• Home
  • About Us
  • Contact Us
  • Privacy Policy
  • Special Offers
Business Intelligence Info
  • Business Intelligence
    • BI News and Info
    • Big Data
    • Mobile and Cloud
    • Self-Service BI
  • CRM
    • CRM News and Info
    • InfusionSoft
    • Microsoft Dynamics CRM
    • NetSuite
    • OnContact
    • Salesforce
    • Workbooks
  • Data Mining
    • Pentaho
    • Sisense
    • Tableau
    • TIBCO Spotfire
  • Data Warehousing
    • DWH News and Info
    • IBM DB2
    • Microsoft SQL Server
    • Oracle
    • Teradata
  • Predictive Analytics
    • FICO
    • KNIME
    • Mathematica
    • Matlab
    • Minitab
    • RapidMiner
    • Revolution
    • SAP
    • SAS/SPSS
  • Humor

Tag Archives: Principles

5 Principles for Sustainable Innovation with Cloud Manufacturing

October 17, 2020   TIBCO Spotfire
TIBCO CloudManufacturing scaled e1602687788640 696x365 5 Principles for Sustainable Innovation with Cloud Manufacturing

Reading Time: 3 minutes

Though the rise of Industry 4.0 in the last few years has encouraged manufacturers to digitally transform, the latest global events have made it more of a priority than ever before. It’s become clear that manufacturers need to change the way they implement operations, use data, engage with customers, and create an overall more sustainable and resilient ecosystem. And all this can be done with a cloud-based strategy.

The truth is that many manufactures are not adequately prepared for disruptive events. Disruptions are caused by a number of different reasons:

  • Advancements in technology can cause strong disruptions in the way of doing business.
  • Disruptive innovative competitors can affect your business; therefore, having the right insights can avoid investing in the wrong ideas or products.
  • Customers’ tastes and behaviors continuously influence the company’s strategies forcing them to adapt production to be able to quickly react. 
  • Economic volatility leading to changes in customer behaviors. Think of the automotive industry during this global pandemic; if you’re locked at home you don’t need access to a car. 

The good news is that digital transformation is still top of mind for most manufacturers in many areas. Trends that have been found include:

  • 40% of manufactures will use IoT sensor data to diagnose issues and reduce downtime, which requires predictive maintenance1
  • 50% of new IT infrastructure will be deployed outside of data centers1
  • 35% growth in digital twins to create a virtual factory2
  • 20% of G2000 manufactures will employ IoT, ML, and AI to automate decision making3

The pandemic pushed us towards the future of manufacturing by almost five years. Before many companies had already started or had plans to start a digital transformation. Suddenly, a new unforeseen critical factor was added: staying in business. 

Since the pace of digital transformation won’t slow down, the question is if today’s manufacturing industry is agile and innovative enough. And more importantly, is it resilient enough to survive the next disruptive event and outpace the competition?

The future of manufacturing leverages the concepts of cloud manufacturing to create a sustainable ecosystem to navigate through the next major event by successfully implementing these five core principles or 5Cs:

  • Connected
  • Collaborative
  • Cloud-centric
  • Customer focused
  • Continuous improvement 

In order to achieve the 5Cs, you need to implement a cloud-based strategy that utilizes the following: 

  • Integration to support SaaS providers and an API-first strategy.
  • Low-code approach to speed up the time to market, create newer services, and innovate faster.
  • Power back to the people to empower all levels of users and create more synergy with processes and technology.
  • Hybrid architectures to decide what data to migrate and when.
  • Scaling and deployments to support out-of-the-box scaling to increase service availability and speed up the release cycle of new services.
  • Processing at the edge to allow more edge IoT, 5G, and serverless computing patterns.

Cloud also enables modern event-driven responsive architecture. With a responsive architecture, you can process critical factory events and support your operations with immediate actions. You gain the necessary agility for the so-called “new normal”.

Here are a few of our customers who have implemented cloud manufacturing:

  • Campari is one of the largest spirits beverage producers in the world. Since 1995, Campari has made 27 acquisitions so it needed to integrate with all different kinds of systems. The beverage producer had the pressure to minimize the time to market. Only by moving to the cloud was Campari able to gain the necessary business agility to sell the newly acquired products as fast as possible on the market and to sustain future acquisitions.
  • Cosentino is a family-owned business founded 40 years ago in Spain and active in mining hills for granite and selling unfinished slabs to stonemasons. It completely transformed its business when it went digital to become a leader in high-end kitchen and baths finishing. But with the expansion, Cosentino had to face challenges to scale operations and keep running many different business processes. By integrating their global IT systems in the cloud and adopting a cloud-native architecture, a customer is now able to see in real-time if a product is available in two to three days compared to three to six months. 

The future of manufacturing leverages the concepts of cloud manufacturing to create a sustainable ecosystem to navigate through the next major event. Click To Tweet

Manufacturing isn’t going away any time soon. But, if manufacturers want to remain competitive in this new environment, they have to look towards digital transformation, specifically with cloud. This will give manufacturers the necessary sustainability, agility, and resiliency to be prepared for the next disruptive event. 

Learn more about how TIBCO enables manufacturers of the future and how these capabilities can help your business. 

Let’s block ads! (Why?)

The TIBCO Blog

Read More

The White House’s new AI principles won’t solve regulatory problems

January 12, 2020   Big Data
 The White House’s new AI principles won’t solve regulatory problems

This week, the White House released 10 “AI Principles,” intended as guidance for federal agencies while they consider how to appropriately regulate AI in the private sector. It’s an effort to help reduce the potential harms of AI that have been under scrutiny all over the world, while maintaining the benefits to society AI can bring. This is a moment the industry has been waiting for because of lingering uncertainty around how the US government will work to control this powerful technology and to ensure it doesn’t hurt people more than it helps.

The problem is, while it may be a good thing that the White House is taking an active role in the fight to regulate AI, their emphasis on light-touch regulation means the new rules fail to go far enough.

The principles themselves address some of the concerns raised by the AI ethics community and the academics who study the effects of technology on society. One such principle calls for lawmakers to consider whether the technology will “introduce real-world bias that produces discriminatory outcomes,” echoing the rallying cries of those academics who have warned for years that AI will codify existing societal biases into automated decision systems. These systems have been shown to adversely impact the most vulnerable people in society, including those marginalized by discrimination on the basis of race, gender, sexuality, and disability — and perhaps most alarmingly, our country’s poorest citizens. Unregulated algorithms can automate and thereby govern the human right to life in areas like healthcare, where flaws in algorithms have dictated that black patients receive inadequate care when compared to their white counterparts. In other cases, lawmakers suspect that algorithmic bias may perpetuate gender disparities in access to financial credit and employment.

The guidance also acknowledges that “current technical challenges in creating interpretable AI can make it difficult for agencies to ensure a level of transparency necessary” to foster public trust. It advises agencies to pursue transparency in two forms: disclosing when and where the technology is in use, and making the outcomes transparent enough to ensure that the algorithms comply, at least, with existing laws.

But the true extent of the harm AI does globally is often obscured due to trade secrets and government practices like the Glomar response — the infamous “I can neither confirm nor deny” line. Using these protective measures, entities can hide the extent and breadth of the AI-related programs and products they’re using. It’s entirely likely that many algorithms already in use violate existing anti-discrimination (among other kinds of) laws. In some cases, companies may even choose so-called “black box” model types that obscure the rationale behind decisions at scale, in order to claim ignorance and a lack of control over the actions that result. This legal loophole is possible because some types of AI are so complex that no human could ever truly understand the logic behind a particular decision, making it impossible to understand what happened if something goes wrong.

It is exactly this kind of behavior that has resulted in a massive loss of public trust in the technology industry today, and it’s further evidence that AI-specific regulation is severely needed to protect the public good. It’s been demonstrated time and again that, even with the best intentions, AI has the potential to hurt people in mass quantities, which makes our industry unique in the technology field overall. This incredible power to do harm at scale means those of us in the AI industry have a responsibility to put societal interest above profit. Too few companies currently embody this high degree of responsibility with their actions. It’s of utmost importance that we reverse this trend, or society will never enjoy the benefits that AI promises.

Bias mitigation, public disclosure, and a solution to the problematic “black box” are table stakes for any sufficiently effective regulatory framework for AI. But these “AI Principles” fall woefully short in their attempt to optimize the balance of societal good versus any potential dangers that the technology might one day bring.

In a surprise twist, with the first federal document to address AI lawmaking, the Trump administration focused mainly on the risks of losing out on great power rivalry, market competition, and economic growth. In doing so, the administration dramatically underestimates the ongoing harm facing Americans today, once again sacrificing the wellbeing of the public for unchecked, unregulated industry growth.

Importantly, although this is the first guidance to emerge from the federal government, many cities and states have already had success governing AI, where similar, comprehensive federal bills have stalled and ultimately failed due to congressional deadlock. Several cities have banned intrusive facial recognition practices from use by law enforcement, with many more algorithmically-centered proposals under consideration at the state and city levels.

It’s telling that the new “AI Principles” warn of regulatory “overreach” in one breath while undermining local legislative authority in another. The guidance advises that agencies may use “their authority to address inconsistent, burdensome, and duplicative State laws.” This language subtly indicates to lawmakers that a practice known as federal preemption could be used to undo some of the strong, grassroots, and broadly celebrated local regulations that have been championed by AI experts and civil liberties advocates like the ACLU.

Even more concerning is the fact that these strong local laws are the result of the public democratic will expressed in pockets of the country where technical work is most common (San Francisco, CA; Sommerville, MA [close to MIT]; and a likely proposal in Seattle, WA). These new local laws were enacted as a response to the inherent risks of using predictive technology to gate access to sensitive services like public housing, proactive healthcare, financial credit, and employment, and to a lack of action from Washington. The people who build these technologies know that any algorithm threatening to perpetuate human bias or to provide a “math-washed” license to discriminate must be closely monitored for misbehavior, or never implemented at all.

These AI Principles may be a small step in the right direction, and broadly speaking, they can introduce a degree of enhanced responsibility if correctly implemented by lawmakers who are earnestly seeking to reduce risk. But they are only a starting point, and they actually threaten further harm by raising the issue of federal preemption to undo the incredible work that’s already being done by local legislators. Industry workers with direct knowledge of the benefits and risks of AI have often been the strongest voices in the call for strict regulation, and the White House should take steps to better align its policies with the advice of those working hardest to bring AI to market.

Liz O’Sullivan is the cofounder of ArthurAI and technology director of STOP (Surveillance Technology Oversight Project)

Let’s block ads! (Why?)

Big Data – VentureBeat

Read More

MANA Nutrition: Applying For-Profit Accounting Principles at a Nonprofit

November 8, 2019   NetSuite
rwanda  3307edit MANA Nutrition: Applying For Profit Accounting Principles at a Nonprofit

Posted by Barney Beal, Content Director and Kendall Fisher, Executive Producer and Host of The NetSuite Podcast

With a background in finance at a technology solutions company, a document publishing and delivery organization and an accounting firm for midmarket companies, Chris Whitfield joined the nonprofit organization MANA Nutrition as CFO with a strong background in for-profit accounting principles.

That background has proven valuable in the nonprofit world as well, Whitfield relayed during a session at SuiteWorld19.

“Both for-profits and nonprofits are mission-based, the missions just tend to be a little different,” he said.

For example, MANA Nutrition has structured its organization more like that of a for-profit even while it maintains a strict mission-based focus. The Charlotte, N.C.-based nonprofit manufactures nutrient-rich milk suspended in peanut butter, a ready-to-use therapeutic food (RUTF) used to treat severe acute malnutrition, producing about 500,000 meals per day. As a manufacturer, it may seem to have more in common with for profits than nonprofits focused on services or curing diseases, but that’s not really the case, according to Whitfield.

“MANA is a mission-based organization,” he said. “Our mission is to save kids’ lives and have a meaningful impact on reducing the lives lost from severe and acute malnutrition.”

But for-profits and nonprofits have a lot more in common than one might assume, Whitfield assured the audience. Both have a mission, it’s just that for-profits’ mission is profit. Both have a similar organizational structure: an executive director and organizational leadership in the case of nonprofits and CEOs and senior leadership in the case of for-profits. And, both largely operate under the same GAAP principles, aside from a few exceptions, and work under the same fundamentals of accounting and internal controls.

“For-profit stakeholders are investors, and there’s nothing wrong with that. I’m a big believer in capitalism,” Whitfield said. “Nonprofits tend to be service focused. At MANA we have a view that our shareholders, who receive our dividends, are the kids we serve. We like to think of ourselves as having capital. We have benefactors who say, ‘I’m ready to invest in your business.’ Their return is not a financial return, it’s the dividends we give to kids.”

Those similarities, among others, offer finance professionals in nonprofits an opportunity to apply more for-profit principles to their organizations. For example, where a for-profit might focus on reducing costs to improve margins, MANA has reduced the cost of a case of RUTF from $ 60 when it first started to $ 38, allowing it to sell to aid organizations in greater volume at a lower price, increasing its impact.

Financial Statements

There are similarities in financial statements, according to Whitfield. One might be a statement of financial position (nonprofit) and another might be a balance sheet (for profit), but they’re essentially both balance sheets. While nonprofits consider their net financial position to be a derivative of total assets minus liabilities, for-profits view the balance sheet are the cornerstone of internal control wherein total assets must equal total liabilities plus equity (that is, net assets).

“I think it’s an important and subtle difference, but nonprofits should take a look at what their equity position is,” he said.

Nonprofits can take a lead from for-profits when it comes to reporting on financials. Typically, nonprofits are focused on reporting to external constituents, whether it’s a board or donors or maybe outside agencies or creditors.

“Creditors, while they want to see external audited reports, are just as interested in internal reports that measure the success of your organization,” Whitfield said. “At MANA, we don’t report a statement of activities, we report a balance statement and income statement, but also a monthly analysis, KPIs in production, etc. That’s been valuable with creditors.”

Revenue Recognition, Subscription Models and Promises to Give

Nonprofits can also benefit from following the for-profit world when it comes to revenue recognition and subscription models. All over the for-profit world businesses are adding subscription models whether it be ongoing maintenance contracts or meal delivery kits. For nonprofits, pledges, or promises to give, can be treated similarly. Typically, a nonprofit will book the pledge as a receivable with installments paid against it. That needn’t be the case for internal reporting.

“When I have unconditional promises to give that extend over one year, I approach it like a subscription model,” he said. “We record it as a pledge receivable but instead of income we take deferred revenue and recognize it when conditions of the pledge are met, whether that condition is event-based or time-based.”

Whitfield added, “however, we of course have to restate pledges to meet the requirements of GAAP for external reporting in our audited financial statements.”

Whitfield concluded by summarizing, “Nonprofit organizations typically have a very different mission-based focus from for-profit companies, but many underlying financial management considerations are the same. The financial function in nonprofits must be focused on meeting the reporting requirements of its internal constituents, on establishing and maintaining strong systems of internal control, and on maintaining a healthy organization that has the financial fortitude to carry out its mission.”

Let’s block ads! (Why?)

The NetSuite Blog

Read More

Defense Innovation Board unveils AI ethics principles for the Pentagon

October 31, 2019   Big Data
 Defense Innovation Board unveils AI ethics principles for the Pentagon

The Defense Innovation Board, a panel of 16 prominent technologists advising the Pentagon, today voted to approve AI ethics principles for the Department of Defense. The report includes a number of recommendations for how the U.S. military can apply ethics in the future for both combat and non-combat AI systems. The principles are broken into five main principles: Responsible, equitable, traceable, reliable, and governable.

The principles state that humans should remain responsible for “developments, deployments, use and outcomes,” and AI systems used by the military should be free of bias that can lead to unintended human harm. AI deployed by the DoD should also be reliable, governable, and use “transparent and auditable methodologies, data sources, and design procedure and documentation.”

“You may see resonances of the world fairness in here [AI ethics principle document]. I will caution you that in many cases the Department of Defense should not be fair,” DIB board member and Carnegie Mellon University VP of research Michael McQuade said today. “It should be a firm principle that our is to not have unintended bias in our systems.”

Applied Inventions cofounder and computer theorist Danny Hillis and board members agreed to amend the draft document to  say the governable principle should include “avoid unintended harm and disruption and for human disengagement of deployed systems.” The report, Hillis said, should be explicit and unambiguous that AI systems used by the military should come with an off switch for a human to press in case things go wrong.

“I think this was the most problematical aspect about them because they’re capable of exhibiting and evolving forms of behavior that are very difficult for the designer to predict, and sometimes those forms of behavior are actually kind of self preserving forms of behavior that can get a bit out of sync with the intent and goals of the designer, and so I think that’s one of the most dangerous potential aspects about them,” he said.

The Defense Innovation Board is chaired by former Google CEO Eric Schmidt and members include MIT CSAIL director Daniela Rus, Hayden Planetarium director Neil deGrasse Tyson, LinkedIn cofounder Reid Hoffman, Code for America director Jennifer Pahlka, and Aspen Institute director Walter Isaacson.

The document titled “AI Principles: Recommendations on the Ethical Use of Artificial Intelligence by the Department of Defense” and an accompanying white paper will be shared on the Defense Innovation Board website. Both will now be shared with DoD leadership for review for them to decide which if any of the principles it will adopt.

Going forward, the board wants the Joint AI Center charged with leading AI initiatives within the DoD to work with Secretary of Defense Mark Esper put communication and policy orders in place to ensure the principles can succeed, make research investments in areas like reproducibility, strengthen AI testing and evaluation techniques, and create an annual AI safety and security conference.

The reporter recognizes potential unintended consequences for AI and acknowledges existing documents that guide DoD ethics principles like the U.S. Constitution, 2015 DoD Law of War manual, and 1949 Geneva conventions.

Investments by China and Russia in AI are mentioned in the ethics principle document.

“Within the high-stakes domain of national security, it is important to note that the U.S. finds itself in a technological competition with authoritarian powers that are pursuing AI applications in ways inconsistent with the legal, ethical, and moral norms expected by democratic countries. Our aim is to ground the principles offered here in DoD’s longstanding ethics framework – one that has withstood the advent and deployment of emerging military-specific or dual-use technologies over decades and reflects our democratic norms and values,” the report reads.

The principles released today are the product of a 15-month process to gather comments and insights from public forums and AI community leaders like Facebook chief AI scientist Yann Le Cun, former MIT Media Lab director Joi Ito, OpenAI research director Dr. Dario Amodei, and Stanford University former chief AI scientist Dr. Fei-Fei Li. Public comments were also welcome from

In a public meeting attended by VentureBeat this spring in Silicon Valley, AI experts and people opposed to lethal autonomous robots shared their opinions about potential ethical challenges the Pentagon and U.S. servicemembers might face such as improvements to object detection or weapon targeting systems. At that time, Microsoft director of ethics and society Mira Lane and others recognized the potential lack of moral hangups by U.S. adversaries, but that the U.S. military can play a big role in defining how and how not to use AI in the future. That opportunity came up again today.

“It’s an opportunity to lead a global dialogue founded in the basics of who we are how we operate as a country and as a department and where we go from here,” McQuade said.

Speaking at a conference held by Li’s Stanford University Institute for Human-Centered AI earlier this year, Schmidt said the purpose of the AI ethics report and a national security commission on AI report scheduled to be delivered to Congress next week are intended to help create the United States establish a national AI policy akin to the kinds that have been created by more than 30 other countries around the world.

Also discussed in the DIB’s meeting today at Georgetown University: How the Department of Defense and Joint AI Center can recruit and retain AI-ML talent, discussion of how the military is lacking in digital innovation, and recommendations to increase adoption of lean design, technical skills, AI education for servicemembers, and a campaign for an AI-ready military.

Let’s block ads! (Why?)

Big Data – VentureBeat

Read More

8 Guiding Principles for CRM Implementation Success

August 9, 2019   Microsoft Dynamics CRM

When interviewed after the fact, some managers have lamented the things they didn’t know before implementing their CRM (Customer Relationship Management) solutions. To save you the pain of “implementer’s regret,” we’ve identified eight guiding principles designed to make your CRM selection and implementation a success.

1. Start with a vision

Which CRM you select will depend on your particular needs, your vision, and your goals. Even before you look at different solutions, define what it is you want from a CRM system. What are your current business processes? Who will use the CRM, and for what purpose? How do you expect a CRM solution to affect your customers? Identifying your needs and expectations, in the beginning, will take a lot of brainstorming, but it will be worth it when you select a CRM that works best for you.

2. Prepare for growth

When establishing your CRM strategy, make sure it allows the flexibility to deal with the changes in your business and in the market that will surely come. Select a CRM designed to adapt to change by offering configuration flexibility rather than customized add-ons and enhancements. You’ll want software that meets your current needs and can also scale to meet future needs as your business grows.

3. Solicit user input

It just makes sense to consider your CRM end-users, the people who will be expected to use the system every day. By consulting them at the beginning and keeping them in the loop through each phase of the implementation process, you’ll be more likely to achieve unanimous buy-in and adoption. You won’t be able to grant everyone’s wishes but knowing what they would like from the CRM will allow you to deliver on key business needs.

4. Focus on alignment

CRM is not your only business process, and it shouldn’t stand alone.  It’s now standard for CRM to be integrated with other technology and productivity platforms such as email, marketing, and ERP (Enterprise Resource Planning). To maximize the value of your CRM and streamline company-wide processes, consider how CRM will align and integrate with other critical business systems.

5. Consider your users

Underutilized CRM is a waste of money and resources. Remind yourself of your goals, and you’ll realize that user buy-in and adoption is essential.  A good CRM solution will make your employees’ lives so much easier and more productive and will provide management with the decision-making data and analysis they need. Your end users shouldn’t have to consult IT every time they use the system. Choose a solution that is intuitive and easy to navigate. And for today’s businesses, mobility is also a must. Mobile capability and real-time updates will allow executives, sales professionals, service providers, etc., to stay connected even when they’re not in the office.

6. Keep it simple

Easy access and an intuitive user interface are critical for CRM software to be widely adopted. Avoid solutions with inconsistent nomenclature and little guidance on how to navigate account entries and customer data. When it comes to fields, less is more—only the most important details about each contact or opportunity is required, with the option for users to add more detailed information when necessary.

7. Use a step at a time approach

You can build morale with quick wins. Avoid being overly ambitious by deploying CRM features that confuse or intimidate users. Instead, allow team members to become familiar and comfortable with the CRM’s foundational operations before adding new layers of complexity. A step by step CRM launch will deliver high value in a short amount of time and help you achieve a better return on your investment.

8. Measure your success

You won’t recognize success if you don’t measure. Your CRM project plan should include creating metrics for each of the business areas that will be impacted by the solution. Tracking and reporting metrics on a regular schedule will assure you that your new software is achieving intended outcomes.

A bonus principle

The game-changer for CRM implementation success is getting expert support. Alleviate implementation pressure by allowing our team of technologists, business thinkers, and project management professionals to guide you every step of the way. BroadPoint Inc.’s Microsoft gold-certified consulting team is here to help. Contact us today to learn more.

By BroadPoint, www.broadpoint.net

Let’s block ads! (Why?)

CRM Software Blog | Dynamics 365

Read More

MANA Nutrition: Applying For-Profit Accounting Principles at a Nonprofit

June 12, 2019   NetSuite
rwanda  3307edit MANA Nutrition: Applying For Profit Accounting Principles at a Nonprofit

Posted by Barney Beal, Content Director

With a background in finance at a technology solutions company, a document publishing and delivery organization and an accounting firm for midmarket companies, Chris Whitfield joined the nonprofit organization MANA Nutrition as CFO with a strong background in for-profit accounting principles.

That background has proven valuable in the nonprofit world as well, Whitfield relayed during a session at SuiteWorld19.

“Both for-profits and nonprofits are mission-based, the missions just tend to be a little different,” he said.

For example, MANA Nutrition has structured its organization more like that of a for-profit even while it maintains a strict mission-based focus. The Charlotte, N.C.-based nonprofit manufactures nutrient-rich milk suspended in peanut butter, a ready-to-use therapeutic food (RUTF) used to treat severe acute malnutrition, producing about 500,000 meals per day. As a manufacturer, it may seem to have more in common with for profits than nonprofits focused on services or curing diseases, but that’s not really the case, according to Whitfield.

“MANA is a mission-based organization,” he said. “Our mission is to save kids’ lives and have a meaningful impact on reducing the lives lost from severe and acute malnutrition.”

But for-profits and nonprofits have a lot more in common than one might assume, Whitfield assured the audience. Both have a mission, it’s just that for-profits’ mission is profit. Both have a similar organizational structure: an executive director and organizational leadership in the case of nonprofits and CEOs and senior leadership in the case of for-profits. And, both largely operate under the same GAAP principles, aside from a few exceptions, and work under the same fundamentals of accounting and internal controls.

“For-profit stakeholders are investors, and there’s nothing wrong with that. I’m a big believer in capitalism,” Whitfield said. “Nonprofits tend to be service focused. At MANA we have a view that our shareholders, who receive our dividends, are the kids we serve. We like to think of ourselves as having capital. We have benefactors who say, ‘I’m ready to invest in your business.’ Their return is not a financial return, it’s the dividends we give to kids.”

Those similarities, among others, offer finance professionals in nonprofits an opportunity to apply more for-profit principles to their organizations. For example, where a for-profit might focus on reducing costs to improve margins, MANA has reduced the cost of a case of RUTF from $ 60 when it first started to $ 38, allowing it to sell to aid organizations in greater volume at a lower price, increasing its impact.

Financial Statements

There are similarities in financial statements, according to Whitfield. One might be a statement of financial position (nonprofit) and another might be a balance sheet (for profit), but they’re essentially both balance sheets. While nonprofits consider their net financial position to be a derivative of total assets minus liabilities, for-profits view the balance sheet are the cornerstone of internal control wherein total assets must equal total liabilities plus equity (that is, net assets).

“I think it’s an important and subtle difference, but nonprofits should take a look at what their equity position is,” he said.

Nonprofits can take a lead from for-profits when it comes to reporting on financials. Typically, nonprofits are focused on reporting to external constituents, whether it’s a board or donors or maybe outside agencies or creditors.

“Creditors, while they want to see external audited reports, are just as interested in internal reports that measure the success of your organization,” Whitfield said. “At MANA, we don’t report a statement of activities, we report a balance statement and income statement, but also a monthly analysis, KPIs in production, etc. That’s been valuable with creditors.”

Revenue Recognition, Subscription Models and Promises to Give

Nonprofits can also benefit from following the for-profit world when it comes to revenue recognition and subscription models. All over the for-profit world businesses are adding subscription models whether it be ongoing maintenance contracts or meal delivery kits. For nonprofits, pledges, or promises to give, can be treated similarly. Typically, a nonprofit will book the pledge as a receivable with installments paid against it. That needn’t be the case for internal reporting.

“When I have unconditional promises to give that extend over one year, I approach it like a subscription model,” he said. “We record it as a pledge receivable but instead of income we take deferred revenue and recognize it when conditions of the pledge are met, whether that condition is event-based or time-based.”

Whitfield added, “however, we of course have to restate pledges to meet the requirements of GAAP for external reporting in our audited financial statements.”

Whitfield concluded by summarizing, “Nonprofit organizations typically have a very different mission-based focus from for-profit companies, but many underlying financial management considerations are the same. The financial function in nonprofits must be focused on meeting the reporting requirements of its internal constituents, on establishing and maintaining strong systems of internal control, and on maintaining a healthy organization that has the financial fortitude to carry out its mission.”

Posted on Tue, June 11, 2019
by NetSuite filed under

Let’s block ads! (Why?)

The NetSuite Blog

Read More

Dashboard Design Best Practices – 4 Key Principles

April 28, 2018   Sisense

Building an effective dashboard according to best practices for dashboard design is the culmination of a comprehensive BI process that would usually include gathering requirements, defining KPIs and creating a data model. However, the importance of proper dashboard design should not be understated – poorly designed dashboards could fail to convey useful information and insights and even make the data less comprehensible than it was originally.

A good BI dashboard design is one that –

  • Makes the complex simple: we have lots of information, lots of data that changes all the time and different analytical needs and questions. We want to take all this complexity and make it simple.
  • Tells a clear story: we want to be able to connect data to its context in the business and to answer the viewer’s questions. This is where the visual layout of a dashboard plays a crucial role.
  • Expresses the meaning of the data: the chosen data visualizations need to correctly represent the data, and the information you want to extract from it.
  • Reveals details as needed: we want each viewer to have access to the data they need – no less but also no more. Some users might need to be able to see a more granular view of the data – others could suffice with an overview.

While each data dashboard has its own requirements, limitations, and goals, there are certain guidelines that are almost always relevant for dashboard creation. We will proceed to present four of these principles, and how you can start applying them to your dashboards right now.

First let’s examine how a poorly designed dashboard might look like:

common dashboard mistakes 770x364 Dashboard Design Best Practices – 4 Key Principles
Click to enlarge

Which poor design choices are immediately noticeable?

  • Too many widgets (about 30 of them), visualization and indicators creating visual clutter
  • Basic questions such as “what is the total amount of sales” take much more than 5 seconds to answer
  • No organizing principle behind the visual layout – widgets seem to be strewn randomly
  • Tables in the bottom add very little in the way of insights

By applying the following good dashboard design principles, this dashboard could have been improved dramatically.

Telling a Story Through Data yellow Dashboard Design Best Practices – 4 Key Principles

1. The 5 Second Rule

Your dashboard should provide the relevant information in about 5 seconds.

Your dashboard should be able to answer your most frequently asked business questions at a glance. This means that if you’re scanning for the information for minutes, this could indicate a problem with your dashboard’s visual layout.

When designing a dashboard, try to follow the five-second rule – this is the amount of time you or the relevant stakeholder should need to find the information you’re looking for upon examining the dashboard. Of course, ad-hoc investigation will obviously take longer; but the most important metrics, the ones that are most frequently needed for the dashboard user during her workday, should immediately ‘pop’ from the screen.

2. Logical Layout: The Inverted Pyramid

Display the most significant insights on the top part of the dashboard, trends in the middle, and granular details in the bottom.

When designing a dashboard it’s important to follow some kind of organizing principle. One of the most useful ones is the inverted pyramid (see image). This concept originated from the world of journalism, and basically divides the contents of a news report into three, in order of diminishing significance: the most important and substantial information is at the top, followed by the significant details that help you understand the overview above them; and at the bottom you have general and background information, which will contain much more detail and allow the reader or viewer to dive deeper (think of the headline, subheading and body of a news story).

How does a journalistic technique relate to dashboard design? Well, business intelligence dashboards, like news items, are all about telling a story. The story your dashboard tells should follow the same internal logic: keep the most significant and high-level insights at the top, the trends, which give context to these insights, underneath them, and the higher-granularity details that you can then drill into and explore further – at the bottom.

inverted pyramid design for dashboards example 770x399 Dashboard Design Best Practices – 4 Key Principles

3. Minimalism: Less is More

Each dashboard should contain no more than 5-9 visualizations.

Some dashboard designers feel the need to cram as many details as possible into their dashboard in an effort to provide a fuller picture. While this might sound good in theory, cognitive psychology tells us that the human brain can only comprehend around 7+-2 in one time – and this is the amount of items you want in your dashboard. More than that just translates into clutter and visual noise that distracts and detracts from the dashboard’s intended purpose.

You can avoid visual clutter by layering the data by using filters and hierarchies (e.g. instead of having one indicator for amount of sales in North America and one for South America, give the user the option to apply a filter which changes the same indicator between one and the other) – or simply by breaking your dashboard into two or more separate dashboards.

4. Choosing the right data visualization

Select the appropriate type of data visualization according to its purpose.

We’ve written before about ways to visualize data so won’t go into too much detail here – suffice to say that data visualization are intended to be more than mere eye candy – they should serve a specific purpose and convey specific facts in a more effective way than the basic tabular format.

Before choosing a visualization, consider which type of information you are trying to relay:

  • Relationship – connection between two or more variables.
  • Comparison – compare two or more variables side by side.
  • Composition – breaking data into separate components.
  • Distribution – range and grouping of values within data.

If you’re stuck, you can always use our interactive wizard to help you choose the right data visualization.

image3 dashboard ecommerce 770x377 Dashboard Design Best Practices – 4 Key Principles

Example of a good dashboard design.

Dashboard Design: What Else to Consider

Choosing the right visualization is key to making sure your end users understand what they’re looking at, but that’s not all you should consider. When thinking about how to design a dashboard you need to also take into account who will be the end user of the dashboard in the first place.

For example, when designing a dashboard for an end user focused on ad platform optimization, you probably want to focus your widgets on metrics that will increase conversion rates. Because your end user is in the thick of what goes on with every ad on a day to day level, looking at the nitty gritty measures such has CPM (cost per mille) makes a lot of sense. However, a VP Marketing probably just wants to see, at first glance, the more broad strokes on how ad performance changes leads brought in.

apo image11 Dashboard Design Best Practices – 4 Key Principles

To that end, as we mentioned earlier, before diving head first into dashboard design, sit with your end users in order to gather requirements and define KPIs. Without doing that, you can design the most beautiful dashboard in the world but it won’t change the way users make decisions in the long run.

Telling a Story Through Data yellow Dashboard Design Best Practices – 4 Key Principles

Let’s block ads! (Why?)

Blog – Sisense

Read More

5 Principles To Learning In Today’s World

April 5, 2017   BI News and Info

277357 l srgb s gl 300x200 5 Principles To Learning In Today’s World“Innovation distinguishes between a leader and a follower.” – Steve Jobs

As a part of the last wave of Millennials joining the workforce, I have been inspired by Jobs’ definition of innovation. For years, Millennials like me have been told that we need to be faster, better, and smarter than our peers. With this thought in mind and the endless possibilities of the Internet, it’s easy to see that the digital economy is here, and it is defining my generation.

Lately we’ve all read articles proclaiming that “the digital economy and the economy are becoming one in the same. The lines are being blurred.” While this may be true, Millennials do not see this distinction. To us, it’s just the economy. Everything we do happens in the abstract digital economy – we shop digitally, get our news digitally, communicate digitally, and we take pictures digitally. In fact, the things that we don’t do digitally are few and far between.

Millennial disruption: How to get our attention in the digital economy

In this fast-moving, highly technical era, innovation and technology are ubiquitous, forcing companies to deliver immediate value to consumers. This principle is ingrained in us – it’s stark reality. One day, a brand is a world leader, promising incredible change. Then just a few weeks later, it disappears. Millennials view leaders of the emerging (digital) economy as scrappy, agile, and comfortable making decisions that disrupt the norm, and that may or may not pan out.

What does it take to earn the attention of Millennials? Here are three things you should consider:

1. Millennials appreciate innovations that reinvent product delivery and service to make life better and simpler.

Uber, Vimeo, ASOS, and Apple are some of the most successful disruptors in the current digital economy. Why? They took an already mature market and used technology to make valuable connections with their Millennial customers. These companies did not invent a new product – they reinvented the way business is done within the economy. They knew what their consumers wanted before they realized it.

Millennials thrive on these companies. In fact, we seek them out and expect them to create rapid, digital changes to our daily lives. We want to use the products they developed. We adapt quickly to the changes powered by their new ideas or technologies. With that being said, it’s not astonishing that Millennials feel the need to connect regularly and digitally.

2. It’s not technology that captures us – it’s the simplicity that technology enables.

Recently, McKinsey & Company revealed that “CEOs expect 15%–50% of their companies’ future earnings to come from disruptive technology.” Considering this statistic, it may come as a surprise to these executives that buzzwords – including cloud, diversity, innovation, the Internet of Things, and future of work – does not resonate with us. Sure, we were raised on these terms, but it’s such a part of our culture that we do not think about it. We expect companies to deeply embed this technology now.

What we really crave is technology-enabled simplicity in every aspect of our lives. If something is too complicated to navigate, most of us stop using the product. And why not? It does not add value if we cannot use it immediately.

Many experts claim that this is unique to Millennials, but it truly isn’t. It might just be more obvious and prevalent with us. Some might translate our never-ending desire for simplicity into laziness. Yet striving to make daily activities simpler with the use of technology has been seen throughout history. Millennials just happen to be the first generation to be completely reliant on technology, simplicity, and digitally powered “personal” connections.

3. Millennials keep an eye on where and how the next technology revolution will begin.

Within the next few years Millennials will be the largest generation in the workforce. As a result, the onslaught of coverage on the evolution of technology will most likely be phased out. While the history of technology is significant for our predecessors, this not an overly important story for Millennials because we have not seen the technology evolution ourselves. For us, the digital revolution is a fact of life.

Companies like SAP, Amazon, and Apple did not invent the wheel. Rather, they were able to create a new digital future. For a company to be successful, senior leaders must demonstrate a talent for R&D genius as well as fortune-telling. They need to develop easy-to-use, brilliantly designed products, market them effectively to the masses, and maintain their product elite. It’s not easy, but the companies that upend an entire industry are successfully balancing these tasks.

Disruption can happen anywhere and at any time. Get ready!

Across every industry, big players are threatened — not only by well-known competitors, but by small teams sitting in a garage drafting new ideas that could turn the market upside down. In reality, anyone, anywhere, at any time can cause disruption and bring an idea to life.

Take my employer SAP, for example. With the creation of SAP S/4HANA, we are disrupting the tech market as we help our customers engage in digital transformation. By removing data warehousing and enabling real-time operations, companies are reimagining their future. Organizations such as La Trobe University, the NFL, and Adidas have made it easy to understand and conceptualize the effects using data in real time. But only time will tell whether Millennials will ever realize how much disruption was needed to get where we are today.

Find out how SAP Services & Support you can minimize the impact of disruption and maximize the success of your business. Read SAP S/4HANA customer success stories, visit the SAP Services HUB, or visit the customer testimonial page on SAP.com.

Comments

Let’s block ads! (Why?)

Digitalist Magazine

Read More

5 Psychology Principles Every Marketer Should Know

January 3, 2017   CRM News and Info
5 Psychology Principles Every Marketer Should Know 351x200 5 Psychology Principles Every Marketer Should Know

What’s a marketer’s real job? It’s to sell stuff, sure. But there are many elements to selling. It’s crafting a message, raising awareness, getting people to act.

All of that involves influencing people. Persuading them. And, to do that, we have to know people, particularly their thought processes and behaviors.

We marketers are, in a sense, professional persuaders.

If that makes you itch a little, it’s okay. It makes me itch, too. But there’s no way around it – I try to persuade and influence people all the time. Usually, I strive to get them to try certain marketing tactics, which I believe will help their business.

I try to persuade people in my personal life, too. I try to persuade my husband to do chores. I try to convince my dog to stop trying to play with the cat.

I bet you do a lot of persuading, too. At home and at work. If you’re a marketer, it’s your job to influence people to try your company’s products or services. Hopefully, you do this in part because you believe those services will help them. (And if you don’t believe they’ll help them, I encourage you to switch jobs.)

So if we’re fundamentally professional persuaders, we should know as much as we can about persuasion, right? We should understand our audiences – what motivates them, what drives them, what they like and dislike – so we can better sway them into action.

One blog post isn’t enough to cover every aspect of this complex subject, of course. But it’s enough for a refresher. I suspect that most of us who go into marketing are naturally good at the principles of persuasion. We’re interested in what makes people tick.

In other words, I bet you know most of this stuff already, whether you’re aware of it or not.

But here’s a refresher, framed specifically for you as a marketer. Hopefully it reminds you of a tactic or two to apply to your next campaign.

1. Social proof

I can’t even mention influence or social proof without acknowledging Robert Cialdini. He literally wrote the book on the subject. His best-seller, Influence: The Psychology of Persuasion, is the must-read book on persuasion for modern marketers.

While the book covers six principles of influence, I’ve cherry picked them here. The best known of all of those principles is social proof.

Social proof leverages our tendency to look to others for confirmation that we’re doing the right thing. One of the best examples of this is social share counts.

These numbers work because when we land on a page, we see those high counts and think, “Wow – this is really popular. Other people think this is important. I should read and share this, too.”

Those share counts let us set up a nice loop: Highly shared content gets more shares, simply because it’s highly shared content. But it can work in reverse. If your share counts are low, some experts recommend you use just the sharing buttons, sans counts, so people won’t see that your pages aren’t getting shared … thus giving your visitors a cue that they shouldn’t share your pages either.

While social share counts are a familiar example, social proof goes way beyond social media. It’s happening any time people refer to the behavior of others to shape their own behavior. So, for instance, the busiest booths at trade shows often stay busy, simply because their busyness attracts more people. Same goes with popular speakers or popular restaurants.

Social proof can go way beyond that, too. In a sense, influencer marketing uses social proof. So do testimonials, reviews, case studies, certifications, awards, and that list of “most popular posts” on many blogs. It’s everywhere, once you know how to look for it.

2. Reciprocity.

This is another popular Cialdini principle: When we give people something, they feel like they owe us.

Even a small gift – like a free report on an opt-in page – makes people more likely to listen to us and do what we ask. And the principle gets even stronger in person. If a salesperson can get you to take a freebie from them at a conference, you’re far more likely to listen to their pitch.

One reason this works so well is because when someone gives us something for free, we feel indebted to them. It’s a small indebtedness, but enough to make us just a little uncomfortable. So if we’re given an opportunity to do something for this gift-giver (like listen to their pitch or click on their call to action), then we’ll have paid off our debt.

So, does this really work? Well, for B2C samples it certainly does. Samples can increase sales by as much as 2000%. No wonder makeup companies give away so much.

And, reciprocity works pretty well for B2B companies, too. The SAAS company Groove did a study of 712 other SAAS companies and their conversion tactics. They found offering a free trial is a pretty darn powerful strategy:

Here’s the average site conversion without a free trial:

This article passed through the Full-Text RSS service – if this is your content and you’re reading it on someone else’s site, please read the FAQ at fivefilters.org/content-only/faq.php#publishers.
Recommended article: The Guardian’s Summary of Julian Assange’s Interview Went Viral and Was Completely False.

Act-On Marketing Action Blog

Read More
  • Recent Posts

    • Conversational Platform Trends for 2021
    • The Great Awakening?
    • Another Success Story: McWane
    • The Dynamics 365 Sales Mobile App Helps Salespeople Stay Productive From Anywhere
    • THEY CAN FIND THE GUY WHO BROKE A WINDOW BUT NOT A MURDERER?
  • Categories

  • Archives

    • January 2021
    • December 2020
    • November 2020
    • October 2020
    • September 2020
    • August 2020
    • July 2020
    • June 2020
    • May 2020
    • April 2020
    • March 2020
    • February 2020
    • January 2020
    • December 2019
    • November 2019
    • October 2019
    • September 2019
    • August 2019
    • July 2019
    • June 2019
    • May 2019
    • April 2019
    • March 2019
    • February 2019
    • January 2019
    • December 2018
    • November 2018
    • October 2018
    • September 2018
    • August 2018
    • July 2018
    • June 2018
    • May 2018
    • April 2018
    • March 2018
    • February 2018
    • January 2018
    • December 2017
    • November 2017
    • October 2017
    • September 2017
    • August 2017
    • July 2017
    • June 2017
    • May 2017
    • April 2017
    • March 2017
    • February 2017
    • January 2017
    • December 2016
    • November 2016
    • October 2016
    • September 2016
    • August 2016
    • July 2016
    • June 2016
    • May 2016
    • April 2016
    • March 2016
    • February 2016
    • January 2016
    • December 2015
    • November 2015
    • October 2015
    • September 2015
    • August 2015
    • July 2015
    • June 2015
    • May 2015
    • April 2015
    • March 2015
    • February 2015
    • January 2015
    • December 2014
    • November 2014
© 2021 Business Intelligence Info
Power BI Training | G Com Solutions Limited