislación laboral boliviana, haciendo una distinción entre los trabajadores cubiertos y no cubiertos por la Ley General del Trabajo de 1939. Finalmente, incluye una sección de glosario con definiciones de términos legales importantes como salario, contrato de trabajo e indemnización.
1. La teoría de los riesgos establece que si una parte no cumple un contrato debido a un caso fortuito, la otra parte tampoco estará obligada a cumplir. Si el incumplimiento es culposo, la otra parte puede rescindir el contrato.
Starbucks has had success expanding internationally through a variety of partnership models. The company carefully selects partners based on their market knowledge and experience. Starbucks also considers local coffee drinking behaviors and cultures when entering new markets. In China, coffee is not a mainstream beverage so Starbucks promoted a third space experience and conducted extensive research before opening its first store in 1999. It has since focused on building its brand in major Chinese cities while deepening commitments in Taiwan and Shanghai.
El documento presenta información sobre el Código Civil de Guatemala. Resume que el Código Civil actual data de 1963 y consta de cinco libros. También describe brevemente los códigos civiles anteriores de 1877, 1926 y 1933. Además, explica que el Código Civil se basa principalmente en las ideas del plan romano-francés, dividiendo el contenido en personas, cosas y acciones.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
This document contains 25 quotes from Steve Jobs on a variety of topics. Some of the key themes that emerge are Jobs' focus on excellence and innovation, his belief that quality should take priority over quantity, and his vision that technology could be used to change people's lives. He also expressed confidence in Apple's future leadership and his ongoing connection to the company even if he wasn't present at all times.
This document summarizes a presentation on personal finance basics for engineers. It discusses how personal finance is poorly covered in traditional education but has a massive impact on life. It is targeted towards engineers because they tend to make higher incomes early in life and prefer math. The presentation covers behavioral finance biases that affect financial decisions, the importance of liquidity and cash flow, the power of compound returns, and that good investing is boring through low-cost index funds and asset allocation.
Personal Finance for Engineers (Stanford 2014)Adam Nash
This document provides an overview of personal finance basics for engineers. It discusses how behavioral finance concepts like anchoring, mental accounting, and loss aversion affect financial decision making. It emphasizes the importance of cash flow, emergency funds, spending less than you earn, and the power of compound returns over long periods. The document recommends keeping investing simple through low-cost index funds and rebalancing annually.
Personal Finance for Engineers (Facebook 2014)Adam Nash
This document provides an overview of personal finance topics for engineers. It begins by explaining why personal finance is important but poorly covered, and why it is relevant for engineers. It then summarizes five fast finance basics: behavioral finance, liquidity, cash flow, compound interest, and that good investing is boring. The rest of the document discusses various cognitive biases that affect financial decisions and provides recommendations on emergency funds, savings targets, debt, and recommended reading.
Personal Finance for Engineers (AirBnB 2013)Adam Nash
This is the version of Personal Finance for Engineers given on November 19 at AirBnB headquarters in San Francisco. It is largely the same content as the version for Twitter.
Personal Finance for Engineers (Github 2014)Adam Nash
This is the version of Personal Finance for Engineers given at the Github HQ in San Francisco on Feb 20, 2014. This version is made extra awesome by the appearance of octocat.
Personal Finance for Everyone (Stripe 2014)Adam Nash
This is the version of my talk, Personal Finance for Engineers, that I gave on February 20, 2014 at Stripe HQ in San Francisco. It has minor modifications to broaden the language for the whole company.
Personal Finance for Engineering (Pinterest, 2014)Adam Nash
This is the version of Personal Finance for Engineers, covering behavioral finance, liquidity, savings, compounding, and long term investing. It was given at Pinterest HQ in San Francisco on Jan 23, 2014.
#193 - Pengapsykologi - Del 2 av 3 | Diskussion utifrån Morgan Housels bokJan Bolmeson
Idag fortsätter vi diskussionen från förra veckan om pengar, beteende och psykologi. Avsnittet bygger helt och hållet på Morgan Housels bok "The Psychology of Money" som släpptes på svenska i februari. Avsnittet är fristående så du behöver inte ha sett det första (#192) för att hänga med.
Hela artikeln finns på:
https://rikatillsammans.se/pengapsykologi-del2
Patreon-communityn: https://www.patreon.com/rikatillsammans
Nyhetsbrevet: https://rikatillsammans.se/nyhetsbrev
Digital workshop: https://rikatillsammans.se/plus/?a=workshop
Stanford CS 007-03 (2022): Personal Finance for Engineers / CompensationAdam Nash
These are the slides from the 3rd session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 11, 2022. This seminar covers compensation, equity & comparing offers.
Stanford CS 007-02 (2022): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on October 4, 2022. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2022): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 27, 2022. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Stanford CS 007-10 (2021): Personal Finance for Engineers / Additional Topics...Adam Nash
These are the slides from the 10th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on December 7, 2021. This seminar covers student requested additional topics for the course, including bitcoin / cryptocurrency, derivatives, futures, options, private equity & venture capital.
Stanford CS 007-09 (2021): Personal Finance for Engineers / Real EstateAdam Nash
These are the slides from the 9th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 30, 2021. This seminar covers real estate and related financial decisions: buying, renting, rent vs. buy, real estate investment, rental properties & tax advantages.
Stanford CS 007-08 (2021): Personal Finance for Engineers / Financial Plannin...Adam Nash
These are the slides from the 8th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 16, 2021. This seminar covers financial planning, financial goals, couples & life insurance.
Stanford CS 007-07 (2021): Personal Finance for Engineers / InvestingAdam Nash
These are the slides from the 7th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on November 9, 2021. This seminar covers compounding, types of investments, diversification, how to invest, and the four keys to good investing (all boring).
Stanford CS 007-06 (2021): Personal Finance for Engineers / DebtAdam Nash
These are the slides from the 6th session of the Stanford University class, CS 007 "Personal Finance for Engineers" on October 26, 2021. This seminar focuses on compounding, mortgages, auto loans, student loans, credit cards and credit scores.
Stanford CS 007-05 (2021): Personal Finance for Engineers / Assets & Net WorthAdam Nash
These are the slides from the 5th session of the Stanford University class, CS 007 "Personal Finance for Engineers" taught on October 19, 2021. This seminar focuses on liquidity, emergency funds, assets & liabilities, and net worth.
Stanford CS 007-04 (2021): Personal Finance for Engineers / Savings & BudgetsAdam Nash
These are the slides from the 4th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 12, 2021. This seminar covers savings rates, income & expenses & budgeting.
Stanford CS 007-2 (2021): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on September 28, 2021. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2021): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 21, 2021. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Stanford CS 007-10 (2020): Personal Finance for Engineers / Additional Topics...Adam Nash
These are the slides from the 10th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered in November 2020. This seminar covers student requested additional topics for the course, including bitcoin / cryptocurrency, derivatives, futures, options, private equity & venture capital.
Stanford CS 007-09 (2020): Personal Finance for Engineers / Real EstateAdam Nash
This document provides an overview of personal finance topics related to real estate, including buying a primary residence, renting, investing in rental properties, and the tax advantages of real estate. Some key points covered include:
- Real estate is typically the largest financial commitment and investment for most households. It has costs associated with buying, selling, owning, and maintaining a property.
- The decision to buy vs. rent involves weighing financial, practical, and emotional factors. Renting provides flexibility while buying is often seen as a forced savings plan and long-term investment.
- Investing in rental properties allows earning income from rents but also requires actively managing the properties. Real estate has generally earned returns comparable to stocks over
Stanford CS 007-08 (2020): Personal Finance for Engineers / Financial Plannin...Adam Nash
These are the slides from the 8th session of the Stanford University class, CS 007 "Personal Finance for Engineers" offered on November 3, 2020. This seminar covers financial planning, financial goals, couples & life insurance.
Stanford CS 007-07 (2020): Personal Finance for Engineers / InvestingAdam Nash
These are the slides from the 7th session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on October 27, 2020. This seminar covers compounding, types of investments, diversification, how to invest, and the four keys to good investing (all boring).
Stanford CS 007-06 (2020): Personal Finance for Engineers / DebtAdam Nash
These are the slides from the 6th session of the Stanford University class, CS 007 "Personal Finance for Engineers" This seminar focuses on compounding, mortgages, auto loans, student loans, credit cards and credit scores.
Stanford CS 007-05 (2020): Personal Finance for Engineers / Assets & Net WorthAdam Nash
These are the slides from the 5th session of the Stanford University class, CS 007 "Personal Finance for Engineers" This seminar focuses on liquidity, emergency funds, assets & liabilities, and net worth.
Stanford CS 007-2 (2020): Personal Finance for Engineers / Behavioral FinanceAdam Nash
These are the slides from the 2nd session of the Stanford University class, CS 007 "Personal Finance for Engineers," given on September 22, 2020. This seminar covers the topic of Behavioral Finance.
Stanford CS 007-01 (2020): Personal Finance for Engineers / IntroductionAdam Nash
These are the slides from the 1st session of the Stanford University class, CS 007 "Personal Finance for Engineers" given on September 15, 2020. This seminar covers a survey of the students enrolled in the course, with an overview of the topics to be covered over the course of the series.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
2. Caveats & Preface
• I am not a financial planner
• This presentation is not financial advice
• You would be extremely foolish to make
investment decisions based on the
content of this presentation or
discussion
• The opinions in this deck are intended to
provoke discussion & further education
3. Why Personal Finance?
• Poorly covered in traditional
education, even top tier universities
• Not technically different, but
signal:noise ratio is terrible
• Massive impact on your life
(Money is one of the top 3 reasons for
marital problems)
4. Why “For Engineers”
• Understand / Prefer Math
• Tend to make higher incomes early in life,
thus face questions sooner.
• Tend to have complicated instruments,
like stock options, as part of their
compensation.
• Believe they are rational, which is actually
a problem when it comes to money
5. Fast Five Finance Basics
• Behavioral Finance Basics
• Liquidity is Undervalued
• Cash Flow Matters
• The Magic of Compounding
• Good Investing is Boring
6. “Advanced Settings”
• Calculating Returns in Excel
• Why Retirement Planning is Hard
• Why Do You Collect Coins?
• Understanding Derivatives
• Recommended Books
7. How Many of You Think You
Are Rational with Money?
(raise your hands)
8. You Are Not Rational
• Anchoring
• Mental Accounting
• Confirmation & Hindsight Bias
• Gambler’s Fallacy
• Herd Behavior
• Overconfidence
• Overreaction & Availability Bias
• Loss Aversion (aka Prospect Theory)
9. Anchoring
• People estimate answers to new /
novel problems with a bias towards
reference points
• Example: 1974 Study
• Most common examples:
• Price you bought a stock at
• High point for a stock
10. Mental Accounting
• Money is fungible, but people put it in
separate “mental accounts”
• Lost movie tickets example
• “Found Money” problem
• Vacation fund & credit card debt
11. Confirmation &
Hindsight Bias
• We selectively seek information that
support pre-existing theories, and
ignore / dispute information that
disproves them.
• We overestimate our ability to predict
the future based on the “obviousness”
of the past. (example: real estate)
12. Gambler’s Fallacy
• We see patterns in independent,
random chains of events
• We believe that based on series of
previous events, an outcome is more
likely than odds actually suggest
• Coin flip example
• It’s because with human behavior,
there are no “independent” events
13. Herd Behavior
• We have a tendency to mimic the
actions of the larger group
• Crowd psychology is a major
contributor to bubbles (believed)
• Easier to be “wrong with everyone”
than “right and alone”
• No one gets fired for buying IBM?
14. Overconfidence
• In one study, 74% of investment
managers believe they deliver above
average returns.
• Positively correlated with High IQ...
• Learn humility early
15. Overreaction &
Availability Bias
• Overreact to recent events
• Overweight recent trends
• Studies demonstrate that checking
stock prices daily leads to more
trading and worse results on average
• Worse in high tech, because we are
immersed in “game changers”
16. Loss Aversion
(aka Prospect Theory)
• You have $1,000 and you must pick one of the following choices:
• Choice A: You have a 50% chance of gaining $1,000, and a
50% chance of gaining $0.
Choice B: You have a 100% chance of gaining $500.
• You have $2,000 and you must pick one of the following choices:
• Choice A: You have a 50% chance of losing $1,000, and 50%
of losing $0.
• Choice B: You have a 100% chance of losing $500.
• We hate losses more than we love winning
• Average loss aversion is 3:1 (!)
• Affects views on wide range of situations, including taxes,
holding on to losing stocks, “sunk cost” mistakes
17. It’s OK to Not Be
Rational
• The key is that humans are
predictably irrational
• Know your own flaws, and you can set
up systems to account for them
• Self-awareness is key
(yes, my Mom is a psychologist...)
18. Liquidity
• Almost universally undervalued
• Strictly defined - it’s the
quantification of how much
money you can get, and how fast.
• Liquidity is the power to take
advantage of great investment
opportunities
• Liquidity is also, in the end, the
only thing that matters when you
need to pay for something.
19. Liquidity & Returns
• In almost all cases, liquidity is
inversely correlated with returns
• Examples:
• cash = very liquid
• private equity = very illiquid
• Common mistake:
Safety != Liquidity
20. Practical Outcome:
Emergency Funds
• Standard recommendation is that you
have 3-6 months of living expenses in
cash / cash-equivalents.
• That number increases if you are in
highly volatile industry / career.
• Worth considering length of time for
potential job search.
21. Cash Flow
• The ultimate secret to personal finance
is quite simple.
• Spend less than you make (on an
ongoing basis)
• Very easy to measure, but few people
do. Annual budget is a great idea.
• Don’t forget to model in annual
expenses & “personal spending”
22. Savings Targets
• What’s the right number? 3%? 6%?10%? 20%?
• There is no question - the more you save, the more
secure you are. Income comes & goes, but expenses /
lifestyle are sticky!
• A lot of models assume working 40 years, and
producing savings to generate 80% of working income.
• These models don’t actually match anyone’s real world
experience.
• There are a lot of models out there, and rules of thumb,
but it’s important to run the numbers yourself.
23. The Magic of
Compounding
• Not convinced that Albert Einstein
said it was the greatest force in the
universe.
• It’s the key to almost all long term
financial planning.
• Exponentials are bad in algorithmic
cost, good in savings returns.
24. Simple Model
• Rule of 72
• In Excel, for each year, just use
=POWER(1+rate, year)
• 4% over 20 years is 2.19x
• 8% over 20 years is 4.66x
• Careful: it works on debt just as well
as savings... in reverse!
25. The Benefits of
An Early Start
• Compounding really takes off over
long time periods
Years Return at 8% In most retirement
10 2.16x planning models,
money saved
20 4.66x between ages 25 - 35
30 10.06x produces more
money than all
40 21.72x savings between
50 46.9x 35 - 65!
26. The Dangers of Debt
• Bankruptcy is literally when you can’t pay
your debts. You can’t go bankrupt if you
don’t have debt.
• You will never find an investment that pays
8% guaranteed, let alone 20%+
• You will find *tons* of credit offers out there
that will charge you that.
• “Bad” debt is toxic, your best return is to pay
it off. But emergency fund takes precedence.
27. Good Investing is Boring
• No one wants to be average, but with
investing, average is actually well
above average.
• You will beat most mutual funds, and
a large majority of your peers with
simple, low-cost index funds.
• Asset allocation explains ~90% of the
variance between fund performance
28. Basic Asset Allocation
• Different types of assets (cash, bonds,
stocks, etc) have different volatility &
return characteristics
• Combinations can lower volatility
significantly, with moderate impact to
returns
• Complication: historical performance
does not predict future performance
29. Simple Operating Model
• 2 hours of work per year.
• Pick an asset allocation that is appropriate for
your emotional character & time frame & goals.
• For each asset class, pick cheap index fund to
represent.
• Rebalance every 1-2 years.
• http://blog.adamnash.com/2010/12/31/
personal-finance-how-to-rebalance-your-
portfolio/
30. Calculating Returns in
Excel
• You can model as a cash flow in Excel
• Two columns: Dates & Amounts
• Additions are negative, Withdrawals
are positive. (yes, that’s right)
• XIRR function is magic, but solving
non-linear equations requires a hint
32. Why Retirement
Planning is Hard
• Saving is hard enough
• Reliably modeling future returns is
extremely difficult (simple, monte
carlo, etc)
• Converting lump sum into annual
income is borderline impossible
• No do overs
33. Why Do You Collect
Coins?
• Obvious answer: I am a nerd
• Less obvious answer:
• Collectible gold/silver coins are a unique asset class
• Precious metals provide a backstop in value, but over
long term, coins trade like collectibles, indexed to the
incomes of higher income brackets
• Rewards long-term contrarian thinking (buy when
unpopular)
• Game mechanics are reliable / predictable, if you
understand collection games (collect them all, rarity /
desirability, subscriptions)
• Most likely correct answer: I am a nerd
34. Understanding
Derivatives
• Derivative is a financial instrument that is
based on another financial instrument.
• Date back to medieval Japan & rice futures.
Critical to managing risk.
• Most common types are calls & puts
• Call = right to buy a stock at a certain price
over a given time period.
• Put = right to sell a stock at a certain price
over a given time period.
52. Recommended Books
• WSJ Guide to Understanding Money & Investing
• The Millionaire Next Door
• A Random Walk Down Wall Street
• The Essays of Warren Buffett
• Common Stocks & Uncommon Profits
• The Intelligent Investor
• Devil Take the Hindmost
• When Genius Failed
• Against the Gods: The Remarkable Story of Risk
• http://blog.adamnash.com/2007/02/14/personal-finance-education-
series-2-recommended-books/