Alexandra Levit's Water Cooler Wisdom

The Pros and Cons of International Entrepreneurship

 

In an increasingly global world, the advantages of international trade can give your business a substantial boost.

According to Abhi Golhar, serial entrepreneur and co-founder of Nurse Practitioners Clinical Rotations, chief among the advantages of international trade are market-risk diversification and less competition.

“If there happen to be increasing regulations in the business owner's home country that may inhibit the sale of the business's widgets, identifying other markets with less regulation could be vital for the longevity of the business," Golhar says. “Also, the business owner may find that by expanding into a different market, there may be fewer competitors, which can result in higher profit margins and more business volume."

Added to the advantages of international trade are lower production costs. 

"Business owners should consider international trade when the cost of labor or products they can source locally negatively impacts their bottom line," says Scott Kacmarski, CEO of business process outsourcing company Reps Direct.

Additionally, becoming proficient in international trade in the early stages of your business can help you avoid prohibitively high costs down the line—another perk of expanding globally.

“The cost of one product or service may seem like a small issue at the beginning," Kacmarski says. “The problem comes when you have many products or employees. High costs then lead to cash-flow problems, and it's harder to go international once your business is more mature and operating at a larger scale."

International Trade Has Its Downside

Of course, there are disadvantages of international trade as well.

For one, if you don't have what Golhar calls “boots on the ground," it could increase your probability of failure.

“When my father opened a business in his hometown in India, his brother—who he trusted completely—assisted him," he says. "Without a partner with an established track record and contacts, international trade can be enormously difficult."

To read more, check out the full piece on the AMEX OPENForum.

 

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Should You Pursue Foreign Markets?

Operating a business outside your home country sounds appealing, and can in fact be an excellent way to take your organization to the next level. But, in addition to ensuring that you've perfected current processes first, expanding to foreign markets requires substantial time and resources and careful consideration of several factors. 

Haithem Elembaby is a startup founder with multiple exits, and is now an SVP at Harbinger, a firm that helps foreign startups gain sales traction in the U.S. market.

“An initial step is understanding where your value proposition will be most compelling. Sometimes, carving a niche that your competition has avoided is a much easier strategy than going head to head," he says.

But before you embark on that strategy, consider the following advice to help lay the groundwork for success abroad.

1. Join forces with the locals.

Certain markets may require collaboration with a local partner.

“Make sure you assess local regulations and expectations from new market entrants when determining which foreign markets to pursue," suggests Elembaby.

Tim McHugh, CEO of global book publisher Saddleback Educational Publishing agrees, citing the example of Starbucks. “For years, Starbucks didn't know how to enter India as coffee is not as big as tea in India," McHugh says, "but recently [they] partnered with a local company, Tata Beverages to have a better chance of success."

When considering foreign markets, it helps to learn the nuances of how your new audience makes purchases. 

“Map the key stakeholders and understand how to interact with them," says Elembaby. “For example, does the culture value directness or is relationship building more important? What works in New York will not necessarily work in London, let alone Beijing."

You should also think through the economic and political stability of the region you're targeting.

For the rest of the piece, head on over to the AMEX OPENForum.

Why Compliance is Relevant for Everyone

 

Regulatory compliance is the act of adhering to laws, regulations, standards or guidelines relevant to a particular business. High-profile examples of such laws are the Health Insurance Portability and Accountability Act (HIPAA) and the Sarbanes-Oxley Act (SOX).

 Since violations of regulations often result in legal action or fines, many organizations have responded to these laws by hiring regulatory compliance officers to manage the process. Smaller businesses may not have this option, but it's important for owners to fully comprehend the role that regulatory compliance plays in their organizations.

According to Russell Kommer, CEO of Microsoft support services firm eSoftware Associates, this is true even if a company is not in a traditionally regulated industry. 

“Not understanding how regulatory compliance and its applications could cause either long- or short-term issues with the potential to derail your business," he says.

Michael Fellows, CEO of software development firm Broadway Lab, offers an example. “Acquiring customer trust should be every business's main focus," he says. “Regulations are there to protect the customer in many cases. A failure to comply can result in financial loss due to legal repercussions like fines, but also from customers choosing more trustworthy alternatives."

Creating Your Regulatory Compliance Strategy

Regulatory compliance strategies should include:

• how your organization will address relevant standards from an operational perspective;
• how you will establish or modify corresponding processes; and 
• how effective risk mitigation and overall compliance success will be measured

For more where this came from, check out the AMEX OPENForum.

My Takeaways from the ATD Tech Skills Gap Panel

The technology skills gap is a well-known issue in American employment circles. Yet, research tends to focus on only one aspect of the problem – the shortage of hard tech skills like programming and information security management. But there is another, perhaps even more critical dimension to the technology skills gap¹: the lack of applied tech skills in the workplace.

As we’ve talked about previously, when an individual has applied tech skills,² they can integrate people, processes, data, and devices to effectively inform business strategy and plan for and react to unanticipated shifts in direction.

At the annual Association for Training and Development (ATD) conference³ in San Diego, I moderated an applied technology skills gap panel with John Aquilino, Manager, Skills Gap Training and Services, DeVryWORKS; Jessica DiCicco, VP, Learning & Development, Randstad; Jackie Linton, Deputy Chief Administrative Officer, City of Philadelphia; Kristen Switzer, Sr. People Development Manager, Taylor Morrison; and Andre Walker, VP of Training & Development, Securitas Security Services.

Applied Technology Skills: Why Now?

I began by asking the panel why applied technology skills have become so critical in business. “Everyone in our company, whether they are in construction, purchasing, accounting, or customer service, touches a technology system. They need to understand these systems to do their jobs well,” said Switzer. “We are also offering training on a variety of technology platforms that require employees to come up to speed.”

Next, I asked John to comment on how his cross-industry employer partners are equipping their workforces with applied technology skills. “Access to training and development is not the issue,” he responded. “It’s much more about how those skills are curated and aligned to arrive at actionable outcomes.”

Panelists shared that their organizations are searching for and using solutions that help their employees develop “soft skills” related to technology adoption such as critical thinking, reasoning, and problem-solving. “Applying knowledge of Big Data, digital infrastructure, and integrated processes is essential to effective decision-making,” said Aquilino. “Companies are infusing learning experiences with technology, so employees can leverage the familiarity of working with machines in their daily roles.”

For more panel insights, head over to the full piece at the DeVryWORKS website.

How to Know When To Take a Risk

Starting a business usually involves significant personal, professional and financial risks. But while most business owners and entrepreneurs are hardly strangers to business risks, it's often hard to know what constitutes a risk that's likely to succeed.

Adam Mendler, CEO of technology venture company The Veloz Group, says that an acceptable risk is one that's well-justified and offers a higher expected value than alternatives.

“Before taking significant business risks, it's important to identify, research and evaluate all your options—which may range from radical action to doing nothing," he says.

According to Dan Spalter, co-founder of roommate matching service Circle for Roommates good business risks should be taken with the big picture intention of improving pre-determined KPIs.

“Before taking any substantial risk, your team should try to find less risky means of achieving the same goal," he says. "If a safer alternative does not exist, a business owner should brainstorm creative ways to reduce the potential loss."

Both Mendler and Spalter have taken valuable business risks to drive their organizations forward, including the following:

Going All In

"The biggest risk was taking the plunge, leaving a corporate career to start something from scratch," says Mendler. "The entrepreneurial journey has been invaluable, though, as I have learned, grown and developed in ways unlike any others in my professional or educational careers."

Competing With Established Companies

Many owners are in the business of disruption. This means, however, that you're competing with organizations with multi-million dollar budgets, and the ability to take and implement your concept.

It may seem like there's no way to win in this scenario, but by being agile and innovative—and by taking calculated business risks that other companies won't touch—you can be competitive.

For the rest of this piece, check out the AMEX OPENForum.

How to Retain Millennials Today

It’s not unusual to hear HR professionals at large, publicly-traded companies lament: “No one wants to work here. I wish this was a nonprofit.”

On the surface, this makes sense. After all, nonprofit organizations are often an easier sell for millennials, who say they want the opportunity to do meaningful work on issues that benefit society. But as they get older, millennials who want to pay down debt and start saving are increasingly looking to employers who pay handsomely. And if they do accept a lower salary for a job, they expect that nonprofit environment to provide the most rewarding experience they can imagine. As we all know, however, even the noblest nonprofits are still organizations, and no organization is perfect.

AccessLex Institute is a nonprofit that advocates for policies that make legal education work better for students and society alike and conducts research on the most critical issues facing legal education today. The mission is intriguing, especially given how many young professionals consider and eventually enroll in law school. And sure enough, AccessLex never had much of a problem attracting millennial candidates for its open positions. The organization’s challenge has involved getting them to stay once new hires realize that nonprofit employment can be stressful and frustrating at times -- just like any job.

Assimilate Talent Strategically And Early

Based on nearly 15 years of working with millennials, I can confidently say that the most important thing organizations must do to retain millennials is to assimilate them strategically and early. First impressions matter a great deal and new millennial hires aren't likely to give a company a second chance if they don't like what they experience initially.

To that end, AccessLex set out to increase its retention of new millennial employees by creating a high-tech, high-touch virtual onboarding system. The tool was built based on what they learned was new hires’ biggest hurdle -- feeling disconnected from the culture. The organization’s internal research revealed that young employees would accept a job, come in for a few weeks and keep interviewing. If a better opportunity presented itself, nothing stopped the new hire from taking it. “We knew if we could make them feel part of the organization right away and get them to hang out with us for a year, we could actually keep them for much longer,” said Tanya Papahristos, Director of Human Resources for AccessLex.

For the rest of the piece, check out Forbes.com.

 

Alignment: A Critical Variable in Performance

ITM President and HR Bartender blogger Sharlyn Lauby recently discussed the current war for skilled talent. “It’s a candidate-driven market,” she said. “Finding the right people for the job is becoming increasingly difficult. The worst situation is when a company gets a new piece of business, but doesn’t know if it can deliver the service because it isn’t staffed appropriately.”

Many HR professionals already recognized that the current state of performance management, which often involves forced rankings, is untenable. As Lauby said: “You can sell $10 million worth of business and still be the worst salesperson in the company. Instead of talking about performance in the past, we need to shift the conversation to the future.”

Twenty-first century performance management must be about tying employees to the business strategy. According to Lauby, there are several opportunities to create alignment, and they arise well before a candidate signs on the dotted line. “Setting performance expectations before a new hire joins helps with engagement, results, and retention,” she said. “You can facilitate this by keeping your job descriptions accurate and up to date, and having an interview process that is collaborative and uses behavioral-based questions.”

Alignment should occur at onboarding as well. HR professionals and hiring managers should use the onboarding process to educate employees on how their performance will be measured, and to provide transparency about the performance management process itself.

Employee goal-setting, particularly in the form of cascading goals in which individual objectives connect directly to bottom line objectives, is a critical piece of effective modern performance management. Best practices for setting relevant goals include getting buy-in, documenting what you intend to do, phasing goals in over time, monitoring progress, modifying them as appropriate, abandoning goals that no longer make sense, and celebrating those that have been achieved. This last one should not get lost. “People who accomplish goals want to set more of them,” said Lauby.

For more of Lauby's insights, head over to the SilkRoad blog.

Engagement Isn't Everything

Most know that diminished engagement has reached a crisis point – only 30 percent of workers are engaged. Eighty nine percent of Glassdoor users are either actively looking for new jobs or would consider better opportunities. And 93 percent of workers that took a new job did so outside their current organizations.

According to analyst Ben Eubanks, our mistake as HR professionals lies in thinking that our leaders are focused on engagement as a unique outcome. But engagement is typically not the end variable. Rather, CEOs want to move the needle on productivity, customer satisfaction, retention, and revenue. The key is to understand how employee engagement impacts all of these things.

For example, per IBM, employees who score highly on the experience index, which is correlated with engagement, gave 40 percentage points more discretionary effort and were therefore far more productive. Per Aon Hewitt, teams of engaged employees saw an additional 25 percent growth in Net Promoter Scores. The Corporate Leadership Council found that engaged employees have the potential to reduce staff turnover up to 87 percent, while Hay Group discovered that engaged workforces lead to 2.5 percent annual revenue growth.

In building a business case to focus on engagement, you must make an effort to use the same language as your leaders. Eubanks suggested that you gather data on these metrics (productivity, customer satisfaction, retention, revenue, etc.) as they currently exist in your business. Plot them against your employee engagement data and note any connections or correlations. What are your strongest conclusions? For instance, is there a team that’s driving the greatest business value that you need to focus on engaging and retaining?

For the rest of this post, please visit the SilkRoad blog.

Why AI's Not for Everyone

A recent MIT/Sloan survey of senior corporate executives showed they see artificial intelligence (AI) as the single most disruptive new technology, and nearly 70 percent said they already have AI investments underway.

Looking at these results, you might feel insecure. You might worry that you’re falling behind, and that your business will lose its competitive edge if you don’t get with the program (literally). And it’s tempting to march into your CEO’s office and demand approval for an AI strategy now. You might want to sleep on that, though, because in the project management domain, the timing might not be quite right.

We Don’t Have it All Figured Out Just Yet

As we talked about here last year, AI has made interesting strides in the last few years, particularly with respect to deep learning. To refresh your memory, deep learning involves training computers to recognize patterns in data and then classify and categorize them as a human brain could do instantaneously. This is cool to be sure, but in the enterprise, a lot of deep learning applications are still in their infancy. They have yet to solve specific business problems or notably increase bottom-line profitability.

One common problem is that most organizations still haven’t mastered big data and basic data analytics. While they’ve started collecting data, in many cases that data is just sitting around. And this data can’t necessarily be used for AI if it’s not in the right format and cleaned appropriately. So, before being able to realize the true potential of AI, you’ll need to first plan exactly how you intend to analyze the data you have and put it to use in the service of insightful business decisions.

AI is Tougher Than It Sounds

According to Brandon Allgood at Forbes, the complexity of AI is another reason to put off an implementation. “As the CTO of a company with a foundation in AI, trust me when I tell you that it’s harder to implement than you might think,” he wrote. “AI and machine learning are not commonplace today because we still lack a few essential building blocks, like a robust software infrastructure around core algorithms, or the interfaces to easily make use of those algorithms.”

In an article for Fortune.com based on the recent Brainstorm Tech event, panelists discussed the use of AI in small-to-medium sized businesses. “It probably makes no sense to dedicate limited resources to hire an AI expert, even if there were one available,” they concluded. “Maybe every industry needs an AI strategy, but not every business,” said George Kurtz, CEO of CrowdStrike, a cybersecurity specialist.

“AI is just beginning, so having a strategy around it is a problem because you have to define what you’re talking about,” added Norman Winarski, founder of Winarski Ventures. “You have to be incredibly careful in how you deploy an AI solution, you need to think about how people will react, and it takes a lot of resources.”

For more, check out the full post on the QuickBase Fast Track blog.

How to Manage Disruptive Organizational Events

Antonio Nieto-Rodriguez, a world-renowned thought leader on Project Management and Strategy Implementation, recently penned an article for CIO around PM fundamentals for mergers and acquisitions.

As he wrote: “Last year, some 40,000 companies changed ownership, for a total deal value of some $5 trillion, according to Thomson Reuters. That means people are managing 40,000 massive transformation projects – but how well are they executing them? And have they been planned using the best practices of the professional field known as project management?”

In the article, Nieto-Rodriguez cited 10 steps for leveraging PM to assist with mergers and acquisitions. These included identifying a unique problem or opportunity, examining alternatives and being selective about projects to take on, understanding the puzzle of how all of your projects fit together, defining a specific timeline, securing high levels of sponsorship, obtaining necessary resources, anticipating drag and overconfidence, imagining plausible kill scenarios, selling to internal stakeholders, and tracking metrics.

In a follow-up interview, I asked Nieto-Rodriguez how to best leverage PM in the event of other disruptive events that might occur in an organization. Here are some of his ideas:

Layoffs

Manage a round of layoffs as a project and appoint an expert project leader to execute it. In most cases, the rationale for the layoffs is clear and the PM should communicate it to the impacted stakeholders. The inception and planning of the project might take some time, as all of the details must be carefully defined. As opposed to traditional projects, the implementation part (or the layoff announcement) should be as short as possible. Your project plan should include support for both the employees leaving as well as the ones staying.

Reorganizations

Reorganizations are transversal by nature and impact several or even all of the departments within an organization. The project approach and its emphasis on clear objectives, tasks, and deadlines will bring focus to the proposed changes. Here again, the rationale has to be clearly articulated, including the benefits for employees. Avoid being in “constant reorganization mode,” which creates change fatigue when the organization is not able to recoup sustainable benefits from the new model introduced. Reorganization projects need time, sometimes a few years, to make changes stick and deliver the promised benefits.

For the rest of Antonio's advice, head over to the QuickBase Fast Track blog.