ABP #296 - Types of Business Entities
7 min

How to differentiate between them

The Project Management Podcast
The Project Management Podcast
OSP International LLC
Episode 451: Flow for Project Managers (Free)
Play Now: Andrew Kallman, Executive Coach Last week, I must have missed the start of at least three scheduled meetings. In each case, I saw on my calendar that the meetings would start in an hour or less, which meant that I could probably start and finish another task before I had to be at those meetings. And each time, I got so involved in the task I was working on that I lost track of everything around me and the meetings started without me. In positive psychology, this is called a flow state, also known colloquially as being in the zone. This is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one's sense of time. Wouldn’t it be great, if we could apply this to all our projects and everyone working on it? You can. To see how flow can be applied to our projects, we are welcoming Andrew Kallman to the program. He and his brother Ted Kallman wrote the book Flow: Get Everyone Moving in the Right Direction...And Loving It and Andrew is here today to give us an introduction. Here is how someone describes the effect flow has had on their projects: Flow is when you know where you are headed, know what your goal is, and know the steps necessary to get there. It's like running a race. You don't plan each step along the way, but you keep your eyes on the finish line, and everything you do moves you toward it thanks to your training.
Jack Sweeney Speaks to CFOs About Driving Change | Middle Market Media, LLC
In Search of a Culture Metric | Workplace Champions
"Talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it." - Ross Tennenbaum, CFO, Avalara CFOTL: What are your priorities for the coming year? Tennenbaum: One is building out our finance and accounting talent to take us to a billion dollars’ worth of revenue and beyond. We’re at close to half a billion of revenue, and we’re looking to go well beyond that. You really need the talent that has experienced a larger scale, knows how to achieve it, and can take you there. So, talent has become really important, and you have to remain constantly focused on it—today, I spend around 20% of my time on it. CFOTL: What does the phrase “workforce culture” mean to you? Tennenbaum: Beginning in my investment banking days, I’ve studied many companies and management teams. I’ve seen teams that were really high-functioning, really strong, great cultures. I’ve also seen management teams and executive teams that were not cohesive. There was a lot of distrust and backstabbing. Each of these scenarios could generate great numbers and be performing well, but I would only want to invest my money in the one that has that trust and has a cohesive team—and where this is really being driven forward in a cultural way. I don’t think that Wall Street really has a view of this. There is really no metric internally—and certainly not externally—that gives this view on culture. But I think that investors are increasingly trying to get this view into talent and culture. Drew Vollero, CFO, Allied Universal When Drew Vollero arrived in the CFO office of security and facilities company Allied Universal in 2018, he understood that the primary constraint to Allied’s future growth remained human capital. Like so many other meaty challenges, Vollero had helped to remedy during his finance career– Allied’s new CFO understood finance must play an active role when it came to optimizing the company’s “employee funnel”. Then Covid 19 arrived - overnight elevating Allied’s hiring hurdle to Vollero’s top of mind status. We recently asked Vollero to explain how the company’s hiring priorities may have been altered due to the pandemic. Vollero: I would say that we hire 3,000 people a week. We see a million resumes a year here at Allied Universal. There's 150 million or so people employed in this country. So, you're talking about a meaningful number of resumes that this company sees. Our ability to hire the right people is really important. How do you do this at scale is really our challenge. Our strategy team has adopted a couple of new tools that helped us do that through the field. We now have an artificial intelligence vehicle that we're testing that will help us identify what are the key metrics when it comes to hiring and what are the key personality traits or key answers that applicants can give us that (signal) they will fit well with our culture, as well as indicate that they might be successful employees. We're also using an automated workflow to really help us get through some of our staffing bottlenecks. Our challenge here today is we may get a resume, but we may not be able to call you for six to eight weeks. Managing that workflow better is very important to us and something that we spend a lot of time studying the employment funnel. How do we find 150,000 of the best employees? We hire based on customer needs. Customers continue to need services and some have used less during the pandemic like the retail channel, or some of the local office buildings, but a lot of customers have asked for more hours. State governments have wanted more hours. Hospitals have wanted more hours. As we manage through the pandemic we've really focused on three important pieces. First, and foremost, we focus on our employees. We've instructed all of our employees to follow the CDC and WHO guidelines, social distancing, very important. … We've supplied over 650,000 cloth masks to employees during that time. We've also been very active with virtual events, hiring people, so lot of kind of drive-through hiring events to practice social distancing, and meet the demand for security services and we still have a significant number of open posts and we've been trying to fill those. The customers, we've got 30,000 customers. And these 30,000 customers have 13,000 different ways that they've attacked this situation. Different customers have done it different ways and we’ve tried to be responsive to their every step. From a financial perspective, obviously during the pandemic, we've been focused on really the liquidity of the company. On the financial side, there's a couple of things that we've been trying to do to make sure that the company can continue to do well and to frame the magnitude, our payroll here is a $100 million a week, and we have to make sure that we have the ability to continue to pay the people who are working hard through this.
39 min
PwC's accounting podcast
PwC's accounting podcast
2020 SEC comment letter trends
To help you prepare your year-end financial statements, listen to PwC partners Heather Horn, Ryan Spencer, and Kyle Moffatt give their observations from SEC comment letters made public in 2020. In addition to discussing top areas of interest—including COVID-19, revenue recognition, non-GAAP, MD&A, and segment reporting—they also provide a few best practices for responding to SEC comments. Topics include: * *0:46 - Overview. *As former Chief Accountant and Disclosure Program Director in the SEC’s Division of CorpFin, Kyle shares his unique perspective on the SEC’s filing review program and all the parties involved. * *10:27 - Overall trends. *Ryan shares his observations with respect to the overall trends in SEC comment letters in 2020, including: * 13:16 - MD&A * 17:07 - COVID-19 * 18:46  - Non-GAAP * 25:37 - Revenue recognition * 27:29 - Segment reporting * *31:02 - Best practices. *Before wrapping up, Ryan and Kyle provide a handful of best practices on the most effective way to respond to comment letters. Ryan Spencer is a Partner at PwC's National Office specializing in SEC financial reporting. He has over 20 years of experience serving clients and is a frequent contributor to PwC’s publications and communications. Kyle Moffatt is a partner in PwC's National Office where he consults with engagement teams and audit clients on SEC reporting matters. He joined PwC in April 2020 after spending almost 20 years with the SEC, most recently as Chief Accountant and Disclosure Program Director in the Division of Corporation Finance. Heather Horn is PwC’s National office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC’s accounting and reporting weekly podcast and quarterly webcast series, as well as periodic webcasts for the power and utilities industry. With over 25 years of experience, Heather’s accounting and auditing expertise includes financial instruments and rate-regulated accounting.
37 min
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
The Brainy Business | Understanding the Psychology of Why People Buy | Behavioral Economics
Melina Palmer
128. How to Build Products That Create Change, An Interview with Matt Wallaert
Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. One of my favorite quotes from Matt is one that shows how we are kindred spirits. He says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” Matt was one of the first behavioral scientists to leave academia to work in industry, which he has done for over 15 years now. He was head of behavioral science at Microsoft, the first chief behavioral officer in the healthcare industry while at Clover Health, and has done tons of awesome projects along the way (some of which you will learn about in today’s episode). During our conversation, we discuss lots of concepts that have past episodes on the show, including those on anchoring, relativity, how to finally change your behavior, how to experiment, and many more Show Notes: * [00:43] Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. * [03:28] Matt shares his story and how he got interested in behavioral science. * [05:06] After taking a second psychology class in college, he became addicted to science and started doing a lot of applied work. * [07:56] He left Clover Health in March and ended up moving to California for a year of adventure. * [09:41] He has decided in his next role that he wants to spend most of his time pivoting an organization to behavioral science. * [11:01] Advances in data science and user research have prepared younger project managers to fully embrace behavioral science. * [13:12] People often don’t think of the implications of the things that they say. * [13:30] Every industry has its own beliefs about what can’t be changed (listen to episode 126 for Melina’s tips on fixing this in your organization). * [14:51] Behavioral science can be used in good ways and in bad ways (ethics matter!). * [16:49] It is really hard to write a complete behavioral statement from the beginning. * [17:17] Matt shares about the GetRaised project he worked on. * [19:04] Bias creeps in when we start to do ratings of performance. * [20:28] The difference between junior behavioral scientists and more senior behavioral scientists is just experience. Anyone can learn the framework. * [22:08] A lot of communication is just quick analogy making. It is the ability to find out what someone is interested in and relate that to the thing you are teaching. * [24:37] Our brain is using the same rules and concepts whether we are deciding to litter or choosing a brand of toothpaste. * [25:37] When you try to replicate a lab study in real life sometimes it works and sometimes it doesn’t. The key is that you tried it small before you shared it with everybody. (Get Melina’s tips for creating your own experiments in episode 63.) * [26:47] Science is the testing of all assumptions. Diversity can help identify an assumption. * [28:08] Behavioral science is a lifestyle. * [28:59] Academic behavioral science is about the why of the way things are. Applied behavioral science is the changing of the way things are. * [30:20] Almost all misunderstandings across cultural and other kinds of borders are due to a misunderstanding of the pressures that affect that other persons’ life. It almost always makes sense if you understand the context. * [32:06] Melina shares Steve Wendel’s story about a fish in the sand (hear more from Steve in episode 116). * [34:33] It is easier to have a discussion with the people that we can relate to than to have a more difficult conversation. * [35:36] Matt says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” * [36:27] Behavioral science thrives when lots of people are doing it and doing it a little better every day. If it does not put behavior as an outcome, it is not behavioral science. * [37:05] Behavioral science is about creating a specific outcome in advance and then using science as a process. * [39:46] Get your own copy of Matt’s book, Start at the End: How to Build Products that Create Change. * [42:32] Don’t forget to take advantage of the year-end sale going on now. Thanks for listening. Don’t forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show. Let’s connect: * Melina@TheBrainyBusiness.com * The Brainy Business® on Facebook * The Brainy Business on Twitter * The Brainy Business on Instagram * The Brainy Business on LinkedIn * Melina on LinkedIn * The Brainy Business on Youtube More from The Brainy Business: * Master Your Mindset Mini-Course * BE Thoughtful Revolution - use code BRAINY to save 10% * Get Your FREE ebook * Melina’s John Mayer Pandora Station! Listen to what she listens to while working. * Special Year-End Sale 👈🏻🥳 Past Episodes and Other Important Links: * Matt’s Website * Start at the End: How to Build Products That Create Change * Getraised * Matt on Twitter * Interview with Dan Ariely * Interview with Kwame Christian * Relativity * How to Finally Change Your Behavior (So it Sticks) * Biases Toward Novelty and Stories * How To Set Up Your Own Experiments * Anchoring & Adjustment * Change Management * Loss Aversion * Framing * Bikeshedding * Network Effect * Interview with Steve Wendel
44 min
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