How to get useful answers to your questions
So much can go wrong asking questions, some tips .....
^ADJ: Why is this important: we spend so much of our time seeking information to clarify direction and understanding, so if we improve our ability to question we can dramatically improve productivity
Why Conflict Is Necessary and How to Manage It (with Amy Gallo)
Podcast: How to make conflict a force for good in your work and life
Threat hunters and red teams: Inside the big banks’ cyber defences
Right now, criminals can easily and cheaply buy what appears to be access to a stranger’s Commonwealth Bank account for just $US50 online. All they need to know is how to navigate the ‘dark web’.
^ADJ: why is this important - cyber security is constantly underestimated in terms of impact
The Sequoia Fund: Patient Capital for Building Enduring Companies
Ironically, innovations in venture capital haven’t kept pace with the companies we serve. Our industry is still beholden to a rigid 10-year fund cycle pioneered in the 1970s. As chips shrank and software flew to the cloud, venture capital kept operating on the business equivalent of floppy disks. Once upon a time the 10-year fund cycle made sense. But the assumptions it’s based on no longer hold true, curtailing meaningful relationships prematurely and misaligning companies and their investment partners.
Exome sequencing and analysis of 454,787 UK Biobank participants
^ADJ: why is this significant: The protein-coding portions of more than 450,000 individuals’ genomes have been sequenced, and analysed together with the individuals’ health data, revealing rare and common gene variants linked to various health-related traits.
Amazon now delivers more US packages than FedEx
In 2014, Amazon delivered approximately 0.2% of all US packages. Today, Amazon controls one-fifth of the delivery market, and is on track to overtake UPS and even the US Postal Service (USPS), according to data from the logistics firm Pitney Bowes.
Net Promoter 3.0
Since its introduction, in 2003, the Net Promoter System, which measures how consistently brands turn customers into advocates, has become the predominant customer success framework. But as its popularity grew, NPS started to be gamed and misused in ways that hurt its credibility. Unaudited, self-reported Net Promoter Scores undermined the usefulness of NPS. Over time its creator, Fred Reichheld, realized that the only way to correct this problem was to introduce a hard, complementary metric that drew on accounting results. In this article he and two colleagues from Bain introduce that metric: the earned growth rate, which captures the revenue growth generated by returning customers and their referrals.
To calculate their earned growth rates, firms must have systems that gather data on the costs and revenues for each customer over time and must ask all new customers why they came on board. If the reason is a referral or recommendation, a customer is “earned”; if it’s advertising, a promotional deal, or a persuasive salesperson, the customer is “bought.”
Earned growth rates reveal the real-world impact of customer loyalty. Because they’re auditable, they can help firms validate investments in customer service and convince investors of their businesses’s underlying strength.