Gallup delivers analytics and advice to help leaders and organizations solve their most pressing problems. Combining more than 80 years of experience with its global reach, Gallup knows more about the attitudes and behaviors of employees, customers, students and citizens than any other organization in the world.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
This document summarizes research from a team of millennials on what attracts and retains millennials to organizations and Northern Virginia. The team analyzed 28 sources, identified 21 themes and developed 5 stories. Story 1 describes millennial characteristics such as being naturally disloyal but loyal to companies sharing their values, enjoying technology, and preferring collaboration. Story 2 notes that millennials currently prefer cities and walkable, diverse areas with jobs, schools, and amenities. Story 3 finds that pay and benefits are most important to millennials. Story 4 discusses millennial values like ethics, social responsibility, and diversity. The research provides insight but did not deeply compare generations or establish clear generation timeframes.
The Advantage Fall 2019: CBIZ Women Helping Women Succeed in BusinessCBIZ, Inc.
Inside This Issue: Client Spotlight: Cecil Bank's Terrie Spiro, Finding Equality in Work-Life Balance, Pathway to Partnership, Never Too Early to Join a Junior Board, Nice vs. Kind, Leadership & Development
The document is a white paper from The Center for Generational Kinetics that provides insights into effectively employing Millennials based on research from their 2015 Best Places to Work for Millennials Award. The white paper aims to show that Millennials can be valuable employees and that companies of any size or industry can create workplaces where Millennials thrive. It identifies the top 5 drivers of Millennial employee engagement as feeling valued, having confidence in leadership, liking the type of work, feeling daily progress, and being treated as an individual rather than a number.
Bill George discussed the importance of staying true to one's core values and not losing sight of why one is qualified for their job. Leaders must continuously work on developing their skills. Malcolm Gladwell spoke of a doctor who took the risk to combine drugs to treat leukemia, and that real risk takers are those who do nothing. Tal Ben-Shahar emphasized the importance of resilience, setting goals, having role models, and focusing on strengths.
The Deloitte Global Millennial Survey 2019Goodbuzz Inc.
The document summarizes key findings from the Deloitte Global Millennial Survey 2019. It found that millennials and Gen Zs express uneasiness and pessimism about their careers, lives, and the world, despite current global economic expansion. They feel a strong lack of faith in traditional societal institutions and are disillusioned. Millennials value experiences like travel over starting families or businesses. They are also skeptical of business' motives and will support companies that align with their values. The survey included responses from over 16,000 millennials and Gen Zs across 42 countries.
Women, Barriers and Authentic Truths for Building a BusinessStephanie Breedlove
Entrepreneurs are the revolutionizers of the economy, and experts think the future of American entrepreneurship is in the hands of women. Yet new female entrepreneurs have fallen from 43.7% of total in 1997 to 36.8% in 2015. Women-owned firms generate only 3.8% of U.S. revenue and employ 6.2% of workers. 1.8% of their firms have revenue over $1M, and the percent has remained steady since 2000.
Why aren’t women starting and building growth businesses? Join Ingrid Vanderveldt and Stephanie Breedlove for a session filled with research and transparent insights of the barriers facing entrepreneurial women, the benefits of change for society and the economy, and how in the world to get there.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
This document summarizes research from a team of millennials on what attracts and retains millennials to organizations and Northern Virginia. The team analyzed 28 sources, identified 21 themes and developed 5 stories. Story 1 describes millennial characteristics such as being naturally disloyal but loyal to companies sharing their values, enjoying technology, and preferring collaboration. Story 2 notes that millennials currently prefer cities and walkable, diverse areas with jobs, schools, and amenities. Story 3 finds that pay and benefits are most important to millennials. Story 4 discusses millennial values like ethics, social responsibility, and diversity. The research provides insight but did not deeply compare generations or establish clear generation timeframes.
The Advantage Fall 2019: CBIZ Women Helping Women Succeed in BusinessCBIZ, Inc.
Inside This Issue: Client Spotlight: Cecil Bank's Terrie Spiro, Finding Equality in Work-Life Balance, Pathway to Partnership, Never Too Early to Join a Junior Board, Nice vs. Kind, Leadership & Development
The document is a white paper from The Center for Generational Kinetics that provides insights into effectively employing Millennials based on research from their 2015 Best Places to Work for Millennials Award. The white paper aims to show that Millennials can be valuable employees and that companies of any size or industry can create workplaces where Millennials thrive. It identifies the top 5 drivers of Millennial employee engagement as feeling valued, having confidence in leadership, liking the type of work, feeling daily progress, and being treated as an individual rather than a number.
Bill George discussed the importance of staying true to one's core values and not losing sight of why one is qualified for their job. Leaders must continuously work on developing their skills. Malcolm Gladwell spoke of a doctor who took the risk to combine drugs to treat leukemia, and that real risk takers are those who do nothing. Tal Ben-Shahar emphasized the importance of resilience, setting goals, having role models, and focusing on strengths.
The Deloitte Global Millennial Survey 2019Goodbuzz Inc.
The document summarizes key findings from the Deloitte Global Millennial Survey 2019. It found that millennials and Gen Zs express uneasiness and pessimism about their careers, lives, and the world, despite current global economic expansion. They feel a strong lack of faith in traditional societal institutions and are disillusioned. Millennials value experiences like travel over starting families or businesses. They are also skeptical of business' motives and will support companies that align with their values. The survey included responses from over 16,000 millennials and Gen Zs across 42 countries.
Women, Barriers and Authentic Truths for Building a BusinessStephanie Breedlove
Entrepreneurs are the revolutionizers of the economy, and experts think the future of American entrepreneurship is in the hands of women. Yet new female entrepreneurs have fallen from 43.7% of total in 1997 to 36.8% in 2015. Women-owned firms generate only 3.8% of U.S. revenue and employ 6.2% of workers. 1.8% of their firms have revenue over $1M, and the percent has remained steady since 2000.
Why aren’t women starting and building growth businesses? Join Ingrid Vanderveldt and Stephanie Breedlove for a session filled with research and transparent insights of the barriers facing entrepreneurial women, the benefits of change for society and the economy, and how in the world to get there.
Millennials, born around the turn of the 21st century, will reshape the workplace as they enter employment. As the most diverse generation, they follow their dreams with confidence and want work that has purpose and contributes to the world. Millennials expect to keep learning through new experiences and information. They want flexibility in how and where they work, and feel constrained by rigid hierarchies and outdated practices. Employers will need to understand millennials' goals of work-life balance, diversity and inclusion, global opportunities, and engaging work environments to attract and retain their talent.
Generation Y is taking over the workplace and it’s sooner than you think. By 2025, they will comprise 75% of the workforce.
Due to demographic shifts, including more experienced Baby Boomer workers retiring, it is essential to engage Generation Y now so they are able to fulfill expected talent shortages in the near future. Developing a strong leadership pipeline and expertise are key to business continuity.
Unfortunately, many organizations are not prepared to attract, engage, and retain Generation Y employees because they continue to use management practices that are off target. Neglecting to engage Generation Y will result in talent shortages, turnover expenses, and a damaged reputation.
Generation Y had a different upbringing than the Baby Boomers and Generation X; however, much of what they demand in the workplace will engage the entire workforce, not just their demographic. Engaging Generation Y is as much about modernizing your workplace as it is about creating an environment to capture the best new talent; the ROI is far-reaching.
Learn more about the trends that are shaping the future of work and how embracing technology and the social web can help organizations to capture the millennial workforce and enhance organizational performance.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Boomers Change The Finacial Planning Industry Publishedclaiborne2000
The document discusses the needs and financial considerations of the baby boomer generation. It outlines five key needs - community, connections, continuity, contribution, and creativity. It also discusses how wealth management firms should adapt to serve boomers, who are living longer while supporting aging parents and adult children. Firms need to help clients plan estates and stay invested throughout retirement.
Millennial-proofing your workplace is an important component to help your business thrive. Workplaces should be created in a way that attracts young talent. O.C. Tanner offers a few suggestions that will help attract Millennials to your workplace.
Boomers Change The Finacial Planning Industry Publishedclaiborne2000
The document discusses the needs and trends related to marketing to baby boomers for wealth management. It outlines five key needs - community, connections, continuity, contribution, and creativity. It also discusses outdated views of retirement planning and lists six pillars wealth management firms should focus on to build good strategies for boomers, including helping with care for aging parents, complex estate planning, and education on staying invested.
Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
The document tells the story of Tanya, a high school student who took $50 from her school to start a small business selling scarves and ties. She was able to earn $148 from her initial $50 investment by attending an entrepreneurship class through NFTE. This experience gave Tanya confidence in her potential and she now attends Babson College on a $200,000 scholarship. The document advocates for the importance of teaching entrepreneurship skills to youth.
This document discusses strategies for creating organizational change. It begins by outlining the need for a clear and compelling vision that defines the desired future state. It also stresses the importance of understanding the priorities and perspectives of key influencers in order to gain their support. The document then discusses how to build a team of allies to help build momentum for change. It also emphasizes the importance of providing transparent communication and information to stakeholders. Additionally, it recommends taking steps to gather feedback to ensure the change effort is having the intended impact. Finally, it notes that successfully driving organizational change is a long-term process that requires persistence and adapting messaging over time.
The document summarizes findings from a survey of 265 women working in new economy companies. Key findings include:
- Many women find the new economy exhilarating and feel they have more opportunities for creative freedom, impact, and rapid growth compared to traditional companies. However, they also experience high stress and difficulties balancing work and personal lives.
- While gender issues may be less pronounced, nearly a third still felt unequal treatment based on attributes like being single or a working mother. A quarter also felt issues like feeling undervalued or overlooked for opportunities.
- Women use strategies like adapting flexibility, maintaining perspective, developing peer support networks, and constant learning to navigate challenges. However, the demanding lifestyle may only be temporary for
This document discusses "insatiable males", men who strive for success but feel perpetually unsatisfied. It attributes the rise of insatiable males to post-WWII societal messages that encouraged baby boomer men to achieve greatly but defined success primarily through external measures like career accomplishments and wealth. Common traits of insatiable males include feeling hyper-responsible, needing to please others and prove themselves, and using escapes like overwork, substances, or affairs to temporarily relieve dissatisfaction and inner feelings of inadequacy. The document outlines initial steps to help insatiable males shift behaviors through awareness of traits and recognition of internal strengths.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Learn the 7 primary factors that influence a positive youth's self esteem. Great for Easter Activities, parents of youth, and anyone else that is interested in helping youth to develop a healthy self-concept / self-esteem / self-image.
Recruiting & Retaining the Next GenerationCindy Wilkosz
Cindy Wilkosz has worked at Mutual of Omaha for over 12 years, starting as an intern while in college. She now recruits and trains new advisors at their New Jersey office. As a millennial herself, she understands the concerns of younger generations and emphasizes purpose, mentorship, and social media when recruiting. Wilkosz ensures new recruits feel valued by the company through clear career paths, appreciation, and addressing challenges with a supportive environment. Her efforts in retaining talent have led the office to an exceptionally high retention rate of 80-90%.
1) The document discusses strategies for harnessing female talent in organizations. It notes that traditional talent management systems are not advancing women into leadership positions.
2) It recommends that companies recognize women as a strategic resource and address unconscious biases that impact women's career trajectories. Senior leaders must become champions for advancing women.
3) Companies that overhaul their approaches to gender diversity and inclusion through clear leadership vision, modeling inclusive behaviors, and holding leaders accountable can realize increased profits by better utilizing their entire workforce.
Women-owned businesses are a vibrant and expanding segment of the U.S. market. By 2017, they are projected to account for 39% of all U.S. businesses.
The Business Journals is focusing on this growing segment and providing complimentary access to the report. To gather our findings, The Business Journals surveyed a national sample of small and mid-size business owners.
Our findings reveal key differences and similarities between men and women-owned businesses as well as profile characteristics, motivations and work-ethic of women-owned businesses.
Millennials, born between 1980-2000, have been influenced by helicopter parenting, immersed in technology from a young age, and came of age during the Great Recession. They value speed, trust peer recommendations over corporations, are highly social both online and offline, and want to make a positive impact. To reach them, brands must speak their language, engage them where they are digitally, understand their complex preferences, and continually adapt tactics for different life stages. Big brands are already courting millennials through innovative digital strategies, while others leverage millennials' creativity through engagement campaigns. Effective marketing to millennials focuses on speed, cleverness, transparency, and enhancing their experiences.
Milli Money is a financial services company launching to help millennial women save for retirement. They aim to acquire 5,000 new customers in the Northeast in the first 12 months by marketing IRAs and providing educational content. Their digital strategy focuses on owned media like a blog and social media, with some paid ads. They will provide tips and interviews to help millennial women visualize retirement plans.
The document discusses open data in government. It defines open data as publicly available data that anyone can access, use, and share. It explains that open data is important because data is a valuable resource and governments collect vast amounts of data. It also notes that citizens now expect transparency and access to data. The document then provides examples of open data programs in Nashville, Chattanooga, and Franklin, Tennessee and gives recommendations for how governments can begin implementing open data initiatives.
This document summarizes a study on project management in professional services firms. It finds that the most common projects, which make up the majority of revenue, are also the worst managed. Specifically, 75% of projects lasting 1 week to 1 month use no project tracking tools. It recommends automating time tracking, budgets, scheduling, and communication to better manage projects. Without improved tools, high staffing and operational costs combined with clients expecting long payment terms can make growth difficult to fund from retained profits alone.
Millennials, born around the turn of the 21st century, will reshape the workplace as they enter employment. As the most diverse generation, they follow their dreams with confidence and want work that has purpose and contributes to the world. Millennials expect to keep learning through new experiences and information. They want flexibility in how and where they work, and feel constrained by rigid hierarchies and outdated practices. Employers will need to understand millennials' goals of work-life balance, diversity and inclusion, global opportunities, and engaging work environments to attract and retain their talent.
Generation Y is taking over the workplace and it’s sooner than you think. By 2025, they will comprise 75% of the workforce.
Due to demographic shifts, including more experienced Baby Boomer workers retiring, it is essential to engage Generation Y now so they are able to fulfill expected talent shortages in the near future. Developing a strong leadership pipeline and expertise are key to business continuity.
Unfortunately, many organizations are not prepared to attract, engage, and retain Generation Y employees because they continue to use management practices that are off target. Neglecting to engage Generation Y will result in talent shortages, turnover expenses, and a damaged reputation.
Generation Y had a different upbringing than the Baby Boomers and Generation X; however, much of what they demand in the workplace will engage the entire workforce, not just their demographic. Engaging Generation Y is as much about modernizing your workplace as it is about creating an environment to capture the best new talent; the ROI is far-reaching.
Learn more about the trends that are shaping the future of work and how embracing technology and the social web can help organizations to capture the millennial workforce and enhance organizational performance.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Boomers Change The Finacial Planning Industry Publishedclaiborne2000
The document discusses the needs and financial considerations of the baby boomer generation. It outlines five key needs - community, connections, continuity, contribution, and creativity. It also discusses how wealth management firms should adapt to serve boomers, who are living longer while supporting aging parents and adult children. Firms need to help clients plan estates and stay invested throughout retirement.
Millennial-proofing your workplace is an important component to help your business thrive. Workplaces should be created in a way that attracts young talent. O.C. Tanner offers a few suggestions that will help attract Millennials to your workplace.
Boomers Change The Finacial Planning Industry Publishedclaiborne2000
The document discusses the needs and trends related to marketing to baby boomers for wealth management. It outlines five key needs - community, connections, continuity, contribution, and creativity. It also discusses outdated views of retirement planning and lists six pillars wealth management firms should focus on to build good strategies for boomers, including helping with care for aging parents, complex estate planning, and education on staying invested.
Progress in gender diversity in public relations remains painfully slow in many ways, but Time’s Up for the field. According to The Homes Report, women make up about 70% of the PR workforce, but they only hold about 30% of the top positions in the industry.
The Plank Center hosted a free webinar titled “Women and Leadership in Public Relations.”
The Center’s 2017 Leadership Report Card found that being successful in the field is still challenging for women—the pay gap is real; the opportunity gap is real; and the being-heard-and-respected-gap is real.
The webinar discusses bridging those gaps, including action items for current leaders at all organizational levels. Led by industry professionals:
Julia Hood, founder, Pop-Up Media and AgendaZoom
Jacquie McMahon, senior account executive, Ketchum
Donnalyn Pompper, public relations professor & endowed chair, University of Oregon
Brian Price, corporate communications manager, Starwood Retail Partners
And moderated by Leah Seay, assistant manager, public policy communication, General Motors.
To view the archived webinar, go to The Center's website: http://bit.ly/PlankWebinars
The document tells the story of Tanya, a high school student who took $50 from her school to start a small business selling scarves and ties. She was able to earn $148 from her initial $50 investment by attending an entrepreneurship class through NFTE. This experience gave Tanya confidence in her potential and she now attends Babson College on a $200,000 scholarship. The document advocates for the importance of teaching entrepreneurship skills to youth.
This document discusses strategies for creating organizational change. It begins by outlining the need for a clear and compelling vision that defines the desired future state. It also stresses the importance of understanding the priorities and perspectives of key influencers in order to gain their support. The document then discusses how to build a team of allies to help build momentum for change. It also emphasizes the importance of providing transparent communication and information to stakeholders. Additionally, it recommends taking steps to gather feedback to ensure the change effort is having the intended impact. Finally, it notes that successfully driving organizational change is a long-term process that requires persistence and adapting messaging over time.
The document summarizes findings from a survey of 265 women working in new economy companies. Key findings include:
- Many women find the new economy exhilarating and feel they have more opportunities for creative freedom, impact, and rapid growth compared to traditional companies. However, they also experience high stress and difficulties balancing work and personal lives.
- While gender issues may be less pronounced, nearly a third still felt unequal treatment based on attributes like being single or a working mother. A quarter also felt issues like feeling undervalued or overlooked for opportunities.
- Women use strategies like adapting flexibility, maintaining perspective, developing peer support networks, and constant learning to navigate challenges. However, the demanding lifestyle may only be temporary for
This document discusses "insatiable males", men who strive for success but feel perpetually unsatisfied. It attributes the rise of insatiable males to post-WWII societal messages that encouraged baby boomer men to achieve greatly but defined success primarily through external measures like career accomplishments and wealth. Common traits of insatiable males include feeling hyper-responsible, needing to please others and prove themselves, and using escapes like overwork, substances, or affairs to temporarily relieve dissatisfaction and inner feelings of inadequacy. The document outlines initial steps to help insatiable males shift behaviors through awareness of traits and recognition of internal strengths.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Learn the 7 primary factors that influence a positive youth's self esteem. Great for Easter Activities, parents of youth, and anyone else that is interested in helping youth to develop a healthy self-concept / self-esteem / self-image.
Recruiting & Retaining the Next GenerationCindy Wilkosz
Cindy Wilkosz has worked at Mutual of Omaha for over 12 years, starting as an intern while in college. She now recruits and trains new advisors at their New Jersey office. As a millennial herself, she understands the concerns of younger generations and emphasizes purpose, mentorship, and social media when recruiting. Wilkosz ensures new recruits feel valued by the company through clear career paths, appreciation, and addressing challenges with a supportive environment. Her efforts in retaining talent have led the office to an exceptionally high retention rate of 80-90%.
1) The document discusses strategies for harnessing female talent in organizations. It notes that traditional talent management systems are not advancing women into leadership positions.
2) It recommends that companies recognize women as a strategic resource and address unconscious biases that impact women's career trajectories. Senior leaders must become champions for advancing women.
3) Companies that overhaul their approaches to gender diversity and inclusion through clear leadership vision, modeling inclusive behaviors, and holding leaders accountable can realize increased profits by better utilizing their entire workforce.
Women-owned businesses are a vibrant and expanding segment of the U.S. market. By 2017, they are projected to account for 39% of all U.S. businesses.
The Business Journals is focusing on this growing segment and providing complimentary access to the report. To gather our findings, The Business Journals surveyed a national sample of small and mid-size business owners.
Our findings reveal key differences and similarities between men and women-owned businesses as well as profile characteristics, motivations and work-ethic of women-owned businesses.
Millennials, born between 1980-2000, have been influenced by helicopter parenting, immersed in technology from a young age, and came of age during the Great Recession. They value speed, trust peer recommendations over corporations, are highly social both online and offline, and want to make a positive impact. To reach them, brands must speak their language, engage them where they are digitally, understand their complex preferences, and continually adapt tactics for different life stages. Big brands are already courting millennials through innovative digital strategies, while others leverage millennials' creativity through engagement campaigns. Effective marketing to millennials focuses on speed, cleverness, transparency, and enhancing their experiences.
Milli Money is a financial services company launching to help millennial women save for retirement. They aim to acquire 5,000 new customers in the Northeast in the first 12 months by marketing IRAs and providing educational content. Their digital strategy focuses on owned media like a blog and social media, with some paid ads. They will provide tips and interviews to help millennial women visualize retirement plans.
The document discusses open data in government. It defines open data as publicly available data that anyone can access, use, and share. It explains that open data is important because data is a valuable resource and governments collect vast amounts of data. It also notes that citizens now expect transparency and access to data. The document then provides examples of open data programs in Nashville, Chattanooga, and Franklin, Tennessee and gives recommendations for how governments can begin implementing open data initiatives.
This document summarizes a study on project management in professional services firms. It finds that the most common projects, which make up the majority of revenue, are also the worst managed. Specifically, 75% of projects lasting 1 week to 1 month use no project tracking tools. It recommends automating time tracking, budgets, scheduling, and communication to better manage projects. Without improved tools, high staffing and operational costs combined with clients expecting long payment terms can make growth difficult to fund from retained profits alone.
This thesis examines income inequality in the Appalachian region by analyzing the impact of place, education, and gender. The author uses county-level data from the Census and American Community Survey for 428 counties across 13 Appalachian states. Through descriptive statistics, correlations, and linear regression models, the author aims to illuminate significant differences across Appalachian counties and better understand the effect of rurality on income levels. Specifically, the models will predict county-level income based on variables like unemployment, education rates, percentage of female-headed households, and whether a county is located in the Appalachian region or is rural. The findings could help inform policy recommendations to address ongoing economic challenges in the Appalach
Step by step, this presentation breaks down a few simple and critical metrics that should be of focus for creating agency growth. Using this model, you will have the opportunity to begin auditing your own agency to see how you stack up and to identify immediate opportunities for improvement. To help illustrate the model, we share the results of our latest research into agency productivity and profitability.
Serverless Microservices - Real life story of a Web App that uses AWS LambdaMitoc Group
Scalable applications are by nature resource intensive, expensive to build and difficult to manage. What if we can change this perception and help developers design full-stack applications that are low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group using AngularJS, NodeJS and powered by abstracted services like AWS Lambda, Amazon CloudFront, Amazon DynamoDB, and so on.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for Content Management Systems using AWS Lambda an...Mitoc Group
Content Management Systems are by nature resource intensive, expensive to customize, and difficult to manage at scale. What if we can change this perception and help PHP / WordPress developers architect a content platform that is high performance and low cost, high security and low maintenance? This talk will focus on 3 key topics: 1) serverless environment, 2) microservices architecture and 3) hands-on demos. We will describe a serverless solution and propose a scalable architecture that will help WordPress community to adopt cloud-native approach without huge efforts or expensive resources allocation.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Serverless Microservices - Real life story of a Web App that uses AngularJS, ...Mitoc Group
Scalable applications are by nature resource intensive, expensive to build and difficult to manage. What if we can change this perception and help developers design full-stack applications that are low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group using AngularJS, NodeJS and powered by abstracted services like AWS Lambda, Amazon CloudFront, Amazon DynamoDB, and so on.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for Web Applications using Serverless Computing wi...Mitoc Group
Scalable applications are by nature resource intensive, expensive to build and difficult to manage. What if we can change this perception and help developers design full-stack applications that are low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group using AngularJS, NodeJS and powered by abstracted services like AWS Lambda, Amazon CloudFront, Amazon DynamoDB, and so on.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for MEAN Applications using Serverless AWSMitoc Group
Digital platforms are by nature resource intensive, expensive to build, and difficult to manage at scale. What if we can change this perception and help MEAN developers architect a digital platform that is low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group and powered by AWS abstracted services like AWS Lambda, Amazon CloudFront, and Amazon DynamoDB. Eugene Istrati, the CTO of Mitoc Group, will dive deep into their approach to microservices architecture on serverless environments and demonstrate how anyone can architect AWS abstracted services to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for Web Applications using Amazon AWS CloudMitoc Group
Large Web Applications are by nature resource intensive, expensive to customize, and difficult to manage at scale. What if we can change this perception and help developers architect a web application that is high performance and low cost, high security and low maintenance? This talk will focus on 3 key topics: 1) serverless infrastructure, 2) microservices architecture and 3) hands-on demos. We will describe a serverless solution and propose a scalable architecture that will help Generator Hub community to adopt cloud-native approach without huge efforts or expensive resources allocation.
Building Scalable Web Applications using Microservices Architecture and Serve...Mitoc Group
Scalable applications are by nature resource intensive, expensive to build and difficult to manage. What if we can change this perception and help developers design full-stack applications that are low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group using AngularJS, NodeJS and powered by abstracted services like AWS Lambda, Amazon CloudFront, Amazon DynamoDB, and so on.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Gallup State of the American Manager ReportBrandon Rigoni
Only about 10% of people possess the talent required to be an effective manager. Most organizations promote people to manager roles for the wrong reasons, such as tenure rather than talent, resulting in miscast managers who fail to engage employees. Gallup estimates that disengaged managers cost the US economy $319-398 billion annually in lost productivity. However, companies that select managers based on talent are more likely to choose high-performing managers who can engage employees and improve business outcomes. The report provides insights into distinguishing great managers and developing a talent-based strategy to maximize human capital potential.
Building Scalable Web Applications using Microservices Architecture and NodeJ...Mitoc Group
Scalable applications are by nature resource intensive, expensive to build and difficult to manage. What if we can change this perception and help developers design full-stack applications that are low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group using AngularJS, NodeJS and powered by abstracted services like AWS Lambda, Amazon CloudFront, Amazon DynamoDB, and so on.
Eugene Istrati, Technology Partner at Mitoc Group, will dive deep into their approach to microservices architecture using serverless platform from AWS and demonstrate how anyone can use serverless computing to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Build Web Applications using Microservices on Node.js and Serverless AWSMitoc Group
This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group and powered by abstracted services from AWS like Amazon S3, AWS Lambda, and Amazon DynamoDB. Eugene Istrati, the CTO of Mitoc Group, will dive deep into their approach to microservices architecture on serverless AWS and demonstrate how anyone can build web apps that achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for Web Applications using AWS Lambda and moreMitoc Group
The document provides an overview of using microservices architecture for web applications on AWS. It discusses the challenges of traditional monolithic architectures and reference architectures. It then introduces serverless and microservices architectures as alternatives that can provide increased scalability, reduced complexity, and lower costs using AWS services like Lambda, API Gateway, DynamoDB, and others. It includes demos of setting up a serverless environment and a todo application built with microservices.
Microservices Architecture for Digital Platforms using Serverless AWSMitoc Group
Digital platforms are by nature resource intensive, expensive to build, and difficult to manage at scale. What if we can change this perception and help developers architect a digital platform that is low cost and low maintenance? This session describes the underlying architecture behind www.deep.mg, the microservices marketplace built by Mitoc Group and powered by AWS abstracted services like AWS Lambda, Amazon CloudFront, and Amazon DynamoDB. Eugene Istrati, the CTO of Mitoc Group, will dive deep into their approach to microservices architecture on serverless environments and demonstrate how anyone can architect AWS abstracted services to achieve high scalability, high availability, and high performance without huge efforts or expensive resources allocation.
Microservices Architecture for Content Management Systems using AWS Lambda an...Mitoc Group
Content Management Systems are by nature resource intensive, expensive to customize, and difficult to manage at scale. What if we can change this perception and help PHP / Drupal developers architect a content platform that is high performance and low cost, high security and low maintenance? This talk will focus on 3 key topics: 1) serverless environment, 2) microservices architecture and 3) hands-on demos. We will describe a serverless solution and propose a scalable architecture that will help Drupal community to adopt cloud-native approach without huge efforts or expensive resources allocation.
The document discusses emerging trends in the workplace, specifically the retirement of Baby Boomers and the influx of Millennials. Baby Boomers are retiring at a rate of 10,000 per day, taking their skills and knowledge with them. Millennials have different values and ideals than previous generations and will need flexibility and frequent feedback to feel engaged. Employers will need to adapt practices to attract and retain Millennial workers as they replace retiring Baby Boomers.
Lisa is a 49-year-old nurse and mother of three who wakes up at 6am to make breakfast for her family before driving her sons to school and heading to work. She has a busy daily routine as the person her family relies on. After work, she enjoys relaxing at home with her family and staying active in her community by volunteering. Modern Influentials like Lisa value spending quality time with family and maintaining an active lifestyle despite their busy schedules.
This document discusses generational differences in the workplace between Millennials and older generations. It notes that while stereotypes exist about Millennials being disloyal, needy, entitled, and preferring casualness, actual differences in core values between generations are minimal. Both surface values like technology and deeper values like teamwork are shared across generations. The document also discusses Millennial expectations about promotions and preferences for autonomy and leadership opportunities at work. Overall it argues managers should understand generational traits to enhance performance and satisfaction of all employees.
This document discusses strategies for leveraging the strengths of Millennial employees in nonprofit organizations. It begins by providing context on Millennials and their traits, such as being tech-savvy, valuing causes over institutions, and prioritizing personal connections. It then lists five tips for managing Millennials: 1) Connect them to the organization's cause from day one; 2) Allow them opportunities for personal ownership; 3) Encourage them to provide feedback; 4) Utilize their vast social networks; 5) Motivate them with flexibility and innovation. The overall message is that Millennials can drive innovation if organizations adapt to their preferences and empower them to contribute using their unique skills and priorities.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy. Understanding generational differences can help employers engage younger workers and ensure business success.
The Tidal Wave of a New Generation at Work — Millennials are Shifting the Ret...TEMPOE
Millennials have become a powerful force in many respects, and they are influencing more than just
retail trends. According to Pew Research, millennials surpassed Gen X in 2015 to become the largest
share in the American workforce.
This document discusses a study on millennials (born between 1980-2000) entering the workforce. Some key findings:
- Millennials will make up half the global workforce by 2020 and attracting them is critical for businesses.
- Millennials have high expectations for career progression, work-life balance, flexibility, and development opportunities that differ from previous generations.
- Many millennials feel they compromised to get their current jobs and nearly half are open to new opportunities, suggesting lower loyalty than previous cohorts.
Misunderstood Millenials: How the Newest Workforce is Evolving BusinessAmanda Knowlton
• What Millennials value most in the workplace (hint: it’s not ping-pong tables)
• Why culture significantly affects Millennials’ decisions about where they work
• Ways you can engage this new workforce at your own organization
The document summarizes research conducted by a team of millennials on attracting and retaining millennials in Northern Virginia. The research included analyzing 28 sources, identifying 215 findings, and deriving 21 themes and 5 key stories. The stories covered millennial characteristics, living preferences, vital benefits, values, and how to manage millennials. Some of the main findings were that millennials are naturally disloyal but loyal to companies sharing their values; prefer cities and walkable, diverse communities; want career progression, flexibility, and benefits like tuition reimbursement; and highly value ethics, social responsibility, and diversity.
Boomers Aren't Dead Yet: Insights Report October 2013The Buntin Group
Do you realize Brad Pitt and Madonna are Baby Boomers? Yep. This report will make you look at Boomers differently. See what your brand can do to reach a generation that is 80 million strong!
This document provides information and guidance for career advisors working with baby boomer clients over 50. It discusses establishing rapport, understanding the characteristics and barriers this population faces, and addressing myths and stereotypes about older workers. Helpful tools for advisors include assessing strengths, weaknesses, opportunities, and threats (SWOT analysis), Myers-Briggs Type Indicator (MBTI) assessments, and exploring "encore careers" that combine income, purpose and impact in the second half of life. The goal is to effectively assist older workers in finding new careers, jobs and education as this population faces longer unemployment and age discrimination.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
MSLGROUPs latest survey of 8,000 Millennials across 17 countries reveals that they feel very differently from preceding generations about businesses’ roles in dealing with the world’s greatest challenges.
Role of Millennials and their Impact on Reputation ManagementMSL
This document discusses the role and impact of Millennials on reputation management. It notes that Millennials are the largest and most diverse generation, with significant spending power. They expect businesses to have a clear purpose and take stands on issues like climate change. The document advocates for reputation management strategies that focus on purpose, corporate citizenship, employer value proposition, and social openness. It argues businesses must align with causes Millennials care about to attract them as consumers, employees, and brand advocates. Micro initiatives that create measurable impact are more credible than broad promises. An authentic approach through conversations and shared experiences online is needed to effectively engage Millennials.
This document discusses Generation Z and their traits that are important for organizations to understand to effectively market to and recruit Gen Z. Some key points:
- Gen Z is highly digitally connected, having grown up with technology like smartphones and social media. They are more educated and entrepreneurial than previous generations.
- Gen Z values making a positive impact, diversity, and they expect to have influence and voice their opinions. They want to work for innovative companies and be able to work flexibly.
- To attract Gen Z, companies need to demonstrate how graduates can contribute meaningfully to solving problems. Content should be shareable and optimized for quick consumption across digital platforms. Workplaces should facilitate knowledge sharing and remote work arrangements.
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
This document provides facts, figures, and practical advice about Millennial careers from workforce experts. It summarizes research on 19,000 Millennials across 25 countries. Some key findings:
- By 2020, Millennials will make up over a third of the global workforce. They are optimistic about their careers but expect to work longer than previous generations, with many expecting to work into their 70s or until death.
- Millennials plan to take career breaks for various reasons like childcare, education, or leisure. They see careers as waves rather than ladders and prioritize work-life balance.
- American Millennials work long hours, with 23% working over 50 hours per week.
Similar to How Millennials Want To Work And Live (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Virtual Leadership and the managing workIruniUshara1
Virtual leadership is a form of leadership in which teams are managed via a remote working environment.
Like traditional leadership roles, virtual leaders focus on motivating employees and helping teams accomplish their goals.
Virtual leadership focuses heavily on improving collaboration through communication, accountability, and transparency
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
1. How Millennials Want
to Work and Live
Purpose • Development • Coach • Ongoing Conversations • Strengths • Life
THE SIX BIG CHANGES LEADERS HAVE TO MAKE
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