Business Operation – India Business http://indiabusiness.info/ Thu, 23 Jun 2022 09:57:56 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://indiabusiness.info/wp-content/uploads/2021/06/icon-5-150x150.png Business Operation – India Business http://indiabusiness.info/ 32 32 Frenchman closes startup Kune after failing to raise 30m shillings for operations https://indiabusiness.info/frenchman-closes-startup-kune-after-failing-to-raise-30m-shillings-for-operations/ Thu, 23 Jun 2022 09:07:48 +0000 https://indiabusiness.info/frenchman-closes-startup-kune-after-failing-to-raise-30m-shillings-for-operations/ Companies Frenchman closes startup Kune after failing to raise 30m shillings for operations Thursday, June 23, 2022 A Kune Food staff member packs food at the facility. March 3, 2022. PHOTO | DIANA NGILA | NMG Kune, a Kenyan food startup founded by Frenchman Robin Reecht in 2020, closed after failing to raise 30 million […]]]>

Companies

Frenchman closes startup Kune after failing to raise 30m shillings for operations


A Kune Food staff member packs food at the facility. March 3, 2022. PHOTO | DIANA NGILA | NMG

Kune, a Kenyan food startup founded by Frenchman Robin Reecht in 2020, closed after failing to raise 30 million shillings from a French investor for operations amid rising costs.

Mr. Robin Reecht, who is also the CEO of the firm, announced on Wednesday that inflation, which has driven up food prices, has made their operation unsustainable.

The company has also failed to raise funds to fund its operations, suggesting that investors, mostly from the developed world, are pulling back on investments due to fears of recession and rising interest rates.

Kune, who recently announced plans to expand to other Kenyan towns over the next 12 months as demand for healthy homemade meals to order grows, said she was not unable to meet rising operating costs.

READ ALSO: Kune’s Journey to a Thousand Meals

“With the current economic downturn and tighter investment markets, we were unable to increase our next round. Coupled with rising food prices that are deteriorating our margins, we simply could not continue,” Reecht said in a statement.

“My first thoughts are with my team. You put your heart and soul into building the Kune that so many loved. I’m so sorry it didn’t work out.”

Founded in December 2020, Kune earlier said it has the capacity to deliver up to 8,000 freshly prepared meals per day with food prices ranging from Sh250 to Sh360 for a balanced meal including fruit salad.

ALSO READ: Food startup Kune seeks 400 million shillings in new fundraiser

The closure will affect 90 employees who operated out of seven distribution centers.

Its meal centers included Nairobi’s central business district along University Way, among others.

“Since the beginning of the year, we have sold more than 55,000 meals and acquired more than 6,000 individual customers and 100 corporate customers. But at $3 (351 shillings) per meal, it just wasn’t enough to support our growth,” he said.

Global fundraising in capital markets is expected to decline as soaring inflation, the war in Ukraine and volatile asset prices delay stock market listings and hamper transactions.

This year, Kune was seeking to raise 409.5 million shillings ($3.5 million) from local and international investors to expand its production capacity.

Kune previously told the Business Daily that the 117 million shillings ($1 million) pre-seed funding raised last year enabled the company to expand its factory capacity, increase its research and strengthen its delivery system.

Its expansion has coincided with the entry into the Kenyan food industry of local and foreign players, attracted by the growing spending on restaurants and takeaways by wealthy and middle-class households in the country.

Food prices have reached record highs, driven by a surge in vegetable oils and other essentials.

The war in Ukraine and the prolonged drought have sent world prices for grains, cooking oils, fuel and fertilizers skyrocketing.

Inflation in Kenya hit a 27-month high in May due to soaring prices of essential items like cooking oil, food, fuel and soap, which weighed on household budgets and demand for goods and services.

The cost of living measure rose to 7.1% in May from 6.5% the previous month, according to the Kenya National Bureau of Statistics (KNBS).

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How to move from strategy to execution https://indiabusiness.info/how-to-move-from-strategy-to-execution/ Mon, 20 Jun 2022 13:38:35 +0000 https://indiabusiness.info/how-to-move-from-strategy-to-execution/ Three out of five companies rate their organization as weak on strategy execution. When exploring potential impediments to implementation, there is a general lack of understanding of the various factors at play, resulting in the inevitable managerial justifications – ‘poor leadership’, ‘inadequate talent’, ‘lack of staff excellence’. process”, etc. This article offers three key steps […]]]>

Three out of five companies rate their organization as weak on strategy execution. When exploring potential impediments to implementation, there is a general lack of understanding of the various factors at play, resulting in the inevitable managerial justifications – ‘poor leadership’, ‘inadequate talent’, ‘lack of staff excellence’. process”, etc. This article offers three key steps to building the right execution system: 1) good strategy, 2) good organization, and 3) effective management. With these three ingredients in place, human ingenuity can be unleashed and employees can collectively achieve strategic business goals.

strategy in Greek (strategylisten)) means “the art of the general” and, since ancient times, implied the ability to achieve a complex battle objective. In the modern business world, common “battles” can include executing a digital transformation strategy, winning the talent war, or disrupting yourself before others do. Whatever it is, the only valid strategy is the one that can be executed. As Thomas Edison noted, “a vision without implementation is just a hallucination”.

While it’s hard to distinguish faulty ambition from faulty execution, we know that most companies aren’t great at the latter, with one study noting that employees at three in five companies rate their organization as weak in matter of execution. Many leaders think their strategy is “correct,” but lament that implementation is the problem. We have yet to meet a single leader who reports that his strategy is bad but he is excellent at execution. Similarly, when exploring potential impediments to implementation, there is a general lack of understanding of the various factors at play, leading to the inevitable managerial justifications – ‘poor leadership’, ‘inadequate talent’, ‘lack of ‘process excellence’, or the ever-popular ‘culture eats strategy for breakfast’.


As organizational designers, we know the desire of many leaders to tackle execution challenges head-on, and suggest three key steps to creating the right execution system:

1) Achieve Strategic Clarity

The first challenge is to have the strategy that both box and should be executed. What counts as a good strategy in a certain environment is difficult to determine and depends on a large number of factors, including the industry and the competitive landscape. Although the suitability of your strategy is beyond the scope of this article, a strategy that can be executed well will match your aspirations and capabilities. Therefore, two key questions to ask are:

Is your strategy at the right level of ambition?

We can say that there are two major errors related to the ambition of the strategy: a type 1 error, fundamentally inaccurate optimism, is an unrealistic or overambitious strategy, which raises a question: “How can this work?” and a type 2 error, irrational pessimism, is an unambitious or oversimplified strategy that elicits a “meh” reaction. Type 1 errors are currently more popular in the world of unicorns and activist hedge funds, but that may just be a matter of current fashion and risk appetite, not to mention the fact that such Grandiose aspirations are more likely to be rewarded with big investments. Both errors should be avoided.

Do you know which capabilities are essential for your strategy?

Strategic clarity requires an extra step – understanding what it will take to execute the strategy. The first step is to clearly identify the essential organizational capabilities required by the new strategy—develop capabilities that others cannot easily imitate. The second step is to know if these abilities are something you can expect to develop. Established businesses will be more conservative here than entrepreneurs (there’s a reason Professor Howard Stevenson defined entrepreneurship as “the pursuit of opportunity beyond the control of resources”). One way to achieve this clarity is to perform a pre-mortem exercise, which allows leaders to identify the soft underbelly of their strategy, and therefore their key execution risks.

2) Achieve organizational clarity

Once you have selected the right level of ambition and understood the key capabilities required to achieve it, you can steer your organization towards the key challenges to execute it. An operating model can provide you with a high-level model of how the pursuit of your strategy will be delegated to the management team. Three questions are useful to build your operational model:

Have you specified which unit owns which part of your strategy?

While the operational choices are specific to each strategy, we can group the key choices facing each organization around two axes that together create a set of high-level organizational units:

  • What is the key subset of strategic objectives, based on your ambition, that your organization needs to achieve? How best to combine them? Often, complex organizations consist of a number of different business units, grouped by geography, product type, or customer type. How can you make this logic work for your strategy?
  • What strategic capabilities do you need these groups to be shared? How will these shared resources be pooled and managed?

When done correctly, all key strategic objectives and capabilities will have clear owners, achieving the “mutually exclusive, collectively comprehensive” level of clarity.

Have you built the right interactions between these key units?

Once the main organizational choices have been made, the main interdependencies must be recognized and actively managed. Different business sub-goals will create different compromise that will need to be managed. Clear governance how scarce resources will be distributed and how shared support and capabilities will be allocated are crucial to aligning the entire organization.

It is very important that these trade-offs are managed proactively and explicitly – the whole art of strategy will be to balance well different sub-goals to achieve a distant goal.

Did you assign the right talent to the right roles?

Your leadership team will drive your operating model – your top leaders own the main sub-goals of your strategy and they need to be up to the task.

The first task is to build the right roles. Roles are just big groupings of goals, decision rights, and incentives. The second task is to map executive talent to key roles. It’s best to build the operating model you need and then check to see if your current talent matches your needs. You can probably make a few risky bets and manage with a few spreads, but if the spread is too big, you either need new talent or a new strategy.

3) Build a management system

Once the strategy and operating model are defined, they must be implemented in countless daily decisions. For that, you need a management system. In this process, the main guardians of execution become the managers — the hierarchy being a key tool for the execution of a complex strategy on a large number of individuals. Hierarchy is not very fashionable these days, in part because stories of top-down strategies gone wrong and leaders behaving badly have become well known, leading to a loss of trust in everyone’s institutions. kinds.

We believe that new management approaches (eg, agile, customer feedback driven, with empowered employees) are an understandable reaction to a top-down management style. The logical expression of such an old-fashioned system is bureaucracy, which can be described as a proud obsession with form over function and process over efficiency. In this regard, British historian Robert Conquest’s Third Law of Politics is still correct: “The easiest way to explain the behavior of any bureaucratic organization is to assume that it is controlled by a cabal of its enemies. .”

However, we also believe that the idea of ​​hierarchy and management disappearing goes too far – any complex strategy will require organization and structure to achieve collective coordination. The concepts of self-organizing communities and markets, and the collective intelligence they create, are the right models for many of the outcomes we care about in the world, but they’re just not good for executing complex strategies. . In other words, as a general, you don’t arrive at a Normandy landing with a bottom-up process.

Our approach combines the management hierarchy with two key conditions that allow a successful adaptation of the strategy to local conditions and avoid bureaucracy:

How have you empowered your staff?

Your strategy and operating model aim to provide sufficient clarity across the organization about what is expected of each employee and how they can be supported to achieve what they need. Beyond that, employees will need wide latitude to adapt these goals and the approach needed to adapt to local specifics. Good management systems explicitly ensure that there is enough accountability and flexibility in their design to avoid the ‘bureaucracy trap’ and allow for sufficient levels of empowerment. One example is Ritz-Carlton’s famous $2,000 rule, which states that employees can spend up to that amount to make a customer happy without asking for management approval.

How did you integrate self-correcting feedback into your system?

The importance of local context and the value of collective intelligence, customer and employee feedback imply the need to create a feedback loop that enables leaders to quickly understand and react to local developments. Simply put, leaders need to understand what works well and what doesn’t, in the fastest, clearest way imaginable, and be able to quickly share best practices. Take the example of Ford, where a new CEO faced a culture where issues were generally not brought to the executive table and certainly not explored openly and addressed in depth. By instituting a business review process, the leadership team was able to collectively focus on the aspects of the strategy that weren’t working and fix them quickly and efficiently, creating a key link to successful execution.

In sum, collective action, that is to say cooperation on a large scale, is a major competitive advantage of humanity: to manufacture a fiction and make it become reality. For this, three elements must be met: 1) a good strategy, 2) good organization and 3) effective management. With these three ingredients in place, human ingenuity can be unleashed and we can collectively achieve what we do our best: achieve our dreams.

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Job: Fashion Operations Manager at WorQulture https://indiabusiness.info/job-fashion-operations-manager-at-worqulture/ Sun, 19 Jun 2022 04:15:07 +0000 https://indiabusiness.info/job-fashion-operations-manager-at-worqulture/ Summary of work The ideal candidate will be able to build and maintain an efficient operating system to meet business needs.Candidate should be comfortable multitasking and working cross-functionally with different business units.The ideal candidate will have previous experience managing operations within a fashion store.Only candidates with relevant experience and a passion for fashion will be […]]]>

Summary of work

The ideal candidate will be able to build and maintain an efficient operating system to meet business needs.
Candidate should be comfortable multitasking and working cross-functionally with different business units.
The ideal candidate will have previous experience managing operations within a fashion store.
Only candidates with relevant experience and a passion for fashion will be considered.

Responsibilities

Establish and maintain business standards for accuracy, productivity and reliability
Manage day-to-day business functions
Prepare for annual performance review and reassess processes
Ensure that regulatory, compliance and legal rules are respected
Manage the budget according to the company’s objectives
Improve operational management systems, processes and best practices
Purchase materials, plan inventory and oversee warehouse efficiency
Ensure that all operations are carried out in a proper and cost effective manner
Perform quality checks and track production KPIs
Supervision of production processes
Ensure that the department collaborates with all other departments to ensure the smooth running of the store
Ensure that all company policies, procedures and guidelines are applied consistently and effectively
Manage and maintain store facilities, including cleaning, repair and maintenance
Ensure all merchandise is handled appropriately and inventory is accounted for and monitored
Ensure proper onboarding and training of new employees in all operational areas in accordance with company standard operating procedures
Planning and organization of production schedules
Ensure that health and safety rules are respected
Organize the repair and routine maintenance of production equipment
Supervise the work of junior staff
Represent the company in areas of public interest such as trade shows, fashion shows, etc.
Maintain a documented process for dealing with customers through receiving, ordering, tracking and delivery.
Coordinate the flow of merchandise from the stock room to the sales floor and manage all merchandise replenishments.

Qualifications

3+ years of experience in a similar role
Proficiency in Microsoft Office
Strong organizational and communication skills
Strong ability to multi-task
Ability to work with multiple groups within the company.

Terms:

Highly analytical, motivated and focused.
High level of professionalism;
Networking, prospecting and persuasive skills with the ability to identify customer needs and challenges.
Must have knowledge of business processes and functions (Finance, HR, Procurement, Operations, etc.)
Must have exceptional organizational and leadership skills
Ability to solve problems
Good written and oral communication skills.

Salary
N100,000 – N150,000 Monthly.

Click here to apply

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Big news beer, shot of whiskey: Harpoon acquires Long Trail https://indiabusiness.info/big-news-beer-shot-of-whiskey-harpoon-acquires-long-trail/ Fri, 17 Jun 2022 20:32:10 +0000 https://indiabusiness.info/big-news-beer-shot-of-whiskey-harpoon-acquires-long-trail/ The famous Harpoon Beer Garden at Artisans Park in Windsor. Photo VBM. WhistlePig Whiskey will take over the assets of the Middlebury brewery as part of the transaction Vermont Business Magazine Mass. Bay Brewing Company (parent company of Harpoon Brewery) today announced that it has reached an agreement in principle to acquire Long Trail Brewing […]]]>

The famous Harpoon Beer Garden at Artisans Park in Windsor. Photo VBM.

WhistlePig Whiskey will take over the assets of the Middlebury brewery as part of the transaction

Vermont Business Magazine Mass. Bay Brewing Company (parent company of Harpoon Brewery) today announced that it has reached an agreement in principle to acquire Long Trail Brewing Company, producers of award-winning craft beers under the Long Trail, Otter Creek and Shed brands.

As part of the deal, Mass. Bay Brewing Company will continue to operate the Long Trail facility in Bridgewater Corners, but will begin brewing Long Trail, Otter Creek and Shed beers at its own brewery in Windsor. WhistlePig Whiskey, based in Shoreham, will become the owner of the Otter Creek and Shed brewery in Middlebury. After a transition period, WhistlePig will convert production capabilities to bottling and distillation and continue to use Middlebury’s extensive brewing capabilities.

“The Long Trail family of brands represents more than the right strategic fit for our business. After talking with Dan Fulham about ways we could potentially partner and create brewing efficiencies in Vermont, it became clear that we would be stronger together,” said Dan Kenary, CEO and co- founder of Mass. Bay Brewing Company. “We’ve been Vermont brewers for over 20 years and are excited to deepen our already strong roots here, while being great stewards of these brands.”

“Dan Kenary and I have been friends for a long time – and we have a shared commitment to the Vermont community and a passion for making great beer. So when the time comes to choose someone to lead the Long Trail, I knew Dan and the team at Mass. Bay Brewing Company would be the right choice to continue and protect Long Trail’s legacy,” said Daniel Fulham, CEO of Long Trail.

Jeff Kozak, CEO of WhistlePig, added, “We believe the additional production capacity at Middlebury will complement our grain-to-glass distillation and storage operation on our 500-acre farm and hope we can continue to grow our brands. and our employment opportunities in our community.”

Both companies are working to retain production, sales and support functions as part of the transition.

harpoon statement

“We’ve been Vermont brewers for over 20 years (if you haven’t visited our Harpoon Brewery Taproom & Beer Garden in Windsor, VT yet, you’re missing out)!

“We have a deep respect for craft beer brewed in Vermont and are excited to deepen our already strong roots in the Green Mountain State by acquiring Long Trail Brewing Company, producers of award-winning craft beers under the Long Trail, Otter Creek, and Shed brands.

“As part of the agreement, we will continue to operate the Long Trail Riverside Pub in Bridgewater Corners, but we will begin brewing Long Trail, Otter Creek and Shed beers at Harpoon Brewery in Windsor, VT.

WhistlePig Whiskey, another great Vermont brand with which we have a close relationship, will own the Otter Creek and Shed brewery in Middlebury. We will operate the Otter Creek Brewing Pub & Beer Garden, which will continue to be a great place to enjoy a beer.

“We look forward to the opportunity to continue Long Trail’s legacy in partnership with the people in production, sales and support functions who will remain as part of the transition. We hope we can continue to grow to both our brands and employment opportunities in the Vermont community.

“As friends of Harpoon, we wanted you to be one of the first to hear about this news. Click here to read a message from our CEO and Co-Founder Dan Kenary.

“Well done, Harpoon employee owners”

About Long Trail Brewing Company

Long Trail was established in 1989. Otter Creek was founded in 1991. The two brands joined forces in 2010.

About Mass. Bay Brewing Company

Mass. Bay Brewing Company is a New England brewing pioneer, co-founded by Dan Kenary in 1986 and holder of Commonwealth of Massachusetts Brewing License 001. Mass. Bay expanded to a second brewery in Windsor, VT in 2000 and became employee owned in 2014.

About WhistlePig Whiskey

Founded in 2007, WhistlePig has become the #1 whiskey in the ultra-premium and luxury Rye category in North America, showcasing the bold and often untapped flavor of Rye. WhistlePig is leading a wave of innovation in the emerging field of North American whisky. As the most decorated Rye Whiskey – having been awarded the coveted “Best Rye Whiskey” at the 2021 San Francisco World Spirits Competition and “Best in Show” in 2017 – WhistlePig is widely regarded as the finest Rye and most interesting in the world. With the opening of its distillery on its 500-acre farm in Vermont in the fall of 2015, WhistlePig has also become one of the world’s leading farm-to-bottle rye whiskeys. For more information, visit whippigwhiskey.com.

(Windsor, Vermont) June 17, 2022 – Mass. Bay Brewing Company

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Global Adhesive Equipment Market 2022 Operating Business Segments by 2028 https://indiabusiness.info/global-adhesive-equipment-market-2022-operating-business-segments-by-2028/ Thu, 16 Jun 2022 05:35:08 +0000 https://indiabusiness.info/global-adhesive-equipment-market-2022-operating-business-segments-by-2028/ A report on the Global adhesive equipment market from 2022 to 2028 was recently published by MarketandResearch.biz. It presents a competent and detailed assessment of the current situation, focusing on essential factors, market strategies and successful development of key players. It provides useful information such as market growth opportunities, challenges, and restraints, along with market […]]]>

A report on the Global adhesive equipment market from 2022 to 2028 was recently published by MarketandResearch.biz. It presents a competent and detailed assessment of the current situation, focusing on essential factors, market strategies and successful development of key players. It provides useful information such as market growth opportunities, challenges, and restraints, along with market size estimation and forecast for all segments covered by the scope.

The study first introduces the basics of adhesive equipment: concepts, classifications, applications and industry overview; Product specifications; manufacturing processes; cost structures and raw materials. A granular analysis of industry dynamics, market share, and sales estimates is presented.

DOWNLOAD FREE SAMPLE REPORT: https://www.marketandresearch.biz/sample-request/224882

The study and the main opportunities of the Adhesives Equipment business report are as follows: the regional market penetration in the world is evaluated for this business research. The market research examines the market potential of each geography in terms of CAGR, economic and financial aspects, customer spending habits, and industry supply and demand scenarios.

Additionally, the study adds a discussion of recent product developments. It offers an overview of future regional market shares and an analysis of upstream and downstream sectors containing raw materials and suppliers, and machinery.

The type segment includes:

  • cold glue equipment
  • hot melt equipment
  • Guns/Applicators
  • Accessories

The application segment includes:

  • Construction & Decoration
  • Industrial and consumer goods
  • Automotive
  • Paper and packaging
  • Other

Geographically, the report is split into

  • North America (United States, Canada and Mexico)
  • Europe (Germany, France, UK, Russia, Italy and Rest of Europe)
  • Asia-Pacific (China, Japan, Korea, India, Southeast Asia and Australia)
  • South America (Brazil, Argentina, Colombia and rest of South America)
  • Middle East and Africa (Saudi Arabia, United Arab Emirates, Egypt, South Africa and Rest of Middle East and Africa)

The organization involved

  • Nordson Company
  • Sulzer Mixpac
  • Graco
  • Musashi
  • 3M Company
  • OLED
  • Valco Melton
  • ITW Dynatec
  • SAEJONG
  • Henkel
  • INTELLIGENT VISION
  • Company Dymax
  • Buhnen
  • TENSUN

ACCESS FULL REPORT: https://www.marketandresearch.biz/report/224882/global-adhesives-equipment-market-growth-status-and-outlook-2022-2028

The report gives the following information to the client such as,potential developments in Marketing Platforms, understand the real market scenario along with key industries, identify possible classes based on comprehensive review of value and volume, current market trends, development application solutions and market landscapes can help companies operating in the Adhesives Market.

Report customization:

This report can be customized to meet customer requirements. Please contact our sales team (sales@marketandresearch.biz), who will ensure that you get a report tailored to your needs. You can also get in touch with our executives at 1-201-465-4211 to share your research needs.

Contact us
mark the stone
Business Development Manager
Call: 1-201-465-4211
E-mail: sales@marketandresearch.biz

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Exploitation startup raises $16 million from OMERS https://indiabusiness.info/exploitation-startup-raises-16-million-from-omers/ Tue, 14 Jun 2022 14:04:41 +0000 https://indiabusiness.info/exploitation-startup-raises-16-million-from-omers/ Next Matter has raised $16 million in a Series A funding round led by OMERS Ventures. Founder Jan Hugenroth believes the health of a company’s operations can “make or break a business”. Check out the 18-slide Next Matter pitch deck used to raise the fresh funds below. A startup that aims to cover all business […]]]>
  • Next Matter has raised $16 million in a Series A funding round led by OMERS Ventures.
  • Founder Jan Hugenroth believes the health of a company’s operations can “make or break a business”.
  • Check out the 18-slide Next Matter pitch deck used to raise the fresh funds below.

A startup that aims to cover all business operations, including task management, enterprise wikis and workflow diagrams, has raised $16 million in a round led by the venture capital arm of the Canadian pension fund OMERS.

Berlin-based Next Matter, which was founded in 2018, has developed an all-in-one platform for businesses that will also manage individual and team inboxes while removing the need for app makers low code. The company counts German business startups Moonfare and Trade Republic among its users.

Next Matter was created by Jan Hugenroth, who discovered during his time at McKinsey that many of the companies he advised used a patchwork of tools such as spreadsheets and email to conduct mission-critical operations.

His days as a consultant showed him how the health of a company’s operations can “make or break a business”, with many systems using systems that weren’t too generalized to be effective in driving operations.

Operational inefficiency is a serious problem for businesses, with research from the Harvard Business Review estimating the cost of “excessive bureaucracy” in the United States to be around $3 trillion.

“There has been a sustained lack of innovation in the operations space, with companies forced to put in place disparate solutions that leave much to be desired,” he said.

Next Matter, which also works with insurtech company Wefox, aims to change that with its automated system that integrates with existing tools such as


Soft

or Zapier, and allows the work done in different departments to be grouped together in a more transparent way.

The Series A round, led by OMERS Ventures, also included investments from existing backers including BlueYard Capital and Crane Venture Partners, as well as founders of startups such as fintech firm Raisin and recruiting firm online HeyJobs.

The startup will use the new funds to grow its fully remote team from 15 to 75 people, as it seeks to increase its presence in the United States, where the company said a third of its customers are now based.

Check out the 18-slide pitch deck below:

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Walton College to Host Behavioral Operations Conference https://indiabusiness.info/walton-college-to-host-behavioral-operations-conference/ Mon, 13 Jun 2022 04:59:47 +0000 https://indiabusiness.info/walton-college-to-host-behavioral-operations-conference/ Image by Paula Lawrence The Sam M. Walton College of Business is hosting the 15th Annual Behavioral Operations Conference June 13-15 at the U of A’s Reynolds Center for Enterprise Development. Professor of Operations Management and Director of the Behavioral Operations Center and Lab and Economics at the University of […]]]>




Image by Paula Lawrence

The Sam M. Walton College of Business is hosting the 15th Annual Behavioral Operations Conference June 13-15 at the U of A’s Reynolds Center for Enterprise Development. Professor of Operations Management and Director of the Behavioral Operations Center and Lab and Economics at the University of Texas, Elena Katok will be the keynote speaker.

Katok will talk about the importance of replication in behavioral research and explore how scientific results are not due to a particular set of circumstances so that we can trust the results with confidence.

Other conference topics will include how people make decisions for supply chain sustainability, retail operations and for health, education and chain analytics systems. supply. Walton College is sponsoring the event this year as the research themes are aligned with the college’s strategic research initiatives.

The Behavioral Operations Conference focuses each year on individual choices. Despite automation and sophisticated technological systems, people are still at the heart of business processes and the supply chain, and human decision-making is still an integral part of how modern businesses operate.

This conference attracts researchers from around the world who seek to understand how to make the most of human knowledge and skills that are difficult to replicate with systems. They also seek to understand how to compensate for biases, social pressures, cognitive limitations, and other reasons why humans make poor decisions.

This year, the conference returns after a two-year hiatus due to the pandemic and rotates between many universities around the world. Past hosts include those in the United States such as the University of Texas at Dallas, University of Wisconsin, Massachusetts Institute of Technology (MIT), and others. Former European host universities include those in France, Germany and the Netherlands. This year, participants come from all over the world, including Australia, Israel, Europe and the United States.

Walton College hosts a dinner lecture for participants in the Supply Chain Hall of Fame in Rogers, Arkansas.

About the University of Arkansas: As Arkansas’ flagship institution, the U of A offers an internationally competitive education in more than 200 academic programs. Founded in 1871, the U of A contributes more than $2.2 billion to the Arkansas economy through teaching new knowledge and skills, entrepreneurship and employment development, discovery through research and creative activity while providing training in professional disciplines. The Carnegie Foundation ranks the U of A among the few American colleges and universities with the highest level of research activity. US news and world report ranks the U of A among the top public universities in the nation. Learn how the U of A is working to build a better world at Arkansas Research News.

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Meta probing Sheryl Sandberg’s use of company resources, reports WSJ https://indiabusiness.info/meta-probing-sheryl-sandbergs-use-of-company-resources-reports-wsj/ Sat, 11 Jun 2022 18:51:00 +0000 https://indiabusiness.info/meta-probing-sheryl-sandbergs-use-of-company-resources-reports-wsj/ June 10 (Reuters) – Lawyers are investigating the use of company resources by Sheryl Sandberg, head of outgoing operations at Meta Platforms Inc., for several years, The Wall Street Journal reported on Friday, citing people familiar with the case. Several employees were interviewed as part of the investigation by Facebook parent Meta, the WSJ reported, […]]]>

June 10 (Reuters) – Lawyers are investigating the use of company resources by Sheryl Sandberg, head of outgoing operations at Meta Platforms Inc., for several years, The Wall Street Journal reported on Friday, citing people familiar with the case.

Several employees were interviewed as part of the investigation by Facebook parent Meta, the WSJ reported, adding that the investigation had been ongoing since at least last fall.

Meta and Sandberg did not immediately respond to Reuters requests for comment.

Join now for FREE unlimited access to Reuters.com

Facebook Chief Operating Officer Sheryl Sandberg testifies before a Senate Intelligence Committee hearing on Foreign Influence Operations on Social Media Platforms on Capitol Hill in Washington, U.S., September 5, 2018. REUTERS/Joshua Roberts/Files

Among the activities examined are the work of Meta employees to support Sandberg’s foundation, Lean In, and for writing and promoting his second book, “Option B: Facing Adversity, Building Resilience, and Finding Joy. “, adds the report.

Earlier in June, Sandberg, whose close partnership with CEO Mark Zuckerberg fueled the growth of the world’s largest social network, announced his departure from the company after 14 years. Read more

Chief growth officer Javier Olivan is expected to take over as chief operating officer, although Zuckerberg has said he has no plans to replace Sandberg’s role directly within the company’s existing structure. company.

Sandberg said she would continue to serve on Meta’s board after leaving the company in the fall.

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Reporting by Akash Sriram in Bengaluru; Editing by Maju Samuel

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Punjab CM Mann asks for Canada’s help in apprehending fugitive gangsters https://indiabusiness.info/punjab-cm-mann-asks-for-canadas-help-in-apprehending-fugitive-gangsters/ Fri, 10 Jun 2022 13:56:00 +0000 https://indiabusiness.info/punjab-cm-mann-asks-for-canadas-help-in-apprehending-fugitive-gangsters/ Punjab Chief Minister Bhagwant Mann on Friday asked for Canada’s support in arresting gangsters operating from its soil. The Chief Minister reported the issue to Canadian High Commissioner Cameron Mackay, who visited the former at his residence here. The Chief Minister expressed concern over the rise of gangs and gangsters in […]]]>


Punjab Chief Minister Bhagwant Mann on Friday asked for Canada’s support in arresting gangsters operating from its soil.

The Chief Minister reported the issue to Canadian High Commissioner Cameron Mackay, who visited the former at his residence here.

The Chief Minister expressed concern over the rise of gangs and gangsters in the two countries.

Mann informed the High Commissioner that gangsters operating from Canadian soil are disrupting the hard-won peace of state. He said that these gangsters create public order problems on the one hand and derail the progress of the state on the other.

Advocating tough punitive action against gangsters, Mann said they should be punished under the harshest provisions of the law so that they have a deterrent effect on others.

The Chief Minister, while fighting for a joint Canada-Punjab police operation, said it was the only way to free these two lands from the gangsters.

He informed the High Commissioner that the Punjab Police have a glorious tradition of maintaining public order even in hostile situations, adding that if advanced police forces like Canada cooperate with the Punjab Police, these gangs can be easily eliminated.

The Chief Minister has asked the Canadian High Commissioner to explore the possibility of having a direct link between the Punjab Police and Canada so that the gangsters can be put behind bars.

He said it was the need of the hour as gangsters and their actions pose a serious threat to life, economy and society in Canada and Punjab.

Mann expressed hope that Canada and Punjab will score another success story with this strong cooperation.

–IANS

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(Only the title and image of this report may have been edited by Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)

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“A new era of cooperation” to revive Australian energy https://indiabusiness.info/a-new-era-of-cooperation-to-revive-australian-energy/ Thu, 09 Jun 2022 03:53:29 +0000 https://indiabusiness.info/a-new-era-of-cooperation-to-revive-australian-energy/ Energy market players have backed a plan by Labour, Green and Liberal energy ministers to accelerate renewables, battery storage and hydrogen to avert another energy crisis. Photo: Tony Lewis/InDaily Australian energy ministers met their federal counterpart Chris Bowen on Wednesday and agreed to work together in what they call a “new era of cooperation and […]]]>

Energy market players have backed a plan by Labour, Green and Liberal energy ministers to accelerate renewables, battery storage and hydrogen to avert another energy crisis.

Australian energy ministers met their federal counterpart Chris Bowen on Wednesday and agreed to work together in what they call a “new era of cooperation and collaboration”.

Australia’s leading solar, storage and smart energy body welcomed the ministers’ post-meeting communiqué, in particular the new energy transition plan.

“Governments should make it easier for families, businesses and the grid to access renewable energy,” the Smart Energy Council tweeted.

“Any new generation must be zero emissions.”

Ministers also have the backing of the oil and gas industry, which wants the gas sector to be recognized as a vital fuel as governments seek to overhaul the coal-dependent power grid.

Acting CEO of the Australian Petroleum Production and Exploration Association, Damian Dwyer, said gas will play a vital role in coming decades by displacing higher-emitting coal and acting as a stabilizer for carbon sources. renewable energy.

“Gas companies have already acted to ensure that gas gets to where it is needed, using the mechanisms put in place to help us do so – mechanisms that provide market transparency, accessibility and supply,” he said. -he declares.

But wholesale electricity prices have quintupled in eastern states, potentially crippling industry and threatening jobs, as Australia’s fossil fuel-powered power stations absorb the surge in global prices.

Oil prices are far from peaking as demand from China has yet to pick up as Germany and other countries struggle to wean off Russian gas, the NAB strategist said, Rodrigo Catril, in a note to clients.

Andrew Stock, former executive of Origin Energy and former director of the Clean Energy Finance Corporation, said Australia needed to “break free from expensive, dirty and unreliable fossil fuels – and quickly”.

The country’s energy ministers will meet in person next month, the first time since 2019, to consider a national plan to rapidly decarbonize the power grid.

Ministers have already agreed that Australia will need large amounts of generation, storage and transmission, and faster construction of solar, wind and battery storage.

A secure energy sector, including hydrogen, will support a modern, low-carbon economy, they say.

In the short term, a new gas supply and storage plan will be managed by Australia’s energy market operator to keep the industry functioning.

“While the meeting focused on current pricing challenges, energy ministers reinforced the critical importance of a sensible and thoughtful mid- to long-term reform agenda,” the post-release statement read. meeting.

This will position the sector to be more resilient and able to meet future global or national challenges, the ministers agreed.

A “capacity mechanism” will be proposed as a priority to call on renewable energies and storage to support the stability of the national energy market.

“It was about time,” said Greg Bourne, former chairman of BP Australasia.

“After Australia’s lost decade of climate action, we finally feel like we are catching up with much of the rest of the world and embracing the future, rather than clinging to the past.”

Energy market analyst Tim Buckley said Labor was elected with a clear climate and energy mandate, including 82% renewables by 2030 and a roadmap $20 billion for rewiring the already fully costed nation.

“Rather than more plans, coordinated actions are urgently needed now, too many years have already been lost under the previous government,” he said.

The oil and gas industry says it’s important that the whole energy system is considered.

“We are doing everything we can to take care of customers and fill the energy void left by coal-fired power generators in particular,” Dwyer said.

But years of unnecessary state moratoriums, bans and delays on new gas supplies have contributed to the current situation in the East Coast energy market.

“Natural gas provides stability to the energy system. But the industry needs an investment environment that promotes stability,” Dwyer added.

-PAA

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