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goldenraeofsun · 11 months ago

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Step On It

Bruce frowns as he takes in the mess on the kitchen table. Alfred left for his annual leave in England three days ago, and the amount of clutter that has already accumulated is a little embarrassing.

Dick mostly kept his toys in his room or the family room, where he spent the most time. He kept a close eye on his things, used to living in tight quarters that could be packed up at a moment’s notice,

Jason – Bruce forces his mind to go there – always left books on every flat surface on the Manor that would only occasionally migrate back to his room or the library.

Unlike any of his predecessors, Tim strews his things around the Manor like… like a regular teenage boy. Disposable cameras in the family room. Case files in the library. Computer parts in the parlor.

Sighing, Bruce sorts through the mess of stakeout photos, Spanish flashcards, and takeout menus for the paper invitation to Lucius’s 50th birthday. He moves yesterday’s Planet to reveal a paper folded in thirds with Gotham Academy Annual Art Showcase displayed in modern, jaunty sans-serif font. Intrigued, Bruce flips open the flier, glossing over the headings until he lands on “Photography”. Sure enough, he finds one “Timothy Drake (10)” halfway down the list of names.

Without another thought, he keys the time into his personal calendar. He’ll be a few minutes late if his 4PM runs over, but he’ll still be able to make it. Speaking of timing, Bruce should have left ten minutes ago. The table, still a mess, has to wait.

Five cups of coffee, a couple hundred emails, and approximately a thousand slides later, Bruce taps his fingers on the conference table, smiling and nodding along to whatever the hell Mr. Klein is saying. All that’s left in this presentation is the budget, which Klein has impressively dragged out to 27 minutes and counting.

The first time Bruce falls asleep, he dozes off with his eyes open, and nobody catches on but Lucius, who just exhales a silent, put-upon sigh. The second time, Bruce falls asleep five minutes after the meeting was supposed to end. He wakes, inexplicably annoyed that nobody noticed.

Naturally, he then pretends to fall asleep, slump over in his chair, nearly fall out of said chair, and “wake up” with a loud yelp.

“Sorry,” Bruce says to the assembled department heads with a slightly manic grin. “Damn, those are some impressive numbers, aren’t they?” he says, gesturing grandly to the PowerPoint slide, now showing an org chart of the finance department. “Carry on, Keith.”

Klein grimaces. “As I was saying…”

Bruce settles back in his chair, mollified. Serves Klein right for keeping them all here past 6pm on a Friday.

A minute later, his phone chirps with a notification: 7:00 PM Gotham Academy Art Showcase.

Bruce swears under his breath. Oh right, that was today. He has a dozen more emails to send, and he needs to speak with Lucius about adding a new, extra-resistant polymer to the soles of Robin’s boots. After that, he has to drive across the entire city.

He mentally shunts half of his least-urgent emails to tomorrow’s to-do list. Lucius is in this meeting with him, so, short of pulling the fire alarm or strangling Klein with his own tie, Bruce is stuck.

* * *

Bruce officially leaves the office at 7:38. He slides into the Audi, cursing up a storm. Thank god Alfred isn’t here because he would dust off Dick’s old swear jar and just drop Bruce’s whole wallet inside.

Jaw clenched, Bruce slams his foot on the gas and flips on Oracle’s Green Light protocol. But with Gotham’s rush hour traffic, even a steady influx of green lights can’t get the overstuffed lanes of cars to move much faster.

He skids into Gotham Academy’s parking lot at 8:51. For god’s sake, the event started at almost two hours ago. This is unforgivable.

Bruce bursts through the front doors, his heart sinking as he takes in the empty welcome table. Face set, he takes the hallways at a dead sprint only to stop short in front of the closed auditorium doors. He’s too late.

Laughter off to his left catches him off guard.

A group of kids are making their way to him, their Gotham Academy ties undone and blazers slung over their arms.

“Excuse me,” Bruce says, forcing a non-threatening smile, “I’m here for the Art Showcase?”

One kid frowns up at him, and Bruce’s heart sinks. “Dude,” he says, “You’re, like, super late.”

The smile drops. Curtly, he says, “I am aware.”

“I think they’re still breaking down in the gym, though?” another kid says, the first piece of useful information Bruce has heard all day.

With a hurried, “Thank you,” he takes off in the opposite direction as he hears behind him, “Holy shit, was that Bruce Wayne?”

The showcase in the gym is indeed in the middle of being dismantled. Half the art is gone, but with the classy, black dividers blocking his view, Bruce can’t just make a beeline for the photography section.

Around the next corner, overhears, “Just five more minutes, Tim. How about that?”

“It’s fine, Ms. Fowler,” Tim answers, his voice impatient. As Bruce stops short, ears piqued, Tim continues, “I told you, my family isn’t coming.”

Bruce’s heart clenches at the resignation in Tim’s voice. Well, Bruce can’t let that stand a moment longer. He steps around the next divider. “Sorry I’m late, chum!” he announces in a carrying voice. “Traffic from the office was sheer murder.”

Tim’s head whips around from where he’s talking in the communal Photography area with a small, middle-aged woman wearing a blazer and sensible shoes. Paint crusts in the creases of her hands, and her bright red cat’s eye glasses might as well scream art teacher.

Jaw hanging open, Tim mouths a completely silent and bewildered, “Bruce?”

“Oh, Tim!” Ms. Fowler says, sounding elated. “Look, your father is here. And just in time too!”

Bruce isn’t sure whether to first address her blatant lie that he is remotely on time or the mistaken assumption that he is Tim’s father. But before he can utter a word, Tim cuts him off, his eyes widening in alarm. “C’mon, Dad, ” he says to Bruce’s surprise, “my exhibition is back here.” He reaches out to snag Bruce by the hand, and Bruce, still beyond confused, follows.

“Take all the time you need, Tim!” Ms. Fowler calls to their retreating backs.

They enter a smaller photography nook, Tim’s photography nook.

“Why did you call me – ” Bruce starts.

“Forget that, no time. What’s the emergency?” Tim demands in a hissed whisper. “I didn’t miss a call, did I? I was just about to pack up and head to the Cave.”

Bruce doesn’t respond at once, entranced by a picture of the ballroom immediately post-gala, the floor strewn with glitter and dropped glasses. A single table holds all the leftover bottles of champagne. The enormous room looms large and empty. A lone napkin hangs from the chandelier – no doubt Dick’s work – but it looks like a flag of surrender to the useless opulence of the elite.

It takes a second for his brain to catch up with Tim’s words. Confused, Bruce repeats, “What emergency?”

Tim makes a face like Bruce is being the dense one. “The emergency that brought you here?”

“Your photography?”

“My photography is an emergency?” Tim asks, his frown deepening into a classic expression of teenaged offense. “You never seemed to have a problem with it before, especially when –”

Bruce holds up a hand. “That’s not what I meant.” He inhales a slow breath, trying to rein in his temper at feeling wrong-footed all evening. “There’s no emergency. I came to see your photography.”

If anything, Tim looks even more confused. “You came to - why would you -” He gives himself a little shake. “What? Why?"

“Why would I need a reason to see my kid’s photography in a prestigious art showcase they only put on once a year?” Bruce asks, eyebrows raised.

Tim’s jaw actually falls open.

“Unless… you didn’t actually want me here?” Bruce says, straightening up to his full height as his stomach drops to the floor. Tim didn’t tell him about his exhibition, after all. Maybe Bruce did find it by accident. But he has no idea why Tim would hide this from him. From all Bruce has absorbed in countless gallery openings and museum fundraisers, Tim has a decent eye. The photos are good, eye-catching and thought-provoking. And, most importantly, there’s not a single bat in sight.

“No, I was just surprised,” Tim says, his voice faint. He clears his throat. “I’m,” he swallows, “glad you came.”

“I’m glad too.” Bruce turns back to a photo, a shot of Wayne Tower at night, a full moon hovering overhead, slightly obscured by Gotham’s year-round haze of smog. “I like this one.

Tim gives himself a little shake before he says, in an undertone, “That’s kind of narcissistic, isn’t it?” His blue eyes dance with humor.

Bruce chuckles. “I didn’t hire the best renovators to make ugly buildings, Tim.”

“Yeah,” Tim smirks, “you’re not Lex Luthor.”

Bruce shakes his head in mock-sorrow. “Metropolis architecture truly has no character.”

Tim flips up the black tablecloth and hauls out an empty cardboard box. “Do you say that in front of Clark?”

Bruce nods. “Every time he calls my building ‘dark and broody’.”

“What?” Tim laughs, “That’s not a bad thing. It’s your brand!” He puts the ballroom photo in the box.

Bruce picks up a photo of the local skatepark, the background figures blurs of motion. “I don’t know if I should be offended by that.”

Tim plucks the frame from his hands and drops it alongside the ballroom one. “C’mon, it’s not like you didn’t know.”

Bruce goes for a photo of what appears to be him, backlit by a roaring blaze in the fireplace in the parlor.

“Not that one –” Tim starts, but it’s too late.

One hand holds a half-empty glass of whiskey. The other hand holds his head up – just barely. On his lap is a half-open book of a priceless first edition of Crime and Punishment. The last first edition he bought for Jason.

“I didn’t know you were there,” Bruce rasps out, “on the… on the anniversary.”

Tim snatches it out of his hands, his face Robin-red. “Just for a few minutes. I forgot something – I don’t remember what – but I knew you didn’t want to see me.”

Bruce exhales a slow breath. “No, that was wise.”

Tim nods jerkily, grabbing the last two photos without letting Bruce see them first. He stuffs them in the box and jams the lid down.

“You were leaving for your first meeting with the Teen Titans with Dick the day after,” Bruce says as he takes the box before Tim can get to it. “I didn’t want to spoil your good mood.”

Tim glances up at him, blue eyes wide. “Oh,” he says quietly.

Bruce taps the lid of the box. “Do you mind if we hang a few of these up in the Manor? In the family room or the library?”

“Uh, sure.”

“Good,” Bruce hefts the box higher and gestures for Tim to leave the photography nook first. “I’m glad we finally have something artistic to put up. Dick’s old spelling bee certificates really don’t have the same gravitas.”

Tim squints up at him as they leave the now-deserted gym. “Don’t you have two Rothkos?”

Bruce raises his eyebrows. “What’s your point, Tim?”

Tim ducks his head, but not before Bruce catches his pleased little smile. “Nothing, I guess.”

Thanks so much @cuephrase and @a-canceled-stamp for the amazing beta reads!

#batfam #fanfic #batfam fanfic #tim drake & bruce wayne #tim drake #bruce wayne #tim drake is robin #bruce wayne is a good dad #fluff #rae writes fic

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dopeluminaryninja · 3 months ago

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After completing the course, learners can aim for Oracle Financials Cloud Certification (such as Oracle Fusion Financials Cloud: General Ledger 2023 Certified Implementation Professional). Certification boosts your credibility and helps you stand out in job applications.

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fullstarlighttyphoon · 2 years ago

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#Oracle org chart

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sonal22c · 3 years ago

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faq-req · 6 years ago

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ralphlayton · 5 years ago

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Break Free B2B Marketing: Latane Conant of 6sense on Reinventing the CMO Role

What’s in a job title? In my tenure as a marketer, I’ve met gurus who don’t live on mountaintops, ninjas who don’t know martial arts, and evangelists who don’t preach on Sunday. At worst, these creative job titles are pure puffery. But at best, they serve as a statement of purpose. I’m thinking of titles like Shep Hyken’s Chief Amazement Officer, or Ann Handley as Chief Content Officer: They tell us something about what the person — and their organization — values. Latne Conant from 6sense has a subtly unusual job title: Chief Market Officer. She dropped the ‘ing’ from ‘Marketing,’ and that tiny change signals a major shift in the way she approaches her job. Instead of focusing on the verb of marketing — what tactics to deploy to reach an audience — her job is to deeply understand the market, the people her brand is trying to reach. For Latane, getting rid of that ‘ing’ makes all the difference in turning marketers into revenue-generating dynamos. In her Break Free B2B interview with our president and co-founder Susan Misukanis, Latane elaborated on how 6sense’s approach is unique, what technologies they use, and how they’ve achieved some truly impressive results. [bctt tweet="“If I am engaging accounts more effectively than my competition, I will generate more pipeline, I'll win more often, I'll have bigger deals, and I will set my relationship off with those customers better.” #B2BMarketing @LataneConant @6senseInc" username="toprank"]

Break Free B2B Interview with Latane Conant

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Timeline and Highlights :58 - How can CMOs better understand customer insight in the age of the “dark funnel?” 2:52 - Changing focus from the tactics of marketing to knowing your audience 4:00 - The Chief Market Officer - losing the “ing” 6:45 - Not accepting limitations in pursuing a career 7:29 - Getting what you want is easy; knowing what you want is hard 8:30 - The Fun Factor in managing a team 9:00 - V2MOM and organization 10:15 - If you’re not effing up, you’re not pushing the envelope hard enough 12:21 - Inverting the org chart — leading from the bottom 13:45 - Leads are not the primary measure of success 16:10 - Marketing is a revenue team 17:25 - Engagement is the new oil 18:45 - The new standard for marketing executives Susan: You were recently quoted saying that today's CMOs need to be the masters of understanding customer insights and putting them to use. So are CMOs progressing in this area of insights, or is it just still a massive black hole, and that's why you're preaching? Latane: Well, first of all, I hope I would never seem preachy, because we are all in this together, we're all in the black hole together. I think the challenge that we have is only 13% of sales and marketing teams have any confidence in their data, because it's primarily opportunity data in CRM, or it's map data, which is basically lead-based. And if you think about the buying journey, most of it happens anonymously, or what we at 6sense call your “dark funnel.” So that's where all the rich research is really happening. No one's coming to your website and downloading your content anymore. It's also a buying team. It's not a lead or contact, and buyer journeys aren't linear. So you think about this new modern buying journey, which is anonymous. It's a buying team, not a leader contact, and it's not linear. And you look at the tools that we have at our disposal as CMOs, and it's sort of like we are a Model T trying to get to the moon. And so thinking about the black hole, it's really looking for platforms that are AI and big data based. Because at the end of the day, even if you're amazing, your data is gonna suck, and it's okay. So I think admit that all our data sucks. Yeah, we've got to marry our data up with a much bigger platform and be able to understand that anonymous activity so we have a true picture of this nonlinear buying journey. Once you have that, you can start to re-imagine a better what I call prospect experience. Susan: How do you manage your teams and get them motivated? How do you hold the bar where you hold it? Latane: I would say the first thing is I'm clear that my expectations are high. And I'm very clear in the interview process, that my expectations are going to be very, very high. And you have to want that! Some people don't want that. So the first thing is, do you want to do good work or do you want to do great work? And it is okay if this is not the gig for you. So I think that's the first level of it. The second level of it is, I really believe in having fun. So my old CEO, Chris Barban, taught me this: He said, eight out of 10 working days, you must be having fun. And that’s we call the fun factor. And so everyone on my team, what's your fun factor? And if it's not an eight, what's going on, but it's also up to me to bring the fun, right? To say, hey, let's go grab a soulcycle class or let's go for a run or let's — you know what, we're all strung out — let's do something fun together. So, I think having fun and enjoying each other is allowed. We laugh a lot. We joke around a lot. And then the third really key thing for me is a strategic planning process that I use called V2MOM. And it originated with Salesforce. But it's now really popular — a lot of tech companies use it and I've used it at two companies now, and two of the boards that I work on have adopted it, and it's all about prioritization. I don't know if I can cuss on this show, but I consulted The CMOs that I work with, from an advisory perspective, I say you have to know what you give an F about. And know what you don't give an F about, because you can't give an F about everything. So what V2MOM forces is everything is time-bound, and everything is prioritized. So I have high expectations for these things. I don't care. Don't wait. Like, if you're spending one second over there — that's not going to be an excuse for missing on this. And we all agree to those priorities every single quarter. So it's very clear what we're doing and we're gonna do it right. Latane: I actually just changed my title to Chief Market Officer. And it's an important distinction that a lady who was actually on our board — who's amazing, her name is Christine Heckard, And she's been a CMO. And now she's the CEO. And she's talked a lot about the role of the CMO. And we have gotten ourselves really mired down in ‘ing.’ “I did a blog, I did webinars, look at all these MQLs I pass to sales, here's my funnel, here's my tech stack.” That is all ing ing ing. Her challenge to CMOs is to redefine that. We are the seat at the table that needs to understand the market. That is customers today and customers tomorrow. That's why this audience-first approach and understanding the market, then you can apply the ing. But it's not a cheap financing offer sir or cheap selling officer. We sort of diminished our role by not taking that seat at the table. Stay tuned to the TopRank Marketing Blog and subscribe to our YouTube channel for more Break Free B2B interviews. Here are a few more highlights from this season:

Danny Nail of SAP on Creating a Global ABM Platform

Beyond the MQL with 6sense’s Lisa Sharapata

Enterprise-Level ABM with Oracle’s Kelvin Gee

Break Free B2B Marketing: Latane Conant of 6sense on Reinventing the CMO Role published first on yhttps://improfitninja.blogspot.com/

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samuelpboswell · 5 years ago

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Break Free B2B Marketing: Latane Conant of 6sense on Reinventing the CMO Role

Break Free B2B Interview with Latane Conant

youtube

Danny Nail of SAP on Creating a Global ABM Platform

Beyond the MQL with 6sense’s Lisa Sharapata

Enterprise-Level ABM with Oracle’s Kelvin Gee

from The SEO Advantages https://www.toprankblog.com/2020/05/break-free-latane-conant/

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neptunecreek · 6 years ago

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Fines Aren’t Enough: Here’s How the FTC Can Make Facebook Better

The Federal Trade Commission is likely to announce that Facebook’s many violations of users’ privacy in recent years also violated its consent decree with the commission. In its financial filings, Facebook has indicated that it expects to be fined between $3 and $5 billion by the FTC. But punitive fines alone, no matter the size, are unlikely to change the overlapping privacy and competition harms at the center of Facebook’s business model. Whether or not it levies fines, the FTC should use its power to make Facebook better in meaningful ways. A new settlement with the company could compel it to change its behavior. We have some suggestions.

A $3 billion fine would be, by far, the largest privacy-related fine in the FTC’s history. The biggest to date was $22.5 million, levied against Google in 2012. But even after setting aside $3 billion to cover a potential fine, Facebook still managed to rake in $3.3 billion in profit during the first quarter of 2019. It’s rumored that Facebook will agree to create a “privacy committee” as part of this settlement. But the company needs to change its actions, not just its org chart. That’s why the settlement the FTC is negotiating now also needs to include limits on Facebook’s behavior.

Stop Third-Party Tracking

Facebook uses “Like” buttons, invisible Pixel conversion trackers, and ad code in mobile apps to track its users nearly any time they use the Internet—even when they’re off Facebook products. This program allows Facebook to build nauseatingly detailed profiles of users’—and non-users’—personal activity. Facebook’s unique ability to match third-party website activity to real-world identities also gives it a competitive advantage in both the social media and third-party ad markets. The FTC should order Facebook to stop linking data it collects outside of Facebook with user profiles inside the social network.

Don’t Merge WhatsApp, Instagram, and Facebook Data

Facebook has announced plans to build a unified chat platform so that users can send messages between WhatsApp, Messenger, and Instagram accounts seamlessly. Letting users of different services talk to each other is reasonable, and Facebook’s commitment to end-to-end encryption for the unified service is great (if it’s for real). But in order to link the services together, Facebook will likely need to merge account data from its disparate properties. This may help Facebook enrich its user profiles for ad targeting and make it harder for users to fully extricate their data from the Facebook empire should they decide to leave. Furthermore, there’s a risk that people with one set of expectations for a service like Instagram, which allows pseudonyms and does not require a phone number, will be blindsided when Facebook links their accounts to real identities. This could expose sensitive information about vulnerable people to friends, family, ex-partners, or law enforcement. In short, there are dozens of ways the great messenger union could go wrong.

Facebook promises that messaging “interoperability” will be opt-in. But corporations are fickle, and Facebook and other tech giants have repeatedly walked back privacy commitments they’ve made in the past. The FTC should make sure Facebook stays true to its word by ordering it not to merge user data from its different properties without express opt-in consent. Furthermore, if users do decide to opt-in to merging their Instagram or WhatsApp accounts with Facebook data, the FTC should make sure they reserve the right to opt back out.

Stop Data Broker-Powered Ad Targeting

Last March, Facebook shut down its “Partner Categories” program, in which it purchased data from data brokers like Acxiom and Oracle in order to boost its own ad-targeting system. But over a year later, advertisers are still using data broker-provided information to target users on Facebook, and both Facebook and data brokers are still raking in profit. That’s because Facebook allows data brokers to upload “custom audience data files”—lists of contact information, drawn from the brokers’ vast tranches of personal data—where they can charge advertisers to access those lists. As a result, though the interface has changed, data broker-powered targeting on Facebook is alive and well.

Data brokers are some of the shadiest actors in the digital marketplace. They make money by buying and selling detailed information about billions of people. And most of the people they profile don’t know they exist. The FTC should order Facebook to stop allowing data brokers to upload and share custom audiences with advertisers, and to explicitly disallow advertisers from using data broker-provided information on Facebook. This will make Facebook a safer, less creepy place for users, and it will put a serious dent in the dirty business of buying and selling private information.

A Good Start, But Not the End

We can’t fix all of the problems with Facebook in one fell swoop. Facebook’s content moderation policies need serious work. The platform should be more interoperable and more open. We need to remove barriers to competition so that more privacy-respecting social networks can emerge. And users around the world deserve to have baseline privacy protections enshrined in law. But the FTC has a rare opportunity to tell one of the most powerful companies in the world how to make its business more privacy-protective and less exploitative for everyone. These changes would be a serious step in the right direction.

from Deeplinks http://bit.ly/30PeOGr

#Deeplinks

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radlybatesassociates-blog · 7 years ago

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Adam Radly Bob Bates: How to Do a Reorganization the Right Way

Adam Radly Bob Bates have done reorganizations in the past. Here's an interesting article: https://www.entrepreneur.com/article/322618

When your company is in hypergrowth, you will be doubling the team every six to 12 months on average. At that pace you could go from 20 to 300 people in two years, and to 500 or 1,000 people in four years. You will be adding new functions rapidly (finance, HR, legal), potentially expanding internationally, while product road maps will expand and new areas will be launched or acquired into the company. Related: You Can't Afford to Fire Employees. Here's How to Not Have To. As the company scales and increases in complexity you will also need to change the organizational structure of the company to reflect new executives, new functions, more employees and changing alignment against your market and product. In other words, reorgs will occur at the company frequently. Early on, many of the reorgs will be at the executive level and then cascade down. As you add more functional areas, there will be finer division of executive roles. If you add a CMO or other C-level person, then some of the executive roles may consolidate under that individual. The CEO of an early company will need to be adept at reorgs. Later, as reorgs shift more frequently to functional organization, you will need to make sure your leadership team knows how to approach them. Most companies and new managers screw up their first reorg or two, causing unnecessary pain in the organization. Below is a simple guide to reorgs.

How to do a reorg

1. Decide why you need the new org structure. Determine what the right structure is, and the logic for why this is better than before. Do you need renewed focus on a specific area? Are there collaboration issues? Has the team grown dramatically, and now needs additional management? Has something changed in your market that means you need to realign functional priorities, or the set of people working together? Spell out to yourself the logic of why you need to reorg first, and then think through the leadership and organization structure that works best. Related: When Times Are Tough, Give Your Team This Pep Talk 2. Determine what org structure is most pragmatic. Who on your leadership team is overloaded and who has bandwidth? Who is building out a great management layer? What areas would fit well together? Sometimes, there is no single right answer, and you need to balance managerial bandwidth with the logic of the situation. As you determine who needs to work on what and the proper reporting structure, remember that nothing you come up with will be 100 percent perfect and that is OK. Should you have cross-functional product and engineering organizations or verticalized product units? Should international be distributed or centralized? These sorts of questions come up all the time as companies grow, and some companies flop between structures over time. As an example, Oracle supposedly flips its international org chart every few years. Relatedly, reporting is an exercise in tie breaking -- i.e., you want people who are likely to disagree to eventually report into a single tie-breaker. This may be the CEO, or it may be someone lower down in the organization. 3. Get buy-in from the right people before implementation. If possible, you should consult with a handful of executives whose functions would be most impacted by the change. They may have good feedback about how changing the organization in your function impacts their own functional area (e.g., changing the org structure for product may impact how engineering and design are structured). Reorgs should never be open conversations with the whole company (or a functional area) about what form the new organization structure should take. This only opens you up to lobbying, internal politicking and land grabbing. It also prolongs the angst -- reorgs should happen swiftly and with as little churn as possible. Related: 5 Tips to Consider When Designing (or Redesigning) Your Organizational Structure 4. Announce and implement the reorg soup-to-nuts in 24 hours. Once you have decided what form the new organization will take, discuss it with your reports in their 1:1s. Your executives should have a clear plan for how and when to communicate the changes to their team members. If there are key people deeply affected or likely to be unhappy with the change, you or one of your reports can meet with them either right before or right after the announcement. Hear them out and reaffirm the logic for the changes. You should never drag out a reorg, or preannounce it. Try not to announce "this week we will reorganize product, and next month we will change engineering." If possible, all elements of the reorg need to be communicated and implemented simultaneously. If you pre-announce a portion of the reorg, that team will not get any work done until the reorg happens. Instead, there will be hushed conversations in conference rooms full of gossip and speculation, crazy rumor mongering, and executive lobbying. 5. Every person on the leadership team should be briefed on the reorg and be ready to answer questions from their team about it. If the reorg reaches or impacts enough of the company, the executives of the company should be briefed ahead of time. Write up an internal FAQ if needed and circulate it. 6. Remove ambiguity. Know where 100 percent of people are going. Don't do a partial reorg. When the reorg is announced, you should know where 100 percent of people are going if possible. The worst possible situation for people is to not know what their future entails. Make a list of the people most likely to be unhappy with the change and reach out to them quickly after the announcement, or speak to them before the change if necessary. Make sure to later be accessible to these people later so you can explain the reasoning firsthand. Related: The Bigger You Get, the More Attention Your Culture Needs 7. Communicate directly, clearly and compassionately. Don't beat around the bush when doing the reorg. Explain in clear language what is happening and why. Listen to people's feedback but be firm about the change. There will always be people who are unhappy with the shift in org structure. They may feel passed over for promotion or demoted, even if this is not the case. Listen carefully and see if you can meet their needs in the future. However, keep backtracking to a minimum. You are making this change for a reason. If you start making exceptions for the squeakiest wheels you may reverse the whole reason you are making the change, as well as show people you are open to being politicked. Just like letting people go, a reorganization can be unpleasant. There will undoubtedly be people disappointed with their new role or diminished responsibilities. If done right however, your company will function more effectively and be aligned to win. Reorgs have to occur for the long-term success of the company. Radly Bates affiliates: S7 Group Radly Bates Index Radly Bates Consulting Radly Bates Capital Radly Bates Associates Radly Bates Digital Radly Bates Valuations Follow us on social: https://issuu.com/radlybatesconsulting https://issuu.com/radlybatescapital https://issuu.com/radlybatesdigital https://issuu.com/radlybatesassociates. https://issuu.com/radlybatesvaluations https://issuu.com/s7loans Read the full article

#Adam Radly Bob Bates

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dopeluminaryninja · 3 months ago

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Oracle Fusion Financials Expert Training – Step-by-Step Learning

Oracle Fusion Financials is a comprehensive, cloud-based financial management solution that helps organizations streamline their financial operations, improve decision-making, and enhance business performance.

Mastering Oracle Fusion Financials requires a strategic approach, hands-on experience, and expert guidance. This is where Oracle Fusion Financials Expert Training comes into play. This training provides a step-by-step learning path, starting from the basics and moving toward advanced financial processes. It covers essential modules such as General Ledger (GL), Accounts Payable (AP), Accounts Receivable (AR), Fixed Assets (FA), Cash Management (CM), and Expenses, ensuring that learners gain a deep understanding of the financial operations within Oracle Fusion.

Why Oracle Fusion Financials?

Oracle Fusion Financials stands out in the market due to its comprehensive capabilities and cloud-based infrastructure. Businesses are increasingly adopting Oracle Fusion Financials because it:

Automates Financial Processes – Reduces manual effort and errors by automating accounting, reconciliation, and reporting.

Enhances Financial Visibility – Provides real-time financial insights for better decision-making.

Ensures Compliance – Meets global financial and tax regulations with built-in compliance features.

Improves Accuracy – Centralized financial data reduces discrepancies and enhances reporting accuracy.

Scalable and Flexible – Adapts to the growing needs of businesses with its cloud-based architecture.

With Oracle Fusion Financials, companies can simplify complex financial processes, improve operational efficiency, and reduce costs. This makes it a highly sought-after solution in the financial management domain.

Course Overview

The Oracle Fusion Financials Expert Training is structured to provide a comprehensive understanding of financial management within the Oracle Fusion ecosystem. This step-by-step learning program ensures that participants understand the core financial modules and their practical implementation in real-world scenarios.

Key Modules Covered:

1. General Ledger (GL):

Setup and configuration of Chart of Accounts (COA)

Ledger management and period close process

Financial consolidation and reporting

2.Accounts Payable (AP):

Supplier setup and invoice processing

Payment processing and approvals

Managing liabilities and vendor management

3.Accounts Receivable (AR):

Customer setup and invoice creation

Receipt processing and revenue recognition

Credit and collections management

4.Fixed Assets (FA):

Asset acquisition, depreciation, and retirement

Asset tracking and reconciliation

Reporting and compliance

5.Cash Management (CM):

Bank account management and reconciliation

Cash positioning and forecasting

Payment and receipt matching

6.Expenses:

Employee expense reporting and approvals

Policy enforcement and compliance

Reimbursement processing

Step-by-Step Learning Approach

This expert training program follows a structured learning path to help learners grasp the complexities of Oracle Fusion Financials efficiently. The training includes:

1. Foundation Building

Understanding the Oracle Fusion architecture and its financial framework.

Learning about the key components and integration points of Oracle Fusion Financials.

Setting up a financial instance and configuring core modules.

2. Hands-On Practice

Real-time practice sessions with simulated business scenarios.

Configuring and managing financial modules in a live instance.

Practical exercises covering transaction processing, reporting, and reconciliation.

3. Advanced Implementation

Customizing financial reports using Business Intelligence (BI) tools.

Automating financial processes using Enterprise Scheduler Service (ESS).

Managing period closures and generating audit-ready reports.

Benefits of Learning Oracle Fusion Financials

✅ Enhanced Career Prospects: Oracle Fusion Financials is widely adopted by global organizations, increasing the demand for certified professionals.

✅ Increased Efficiency: Automating financial processes reduces operational costs and improves accuracy.

✅ Real-Time Insights: Gain real-time visibility into financial data to make informed decisions.

✅ Global Compliance: Meet regulatory requirements across multiple regions with built-in compliance features.

✅ Scalability: Oracle Fusion Financials supports business growth with flexible and scalable financial solutions.

Who Should Enroll?

The Oracle Fusion Financials Expert Training is suitable for:

📌 Finance Professionals – Accountants, financial analysts, and financial controllers looking to upskill.

📌 ERP Consultants – Professionals working with financial systems and looking to specialize in Oracle Fusion.

📌 IT Developers – Developers involved in Oracle Fusion Financials implementation and customization.

📌 Project Managers – Professionals managing financial projects and seeking to enhance their financial knowledge.

📌 Freshers and Graduates – Individuals looking to start a career in financial management with Oracle Fusion.

Challenges and Solutions

Challenge 1: Complex Financial Structures

Solution: The training simplifies complex financial configurations using step-by-step guidance.

Challenge 2: Integration with Other Systems

Solution: Integrate Oracle Fusion Financials with other Oracle modules and third-party applications.

Challenge 3: Real-Time Reporting and Compliance

Solution: The course teaches how to generate real-time financial reports and ensure compliance with global standards.

Future Trends in Oracle Fusion Financials

1.AI and Machine Learning: Oracle Fusion Financials incorporates AI-based insights to predict financial outcomes and improve decision-making.

2.Blockchain Integration: Enhanced security and transparency in financial transactions using blockchain technology.

3.Automation: Increased automation of accounting processes to reduce manual intervention.

4.Advanced Analytics: Real-time dashboards and analytics for better financial management.

5.Cloud Expansion: More organizations are migrating to cloud-based financial systems for improved flexibility and scalability.

Conclusion

The Oracle Fusion Financials Expert Training equips learners with the knowledge and skills required to excel in financial management using Oracle Fusion. By following a step-by-step approach, participants gain a deep understanding of financial modules, real-world business scenarios, and best practices for implementation. The training enhances career prospects and provides a solid foundation for financial professionals looking to advance in the Oracle ecosystem.

Whether you are a finance professional, ERP consultant, or project manager, mastering Oracle Fusion Financials through expert training will empower you to streamline financial operations, improve decision-making, and drive business success.

#educación #educate yourselves

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fullstarlighttyphoon · 2 years ago

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#Oracle org chart

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radleybatesdigital-blog · 7 years ago

Text

Adam Radly Bob Bates: How to Do a Reorganization the Right Way

Adam Radly Bob Bates have done reorganizations in the past. Here's an interesting article: https://www.entrepreneur.com/article/322618

How to do a reorg

#Adam Radly Bob Bates

0 notes

warninggraphiccontent · 5 years ago

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28 February 2020

Drinks, data, discussion

We're giving Data Bites a break in March, but if you have 4 March pencilled into your diary, there's still an opportunity to discuss all things data, as we'll be going for drinks instead. If you'd like further details, drop me a line on gavin[dot]freeguard[at]instituteforgovernment[dot]org[dot]uk.

We're also on the lookout for:

Any reflections on the first octet (thanks, Giuseppe) for a short report we're publishing in April

Suggestions for future speakers, and any subject areas you'd like to see covered

Sponsors.

Please do get in touch!

Other things in brief:

A big thank you to Vuelio and an excellent panel for a fun discussion yesterday evening on the small matter of what 2020 holds in store. (No, we didn't stand up for the key change.) More on the hashtag.

A good discussion at the IfG yesterday morning on all things outsourcing transparency. Tl;dr: we need better data and more transparency. Some thoughts and links from me here.

I was quoted in a Times article on how civil servants are using Slack, revealed after a questionable deployment of an FoI exemption (more here, here and here on FoI).

And finally... another plea for help: we're looking for all sorts of frameworks about how to think about data, information, etc. Any suggestions very welcome - via Twitter or the email address above.

Have a great weekend

Gavin

Today's links:

Graphic content

You'll either love it or hate it

Marmot Review 10 Years On (UCL Institute of Health Equity)

Gains in UK life expectancy stall after decade of austerity, report says* (FT)

Austerity blamed for life expectancy stalling for first time in century (The Guardian)

UK politics, people and public services

Deprivation profiles for Welsh Local Authorities (Jamie Whyte)

School funding (Graham for IfG)

Housing (Ian Mulheirn on a BBC briefing)

Where are all the UK's new homes being built? (Centre for Cities for BBC News)

One in 10 new homes in England built on land with high flood risk (The Guardian)

Special advisers (IfG)

Migration Statistics Quarterly Report: February 2020 (ONS)

Study the biggest driver of migration to the UK, but overall levels remain stable (ONS)

Outer London most exposed to new immigration rules* (FT)

Electoral systems across the UK (IfG)

Labour partisans (strong identifiers) are now really distinctive compared with other groups (Paula Surridge)

More (Matt Singh)

GE2019: How did demographics affect the result? (House of Commons Library)

Capital Investment: why governments fail to meet their spending plans (IfG)

The trillion-pound question (Resolution Foundation)

Coronavirus

China fall in coronavirus cases undermined by questionable data* (FT)

13,000 Missing Flights: The Global Consequences of the Coronavirus* (New York Times)

Mapping the Coronavirus Outbreak Across the World* (Bloomberg)

US politics

What Defines The Sanders Coalition? (FiveThirtyEight)

Responses to our polling on the Democratic primary (G. Elliott Morris, via Ketaki)

What the Democratic Candidates Discussed During the Debates: Annotated Transcripts* (Bloomberg - and a bit behind the data, via Petr)

Sport

Alex Ovechkin is the eighth member of the NHL's 700-goal club* (Washington Post)

Liverpool have been in a winning position for... (Opta)

Uefa’s ban on Man City does not change football’s inequality* (FT)

Will Liverpool’s machine football conquer America?* (FT)

Globalisation has left lower-league football clubs behind* (The Economist)

How We Analyzed Allstate’s Car Insurance Algorithm (The Markup)

Everything else

Are there too many central bankers?* (The Economist)

The World’s Biggest Economies Get a Jolt of Government Spending* (Bloomberg)

Some lesser known visualisation techniques to show rankings when your data is just too big for a regular bar chart (Maarten Lambrechts)

Graph workflow

What is Complexity Science? (#ComplexityExplained, via David)

Meta data

Data

The Value of Data (Bennett Institute/ODI)

It’s Now or Never for National Data Strategies (Diane Coyle for Project Syndicate, via Graham)

How do we create trustworthy and sustainable data institutions? (ODI)

Data Dialogues' participatory futures projects announced (Nesta)

Three types of agreement that shape your use of data (Leigh Dodds)

Government rejects call for DCMS to audit departments’ data-sharing rules (Civil Service World)

How can data transform our health and care system? (Nesta)

AI, algorithms

The algorithm is watching you (London Review of Books)

Data Analytics and Algorithms in Policing in England and Wales: Towards A New Policy Framework (RUSI)

Rules urgently needed to oversee police use of data and AI – report (The Guardian)

Met Police chief defends facial recognition from 'ill-informed' critics (BBC News)

RUSI Annual Security Lecture

AI = “Automated Inspiration” (Cassie Kozyrkov, Towards Data Science)

Clearview AI hack is sweet irony for privacy advocates (New Statesman)

Suppose you have to choose... (Geoffrey Hinton)

Facial recognition is spreading faster than you realise (The Conversation)

Google AI will no longer use gender labels like 'woman' or 'man' on images of people to avoid bias (Business Insider)

Innovating responsibly with data and Artificial Intelligence (AI) (LOTI)

Digital government

Getting out early feels good: meet the Defra team building a new digital service for GB exporters (Defra)

A thread about UK digital government (warning: contains half finished thoughts) (Richard Pope)

UK digital government in the 2010s - what was it all about politically? (Bennett Institute)

Why Government Leaders Need to Become Digital Leaders (Governing)

Information

Inside the infodemic: Coronavirus in the age of wellness* (New Statesman)

How the Coronavirus Revealed Authoritarianism’s Fatal Flaw (The Atlantic)

Together at last – UK’s planning and housing statistics now in one place (ONS)

About the size of a London flat (ONS)

What Africa Check, Chequeado and Full Fact have learned about tackling bad information (Poynter)

Everything else

The Markup

Slouching towards dystopia: the rise of surveillance capitalism and the death of privacy (New Statesman)

Economists should learn lessons from meteorologists* (FT)

Robert Chote interview: OBR chief reflects on ten years as the nation’s top fiscal watchdog, and how he is still a reporter at heart (Civil Service World)

'I give fusion power a higher chance of succeeding than quantum computing' says the R in the RSA crypto-algorithm (The Register)

Oracle Reveals Funding of Dark Money Group Fighting Big Tech* (Bloomberg)

Katherine Johnson Dies at 101; Mathematician Broke Barriers at NASA* (New York Times)

Katherine Johnson: NASA mathematician and much-needed role model (The Conversation)

Democracy tech will be the next hot investment space (Wired)

The perils of opening the mind (Boston Globe)

Transparency

How can outsourced public services be made more transparent? (Institute for Government)

Grammar school scoring is wrong, says father – and hopes finally to prove it (The Guardian, via Nick)

Financial secrecy is the enemy in the fight against corruption (Thom Townsend)

Who uses WhatDoTheyKnow? (mySociety)

Opportunities

JOBS: NatCen

JOBS: What Works for Children's Social Care

JOB: Head of Information Rights (National Archives)

JOB: Delivery Manager (Convivio)

JOB: Artificial intelligence and algorithms reporter (Washington Post)

JOB: Partnerships and Community Manager – Understanding Patient Data (Wellcome)

JOB: Digital innovation (city) lead (Futuregov)

MoJ on the hunt for Head of Prisons Digital Services to help end reliance on ‘monolithic supplier owned systems’ (diginomica)

FELLOWSHIP: Google News Initiative (with FT, Guardian, Reach, Independent, TBIJ, Telegraph, First Draft News)

Building trust in how you handle data: a hierarchy (ODI)

EVENT: Data Trusts 2020: from theory to practice (ODI)

EVENT: Press Play: the power of data to transform physical activity (Ipsos MORI)

EVENT: FutureFest (Nesta)

And finally...

I graphed out my unaccepted Twitter DM requests (Katy Montgomerie)

The One With All The Polling (YouGov)

Duck (Terrible Maps, via Tim)

Sliding flaws: EU publishes misleading Brexit chart (Politico)

An actual chart from the 1998 Comprehensive Spending Review (via Sukh)

Civil servants discuss the politics of Love Island on Slack* (The Times)

0 notes

radlybatescapital-blog · 7 years ago

Text

Adam Radly Bob Bates: How to Do a Reorganization the Right Way

Adam Radly Bob Bates have done reorganizations in the past. Here's an interesting article: https://www.entrepreneur.com/article/322618

How to do a reorg

#Adam Radly Bob Bates

0 notes

radlybatesconsulting-blog · 7 years ago

Text

Adam Radly Bob Bates: How to Do a Reorganization the Right Way

Adam Radly Bob Bates have done reorganizations in the past. Here's an interesting article: https://www.entrepreneur.com/article/322618

How to do a reorg

#Adam Radly Bob Bates

0 notes

deniscollins · 8 years ago

Text

Executive Mentors Wanted. Only Millennials Need Apply.

If you were a CEO, would you hire a millennial to mentor you about the millennial perspective regarding product, sales, communication, technology, emerging market and marketing trends, and other issue? Why? What are the ethics underlying your decision?

Junior office workers once had a fairly predictable set of daily tasks. Write the sales memo. Build the PowerPoint. Make the coffee.

Now, many young professionals have a new mandate: Drag the boss into the 21st century.

While businesses chase evanescent market trends and grapple with a fast-moving future, millennial mentors, as many companies call them, have emerged as a hot accessory for executives. Young workers, some just out of college, are being pulled into formal corporate programs to give advice to the top ranks of their companies.

Millennial mentorship programs represent a formalized, mildly absurdist version of the advice junior workers have been giving their older colleagues for ages. Some executives want the views of young people on catering to new markets and developing new products, while others seek glorified tech support — Snapchat 101, Twitter tutorials and emoji lessons.

These programs are not just a departure from the business world’s traditional top-down management style. They are also a sign of just how perplexed some executives are by the young people in their midst.

Companies like Mastercard, Cisco Systems and Mars Inc. have experimented with these mentoring programs. Inga Beale, 54, the chief executive of the insurance marketplace Lloyd’s of London, has said that her junior mentor, who is 19, has a “totally different perspective” and leaves her “inspired.” Melanie Whelan, 40, the chief executive of SoulCycle, holds monthly meetings with her younger mentor, whom she has credited with helping her get “hip with what the kids are doing these days.”

“It’s like reconnecting with your lost youth,” said David Watson, 38, a managing director at Deutsche Bank who has been mentored by Fernando Hernandez, 29, an engineer in the Wall Street bank’s global markets technology division. He credited Mr. Hernandez with good tips for retaining young employees, like giving them more flexible work-from-home arrangements, and with helping him spot trends in the financial tech industry.

“It’s valuable information,” Mr. Watson said. “When you’re making decisions about budgets, or priorities, or hiring, you can actually put into practice what you learned.”

It was perhaps inevitable that older executives would turn to their young employees for advice. As technology has changed the way businesses run, it has also put power in the hands of digital natives, and left older, less tech-savvy executives angling for ways to keep up.

Could these executives just ask their children for tech tips? Sure. But workplace programs allow executives to peer into the future of their industry and bond with a junior colleague simultaneously, with minimal embarrassment.

Reverse mentoring — another name companies give to younger people training older workers — is not a new concept. Jack Welch, while the chief executive of General Electric in the 1990s, required 500 of his top managers to pair up with junior workers to learn how to use the internet. But executives are especially eager to learn from millennials, whose dominance in Silicon Valley has given older workers a fear of obsolescence.

An entire cottage industry now peddles advice to youth-obsessed executives, with books like “Understanding Millennials” and events like “Millennial Week,” a two-day festival meant to “promote and present ideas reflecting the impact of Generation Y on culture and society.” Millennial consultants now advise companies like Oracle, Estée Lauder and HBO, charging as much as $20,000 per hour to give executives advice on marketing their products to young people. Over all, American organizations spent about $80 million on “generational consulting” last year, according to Source Global Research, a firm that studies the consulting industry.

Compared with the prospect of shelling out thousands of dollars for one of those outside consultants, many executives prefer the alternative of using the young people already on their payroll.

“It’s a pretty smart thing for them to do,” said Malcolm Harris, the author of “Kids These Days,” a forthcoming book about millennials and the economy. “If you can’t get a 25-year-old to run your company, you can at least tell people your C.E.O. is talking to 25-year-olds.”

Tiffany Zhong, 20, began mentoring Kara Nortman, 41, a partner at the venture capital firm Upfront Ventures, after Ms. Nortman asked her for advice on dealing with a new generation of tech entrepreneurs.

Ms. Zhong now texts Ms. Nortman almost daily, doling out cultural lessons and pointers. She advised her on the proper usage of “Gucci” — a slang term used by teens to mean “good” — and gently corrected Ms. Nortman’s texting etiquette.

“I told her, ‘You can’t send 10 emojis at once, that’s not O.K.,’ ” Ms. Zhong said.

For Ms. Nortman, who invests in and advises technology companies, Ms. Zhong’s lessons are not just academic.

“We spend a lot of time talking about the psychology of a teen,” Ms. Nortman said. “It’s influenced a lot of perspectives around how to manage my own time, and how to invest.”

These mentoring arrangements can be initially awkward for executives who are accustomed to dispensing advice, not receiving it. When Mr. Watson, the Deutsche Bank managing director, was first paired with Mr. Hernandez through his firm’s millennial mentoring program, he was skeptical that useful advice could come from someone nearly a decade his junior. But the experience opened his mind. Recently, he said, he had spent two hours having an impromptu chat with some younger workers in his division.

“To sit down with someone who’s on the org chart six levels below me is educational,” Mr. Watson said. “You learn about yourself, and how you differ from them.”

And the traditional mentoring benefit remains in place.

“I can still learn from him, obviously,” Mr. Hernandez said. “But I hope I can teach him some stuff.”

Many of the new reverse mentoring arrangements include lessons on new technology and emerging market trends. Gerald L. Hassell, 65, the chairman of Bank of New York Mellon, asked his millennial mentor, Darah Kirstein, a 32-year-old vice president at the bank, to help him streamline the information he got from the internet. She set him up on Tweetdeck, a Twitter app that allows for custom filters, and installed Flipboard, a digital magazine app, on his iPad. Eventually, Mr. Hassell began asking Ms. Kirstein for her thoughts on the direction of the company, and she became a trusted sounding board.

“A lot of our conversations were, how are millennials experiencing our organizational change? What advice do you have for better communicating?” Mr. Hassell said.

For Todd Sachse, the 53-year-old chief executive of Sachse Construction in Detroit, one appeal of the reverse-mentoring program was the potential to unite employees of multiple generations. Last year, Mr. Sachse paired 10 senior executives with 10 younger workers and assigned them to have monthly one-on-one conversations on topics like technology and stereotypes of younger workers, with a debriefing round at the end of six sessions.

“The feedback was outstanding from both sides,” Mr. Sachse said. “It dispelled some of the misperceptions of millennials.”

As reverse mentoring programs grow in popularity, some young workers still lack the traditional, top-down mentorship meant to help them rise in their careers. According to a 2016 report by Deloitte, the consulting firm, more than half of young workers said their leadership skills were not being fully developed in the workplace.

“It really is the opposite of the mentorship offer that firms have historically made to young people,” Mr. Harris said. “Now it’s just, ‘We want you to come work for us, and teach us how to do our jobs.’ ”

Still, many of the young mentors seem happy to dole out advice. For Ms. Kirstein, who works at Bank of New York Mellon’s Pittsburgh offices, the extra attention from Mr. Hassell, who is based in New York, has been its own reward.

“I definitely get special nods here and there,” Ms. Kirstein said. “The last time Gerald was here, he called me out in a town hall in front of a lot of people. That makes you feel good.”

Millennials, traditionally defined as those born after 1982, may not have the upper hand for long.

Ms. Zhong, who started a consulting firm, Zebra Intelligence, to inform businesses about teenage attitudes, says that she’s already getting inquiries from people asking to be mentored by members of Gen Z, often defined as the cohort born after 1996. She is planning to start a mutual mentorship program to connect teenagers and young 20-somethings with senior-level executives, and hopefully outsource some of the work she’s been doing.

“I’m like an on-demand Gen Z support,” Ms. Zhong said. “But I can’t keep all my adult friends up-to-date on everything.”

#Millennials #Mentors

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