10 Best Data Visualization Tools Available Today

How to select the right location for your upcoming real estate project?

1. Define your project requirements: Determine the specific type of real estate project you are planning, such as residential, commercial, or industrial. Identify the key features and amenities that are important for your project, such as accessibility, proximity to transportation, demographic profile of the area, and local market demand.

2. Conduct market research: Analyze the local market and identify potential areas that align with your project requirements.

3. Consider target audience: Understand your target audience and their preferences.

4. Evaluate accessibility: Assess the accessibility of the location by considering factors like proximity to major roads, highways, public transportation, and airports. Also, consider the availability of parking facilities and ease of commuting for potential tenants or customers.

5. Assess competition: Research the existing real estate projects in the area and evaluate the level of competition. Consider the saturation of the market and the demand-supply dynamics. A thorough analysis of the competition will help you identify opportunities and potential challenges in the selected location.

6. Evaluate infrastructure and amenities: Look into the existing infrastructure and amenities in the area, such as schools, hospitals, shopping centers, recreational facilities, and parks. These factors can significantly influence the attractiveness of the location and the desirability of your project.

7. Consider legal and regulatory factors: Ensure that the selected location complies with local zoning and building regulations. Familiarize yourself with any legal requirements or restrictions that may affect your project. Consult with local authorities and seek professional advice if needed.

8. Financial analysis: Conduct a financial analysis to determine the feasibility and profitability of your project in the selected location.

9. Seek expert advice: Engage the services of real estate professionals, including consultants, agents, and market researchers, who have experience in the local market. They can provide valuable insights and guidance to assist you in making an informed decision.

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Keeping people in a same career position for long time is not good for them and the company.

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FUNDAMENTALS OF COMPANY CULTURE — BEHAVIORS ASSOCIATED

Everyone wants to improve their company culture. Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time. Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is.

What Is Company Culture?

Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled. We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do things” — but it doesn’t explain why we are doing those things. Culture includes that why.

Measuring Company Culture

We can’t. And we don’t want to. Culture isn’t meant to be measured. Why? Because culture, technically defined, is the artefacts, espoused values and beliefs, and basic underlying assumptions that people have. And that can’t be measured quantitatively. Measuring/ quantifying it may erode the point of culture. Culture is an organization’s compass for behaviour. It’s what people use to decide what actions are acceptable, and what are not. For example, at some places it may guide people to publicly report a mistake. At other places, it nudges people to brush a similar mistake under the rug.

Measuring culture is like saying we want to measure a compass. We can pick it up and say, “Hmm, let me rate the shininess of this compass, or weigh how heavy it is.” But, really, what we care about is if the compass points us to where we want to go. Measuring the compass itself doesn’t do you much good. Because if we don’t see culture as a lever that influences what we are trying to accomplish as a team, and instead as the thing itself we are trying to maintain, we lose sight of culture’s power in the first place: Culture helps a group of people get what they want done, done.

As a result, what we can measure are the outputs of culture. The observable behaviors and indicators we see as the consequences of our culture. Possibly the most important output to gauge is progress. Studies show how progress, more than anything, influences employee motivation. This means defining what “progress” looks like on a day-to-day basis. Is it the speed by which things are happening? Is it the quality of the work being produced? Is it the number of people we are helping because our work product exists? It could also mean asking questions like how helpful managers are in supporting people to make progress, or how frequently they encounter frustrating obstacles in a given week. Therefore: If we want to measure culture, we need to start with clearly defining what the outputs of a successful, healthy culture looks like in our context. 

Levels of culture

Why this matters

More often than not, there is a misalignment between the invisible and visible layers. The things we actually believe, versus the things we say we believe and the things we do to show it.

A Sample Case Study: Perhaps the most glaring case has been Uber. A company that no doubt had visible signs as “proof” that they valued their employees — lavish office parties and state-of-the-art offices. A company that had 14 cultural values it touted, including that employees should “be themselves.” And yet the basic underlying assumption persisted: Win at all costs, by any means necessary. We saw this in countless of examples of questionable ethics and sexual harassment issues ignored. At its core, Uber’s culture was rooted in this aggressive, toxic mindset — and that manifested in how they treated their people, regardless of what superficial artifacts or espoused values they trumpeted.

If we are looking to truly shift our company’s culture, we have to zoom in on this bottom most layer: our basic underlying assumptions. What we truly believe — not always what we say or outwardly show — is what drives the company’s culture.  Changing the company culture is not about just changing the visible signs. Getting beer taps installed in the kitchens doesn’t make the culture more friendly. Nor does building an onsite gym mean the culture all of sudden cares about employees’ health and well-being. Changing the company culture also is not about just changing the espoused values and beliefs. Saying at all-company meetings, “We believe in honesty and transparency” or writing “We believe in diversity and inclusion” on a website doesn’t automatically make those things true.

Changing company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to. If we can understand company culture, we can improve it.

Classification of Culture Types: The Schneider Model

The Schneider cultural model isn’t a new approach but it is relevant today. William Schneider describes culture as the answer of “How we do things around here to succeed?” No one culture type is better than another. They only have strengths and weaknesses. Depending on the type and nature of work, different types of culture may be a better fit. Companies typically have a dominant culture with aspects from other cultures. Different departments or groups may have different cultures. (e.g. development vs. operations), and these differences can lead to conflict.

Four Main Types of Culture

The Schneider Model identifies the primary, underlying culture which shapes the organisation. There are 4 main types: - Control - Cultivation - Collaboration – Competence

Control cultures (COMPANY/REALITY oriented) are process-driven; the company’s success depends on data, processes, etc. Many energy, aviation and defence companies have control cultures. Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’ concepts take everyone’s eye off the ball and potentially get the organization in trouble. Empiricism and the systematic examination of externally generated facts are highly valued. Control cultures want no competition – they want to be the only players in town. Control cultures are command-and-control/ hierarchical- Leaders manage the work. Examples: The military, Police, Exxon. 

Collaboration cultures (PEOPLE/REALITY oriented) – people work together towards a shared goal. The Collaboration culture springs from the household. Relationships are key to getting things accomplished. Google is an example, though it also has cultivation culture elements. The way to success is to put a collection of people together, to build these people into a team, to create their positive touching relationship with one another and to trust them with fully applying one another as resources. Status and rank take a back seat.

Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often cantered around a greater mission. Cultivation Culture is about learning and growing with a sense of purpose. Examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the company’s mission. Example – Zappos.

Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and utilize the best talent to bring ideas to bear. Examples: Deloitte, Apple. In a competence culture, being superior or the best is chief. This can mean having the best product, service, process or technology in the marketplace. This culture gains its uniqueness by combining possibility with rationalism. What might be and the logic for getting there are what count.

Fundamental values are knowledge and information. Formalities and emotional considerations are not important compared to proven accomplishment.

Paul Jackson - Shut it Elon

Elon Musk is a South African-born American industrial engineer, entrepreneur, who co-founded Paypal and founded aerospace transportation services company SpaceX. He is also one of the early investors in Tesla, an electric car company, and now the Chief Executive Officer of the firm as well.

Someone explained some cloud architecture to me today and so I had to show them this picture:

How does Cloud Computing benefit businesses?

There is a good chance you already use cloud storage to store the photos from your smartphone or to run software on your laptop. In the UK, SMEs are now gravitating towards cloud computing rapidly thanks to the fact that it provides a relatively low-cost solution to a problem whilst offering massive amounts of flexibility.

Cloud computing allows a type of flexibility that we have never enjoyed before. It also allows businesses to improve their services to work far more efficiently and educate employees on the benefits of Cloud Computing.

The Cloud will play an active part in helping you achieve many of your business goals as it can be a powerful tool and expansive in a way that seemingly knows no bounds. It can also offer cost-effective solutions and allow smaller businesses to expand without breaking the bank.

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Want to Become an Astronaut? You Might Be More Qualified Than You Think

Have you ever wondered if you have what it takes to become a NASA Astronaut? We’re accepting applications starting March 2, and we’re encouraging all eligible Americans to apply by March 31! 

It’s an incredible time in human spaceflight to be an astronaut. With Artemis, our sights are set on the Moon – to stay – by utilizing sustainable lunar missions, and you could be one of the humans on the surface! During their careers, this next class of astronauts may also fly on any of four different U.S. spacecraft: the International Space Station, Boeing’s CST-100 Starliner, SpaceX’s Crew Dragon and our Orion deep-space exploration vehicle; They will be at the cutting edge of a new era in human exploration. 

So, still interesting in joining our ranks as an Artemis generation astronaut? Here are a few things to note.

Myths about becoming an astronaut:

MYTH: All astronauts have piloting experience.

FACT: You don’t need to be a pilot to be an astronaut. Flying experience is not a requirement, but could be beneficial to have.

MYTH: All astronauts have perfect vision.

FACT: It’s okay if you don’t have 20/20 vision. As of September 2007, corrective surgical procedures of the eye (PRK and LASIK), are now allowed, providing at least 1 year has passed since the date of the procedure with no permanent adverse after effects.

MYTH: All astronauts have advanced degrees like, a PhD.

FACT: While a Master’s degree from an accredited university is necessary, the requirement can also be met with the completion (or current enrollment that will result in completion by June 2021) of a nationally recognized test pilot school program.

MYTH: Astronauts are required to have military experience in order to be selected.

FACT: Military experience is not required to become an astronaut.

MYTH: You have to be a certain age in order to be an astronaut.

FACT: There are no age restrictions. Astronaut candidates selected in the past have ranged between the ages of 26 and 46, with the average age being 34.

Okay, but what are the requirements?

The basic requirements to apply include United States citizenship and a master’s degree in a STEM field, including engineering, biological science, physical science, computer science, or mathematics, from an accredited institution. The requirement for the master’s degree can also be met by:

Two years (36 semester hours or 54 quarter hours) of work toward a Ph.D. program in a related science, technology, engineering or math field;

A completed doctor of medicine or doctor of osteopathic medicine degree;

Completion (or current enrollment that will result in completion by June 2021) of a nationally recognized test pilot school program.

Candidates also must have at least two years of related, progressively responsible professional experience, or at least 1,000 hours of pilot-in-command time in jet aircraft. Astronaut candidates must pass the NASA long-duration spaceflight physical.

Applications for our next Artemis astronaut class open on March 2! Shoot for the stars and visit: https://www.nasa.gov/astronauts

Make sure to follow us on Tumblr for your regular dose of space: http://nasa.tumblr.com 

Professional Development for Teachers

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Brain Power Academy is different. Rather than offering lectures, we created lessons that engage you through interactive features such as click-through videos, quizzes, and activities, all while learning at your own pace!

Market analysis Market analysis is a crucial process for understanding the dynamics of a particular market, identifying opportunities, and making informed decisions. Here's a step-by-step guide to conducting a comprehensive market analysis: 1. Define the Purpose and Scope 2. Gather Data 3. Identify Market Trends 4. Assess Market Size and Growth Potential 5. Analyze Competitors 6. Understand Customer Needs and Preferences 7. Evaluate Barriers to Entry 8. SWOT Analysis 9. Forecast Demand and Sales 10. Draw Conclusions and Recommendations 11. Monitor and Update

Most companies treat climate risk as a serious business issue: There is clear recognition that climate risk equates to financial risk. In addition, companies are now much more focused on becoming climate resilient and recognizing the importance of climate risk to the success of their business strategies

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