I graduated with a BSc Maths in 2005 (Pass if anyone's interested), did a long stint in retail and had a few developer interviews, with no success, but still positive and encouraging feedback and I really enjoyed the last one. Finally landed my first office job in 2019 in sales/data admin and taken a couple other similar positions since in supply chain, but still, nothing CS related, at least, not directly.
Due to un-diagnosed ADHD, Dyslexia and possibly ASD, I was let go in 2022. Since then I have been trying break into the software industry proper. I decided last year to go in as a tester, as it's the most constituent role within the industry and I could get a recognised qualification. Finally got my ISTQB in April.
Brief breakdown of my programming skills:

• Learned C/C++ in uni and actually made a Sudoku based game
  
• Learned Ruby in uni
  
• Picked up JavaScript, PHP and MySQL to make a real-time POS system
  
• Learned Google Test and used that on a series of uni C/C++ work
  
• Recently learned Python to implement my uni dissertation (Knapsack Public Key Cryptosystem).. more proof of concept and skill than an actual security system
  

I have been focusing more on applying for testing jobs lately, but decided to dust off the developer versions of my CV. I know I can get dev interviews, but no replies on the tester applications.
Programming seems to be the thing I actually seem to be good at and enjoy. My ADHD brain loves seeing the progress of my work and how I can keep hacking away at a problem, but I feel like a massive impostor. What if I get there and I have no bloody clue what to do or what I'm looking at? I'm trying to get around this by using code I find online in some of my previously mentioned projects. This way I have to look through code I've never written and understand it via dismantling it. Then adding new stuff for what I want.
Since my uni days, I could always see myself programming for a living and liking it, but the corporate world has shown me how brutal ppl can be, so tempering my expectations.
I feel lost. I know my first office job was through sheer luck, so I know I can get basic admin roles. Inputs and advice for breaking into the software industry appreciated.
Thanks

Measures, as deterministic and effective as possible, to re-peg DUSD and re-collateralize the dToken system with healthy loans sold against crypto, without permanent expropriation

TL;DR

This proposal offers a structured and maximally deterministic approach to stabilize DUSD immediately and consistently, aims to reward long-term supporters, and to enable projects in the long run. It does not rely on influencing market behavior and does not indefinitely expropriate holders. The primary goal of this approach is to re-collateralize the dToken system with healthy loans sold against crypto, the backbone of our dToken system, everything else builds on top. It involves locking nearly all circulating DUSD and dTokens in tranches and releasing them successively based on predefined conditions.

Goals

• Achieve the peg as deterministically and effectively as possible.
• Enable fair market price leverage trades on crypto, which is necessary for re-collateralizing the system.
• Repay those who supported the system.
• Enable projects to execute their mission and work with real liquidity.

Problem Statement

Current measures to stabilize DUSD rely heavily on influencing market participants' behavior, making the peg too probabilistic. Even if we reach the peg, the assumption that enough collateralized loans are sold against crypto for the dynamic interest rates to maintain this peg is too probabilistic. Relying on assumptions for a peg is problematic, because market participant behavior cannot be controlled and predicted, even if incentivized. While I believe dynamic interest rates can consistently maintain a peg effectively once we reach healthy collateralization levels, the implemented fees are not an effective tool to overcome the massive liquidity of algo dTokens and DUSD circulating today.

Proposed Solution

A new approach: instead of relying on voluntary actions of market participants, force-lock-up all DUSD and dToken liquidity, whilst providing opportunities and clear rules for paybacks based on system health.

1. Locking all liquidity away and releasing it successively as needed

• The defined percentage* of DUSD are locked/removed from each owning addresses and are in equal parts allocated in 50 tranches (1-50). Those are freed/returned to the owning addresses based on predefined factors.
• The defined percentage* of dTokens and relevant LP tokens are locked/removed from each owning addresses and are in equal parts allocated in 50 tranches (51-100). Those are freed/returned to the owning addresses based on predefined factors.
• Locked LP tokens do not receive rewards, those are used to reward new liquidity providers. Exiting at peg is reward enough for those currently invested, no need to make it more expensive.
• As liquidity is then minimal, ongoing measures will buy the DUSD up immediately and incentivize the creation of backed DUSD loans sold against crypto. Those are the backbone of the peg, they are the priority of the proposed measures. All other decisions are secondary and all rely on reaching this.

2. Releasing Tranches

• Tranches with the same number are released together, this means all DUSD tranches are released first, all dToken and LP tranches are released later.
• The following system health conditions for releasing tranches are checked on oracle blocks to avoid high computational load:

One tranche at a time: - DFI market cap 2 times greater than dToken System market cap - An algo ratio below 30% - Consistent 1% DUSD premium over the period between two futureswap blocks.
Two tranches at a time: - DFI market cap 4 times greater than dToken System market cap - An algo ratio below 25% - Consistent 5% DUSD premium over the period between two futureswap blocks.
Three tranches at a time: - DFI market cap 6 times greater than dToken System market cap - An algo ratio below 20% - Consistent 10% DUSD premium over the period between two futureswap blocks.
Four tranches at a time: - DFI market cap 8 times greater than dToken System market cap - An algo ratio below 15% - Consistent 15% DUSD premium over the period between two futureswap blocks.
Five tranches at a time: - DFI market cap 10 times greater than dToken System market cap - An algo ratio below 10% - Consistent 20% DUSD premium over the period between two futureswap blocks.
This way, 2-10 million DUSD worth of dToken-system liquidity can be reintroduced into the system per week, given a healthy system state.

3. Measures to be Eliminated

• All additional pool swap fees are lifted, allowing for healthy leverage trades on DFI that can later support the DUSD peg. This part is crucial for a healthy restart. A collateralization ratio makes no difference if the DUSD are not sold against DFI as those need to be bought back when the dynamic interest rises due to a discount to support a peg.
• Reward allocations to DUSD bonds are removed; those will be redirected to the community fund until we find a better use for them. All existing DUSD bonds are released, and the freed-up DUSD are counted to the DUSD that may be locked in the tranches together with all other DUSD.
• All negative interest mechanisms are lifted. DUSD loops are unwound, and the freed-up DUSD are counted to the DUSD that may be locked in the tranches together with all other DUSD.

4. Measures to be Retained

• The futureswap mechanism will be retained. It is advised to analyze the futureswap behavior while we are at peg over an extended period. If the futureswap creates unnecessarily high amounts of algo tokens even when at peg, the following adjustment is suggested: making the futureswap spread variable and increasing it if an asset shows higher implied volatility over two consecutive futureswap blocks. This way, the chain gains a bigger trade advantage for stocks that tend to surpass the current 5% limit more often. This will burn more tokens and mint less.
• The buy and burn bot will be retained.
• The rebalancing of the community fund will be retained.
• Dynamic interests will be retained.

5. Introduction of a new dToken-system-wide fee that consistently burns DUSD and dTokens

• A dToken-system-base-fee is implemented on DVM and DMC. This fee applies to all dToken and DUSD transfers from account to account and pool swaps on the DVM side and all token transactions on the DMC side. The fee is initially set to 10 basis points (0.1%). This fee is necessary to account for rising stock prices and reduce the algo ratio.

Percentage Locked

The percentage of liquidity to be locked is crucial as this is a one-time approach. Locking too much liquidity is not problematic, as it can be reintroduced if system health allows. However, locking too little is problematic because maintaining the peg and enabling re-collateralization through backed loans sold against crypto will not be possible. I argue for minimal liquidity leading to a peg allowing for healthy collateralization to support the peg via dynamic interest rates rather than excessive liquidity that the system cannot support. Therefore, I propose locking away 90% of all dToken-system liquidity, leaving about 20 million DUSD in liquidity for the restart. If the system is healthy, up to 10 million DUSD in liquidity can be reintroduced per week. If not, we will wait until the system is healthy enough to support the liquidity.

Further Details

• Loans are all paid back before the dTokens and DUSD are locked in tranches. If insufficient assets are available on the address, they are purchased on the market via the cheapest route.
• Relevant pools are emptied before the dTokens and DUSD are locked in tranches. Trading counterparts are credited to the owning addresses.

Requirements

A hard fork will be necessary to implement these changes. Furthermore, cooperation is needed from relevant projects to handle the balances in smart contracts on the DMC. If they do not cooperate, this proposal cannot be implemented. Addressing smart contracts on the metachain is crucial to treat everyone fairly and ensure the success of the proposed measures.

Measure Until Implementation and Proposal Kill Switch

The implementation of the proposed measures is challenging and time-consuming, it will probably take months. Until implementation, we implement a 50 basis points fee on all dToken pools to burn algo tokens, in hope to be able to activate the following proposal kill switch: If, during implementation, DUSD consistently trades around $1, this proposal is not to be implemented.

Further Food for Thought

Measures targeted at changing voluntary market behavior have had insufficient success, forced locking with conditional payouts ensures fairness and effectiveness. Measures based on voluntary lockups are unfair because those who do not participate unjustly gain a bigger advantage, despite the cash flow offered as recompensation to those who support the system. Additionally, cash flows are costly to the system, either the dToken system or DFI itself. No solution will make everyone happy. However, a deterministic forced approach treats everyone fairly and equally, does not rely on probabilities and ensures success.

Optional

I would argue for future swapping all dTokens at the oracle price to DUSD, making the locking and releasing much easier. Additionally, the upside from here is 10x after fee on a repeg. Assets being worth times 10 should be enough to compensate the owners for the forced sale of their preferred dTokens. If not, we must release DUSD before dTokens, as dTokens might rise in value and the greater liquidity they provide would mean a slower payout for everybody, which is not fair to the people holding DUSD instead of dTokens.

Q&A

Q: If we have little liquidity, users will be angry that the system cannot be used. A: Liquidity is a secondary issue for me, the more important question is if we can afford the liquidity. The liquidity we have in the system right now is a cost that, if we can't afford, should not be maintained. If we can afford it, the liquidity will be reintroduced; we have it on the backburner. Additionally, the goal is to attract real liquidity through backed loans, which we will achieve if the product is valuable.
Q: If we have a 10 bps fee on all transactions, there will be less usage. A: I also pay 10 bps on every exchange, usually much more, especially in traditional finance. I pay 2% on every card payment and substantial fees on asset management. For example, at Relai, you pay at least 50 basis points, usually 1%. Fees are charged everywhere; things cost money. I believe a usage fee on RWA is justifiable. RWAs rise in price, so even if the futureswap burns more dTokens than it mints, it may create algo DUSD balances. We have many algo tokens. This fee is a necessary cost that users must pay for an effective synthetic RWA spot system.
Q: Why include the fee system-wide on all transactions? A: New users will probably use the DMC. If DFC is successful, we will likely find most usage there. We want many projects using our dTokens. We need to charge the usage fee where the usage will occur; otherwise, users will flee to DMC where no fees are charged.
Q: But we have the stabilization fee. Can’t we just keep that instead of the base fee on all transactions? A: The stabilization fee makes healthy re-collateralization (sold against crypto) more challenging when the algo ratio is high because the user gets less crypto for his DUSD. When we have high algo ratios, we want more collateralization-based loans sold against crypto. It is the "collateralized loans sold against crypto" that maintain the peg if dynamic interests are raised. A loan left in the dToken system brings a low algo ratio but does nothing if I pay back a loan without buying the DUSD beforehand. Dynamic interest rates stabilize nothing in this case. By first eliminating most algo tokens and implementing a base fee, we can remove this fee and allow for healthy leverage trades supporting the system to occur in the first place.
Q: Why lock so much liquidity? A: This approach is a one-time silver bullet. It must be as deterministic as possible; I do not want to rely on probabilistic assumptions about how market participants will behave based on incentives and public information. In the past, single addresses hindered re-peg efforts, and we cannot predict which addresses will act against the peg efforts in the future. Therefore, we must lock substantial portions of everyone's liquidity. Liquidity is the cost in our current situation, and we aren’t at the peg because none of the measures or whales can afford it. If the chain were a person, it would be flat broke. We cannot afford the liquidity at this point. Let's gradually ramp up the expenses when and if we can afford it, but not before.

Facts:

• 30 states have a higher minimum wage than Tennessee's $7.25.
• Tennessee last raised its minimum wage in 2009.
• Since then, inflation has risen by about 36.6%.
• A decent living wage for a single adult in Tennessee is about $13.25 per hour.

Rising Rents in Knoxville

• Rapid Rent Increases: In 2022, rent growth in Knoxville was 9.6%, significantly higher than the national average of 2.3%. This trend has continued, with apartment rents increasing by around 6.06% in 2023 compared to the previous year.
• Forecasted Increases: The trend of rising rents is expected to continue, with forecasts indicating an additional 5% increase over the next year.
• High Occupancy Rates: Despite these rent increases, Knoxville's rental market remains highly competitive with occupancy rates around 96.3%, which is higher than the national average of 94.7%.

Recent Home Price Increases in Knoxville

• Median Home Price: The median home sales price in Knoxville rose to $350,000 in July 2023, representing an increase of around 7.9% compared to the previous year.
• Affordability: As of November 2023, the median home sales price was $346,000, up by about 10.8% from the previous year.
• Income Requirements: The income required to qualify for a mortgage on a median-priced home has risen dramatically, from around $59,000 at the start of 2022 to over $110,000 by August 2023.
• Housing Inventory: Despite the rising prices, the total number of homes available in Knoxville is still around half of pre-pandemic levels, contributing to the increased competition and higher prices.

This information highlights the growing affordability issues in Knoxville, with home prices rising faster than incomes, making it challenging for many residents to purchase homes.

Steps to Raise the Minimum Wage

Step 1: Organize a Petition Drive

• Form a Nonpartisan Group: Create or join a group focused solely on raising the minimum wage, without political affiliations. Use platforms like Zoom for virtual meetings, schedule regular meetings, and use social media and local forums to recruit members.
• Research Requirements: For statewide initiatives, the number of signatures required is typically a percentage of the votes cast in the last gubernatorial election. Confirm the exact number with the Tennessee Secretary of State's office. For local initiatives in Knoxville, a charter amendment can be proposed if at least one registered voter files the petition with the county election commission for pre-approval (TCA 2-5-151).
  • Tennessee Secretary of State: (615) 741-2819
• Create the Petition: Draft a clear and concise petition for a minimum wage increase. Here is a sample:

Draft Petition:
Petition for Increasing the Minimum Wage in Tennessee
To the Tennessee General Assembly:
We, the undersigned residents of Tennessee, believe that the current minimum wage of $7.25 per hour is insufficient to meet the basic needs of individuals and families in our state. Given the significant rise in living costs and inflation since the last adjustment in 2009, we urgently call for an increase in the state minimum wage to a livable wage of $13.25 per hour. This adjustment will ensure that all working Tennesseans can afford necessities such as housing, food, healthcare, and transportation.
By signing this petition, we express our support for this necessary change and urge the Tennessee General Assembly to take immediate action.
Name Address Signature
Step 2: Collect Signatures

• Host Community Events: Organize events like town hall meetings, local fairs, or farmers' markets to gather signatures.
• Utilize Local Networks: Leverage small-town connections where everyone knows each other to spread the word and gather support.
• Set Up Booths: Place booths in high-traffic areas like grocery stores, libraries, and community centers to collect signatures.
• Door-to-Door Campaigning: Go door-to-door in your neighborhood to ask for signatures.

Step 3: Raise Awareness

• Social Media Campaign: Use platforms like Facebook, Twitter, and Instagram to inform the community and encourage them to sign the petition.
• Local Media: Reach out to local newspapers, radio stations, and TV channels to cover your campaign.
• Flyers and Posters: Distribute flyers and put up posters in local businesses and public spaces.

Step 4: Submit the Petition

• Verify Signatures: Ensure all collected signatures meet the requirements.
• Submit to Authorities: Submit the petition to the appropriate state or local authority for validation.

Deadlines and Requirements

• Submission Deadline: Typically, signatures must be submitted several months before the general election to allow time for verification. For 2024, check with the Tennessee Secretary of State for specific deadlines and the number of required signatures.

How Petitions Work

In general, for a petition to be effective and get an issue on the ballot or to influence local government action, more signatures are usually needed to demonstrate widespread community support. Here’s a brief overview of the process:

• Single Signature Submission: In some cases, a single well-documented request or petition signed by one person can be submitted to local officials to initiate a discussion. However, this method is less likely to compel action without demonstrating broader community support.
• Gathering Multiple Signatures: To increase the chances of the petition being taken seriously, gathering multiple signatures shows that the issue has significant support within the community. This can influence local officials to take action.
• Specific Requirements: The exact number of signatures required can vary based on local laws and regulations. For example, getting an initiative on the ballot often requires a specific percentage of registered voters' signatures.

Example Scenario:

• Submitting a Petition to the City Council: One person can submit a petition to the city council to raise an issue. However, gathering more signatures from residents increases the impact.
• Ballot Initiatives: For ballot initiatives, there are usually legal requirements regarding the number of signatures needed. This varies by jurisdiction.

Strategies to Address Rising Rents

While controlling rent increases directly can be challenging, there are several strategies that can help stabilize the rental market and provide more affordable options:

1. Rent Control and Stabilization:
   • Implement policies that limit how much rents can be increased annually.
2. Increased Tenant Protections:
   • Strengthen tenant rights to provide more security and stability, such as "just cause" eviction protections.
3. Affordable Housing Development:
   • Increase the supply of affordable housing through new developments and mixed-income housing projects.
4. Tax Incentives for Landlords:
   • Offer tax breaks or incentives to landlords who keep rents affordable.
5. Community Land Trusts:
   • Establish community land trusts to manage and develop affordable housing.
6. Rent Subsidy Programs:
   • Expand rent subsidy programs to assist low-income tenants.

Petition Example for Rent Control and Tenant Protections

Petition for Rent Control and Tenant Protections
To the Knoxville City Council:
We, the undersigned, request that the Knoxville City Council take immediate action to address the rising cost of rent and protect tenants by implementing rent control measures and strengthening tenant protections. Specifically, we propose the following initiatives:

1. Rent Control: Implement rent control measures that limit annual rent increases to no more than a set percentage, tied to inflation.
2. Just Cause Eviction Protections: Establish "just cause" eviction protections to prevent arbitrary evictions and provide stability for tenants.
3. Tax Incentives for Affordable Rent: Offer tax breaks or incentives to landlords who commit to keeping rents affordable.
4. Encourage Long-Term Leases: Promote the use of long-term leases with fixed rent increases to provide stability for both tenants and landlords.

By implementing these measures, Knoxville can help ensure that housing remains affordable and accessible for all residents, promoting a stable and thriving community.
By signing this petition, we express our support for these initiatives and urge the Knoxville City Council to take immediate action to protect tenants and address the rising cost of rent.
Signature: _______________
Print Name: _______________
Address: _______________
Email: _______________

Other Strategies to Help Afford Homes

Local Level:

1. Affordable Housing Programs: Support and expand local programs that provide affordable housing options.
2. Down Payment Assistance: Advocate for city or county programs that help with down payments for first-time homebuyers.
3. Community Land Trusts: Promote local models where the community owns the land and leases it to homeowners, reducing the cost of purchasing a home.
4. Zoning Reforms: Push for zoning changes within Knoxville to allow for more diverse and affordable housing developments.
5. Financial Education: Provide resources locally to help individuals better manage their finances and improve their credit scores.
6. Rent-to-Own Programs: Implement or support local programs where tenants can rent properties with the option to buy after a certain period.
7. Increased Housing Supply: Encourage the construction of more housing units in Knoxville to meet demand.
8. Public-Private Partnerships: Foster collaborations between the city and private developers to create affordable housing projects.
9. Inclusionary Zoning: Require a portion of new developments in Knoxville to include affordable housing units.
10. Tax Incentives: Offer local tax credits or abatements to developers who build affordable housing or to homeowners for property improvements.
11. Tiny Homes and ADUs: Promote the development of tiny homes and accessory dwelling units (ADUs) in Knoxville as affordable housing options.
12. Housing Cooperatives: Support cooperative housing models locally where residents collectively own and manage their housing.
13. Employer-Assisted Housing: Encourage local employers to provide housing assistance or benefits to their employees.
14. Energy Efficiency Programs: Implement local programs to improve the energy efficiency of homes, reducing utility costs and overall housing expenses.
15. Foreclosure Prevention Programs: Provide local assistance and counseling to homeowners at risk of foreclosure to help them retain their homes.
16. Land Banks: Establish land banks at the city level to acquire, manage, and repurpose vacant and foreclosed properties for affordable housing development.

Steps for Local Action:

• Petition for Ballot Initiatives: Registered voters can start petitions to get these issues on local ballots. This involves gathering a required number of signatures from the community.
• Engage with Local Officials: Attend city council meetings, contact local representatives, and advocate for these programs and reforms.
• Form or Join Advocacy Groups: Collaborate with local organizations focused on housing and community development to amplify your efforts.
• Raise Public Awareness: Use social media, local news, and community events to inform and mobilize residents around these initiatives.
• Vote: Encourage community members to vote for local leaders and initiatives that support affordable housing and related programs.

Example Petitions:

Petition for Comprehensive Affordable Housing Initiatives
To the Knoxville City Council:
We, the undersigned, request that the Knoxville City Council take comprehensive action to promote affordable housing through a combination of tax incentives, public-private partnerships, inclusionary zoning, expanded affordable housing programs, and the establishment of land banks.

1. Tax Incentives: Offer local tax credits or abatements to developers who build affordable housing or to homeowners for property improvements. These incentives will encourage the development and maintenance of affordable housing units, ensuring more options are available for low- and moderate-income families.
2. Public-Private Partnerships: Foster collaborations between the city and private developers to create affordable housing projects. By working together, the public and private sectors can pool resources, expertise, and funding to develop housing that meets the community's needs.
3. Inclusionary Zoning: Require a portion of new developments in Knoxville to include affordable housing units. Inclusionary zoning ensures that affordable housing is integrated into new developments, promoting economic diversity and increasing the availability of affordable homes.
4. Affordable Housing Programs: Support and expand local affordable housing programs to provide quality, affordable housing options for low- and moderate-income residents. Currently, many residents are struggling to find affordable housing, which impacts their quality of life and financial stability. By expanding these programs, we can ensure that more residents have access to safe, decent, and affordable housing.
5. Land Banks: Establish land banks at the city level to acquire, manage, and repurpose vacant and foreclosed properties for affordable housing development. Land banks can transform unused or abandoned properties into valuable assets for the community, providing opportunities for affordable housing development and revitalizing neighborhoods.

By implementing these strategies, Knoxville can create a more inclusive and sustainable housing market that supports the needs of all residents. This comprehensive approach will help address the current housing shortage and ensure long-term affordability in our community.
By signing this petition, we express our support for these initiatives and urge the Knoxville City Council to take immediate action to promote affordable housing through these measures.
Signature: _______________
Print Name: _______________
Address: _______________
Email: _______________
Down Payment Assistance
Petition for Down Payment Assistance Programs
To the Knoxville City Council:
We, the undersigned, urge the Knoxville City Council to advocate for and establish city or county programs that provide down payment assistance for first-time homebuyers. Many residents find it challenging to save enough for a down payment, which is a significant barrier to achieving homeownership. By providing down payment assistance, we can help more residents transition from renting to owning their homes, promoting long-term financial stability and investment in our community.
By signing this petition, we express our support for the creation and implementation of down payment assistance programs to help first-time homebuyers in Knoxville.
Signature: _______________
Print Name: _______________
Address: _______________
Email: _______________

State or Federal Level:

• Subsidized Housing Vouchers: Increase the availability and funding for housing vouchers that subsidize rent for low-income families.
• Mortgage Credit Certificates (MCC): Promote MCC programs that provide tax credits to first-time homebuyers at the state or federal level.

Combining these approaches with efforts to raise wages can create a more comprehensive solution to housing affordability issues.

How New Jersey Did It:

• Legislative Action: Passed in 2019, the law set a schedule for gradual increases to reach $15 by 2024.
• Annual Adjustments: Provisions for annual increases based on the Consumer Price Index (CPI).
• Broad Support: Significant political backing from the governor and legislature.
• Sector-Specific Plans: Different timelines and rates for small businesses, seasonal workers, and agricultural employees.
• Economic Advocacy: Studies and advocacy highlighted the benefits, helping to build public and political support.

Tennessee's Business Environment and Minimum Wage:

• Business-Friendly State: It's true Tennessee is known for being business-friendly, which can make raising the minimum wage challenging.
• Jobs Over $12/Hour: While many jobs may pay over $12 an hour, not all workers have access to these opportunities, especially those with limited skills or education.

Steps to Take:

• Educate and Advocate: Inform the community about the benefits of a higher minimum wage for both workers and the economy.
• Highlight Success Stories: Share examples from other states like New Jersey that have successfully raised their minimum wages without harming businesses.
• Promote Nonpartisan Support: Work with groups that focus on worker rights without political affiliations to gather broader support.

By focusing on education and nonpartisan advocacy, it's possible to create a more inclusive conversation around raising the minimum wage.

- May 16, 2024
Good:

• Solid execution and better-than-expected performance across all business segments.
• Strong operating margin of over 21% for equipment operations.
• Resilient earthmoving and road building markets.
• Proactive inventory management and underproduction of large tractors to align with retail demand.
• Positive price realization in North America and Europe.
• Strong demand and adoption of technology in Brazil.

Bad:

• Decline in net sales and revenues by 12% to $15.235 billion.
• Decline in net sales for the equipment operations by 15% to $13.61 billion.
• Decline in net sales for production and precision ag by 16%.
• Decline in net sales for small ag and turf by 23%.
• Softening in ag and turf markets globally, leading to more challenging market conditions.
• Decline in industry sales in the U.S., Canada, and Europe.
• Headwinds from rising global stocks, lower commodity prices, high interest rates, and weather volatility.
• Impact of used inventory levels and high interest rates on purchase decisions.

Ugly:

• Tragic flooding in Rio Grande de Sul, affecting employees, customers, and suppliers.
• Uncertainty and decline in farmer sentiment affecting ag equipment retail demand.
• Higher production costs and overheads offsetting favorable freight and material costs.
• Higher R&D and SA&G expenses impacting operating profit for construction and forestry segment.
• Softening in rental demand and declines in commercial real estate in construction and forestry markets.
• Overall decline in demand and underproduction leading to adjustments in production rates.

Earnings Breakdown:
Financial Metrics:

• Net sales and revenues down 12% to $15.235 billion.
• Net sales for the equipment operations down 15% to $13.61 billion.
• Net income attributable to Deere & Company was $2.37 billion or $8.53 per diluted share.
• Operating margin of 21.2% for the equipment operations.
• Operating profit of $1.65 billion for the production and precision ag segment.
• Operating profit of $571 million for the small ag and turf segment.
• Operating profit of $668 million for the construction and forestry segment.
• Worldwide financial services net income of $162 million.

Product Metrics:

• Net sales for production and precision ag down 16% to $6.581 billion.
• Net sales for small ag and turf down 23% to $3.185 billion.
• Net sales for construction and forestry down 7% to $3.844 billion.
• Underproduction of large tractor retail demand in North America in the back half of the year.
• Strong demand and adoption of technology, including Starlink connectivity solution and Precision Ag Essentials bundle in Brazil.
• Strong competition and price realization in North America and Europe.
• Positive order book for earthmoving equipment in construction and forestry segment.

Source: Decode Investing AI Assistant

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⚙️ PROMPT #7264: Big Data Insights for Business Growth
🔍 Prompt: As a business owner in the [Your Industry] sector, I’m seeking insights on how to leverage big data analytics to drive business growth. My company, [Your Company Name], currently gathers data through [Your Data Sources - e.g., online sales, customer feedback, social media analytics] but we are looking to deepen our understanding and use of this data. How can we apply big data analytics to:

1. Improve our customer experience and personalize our services?
2. Optimize our supply chain and increase operational efficiency?
3. Predict market trends and adjust our business strategy accordingly?
4. Enhance our product development with predictive analytics?
5. Identify new revenue streams based on data patterns?

Additionally, what are the key challenges we might face in implementing big data analytics, and what strategies can be employed to overcome them? Recommend top industry practices that [Your Company Name] should consider for a robust big data strategy that aligns with our business objectives in the [Your Industry] sector.
'copy and paste this prompt' 📋

You guys know what an alpine coaster is? They are like a small roller coaster you find in the mountains. They are also called summer toboggans or mountain coasters and I think there’s some long German compound word they are called in parts of Europe. They are like a roller coaster, but with much smaller one or two person sleds you just sit on instead of multi-person cars you ride in, and instead of being built with like a scaffolding or a framework the tracks are just on the ground, using the elevation of the mountain. Basically it’s a coaster track on the side of a mountain where you ride a sled down.
They are pretty fun. Or at least I used to think so. They are more “personal” than roller coasters and although you get nowhere near the speed on them that you do on a good traditional roller coaster and they can’t do corkscrews or loops or anything like that the openness and simplicity of the ride gives an impression of a much greater speed. You’re just sitting there with nothing but a little plastic sled and the track between you and the ground as it goes zooming by. It’s like the difference between how fast a go-cart feels compared to how fast a sports car feels. You know the sports car goes faster but the open, simpleness of a go-cart feels a different kind of fast. There’s plenty of POV Youtube videos if you want to get the basic idea of what they are.
I used to love alpine coasters. Used to.
My family used to go to Gatlinburg and Pigeon Forge and up and down the Smokey Mountains for vacations when I was a kid and they are common in that area and I’d always rode them every chance I got.
But as with so many things after I grew up and went to college they just became part of my childhood that slipped away. They aren’t exactly common once you get away from the mountains.
Until one cool spring afternoon in 2004. I was in my final year at college and I was driving back to campus in Tennessee after a short visit to my folks in North Carolina. It was only like a 4 or 5 hour drive via the most efficient route and I had no need to be back at campus early so instead of taking the freeway all the way I got off and took part of my trip through the mountains. The scenery was nicer and I admit I liked pushing my Camaro just a little faster than I should through the twisty mountain roads.
Just after lunchtime happened upon one of those little by-the-highway tourist towns deep somewhere in the Smoky Mountains near the Carolina/Tennessee border. Nothing fancy, a gas station/truck stop, a diner, a couple of places selling tourist merch nestled deep in the mountains. I pulled into the gas station. My tank was getting low and I needed to stretch my legs, maybe grab something to eat. It was still early and I only had another couple of hours. I could kill an hour or so and still make it back to campus at a decent hour.
I pulled into the gas station and was filling my tank when I happened to glance across the road and… well I’ll be damned. There it was. “The Blue Ridge Alpine Coaster.” Nestled on the side of the mountain was a building, a mockup of a red barn, where a single railed track that led up into the mountains, where it soon got lost in the greenery. Wooden hand painted standees of cartoon character bears dressed in stereotypical “Hillbilly” getup stood around, some of them holding signs showing the ride hours and ticket costs and other info. I had to admit, as silly as it was, it made me smile.I finished pumping my gas and, well, nostalgia is a helluva thing. I decided then and there I could waste a little time riding an Alpine Coaster again after all these years before getting back on the road.
I parked my car in a corner of the truck stop's parking lot, put my phone in the center console, this being the days before smart phones when people didn’t keep their phones with them 24/7 and I didn’t want my old Nokia brick phone to fall out during the ride, locked my car and walked across the mountain highway to the Alpine Coaster building.
Getting closer, the place was less inviting. The half hearted attempt at a whimsical faux-Americana kitsch was far less effective when it brushed up against the actual decaying, run down wooden building. Hell calling it a building was generous. It was a wood frame holding up a long roof that covered the area where you got on the sleds. The wood boards creaked under my footsteps.
The only real enclosed structure was a shack that held, what I assumed, was a ticket booth. A door on the side had both a single occupancy bathroom with an out of order sign on it. An old Pepsi machine buzzed and glowed next to it.
Still the place looked alive. Ahead of me a bored looking attendant was helping a mother and her young son into one of the sleds while in a bored monotone repeating the safety brief. A few people were waiting in line at the ticket booth. Up in the mountains the playful shouts of people on the ride echoed down. Fond memories of my own childhood rides flooded my mind.10 minutes and 15 dollars later I was settling into the hard plastic seat of a bright red sled sat atop a simple aluminum rail.
I couldn’t help but grin as the sled slowly climbed the track up the mountains, making click-clack ratcheting sounds that hit my nostalgia centers hard. I felt good. The air was cool and crisp and smelled of pine.Higher and higher in the mountains we went. I don’t know if this is my mind trying to make sense of it after the fact but when I remember these moments, the last good moments, I sometimes think I remember a very slight, very subtle pit of fear in my stomach. I honestly don’t know if I felt it at the time or not or it’s just how my mind tries to make sense of it looking back at.
But either way mostly I was enjoying myself. I smiled. I was a kid again. I could hear riders in front of me let out that initial yell of terrified glee you get at the first drop of any good ride.
It peaked. I glanced around. I could see for miles, rolling hills and mountains. I the sled tipped over and zoomed down the mountain and I let out the same happy yell I heard from the other passengers.The ride zoomed down the mountain, catching speed. The mountain forest floor zoomed past, only a few feet under me. Trees zoomed past. I gave out a happy whoop as the ride banked hard around a curve and then looped back under itself.Another dip, another curve. I closed my eyes, enjoying the feel of the G-forces pulling me every which way.
There was no one exact single moment where things started to go “wrong.” The ride kept going. And going. At this point the first creeping thought entered my head.
The ride… was still going.
It just started to hit me… this ride was going on for a really long time. I had taken a dozen rides on various coasters of this type before that day and they topped out at about 5 minutes or so, and that was the long ones. Longer than a traditional roller coaster but not that long. This one had been going on for what felt like 10, maybe even 15 minutes.
I looked back over my shoulder and could only see trees, moving too fast to really get a bearing on where I was at in relation to anything.
I wasn't exactly really worried yet. Okay so I had found a particularly long alpine coaster. At the time I wasn’t 100% wasn't sure they didn’t exist or anything like that. I was a little… unnerved but nothing was happening that was impossible. Yet.
I was trying to talk myself back into just enjoying the ride and stop overthinking it, and halfway succeeded, when out of nowhere I suddenly banked hard, the track jutting out almost over a sheer cliffside. I gripped the sled more tightly as I was whipped around. The ride then dipped hard and picked up speed, barreling down the side of the mountain.
I was pushed back against the seat by the force of the drop. Jesus I didn’t remember them being this rough. I was feeling slightly nauseous. And where had this elevation drop come from I wondered? I was still in the foothills and I didn’t remember seeing anything but gentle rolling hills and light drops from looking at the ride’s route earlier. How the ride had managed such a long, steep drop in this area I didn’t know. . For the first time I hoped that the ride would be over soon. I had no idea then how much I would want that same hope to be true so much more as time went on.
With a whiplash motion I was whipped forward and then back as the ride leveled out on flat ground again, but by this point I was going fast, too fast. My neck hurt from the mild whiplash and I felt sour in my throat and for a moment the contents of my stomach threatened to come back up. For the first, but hardly the last time the ride felt unsafe. Alpine Coasters are tame affairs, much slower and gentler than full on roller coasters but this thing was throwing me around like no thrill ride I had ever been on.
I looked around. I mean I wasn’t that deep into the woods. I should have been able to see a glimpse of something; the highway, the gas station, the tourist shops, the Alpine Coaster office, something, anything. But nothing. Just trees.
I forced back some panic for the first time. I closed my eyes and counted to ten. The ride zoomed along. I counted to 60. I counted to 60 again. And again. Okay this was getting uncomfortably harder and harder to explain.
Suddenly I noticed that up ahead the track seemed to just end, for one brief, terrible moment I thought the track just ended but I was wrong. Almost without warning the track dipped in an almost vertical drop. I almost screamed as I plummeted for 20, maybe 30 seconds before flattening out again.
By this point the voice in my head that was telling me something was wrong was louder and I could no longer tell myself it was wrong. This ride could not have been this long. I tried to make sense of it, wondering if somehow I had gotten diverted onto some kind of maintenance track or, hell for one brief irrational moment even entertaining the idea that I had wound up on an actual train track somehow. But that was absurd. The rail below me was not a train track, it was still just the simple, aluminum rail of an alpine coaster and there had been no diversions or junctions in the track. I was still on the ride, as insane as that was starting to feel. Had the ride somehow looped? Again after having the thought I immediately dismissed it as crazy. There’s no way I could have missed the ride building where I got on. And what kind of ride loops over and over?
The sled zoomed through the forest, oddly never seeming to lose speed despite the relatively flat grade of the track. I cursed myself for leaving my phone in the car and not wearing a watch. I don’t know exactly how long I had been on the ride at that point but it felt like I had been on the ride for a half hour, maybe more. But time is a funny thing when you’re in a situation you’ve never been in. Could have been more, could have been less, at that point.
My pride finally failed me. I started to scream for help. I screamed out that the ride was broken, to stop it, that I needed help. I did that for about ten minutes or so I think. The ride kept going. Mostly flat, level track with occasional mild dips and turns. But the simple length of the ride grew more and more unnerving and unexplainable.
I thought about just bailing out. But the ride, impossibly, was still not slowing down and chunks of mountain rock and thick tree trunks were all around me. Bailing out without risking smashing into a rock or a tree seemed impossible.
The ride kept going.
Up ahead the forest was clearing out some, I could see the forest brightening, more sunlight making it through the canopy.
I wasn’t prepared for what I saw.
The trees stopped and I had just enough time to take in a flat, open area of rock maybe 40, 50 yards at most before another sheer cliff. The tracks twisted and turned and then shot straight down. But that wasn’t the worst of it. For a moment, a very short moment, I had a clear view for miles and the landscape was, to be blunt, totally impossible. Any possibility that I had just stumbled on some incredibly long ride was blasted out of my head. Barren, volcanic looking rock stretched for miles. Jagged, black rocky outcroppings as far as the eye could see. I was in the goddamn Smoky Mountains. They don’t look like that.
I had a few moments for the terror of that view to settle in before the cart plunged into another horrifying drop. I gripped the handles of the cheap plastic sled until my knuckles turned white. The drop felt completely vertical, like I was falling at terminal velocity. I screamed. My stomach dropped and turned. I imagined the sled coming away from the track and me just plummeting screaming to my death on the rocks below. But somehow the ride still functioned. I closed my eyes tightly and just waited for whatever was going to happen. Eventually after several what felt like a full minute of steep plunging the track again leveled out, and I opened my eyes to see myself moving at breakneck speed over that black, rocky landscape.
Now that I was moving on a more or less flat horizontal track again I took a few deep breaths. I looked over the edge of the track. Nothing but that black, jagged rock, almost looking like obsidian, zooming past. I had no idea how fast the sled was moving now. Fast. Faster than a gravity powered sled should be moving. And the track was higher off the ground now. Alpine slides usually stick pretty close to the ground, but I was 20 feet or so in the air, the track suspended in the air, a simple metal tube tower like a power pylon every few yards.
Without any immediate threat and the sled moving fast but steadily and level I was able to think about my situation again, for all the good that did me. Ahead of me the track just continued to the horizon, nothing but the same rocky landscape as far as I could see. I craned my neck to look back over my shoulder and looked back behind me and it looked the same. Even the mountains were but distant specs on the horizon behind me.
This was insane. There’s not a giant seemingly endless field of black jagged rock in the goddamn Smoky Mountains. There’s no cliff faces tall and steep enough for a multi-minute vertical drop. And alpine coasters were small affairs, not major engineering projects that span miles with pylons and vertical tracks. It made no sense.
Sadly it wasn’t going to start making any more sense anytime soon.
The ride kept going.
I was on this rocky landscape for several hours. I feel comfortable saying this because I could actually notice the sun getting lower in the sky. And the sled wasn’t slowing down despite the grade of the track being flat. I was getting cramped from sitting and stretched my legs and twisted my back as best I could. Didn’t do much help. My eyes were starting to get irritated from the constant wind in them. Worst of all it was starting to get chilly. I only had on a light jacket, a windbreaker, just something to keep the breeze off me, no real insulation. I was cold, my joints were stiff, I was hungry and thirsty. My eyes watered and my throat was so dry it was sore.
But none of that was as bad as just how little sense this all made. There’s nothing like this place anywhere near the Smoky Mountains. This was like some volcanic rock landscape. The more I thought about it the less sense it made.
The ride kept going.
My mind didn’t even try to process this. Whatever I was experiencing simply couldn’t be possible. I was crazy. I was dreaming. The CIA had kidnapped me and dosed me with some new version of LSD and I was in a straightjacket in a padded room at Area 51.
The sled kept zooming along as the sky turned to dusk. Soon the bridge disappeared from my view and I continued on along the endless, rocky, featureless landscape.
I sat back against the sled, mentally and physically numb. I was exhausted. I was thirsty. I was cramping up. I was hungry. I had to pee. I held it for as long as I could, then had no choice but just wet myself. I cried until I had no more tears left. Then I just sat there.
The ride kept going.
By the time the sun dipped below the horizon my throat felt like sandpaper. I dug around in my jacket pockets hoping to find a stick of gum or piece of candy. Nothing. I checked again, having nothing else to do. Under a crumpled store receipt in the inner pocket of my jacket was a single old, forgotten cough drop. I unwrapped it from the paper and popped it in my mouth. Saliva flooded back into my mouth and I was overwhelmed by the methanol and medicine taste. It was something at least, although I knew it would be a brief and temporary fix at best.
I felt my eyes get heavy. It was getting colder. That mountain cold. That deep cold the mountains have even into the early spring when the sun goes down. That kind that just pulls the heat right out of you. I shivered. A terrible, horrible certainty came to me. I would ride until I passed out from exhaustion or the hypothermia set in. My body would tumble off the sled to fall and skip across the rocky ground like a stone skipping across a lake, my bones breaking as I tumbled until my body finally came to a stop. If I was lucky I would be killed and not have to lie for days, broken and bruised, on the ground until death took me.
The ride kept going. The ride kept going. The fucking ride kept going.
“Fuck you” I said to the ride, my voice a horse whisper. I pulled my jacket closer around me, for all the good it did. The cold wind was slowly but surely pulling my body heat away. My shivering got worse, crossing the line from a simple normal shiver into those deep, almost violent full body ones.. I wasn’t anything you could call an experienced outdoorsman, but I knew enough to know that wasn’t a good sign.
It was getting dark. There was a full moon at least so I wasn’t totally in the dark.
About then I noticed something. The landscape, what little I could see in the fading light, was changing. It was smoothing out, becoming less rocky and craggy. Up ahead an odd, shimmering light was starting to appear on the ground.
I was over it before I even realized what it was. The tracks were going over a smooth surface.
Water. It was a lake. The odd lights I had seen were the moon, reflected in ripples on the lake.
Within minutes I was out of the view of the land. After the nearly endless rocky landscape and everything else I had seen, it scared me how little I was shocked. I didn’t like how mentally numb I was getting. I leaned over. There was enough moonlight to see the water, 15 or 20 feet below the track. The pylons holding up the track went into the water, the light wasn’t good enough to even make a guess at how far they went down or how deep the water was.I leaned back in the sled. My eyes were red and bloodshot from the constant wind. I closed them. This was a mistake.I jerked awake. I don’t know if I dozed off for a split second or an hour. My weight had shifted and I caught myself as my center of gravity was in danger of sending me off the sled and into the water.
I screamed in anger. A deep primal scream. I hurt so bad. My joints felt like they were full of glass. My limbs were full of pins and needles. I glanced over at the water. For the first time on the very edges of my brain a tiny voice started to speak up, telling me that I could be all over if I just jumped. I shut the voice up, but it scared me still.
I sat there as the ride went on. It felt like hours. Eventually the lake ended in a rocky shore line. The damned ride. There was no safe place to bail out. If the ride slowed down, it was high in the air, if it moved toward the ground it sped up. Sharp rocks, big trees, nothing you could safely bail out into.
I kept having to force myself awake. I kept dozing off. Once I felt myself falling asleep and drove a vicious uppercut into my own nose to stave it off.
I seriously started to think about how much longer I could hang on. The voice came back again. This time I didn’t shut it up. I wasn’t admitting it to myself yet, but I was starting to think about the best way to land that would end it quickly if I needed to.
Something was ahead. The track seemed to dip into the ground. I was too tired, too beaten to even get scared. I was just resigned to whatever happened at this point.
With little warning the track took my sled into a tunnel in the ground. Everything went completely pitch black. After several moments even the dim moonlight was gone.
This was the worst part. The creepy forest, the immense rocky landscape, the eerie lake… those were bad. But this was just nothing. Nothing to look at, nothing to hear, nothing for reference or sense of where I was going. The walls of the tunnel felt like they were inches from me in every direction. The air felt thick, like there wasn’t enough oxygen.
With every moment I was in that tunnel I lost a little more hope. After a long, long time I made a decision. When I got out of this tunnel, I would jump. I didn’t care anymore. Hopefully there would be a spot where I could be certain the fall would instantly kill me. I was done. The ride had beaten me. I sat there, waiting for a chance to end this on my terms. That was all I had left.
Eventually up ahead, a tiny speck of light appeared. I gathered my strength, ready to end it. I sat up, getting my legs under me so I could jump as soon as we were clear. The sled burst out of the tunnel. The dim light of the full moon was enough to be momentarily blinding after the pitch black of the tunnel.. I gave my eyes a moment to adjust.
I was back in a normal looking Appalachian forest. Rolling hills, green trees. The air smelled of pine again. I heard an owl hoot off somewhere.
Slowly I lowered myself back into a setting position, in shock. At first I refused to believe it but the ride was slowing down. I held still, making sure my mind wasn’t playing tricks on me, but no, the cheap plastic sled that had been my world for what felt like an eternity was slowing down.
Up ahead, a structure was visible, peeking out from among the trees in the dim lighting as the sled moved down the track.
It was the Alpine Slide building. The crappy fake red barn where I had boarded this cursed ride so long ago. I blinked and rubbed my eyes, sure it was either my mind or the cursed ride playing tricks with me. But the building stayed there.
It grew closer and closer. The track leveled completely out. The sled slowed down more. Before I had the time to really come to terms with it I arrived back at the building.
The sled slowed to a stop, gently pumping against another sled parked on the track. I sat there for a few moments, gasping in great big gulping fear breaths, trying to assure myself the ride didn’t have one last trick of its sleeve.
I looked around. The place was empty, deserted. The overhead lights were still on and the old Pepsi machine still glowed and buzzed, but the ticket booth was dark and empty, a metal gate pulled down over the ticket window.
Suddenly it hit me that I was free and I practically leapt out of the sled and onto the platform. I immediately collapsed. My legs were jelly and my head was spinning. I tried to stand up again and doubled over, dry heaving. Have you ever been out on a boat for a day and have that weird reverse motion sickness when you’re back on solid land? It was like that times a hundred. My inner ear was literally pounding, all the motion had really done a number on it.
I laid there for a few moments and eventually forced myself to stand up on my two wobbling legs. I looked around, a horrible certainty creeping into my mind that there would be no exit, no way off the platform but to my relief an exit turnstyle, one of those full height ones, was set into the fence that surrounded the ride property.
I went through it and found myself back on the main road. The truckstop was still there, still open but far less busy. My car sat in the same corner of the parking lot I had left it.
I allowed myself one look back, just one quick one. The metal skeleton of the Alpine Slide track sat there, dark and quiet but otherwise normal.
I stumbled-ran back to my car, dug the keys out of my pocket, and collapsed inside. When the door shut I let out a primal scream, the tons of fear and confusion and anger all fusing into a single, raw emotion. I screamed again and again.
After a few moments I felt like I was emotionally at least back to a place where I could act, although I wasn’t sure yet what to do next. Not really knowing what to do I cranked the car. The A/C had been on low when I shut off the car and it came roaring back to life and cold air blowing on me almost sent me back into a full on panic attack. I fumbled with the climate controls until the air stopped blowing directly on me, then calmed down enough to turn the heat on, helping to get the chill out of my bones. There was a half full bottle of water in the center console cup holder and I grabbed it and chugged it. Nothing ever tasted as good before or sense as that few ounces of water.
That was when I noticed the clock on the radio head unit. It was 4:17 in the morning. It had been about one, one thirty or so in the afternoon when I got on the accursed ride.
Over 15 hours. I had been on the goddamn ride for over 15 hours. Over half a day.
I just sat there. Warming up. Calming down. I was exhausted. I was dehydrated. I can’t even describe how my head felt. I probably had at least a minor case of hypothermia. I thought about going into the gas station and asking for help but what would I even say, and more than anything I just wanted to get away from this place. And I just wanted to get away. I wanted to be nowhere near that damn ride.
I put the Camaro in gear and pulled into the street and in panic I immediately slammed on the brakes. I was lucky there was no traffic on the road at that moment. The feeling of accelerating to just normal surface street speeds made me sick to my stomach. I gathered myself and very slowly accelerated the car I usually treated with a very heavy foot up to 30 miles an hour. Every time I tried to accelerate at a pace faster than “Old Lady Going to Church, Uphill” I would have a panic attack. I was okay once I was up to speed, but accelerating freaked me out after being on that ride.
I drove about 30 minutes, putting some arbitrary amount of distance between myself and the coaster. Eventually I made it back to where the twisty mountain road met back up with a major road that would eventually meet back up with the highway. After a few more minutes of driving I saw the onramp for the highway. There was one of those big truckstop travel plazas and pulled in, parking right up at the door. I smelled like pee and I can only imagine how I looked, but I didn’t care.
I kept a couple of emergency 20s in the back of my wallet and spent it on the biggest bottle of water the store had, an overpriced bottle of eye drops, and a huge travel mug of coffee. The clerk looked at me as if he was expecting me to either drop dead or rob him the entire time.
Back in my car I downed the coffee. I put a few eye drops in each of my eyes and sat there as the caffeine took effect until I felt like I could make it back to my apartment. The sun was just coming up when I finally pulled out of the truck stop and got on the freeway. I slowly, very slowly, accelerated up to highway speed, put the Camaro in cruise control, and let the miles start to drift away. I turned on the radio, I needed to hear human voices. Every time my mind went back to what had just happened I turned the radio up louder, eventually drowning it out with painful levels of rock music. I wasn’t ready to think about it yet. Yes looking back I know I was just in denial. I finally made it back to the crappy little apartment I had off campus, a little two story walk up studio. I let myself in and collapsed on the cheap couch. I was asleep before I even had the time to decide whether or not to do anything else. I woke up later that afternoon. I took a shower and ate a meal and didn’t think about the ride. I washed the pee stained filthy clothes I had been wearing and didn’t think about the ride. I went back to class and didn’t think about the ride. Every time I thought about the ride I forced it out of my head. I’m sure this wasn’t the most mentally healthy thing to do but what can you say?
I didn’t forget about it, don’t be silly. This isn’t the kind of thing you forget. One day while looking up something else in the university’s library my curiosity got the better of me and I looked up the Alpine Slide. No website but a few Google Map and Yelp mentions. None of them mentioned anything weird, certainly nothing even remotely like what I experienced. Near as I can tell it closed sometimes in the winter of 2012.
Life went on. I mean, that’s what it does. The next day was a little better. And the day after that a little better. And the day after that a little better still. I met a nice girl. Graduated. Got married. Got a nice house in the suburbs. Got a dog. Had a daughter. Spent a lot of time happy and not thinking about being trapped on an endless alpine coaster.And that was my life for many, many years after that.
Until a few weeks back when as a very different person I found myself driving a boring and safe mid sized family SUV through those same mountains. My wife Carol, 5 months pregnant, sat in the passenger seat, our 6 year old daughter Emily in a booster seat in the back, and Max our mixed breed mutt next to her. It had been a nice pleasant trip, driving back from visiting her folks.
I hadn’t thought about that fucking ride in so long I barely registered that I was in the same general area until it was too late. Suddenly I realized that little mountain tourist trap town was only a few minutes down the road. I swallowed hard and gripped the steering wheel hard. Carol was looking out the window at the scenery and Emily was deep into some kid’s Youtube video on an iPad. I forced myself to keep my breath steady as we rounded the corner.The town was still there, sorta. Time had not been kind to it. The gas station was still there, at some point it had been bought out by Shell. The tourist trap shops were still there. One of them was now a vape shop. The diner was closed, the building looking like it sat unused for a long time.
But of course that’s not what I cared about. A looked over at the site where the Alpine Coaster once stood. It was gone. The kitschy fake barn was gone. The site was just a bare concrete slab with a chainlink fence around it. Faded “no trespassing” and “for sale” signs hung off the fence. A pile of old, decaying lumber that might have once long ago been part of the structure covered part of the old lot. No sign of the track remained outside of some old concrete support posts dotting the side of the mountain.
I exhaled out a breath I hadn’t even realized I had been holding in. Soon the little town disappeared in my rear view mirror.
About a half hour later we stopped for gas. I pulled up to a gas pump across from a massive motorhome. Max stuck his head out the window and started barking at a little white dog, a toy breed of some kind, in the window of the motorhome. Carol and Emily immediately headed into the store to restock on snacks while I fueled up.
I stood there, a half smile on my lips as Max barked and wagged his tail in an attempt to attract the attention of the other dog while I filled up the tank, said dog doing an admirable job of ignoring him.
Right about the time I finished fueling up and cleaning the bugs off the windshield Carol returned from inside the store, Emily in tow, arms filled with two full sized bags of Salt and Vinegar Potato Chips and what looked to be a half dozen individually wrapped pickles.
I raised an eyebrow at the collection of food but knew better than to question a pregnant woman's snack choices.
“Should we take Max for a quick walk?” Carol asked. The travel plaza had a nice little gated dog walking area off to the side.
“Yeah probably not a bad idea, he’s been cooped up in the car for a few hours.” I said. Max, upon hearing his name and the word “walk” , forgot about the other dog and upgraded from wagging his tail to wagging his entire body while making whining sounds and staring right at me.
About this time I became half aware that the big motor home next to us was pulling away. I didn’t think much of it, outside of doing a quick automatic mental check to make sure Emily was well clear of the moving vehicle, but she was safely between me and our SUV, well out of the way.
But that was when Emily looked behind me and cheerfully yelled “Daddy look a roller coaster! Can I ride the coaster?”
It’s cliche as fuck I know but my blood went cold.
I turned around slowly, certain in my knowledge that terrible old decrepit Alpine Coaster would be there, having just popped into existence to trap me again.
That.. is not what I saw. Sure enough there was a coaster there, one I hadn’t noticed earlier because it had mostly been blocked by the motor home, but there it was. It was even an Alpine Coaster.
But it was not the same coaster I had encountered those years ago. That was immediately obvious. It was a small but modern and newish looking setup with neon lights and a bunch of people. There was an actual building where you bought tickets and a little snack stand.
“Daddy! Can we go on the coaster!” Emily asked again.
My mouth made motions but no words came out. I glanced over at Carol, hoping she’d say we didn’t have time but to my horror she smiled and said “You know what? That does sound like fun. Daddy will take you while I take Max for a walk.”
My mind raced, trying to think of a way to get out of it. But Emily was already dragging me across the parking lot to the entrance.
I patted my pocket, making sure my phone was in it. Every fiber of my being was screaming to run away. I slept walked through the line and the ticket booth while Emily bounced happily.
We got into a two seat plastic sled. This one was actually a lot nicer than the one my mind wouldn’t stop thinking about. It had two nice cushioned seats, big grab handles, even a nice rollbar.
The sled started up the track. I fought back the panic. I swerved my head around, keeping the building in my view. I was terrified of losing sight of it. We made it to the top and Emily did a happy squeal as we started down the side of the mountain.
My heart raced. Any second, any second my mind told me we’d lose sight of the building and then the ride would never end. The ride sped down the mountain. My mind tortured me with thoughts of not only going through it again, but seeing Emily go through it. The ride went around a big, banking turn. Emily kept shouting happily. How long before Carol reported us missing I wondered? Could I keep Emily calm? What if it lasted even longer this time? What if this time it never ended?
And then we were back at the start of the ride. The same attendant who had helped us into the sled was helping Emily out. I stepped out. The attendant gave me a brief look but said nothing. I guess I looked a little wild eyed.
I was fine. Emily was fine. It had been a perfectly normal, fun ride.
“That was fun Daddy! Thank you!” Emily said. I forced a smile back. “It was fun.” I responded, hoping like I sounded like I meant it.
I took Emily’s hand and we walked back to the car. Max saw us coming and barked happily. Carol looked up from the pint of Ben and Jerry’s she had somehow acquired and added to her snack collection while we were gone and smiled at us.
“Did you have fun?” she asked.
“It was so fun Mommy!” Emily said.
Carol smiled down at her, but then looked at me and frowned. “Are you okay?” Carol could read my face a lot better than the attendant could. “You’re pale.”
I smiled and this time the smile felt real. “Ya know what. Yeah, I think I am okay.”
Carol looked a little puzzled, but didn’t press it. We loaded Emily back in her booster seat, stopped Max from trying desperately to eat half a discarded gas station hot dog off the ground and got him back in the car. Carol and her small collection of snack food took her place in the passenger seat and I got in the driver's seat.I smiled. I cranked the car. I put it in gear. I pulled out of the gas station and back on the road, this time accelerating just a little faster than I had in years.

Welcome to /Charity!

Got a charitable cause you'd like to share! This is the place!

Requirements

For 501c(3) non-profits (US) or a Non-Governmental Organization (aka NGO outside the US)

• For a registered 501c(3) or other certified charity (such as NGO's in other non-US countries), the charity must be listed in a governmental web site for verification.
• A fundraiser that is being handled directly by that charity, such as the American Heart Association's Heartwalk or JDRF's charity walk, where you supply a link on their site for your team/yourself.
• A crowdfunding site that shows it is directly benefiting a certified charity.

Please modmail us so that we can flair your post as a registered certified non-profit!

For Everyone Else

You must have both

• Account age of 30 days or older AND
• Comment karma of 250 or greater.

NOTE: We are specifically looking for COMMENT karma. The karma value you are probably looking at is a COMBINED value, consisting of both Link/Post karma plus Comment karma.

To view your karma breakdown:

• Mouse-hover over your username on desktop. This works for both the old and redesigned web site.
• On the official Reddit app for iOS, view your profile, then tap the karma value shown.
• On the official Reddit app for Android, you can't. Complain on /redditmobile.
• On the unofficial Reddit App for Android, RIF (Formerly known as Reddit is Fun), your breakdown is listed on your profile screen.

The following circumventions will result in a ban:

• Using a karma farming subreddit, such as Karma4You, or asking focomplaining about karma in a general sub.
• Unsolicited private messaging to push your campaign.
• Posting your campaign on someone else's post.

Comment Karma is directly correlated to how many comments you leave plus/minus any points as people upvote a popular comment or downvote an unpopular comment.

Credibility, Community, and You

AKA, Why Do We Have Account Requirements for Individuals?
In an effort to make your crowdfunding efforts more successful here on Reddit, some background first:
In many of the gifting and fundraising subs, you'll notice that without a certain amount "karma" and an account that's old enough, you'll garner down votes or worse, your posts and comments get automatically removed.
Why?
To many Redditors, this place is a community built on activity. The "coin" of the land here is your account, and how much you've contributed to the Reddit community at large reflected in post and comment karma.
As a general rule, Redditors dislike the creation of accounts specifically to fund raise or to make requests. It makes it seem like these people simply treat Reddit as some sort of magical internet wallet, and that doesn't win many friends.
The other reason why new accounts are so disliked is that they're often alternate accounts of established users, in order to hide their activity from people they know. While we do sympathize with those of you who have valid reasons, this privilege is often abused by those who create disposable accounts to scam people for a quick buck.
This trust issue doesn't exist in the same way with certified non-profit groups, as you can look them up online for verification, and at least in the case of 501c(3)s, their spending is transparent due to their required tax filings which are public information.
So if you're new to Reddit, welcome! Spend some time and look around for something that catches your interest and chat it up with others and become part of the community!
However if you're here for the sole reason of making requests in a hurry, please be aware your pleas for help will likely be ignored.
REMEMBER, CREDIBILITY AND COMMUNITY IS EVERYTHING!
For this reason, the mods will not post anything on behalf of any user that does not meet account requirements.

Rules

1. Posts must be more than just a link to your campaign. Be descriptive! Show evidence . This includes:
   1. If this is for your pet, photos of your pet in question, with your username on a handwritten note in the picture.
   2. School documentation showing enrollment if you are asking for assistance for school.
   3. Redacted bills showing your situation.
   4. Or other relevant documentation that can help establish credibility.
   5. At minimum, please attach an unobstructed selfie photo of yourself(the submitter) with a handwritten note of your username.
   6. Low effort posts that simply say to the effect of, "everything is listed in the GoFundMe" will be removed.
2. Please Flair your posts, once created. If you don't know how, just let the mods know and we'll do it for you.
3. Only 1 campaign per user. We want you have some personal connection to the campaign, and not submit multiples simply because they were in the news.
4. Reposts are allowed once a week. If a repost comes up too early, the newest one(s) will be removed.
5. Acceptable transfer methods for individuals are for crowdfunding sites only, such as GoFundme, YouCaring, etc. Individuals should avoid using Paypal, crypto, or direct banking aps (like Chase). 501c(3) and NGOs may use whatever method they wish.
6. Don't PM people to make requests. If you receive an unsolicited private message, please let us know!
7. Do not post politically-related campaigns. They're just too divisive.
8. Trolling will not be tolerated and offending users will be banned.
9. Don't bug the mods for an exception to the account requirements. None will be given. If you attempt to circumvent the requirement by karma farming or by commenting on someone else's post, your account will be banned.
10. No posting for other Redditors. No Alts. This is viewed as a circumvention of requirements and both accounts will be banned.
11. Selling is only allowed by 1st parties directly. We do not allow selling by 3rd parties to benefit another organization, as there's no transparency to verify that the announced percentage of sales actually goes to the beneficiary. Only direct sales by the non-profit organization are allowed.

Supporting Information Requested for Non-501c(3) and Non-NGO campaigns.

We aren't the government. We aren't a court of law. We definitely don't want you to give out information that could lead to identity theft. However, some campaigns are more successful when they have additional documentation.
This includes:

• Pet related requests: Photos of your pet in question, with your username on a handwritten note in the picture. This helps show you actually own the pet in question.
• Education related requests: Documentation showing enrollment or acceptance if you are asking for assistance for school.
• Redacted bills showing your situation. In some cases, a donor may prefer to pay a creditor directly on your behalf, so be prepared and find out if that is available to you.
• If you are sharing a campaign for a registered certified non-profit organization (such as a 501c3 or NGO), you should say so in the post, and it should list that status on the campaign page/web site.
• Or other relevant documentation that can help establish credibility.

Low effort posts that simply say to the effect of, "everything is listed in the GoFundMe" (or less!) will be removed.

How to Include a Photo or Other Supporting Info Document In Your Post

Because Reddit wasn't initially designed to handle photos when it was created, it has limitations in the implementation of photo support which don't work well for us. So instead we suggest the following:

1. Upload your photo to Imgur.com or other photo hosting site.
2. Copy the URL for the photo.
3. Create a new post or Edit your existing one to include the URL to the photo.

Please make sure to include this, as it is the primary reason why posts that are otherwise fine get removed.

Advice On Making Your Campaign Go Further

Not all crowdfunding campaigns are the same, but here are some suggestions.

• Make sure your campaign has been shared among your Facebook friends! You might think it's embarrassing, however your friends and family are more likely to care than internet strangers.
• Show that you've exhausted all the other possibilities. A lot of potential donors don't like to give money when it seems like the requester's first and only solution is to simply throw someone else's money at the problem. Nobody is going to take your word when you literally only say, "but I've done everything!", when the actual reality is probably closer to "I've done everything I can think of", which arguably is NOT everything.
• Show that there's a plan to use the money wisely. Often people have campaigns for their business ideas, but it doesn't really seem like they thought it all the way through. Tell people what steps you've taken so far, and what you're going to do next.
• Be open to critics. If there's something that people ask about, you should not be dismissive. Provide more detail. There's a possibility that they know something you don't, or they have something different about their own experience that might be useful to you. If you simply brush off your critics, it shows objectively that you're not doing everything possible.
• Review your own campaign with the mindset of a potential donor. Ask yourself, "Would I give money to this?" Or get a friend to review it for you.

Questions?

Please don't hesitate to ask the mods!
... Unless you're trying to ask for an exception to the account requirements.

Hi
I have been running google ads for 4-5 years and I had great results with google search ads until recently when I have implemented consent mode v2 after I received email from google. It has been implemented from 6th May and my revenue dropped significantly. Clicks, ctr and other metrics are kind of the same but I keep getting fewer sales/conversions. Its about 40-50% less sales.
The changes that has been made:
-New conversion action - it includes new tag in google tag manager and I turned on enhanced conversions - this new tag runs completely via google tag manager and also counts different values of conversions (like 20 Eur order or 30 Eur order etc )
-Old conversion action was "terminated" and marked as "secondary". There was years of conversions history and it ran the simplest way possible - I just pasted the script on "thank you page" so every time somebody ordered the product it has counted the conversion. It counted only one fixed price as a conversion even if somebody ordered more expensive or cheaper product
-Installed consent mode via cookieyes, pop up not banner and there is 90% "allow all cookies "success rate
Is there chance of recovery or how long it takes to function "properly"? I want to have conversion rate like I am used to have but recently I feel really demotivated because of blowing money to google ads with lame returns. Also I dont use remarketing. I do pure search ads.

In most cases when sales of a product have plateaued, market saturation is often used. That suggests there is more supply than demand for a given product. Western marketplaces are bursting with work options and ways to make money. Today’s young people must act smart and move quick to locate new employment opportunities.In most cases when sales of a product have plateaued, market saturation is often used. That suggests there is more supply than demand for a given product. Western marketplaces are bursting with work options and ways to make money. Today’s young people must act smart and move quick to locate new employment opportunities.

Suppose one wants to be successful in this field, they should focus on expanding markets, developing innovative technology, and uncovering undiscovered company prospects in highly profitable niche industries, among other things (Agarwal et al, 6). Businesses in crowded markets may cut the price of their products to gain a larger market share. As a result, businesses are always undercutting each other to attract new customers. Cost-cutting is a common strategy for firms when profits are stagnant (Simonazzi et al., 17). Unnecessary or avoidable cost savings are welcome, but they don’t address the underlying issue.

Where do I pay my taxes if I am a digital nomad?

According to the recent reports, westerners already pay too many taxes in a number of business entities. Due to the high cost of living in their new home nation, one out of every five American ex-pats is contemplating renunciation of their citizenship. Senators are concerned about how to pay for the deficit, and Senate rules prohibit raising long-term deficits through reconciliation bills. Consequently, more money will be available to Congress if the budget reconciliation plan generates more revenue. The United States will not make significant investments unless Congress makes significant adjustments to the tax structure (Michel et al., 89). Increased budget deficits could slow the long-term growth of the economy. In addition private investment or borrowing from other countries is used to pay for government borrowing when the economy is close to capacity (Chen et al.440). When a person is experiencing difficulties, it might harm their future well-being. To put it another way, the long-term impacts of tax policy are influenced by its incentives and its budgetary implications.
Digital nomads have historically been seen as a threat in some places, but several countries around the world are now actively seeking to attract this growing digital population through new remote work visas.
All this converges into a superstorm, and more and more people will opt for digital nomad opportunities. While tax regulations can vary significantly depending on where you are in the world, general guidelines may be helpful to for those seeking information on paying taxes as a digital nomad. Naturally, tax filing is done with the country of tax residence as determined by the place of a principal residence. Digital nomads, however, may encounter a variety of additional layers of tax residence due to their physical presence in other countries during a tax year. In addition, state/province/territory and local taxes may also apply.

Cancel culture and family safety issues

The cancellation culture has a lot to do with social media and if it hadn’t been for social media, pop culture would not have gotten the attention it has in the previous decade. In most case the cultures are frequently canceled by unfollowing, blocking, and publicly criticizing an organization or individual on social media. Due to their large social media followings, celebrity cancellations often garner much media attention. As a result of using social media to communicate with celebrities, many teenagers desire to emulate their peers. Most adolescent cancel culture is carried out online, primarily via comments and unfollows (Yar et al., 80). This can happen in the real world, such as at school or in extracurricular activities. They are often rejected, mocked, and disregarded by their peers, who have had their activities canceled. Most Western workers are experiencing job instability due to the growth of a “cancel culture” in the workplace (Dąbrowska-Kłosińska, 30). This can be a terrific method for teenagers to learn and grow, as their peers may call them out for using insulting words or acting inappropriately.

Investment analysis and forecasting as part of the individual development strategy

To produce an accurate financial projection, one must consider both general macroeconomic trends and your organization’s specific circumstances. Predicting how much money a company will generate and spend in the future is known as financial forecasting. A full estimate contains both short-term and long-term revenue estimates and costs that aren’t anticipated at the time of the estimate (Poorter et al.120). People who know how to create models are critical to financial forecasting firms that do a good job. Some people have extensive knowledge of the organization, its sectors, and the communities it serves to support them along the way. Similarly, data collection and analysis are critical to the financial forecasting process and the use of the software.

Scenario planning and personal life choices

Global events like COVID 19, inflation, or food crisis can impact our life choices a lot. To avoid reacting to events, we need to think about what might happen in the future. Scenario planning helps us do this. Scenario planning allows business leaders to consider what might happen, reflect on past actions, and devise strategies for positive and poor outcomes. Scenario planning is more than just a means to think about the future when it comes to financial planning. It can assist one in determining how much money you’ll make, how much money you’ll have, and how to manage hazards. Early warning indications of difficulties can be spotted by leaders who make their organizations aware of potential issues (MacKenzie et al.900). One can use scenario planning papers to quickly run through numerous scenarios and figure out the best course of action in the event of a crisis. Making a strategy in the event of an emergency is essential. Having a strategy in place is critical in the event of a product going viral and seeing a threefold increase in demand in a single day.

Building the right skills for the jobs of the future

To be eligible for future employment, one must possess the abilities that will be most in demand. Coding has taken off swiftly as one of the most sought-after skills. Almost any industry can benefit from the versatility and scalability of computer languages. People believe that coding is so prevalent in the workplace that it will soon become an essential skill for everyone. Learning to code is a difficult task. Learning how to code and the language you choose impacts how long it takes to do so (Moldoveanu et al.40). Before you begin learning how to code, look at several computer languages and determine which ones are relevant to your industry. Many people begin by studying HTML or JavaScript when learning a new language. After you’ve mastered the fundamentals, you can move to more popular and widely used languages like Python. It is possible to store and manage corporate data in the cloud while allowing employees to work from home.

Riding on global trends of tomorrow

By adopting an agile culture, knowing how to cope with ambiguity, pushing outside our comfort zones, and quickly adjusting to new trends, among other things, we achieve success. We all agree that the weather has gotten more erratic in the last few decades. Crop failure, sea-level rise, and water scarcity are exacerbated by global warming. Malaria and dengue fever epidemics are also on the rise due to the influx of people from developing countries. According to the Kyoto Protocol, 175 countries have agreed to begin the long process of reducing greenhouse gas emissions by signing it (Penalva et al., 340). According to business leaders worldwide, firms have a larger role in society and should do more than merely follow the law to reduce pollution. According to a McKinsey survey, this is the case. The “triple bottom line” refers to a company’s efforts to benefit its shareholders and its workers and the environment. Increasing numbers of businesses are waking up to the need to lower their carbon footprints, produce ecologically friendly products, and operate their operations for more than just quarterly profits.

References

Agarwal, Khushboo, and Veeraruna Kavitha. “Saturated total-population dependent branching process and viral markets.” arXiv preprint arXiv: 2203.16239 (2022).
Chen, Novia X., and Terry Shevlin. ““US worldwide taxation and domestic mergers and acquisitions” a discussion✰.” Journal of Accounting and Economics 66.2-3 (2018): 439-447.
Dąbrowska-Kłosińska, Patrycja. “The Protection of Human Rights in Pandemics—Reflections on the Past, Present, and Future.” German Law Journal 22.6 (2021): 28-38.
MacKenzie, Meredith A., et al. “Respecting choices and related models of advance care planning: a systematic review of published evidence.” American Journal of Hospice and Palliative Medicine® 35.6 (2018): 897-907.
Michel, Adam N. “When It Comes to Taxation, Borders Matter—Europe and the US Should Act Accordingly.” Heritage Foundation Issue Brief 4855 (2018).
Moldoveanu, Mihnea, and Das Narayandas. “The future of leadership development.” Harvard business review 97.2 (2019): 40-48.
Penalva, Jose. “Innovation, personalised education and Little Red Riding Hood.” International Journal of Lifelong Education 39.4 (2020): 339-355.
Poorter, Lourens, et al. “Can traits predict individual growth performance? A test in a hyperdiverse tropical forest.” New Phytologist 219.1 (2018): 109-121.
Simonazzi, Annamaria, Jorge Carreto Sanginés, and Margherita Russo. “The Future of the Automotive Industry: Dangerous Challenges or New Life for a Saturated Market?” Institute for New Economic Thinking Working Paper Series 141 (2020).
Yar, Sanam, and Jonah Engel Bromwich. “Tales From the teenage cancel culture.” The New York Times (2019).
Authors

Paul Lalovich

Organizational Effectiveness and Strategy Execution Practice

Tesha Teshanovich

Organizational Effectiveness and Strategy Execution Practice

Innovation is the lifeblood of business growth and development. Without it, your organization will fall behind its competition and eventually die out. However, innovation is expensive, and many small and medium-sized organizations can’t afford to innovate unless they get financial help from external sources.

Investments in bio-engineering can be risky, as many startups and early-stage companies may face regulatory hurdles, intellectual property challenges, or other barriers to success. However, for investors with a long-term outlook and a strong appetite for innovation, bio-engineering can offer significant opportunities for growth and returns.
Venture capital is one of the most common sources of financing for organizations that want to invest in innovation. Venture capital is a type of dedicated financial help that funds businesses to make a capital gain until publicizing them or even selling them outright. A distinguishing feature of venture capital involves screening, monitoring, and advising on a portfolio of its businesses. These non-financial services enable venture capitalists to choose businesses with high growth potential and make them succeed. The three distinctive features discussed before add to the venture capital’s edge over other types of financing that are not as dedicated (Sorensen, 2007).
Venture capitalists normally select companies that they can exit fast enough. This means that they select innovative organizations whose ROI is expectedly high. Therefore, such organizations are those that use knowledge to generate innovative capabilities to create profit in the short term.
Innovation is a process of continuous improvement and growth. It leads to the creation of new value or business ideas, which in turn contributes to the growth of any organization. The ability to innovate helps in increasing the revenue and profit margins of an organization by making it competitive in its industry.
Venture capitalists are interested in investing in innovative startups because they believe this will help them achieve their financial goals faster compared to the companies that do not invest in innovation. Venture capitalists want their investment to grow fast so they can exit quickly after making their money back at a higher rate than what they invested initially into it.
In the age of the knowledge economy, innovation is a main source of competitiveness (Daghfous, 2004). Based on what is known as the knowledge-based vision, the performance of the organization lies in its capacity to create, blend, recombine, and make use of knowledge (Grant, 1996). Therefore unstated, knowledge is indispensable to the capacity of an organization to innovate and favorably compete with others, causing it to be a strategic resource (Ibarra-Cisneros et al., 2021). The knowledge inside a firm is normally formed internally or by the outward acquisition of information and know-how. Accordingly, the knowledge absorptive capacity (AC) of a firm is vital for the creation of value inside a firm (Xie et al., 2018).
According to Davenport and Prusak (1998), knowledge cannot be completely dispersed without the backing of absorptive capacity. At the same time, the transfer of knowledge within a firm will come up as a main hindrance without the backing of absorptive capacity, inserting value on the significance of absorptive capacity within firms (Wuryaningrat, 2013).
Absorptive capacity has been described as the capacity of an organization to acknowledge the value of fresh outward information, integrate it, and implement it for business goals. Besides, it has become amongst the most dominant research scopes in business management. Huang et al. (2015) also note that absorptive capacity refers to a group of organizational practices that need to recognize and use knowledge, stressing the significance of absorptive capacity in the process of managing knowledge.
Most studies back the idea of absorptive capacity directly or indirectly prompting innovation and organizational financial outcomes (Tseng et al., 2011). The procedures of absorption of outward knowledge have grown into key aspects for innovation in organizations, making them to better adjust to transformations within the competitive atmosphere. Because of this, there are still many opportunities for research within the scopes of relational learning, absorptive capacity, as well as the attainment of a competitive edge (Tseng et al., 2011).
According to Xie et al. (2018), two vital gaps restrict deep hypothetical and empirical progresses in the management of absorptive capacity. Foremost, some programs of research have considered diverse proportions of absorptive capacity, while this dimensional separation of the construct and its function is not clear, conceptually and practically. Nonetheless, some studies have concentrated on the relationship between the diverse measures of absorptive capability and the innovation performance of a firm (Yaseen, 2020). Absorptive capacity is a tacit and intricate concept, making it challenging to measure. Learning the connection between venture financing and absorptive capacity can hence enhance our comprehension concerning how the source of financing impacts the innovation tactic of entrepreneurial organizations.

Absorptive Capacity and Innovation

Companies are working within a very competitive setting and need great measures of knowledge, which has turned into one of their most vital resources (Lian and Wu, 2010). To compete favorably, organizations cannot depend only on their external knowledge web but must progress their absorptive capacities to dynamically source new knowledge (Sancho-Zamora et al., 2021). This imposes methods that enable learning, allowing them to disperse and use the knowledge that will offer them fresh organizational innovations. Furthermore, the merging of this acquired knowledge is decided by an organization’s absorptive capacity. Hence, firms are required to possess and create, internal absorptive capacity to enhance innovation performance. This is vital since this form of capacity can impact the efficiency of innovation actions.
The first parties to describe absorptive capacity as the ability of an organization to assess fresh knowledge from outside, integrate it, and use it for commercial reasons were Cohen and Levingthal in 1990 (Wuryaningrat, 2013). A firm can obtain and efficiently utilize external and internal knowledge that will impact its innovation. This style looks at absorptive capacity as an outcome of not just research and development activities but similarly the variety or depth of the knowledge base of an organization, its former learning encounter, a mutual language, the presence of cross-functional points, and the mental frameworks, as well as problem-solving capability of the members in an organization (Camison and Fores, 2010). In this manner, absorptive capacity is vital for organizations to utilize outward knowledge and hence trigger inner innovation (Dutse, 2013).
Knowledge has become the most vital resource for organizations; outward knowledge concerning markets and technologies is thought to be key for generating inner knowledge in research and development units. Using absorptive capacity, organizations can change outward knowledge into innovative capabilities. Originally, absorptive capacity begins with gaining knowledge from the environment and it culminates by getting the best out of it (Saebi and Foss, 2015). This dynamic ability enables organizations to be in a better place to grow any form of innovation. Organizational learning theory recommends that an organization’s innovation actions are an outcome of its knowledge base.
Earlier research discovered that organizations having a greater absorptive capacity were more predisposed to undertake product, process, organizational, or even marketing innovations. In the same way, Calero-Medina and Noyons (2008) mapped programs of research connected to absorptive capacity and its connection to diverse domains, identifying substantial relations between absorptive capacity and innovation within the organization.
More current work, like the one by Chen and Chang (2012) discovered that the more the level of absorptive capacity of the organization, the more the level of innovativeness within the organization. They also discovered within their systematized literature review that most prevailing research concerning innovation literature accentuates the capacity to use outward knowledge. Moreover, this relation with fresh external knowledge enhances the absorptive capacity.
According to a research program undertaken by Liao et al (2007), empirical proof was given that innovation stems from the necessity for sharing knowledge, instigated by its absorptive capacity. When absorptive capacity progresses, it becomes very simple for anyone to form a noteworthy innovation grounded on acquired knowledge. Indarti (2010) similarly notes that absorptive capacity can be observed as a procedure by which a certain entity establishes innovative business goals (Wuryaningrat, 2013).
Notwithstanding the proof connecting absorptive capacity to innovation, this notion has developed in due course. The most comprehensive reconceptualization was suggested by Indarti (2010). They connected the idea to a set of company-wide routines and strategic procedures by which organizations acquire, change, and utilize knowledge to establish an active organizational capacity.

Dimensions of Innovation Capacity

Innovation is a vital element of the research enterprise, is very developed, and exists in all business procedures (Alshanty and Emeagwali, 2019). Nonetheless, the function of innovations, a main driver concerning a venture’s performance, has transformed in the latest years because of globalization and improved foreign competition (Pustorvrh et al., 2017). As a result, we comprehend innovation as the capacity of a firm to use knowledge and create novel products, services, and processes. Nonetheless, innovation typically encompasses some level of risk, which explains why outcomes are not always satisfying.
Various studies have demonstrated that innovativeness allows organizations to attain results, for instance, enhancement of the organization’s performance; growing exports; making a competitive edge; and or adding to the growth of the business. Generally, innovation assists organizations to react to competitive difficulties in globalized settings.
Innovativeness is an intricate capacity through which fresh knowledge and ideas are constantly used to attain excellent business performance using the integration of new offertories, product innovation, and the development of new processes for creating and distributing those novel offerings, and process innovation. These improve or sustain their efficiency and competitiveness. Process innovation concentrates on enhancing the efficiency and inner operations of an organization’s procedures to produce, bring together, or deliver the product. In this manner, another process can lessen the expenses or bring about extra production ability for an organization. Product innovation, conversely, is where an organization can present improved, distinguished, or even new products to the market to satisfy the needs of the consumers. Product innovation concentrates on the market and depends on robust abilities like quality, efficiency, speed, and flexibility, whereas process innovation has its place within the space of technical innovation. Both forms of innovation are closely connected and make up intricate procedures that normally encompass all functional sections of the organization.

References

Alshanty, A. M., and Emeagwali, O. L. (2019). Market-sensing capability, knowledge creation and innovation: the moderating role of entrepreneurial-orientation. J. Innov. Knowl. 4, 171–178. doi: 10.1016/j.jik.2019.02.002
Calero-Medina, C., and Noyons, E. C. (2008). Combining mapping and citation network analysis for a better understanding of the scientific development: the case of the absorptive capacity field. J. Informetr. 2, 272–279. doi: 10.1016/j.joi.2008.09.005
Camisón, C., and Forés, B. (2010). Knowledge absorptive capacity: new insights for its conceptualization and measurement. J. Bus. Res. 63, 707–715. doi: 10.1016/j.jbusres.2009.04.022
Chen, S. T., and Chang, B. G. (2012). The effects of absorptive capacity and decision speed on organizational innovation: a study of organizational structure as an antecedent variable. Contemp. Manag. Res. 8:7996. doi: 10.7903/cmr.7996
Daghfous, A. (2004). Absorptive capacity and the implementation of knowledge-intensive best practices. S.A.M. Adv. Manag. J. 69, 21–27.
Davenport, T. H., and Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Boston, MA: Harvard Business School Press.
Dutse, A. Y. (2013). Linking absorptive capacity with innovative capabilities: a survey of manufacturing firms in Nigeria. Int. J. Technol. Manag. 12, 167–183. doi: 10.1386/tmsd.12.2.167_1
Grant, R. M. (1996). Toward a knowledge based theory of frim. Strategic Management Journal, 17, 109–122. https://doi.org/10.2307/2486994
Huang, K. F., Lin, K. H., Wu, L. Y., and Yu, P. H. (2015). Absorptive capacity and autonomous R&D climate roles in firm innovation. J. Bus. Res. 68, 87–94. doi: 10.1016/j.jbusres.2014.05.002
Ibarra-Cisneros, M., Demuner-Flores, M. R., and Hernández-Perlines, F. (2021). Strategic orientations, firm performance, and the moderating effect of absorptive capacity. J. Strateg. Manag. doi: 10.1108/JSMA-05-2020-0121, [Epub ahead of print].
Indarti, N. (2010). The Effect of Knowledge Stickiness and Interaction on Absorptive Capacity. Groningen, The Netherlands: University of Groningen.
Liao, S. H., and Wu, C. C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Syst. Appl. 37, 1096–1103. doi: 10.1016/j.eswa.2009.06.109
Pustovrh, A., Jaklič, M., Martin, S. A., and Rašković, M. (2017). Antecedents and determinants of high-tech SMEs’ commercialisation enablers: opening the black box of open innovation practices. Econ. Res. 30, 1033–1056. doi: 10.1080/1331677X.2017.1305795
Saebi, T., and Foss, N. J. (2015). Business model for open innovation: matching heterogeneous open innovation strategies with business model dimensions. Eur. Manag. J. 33, 201–213. doi: 10.1016/j.emj.2014.11.002
Sancho-Zamora, R., Peña-García, I., Gutiérrez-Broncano, S., and Hernández-Perlines, F. (2021). Moderating effect of proactivity on firm absorptive capacity and performance: empirical evidence from Spanish firms. Mathematics 9:2099. doi: 10.3390/math9172099
Sørensen, Morten (2007) ‘How Smart is Smart Money: An Empirical Two-Sided Matching Model of Venture Capital,’ Journal of Finance, 62 (6), 2725–2762.
Tseng, C. Y., Chang Pai, D., and Hung, C. H. (2011). Knowledge absorptive capacity and innovation performance in KIBS. J. Knowl. Manag. 15, 971–983. doi: 10.1108/13673271111179316
Wuryaningrat, N. F. (2013). Knowledge sharing, absorptive capacity and innovation capabilities: an empirical study on small and medium enterprises in North Sulawesi. Indonesia. Gadjah Mada Int. J. Bus. 15, 61–77. doi: 10.22146/gamaijb.5402
Xie, X., Zoub, H., and Quick, G. (2018). Knowledge absorptive capacity and innovation performance in high-tech companies: a multi-mediating analysis. J. Bus. Res. 88, 289–297. doi: 10.1016/j.jbusres.2018.01.019
Yaseen, S. G. (2020). “Potential absorptive capacity, realized absorptive capacity and innovation performance,” in International Conference on Human Interaction and Emerging Technologies 2019, AISC 1018. ed. Ahram (Cham: Springer), 863–870.
Authors

Emilija Vukovic

Business Architecture Practice

Paul Lalovich

Organizational Effectiveness and Strategy Execution Practice

Every time I join a game and try to learn I am almost instantly called a retard and kicked.
And every guide I find on how to learn is a 300,000 word tome that explains exactly which subpixel I need to be on in order for the optimal strategy to be used.
The only guide I found that was helpful said get a mic and ask your teammates for help. That being said it WOULD be helpful if my teammates spoke at all. Or if I spoke the same language as my teammates. In the end I just get cursed out in russian, or spanish, or romanian or some other language that I don't understand, called a slur in a language I DO understand, and ultimately get kicked.
So to sumarize: How the fuck am I supposed to learn what I am being kicked for if I can't spend hours at a time deciphering the dead sea scrolls of gaming guides and when everything that has been said in game falls into 2 categories. A slur, or something in a language I don't speak
Now for the inevitable comments that are gonna say "Oh JuSt GiT GuD ScRub LmAooOOoo" or "Oh oLd GaMEeS aRE AlWAYyS ToXIC HaAHhaHAhahHa"
1: How do you suggest that I 'Git Gud' if I am not given the opportunity to learn what the fuck I'm supposed to do
and 2: Re-read what I said and come back when you get something constructive to say you armpit of a human.
EDIT 1: To clarify I am not new to the game. I AM however new to versus. I've beaten all the campaigns on varying difficulties with differing weapons. So to anyone saying "Just do the campaign". I have, the issue is with the infected side. On that side I get instantly kicked. I do fine on survivor

An attractive alternative to traditional rewards for outstanding performance

Synthetic equity refers to a collection of strategies and instruments frequently used to provide employees with financial advantages of share ownership without actual shares changing hands. It is a potent instrument that practically all advanced investment organizations may utilize to attract, retain, and reward competent employees.
The favorable economic qualities of equity are embedded into synthetic equity plans, also known as equity alternatives, without the financial obligations coming from purchasing shares from the initial owner. Instead, synthetic equity programs often develop into cash payments to the employee and a corresponding deduction for the employer. Since it represents compensation, synthetic equity may be easily adjusted to handle almost any scenario.
The following scenarios exemplify the situations in which synthetic equity is an optimal solution:

• An employee desires ownership-like benefits but is unable or unwilling to assume the financial risk of purchasing and paying for company equity.
• An employee aspires to ownership but lacks the credentials or licenses required for a role of a full equity partner in the company.
• Employees feel uncomfortable providing personal guarantees or accepting responsibility for credit lines, office leases, payroll-related expenditures, or the commitments made under buy-sell or continuity agreements.
• A company owner wants to share the economic worth of equity rather than the actual equity. This includes owners not interested in supporting this transaction with seller financing.
• A company owner wishes to motivate an employee to work on increasing the company’s value but also wants to discourage them from leaving and creating competition for the business, engaging in client solicitation, or performing other actions that might harm the company.
• An owner planning to leave the company in the following 5-year period wishes to reward one or more critical workers at the time of the sale without requiring them to purchase and pay for equity.

Tokenization of business and individual performance

The above method has been known for decades. The critical challenge in the modern business world is ensuring that innovation and productivity are rewarded equitably across an organization. At the same time, executives must be compensated for creating these conditions.
However, rewarding innovation and equitably delivering executive-level incentives and rewards across the organization from the top to the shop floor is the alternative made possible only by deploying smart contracts and blockchain technology — tokenizing business and individual performance.
The tokenization of business elements such as performance and innovation is one of the newest ways to drive planned outcomes. The process is about moving your business to blockchain. Although it may seem complicated and challenging to implement, almost any entrepreneur can tokenize the building blocks of their business. Tokenization is simply transforming a company’s value into a digitized resource in the form of tokens.
Tokens represent a value within the organization in a transparent and auditable way. They can be cashed in upon completion of the vesting period if both company and individual targets have been met. What makes Synthetic Equity on the chain unique is its transparency, auditability of incentives, and most notably, equitable distribution of tokens corresponding to each employee’s job size.

The Mechanism Behind Synthetic Equity

For synthetic equity to produce favorable results, a profitable, successful firm with a proper entity structure is necessary. Corporations and LLCs can use the tools relating to synthetic equity. In some situations, they may also be used by sole proprietorships, albeit in a slightly different form.
To fully grasp the idea of synthetic equity, it might be helpful to understand the mechanism behind equity in general. Understanding how equity functions allows those interested in synthetic equity to utilize some of the tools used in working with actual equity.
For example, investing in an independent advisory company generally offers the following considerable advantages:

• The right to vote
• Participation in the corporate governance system
• Access to the company’s financial documents
• Limited liability
• A proportionate cut of the revenue
• Sale-related long-term capital gains tax rates
• Capital growth potential

SyntheticEquity.io app is changing how we think about incentives and rewards.
These advantages have a monetary value. Therefore, purchasing equity carries a price, and awarding employee equity has tax repercussions. A tiny ownership share in a fee-based firm might cost several hundred thousand dollars. In these types of businesses, the stock is often acquired and paid for after tax, and the equity partner or shareholder usually expects to obtain the entire set of rights in return for taking on the investment risk.
The rights can be unbundled, meaning that the current owner does not have to sell or provide the full bundle of rights to an employee or investment advisor. To fulfill specific goals, each of the rights mentioned above can also be further divided or redefined in as much detail as necessary. For example, one or two rights from the total package might be provided, such as the opportunity to grow the company’s worth or a percentage of the profits.
By allowing someone to own a portion of the rights in the bundle rather than all of them, synthetic equity generates an advantage. These unique rights or benefits are often described in a plan document and frequently provided via individual award agreements between the employer and employee. A wide range of flexible options for creating a solid and profitable company are produced when equity-like benefits and a long-term remuneration strategy are combined.
Synthetic equity plans often come in one of the following three forms:

• Full-value plans can result in a substantially big payment to an employee since they pay both the value of the underlying stock and any appreciation that is gained over a certain period.
• Performance unit plans swap out equity as the value metric for another metric like sales growth or profitability.
• The value of any growth in the underlying stock value over a specific period following the date of the award is typically paid out under appreciation-only plans.

These kinds of plans are like conventional non-qualified plans insofar as they offer a possibility of discrimination and a significant risk of forfeiture that often lasts until shortly before the benefit is awarded to the employee.
Essentially, synthetic equity is a type of delayed compensation that links a worker’s financial incentive to the company’s performance. By striking the correct balance between the danger of losing a valuable employee and the potential future cost to the employer, each plan is specifically created to meet the advisor’s needs. The plans are intended to reward employees for contributing to the company’s success, but they also ensure that no payment is due if either the company doesn’t develop as expected or the employee doesn’t uphold their end of the deal by quitting their job to work for a rival company or starting their own.

Synthetic Equity Benefits

Synthetic equity is meant to be an equity-related instrument that helps a company find, reward, and keep hold of valuable people.
Synthetic equity benefits are:

• Synthetic equity inspires employees to adopt an owner’s perspective and put development and shareholder value first.
• There is no debt since important participants do not buy phantom shares like full equity stockholders do.
• If a participant’s job terminates before the designated vesting date, they typically forfeit any benefits under the plan.
• Participants normally do not have voting rights or a vote in corporate governance and may or may not be entitled to collect profits from the company.
• Synthetic equity programs provide flexible vesting timelines; vesting can take place over time, depending on the accomplishment of certain quantifiable company or individual goals.
• If the company’s growth is slower than expected and the stock price does not rise, nothing is exchanged.
• When a synthetic equity grant is issued, owners of genuine equity are not adversely affected by a dilution of their ownership percentages.
• Compared to S-Corporations, which are often more restricted, more freedom is provided in terms of stock class and shareholder count.
• The advising business’s shareholders’ or members’ agreement and associated buy-sell provisions do not immediately apply to synthetic equity.

Synthetic equity options’ versatility comes with many benefits but may also have many drawbacks. The companies need to make decisions regarding what valuation technique will be utilized, what vesting rules will be implemented, how liquidity problems will be addressed, what eligibility conditions will be imposed, and what rights to participate in corporate governance will be granted due to the wide range of possible directions for designing synthetic equity plans.

Conclusion

In the hands of a forward-thinking business leader, synthetic equity is a potent instrument. It may be utilized to solve the difficulty of attracting, rewarding, and maintaining top talent to create a great practice or viable business without the challenges of selling and paying for an actual ownership stake.
Like full stock, synthetic equity may refocus the employee’s attention and motivate them to contribute to a flourishing and profitable company.
Authors

Paul Lalovich

Organizational Effectiveness and Strategy Execution Practice

Rapid technological development and global big tech have contributed to the widening of the gap between rich and developing countries. Social media networks, fintech, and the internet as a whole have become powerful tools for collecting and using personal and business data. It is no secret that big tech has been collecting, using, and trading personal data without people’s consent solidifying the competitive advantage.Rapid technological development and global big tech have contributed to the widening of the gap between rich and developing countries. Social media networks, fintech, and the internet as a whole have become powerful tools for collecting and using personal and business data. It is no secret that big tech has been collecting, using, and trading personal data without people’s consent solidifying the competitive advantage.

Prometheus, teacher in every art, brought the fire that hath proved to mortals a means to mighty ends.
The data collected has been used to target users with ads and commercial messages for profit. As a result, these digital technologies have been fueling Digital Colonialism, where the rich are fortifying their financial dominance. This phenomenon provides large technological companies from the West a tool for controlling emerging markets and extracting profits and has caused the stagnation of underdeveloped nations.
Unarguably, big tech has an influence over the policies that govern how they do business. In other words, they use their power and influence to set the business standards and rules however it suits their interests. Consequently, technology giants often venture into other industries that were initially dominated by state and local organizations. Often it is the case that governmental and local private organizations cannot compete with large-scale technological companies due to the sheer volume of their resources (Coleman, 2019).
Large, monopolistic companies use their limitless resources to dominate underdeveloped markets. A good example is Uber, which has been running local taxi services out of business wherever they set their operations, like in South Africa. Furthermore, the advertisement and marketing sectors have seen this in action too, as Facebook and Google have brought local media in developing countries on the verge of extinction (Kwet, 2019).

What is Technology Sovereignty?

Technology sovereignty is a country’s ability to develop and implement technology crucial for its technological independence and welfare. It also includes alternative ways of acquiring technology, such as provisioning it from other nations without causing dependence or violating the country’s freedom (Crespi et al., 2021). For a nation to achieve technology independence, it must be able to avoid unilateral dependency, as we see in the case of developing countries where large-scale technology corporations entirely control the infrastructure. In essence, technology sovereignty is reached through independent technological and scientific development, or by adopting external technological solutions but without developing a dependent relationship with the external partner.
Often, the term “technology sovereignty” is used interchangeably with data sovereignty and information sovereignty, in which case the focus is on the country’s ability to provide the IT infrastructure and technology to fulfill the nations hosting interests, needs, and policies (Coleman, 2019). However, no single nation can be entirely self-reliant when it comes to IT, and technology sovereignty goes beyond technological autonomy that allows the adoption of new technology without dependence (Crespi et al., 2021).

Technology Sovereignty and Innovation Sovereignty

Technology sovereignty and innovation sovereignty are directly related, with the former serving as a bridge to the latter. To achieve short and long-term economic goals, innovation sovereignty involves developing technologies at the local level (Crespi et al., 2021). Both technology and innovation sovereignty are reached by generating relevant scientific and technological knowledge. It is important to note that scientific and technological knowledge does not have any real impact on the economy if there are no resources and prerequisites, such as a regulatory framework and infrastructure, for its application (Edler et al., 2021).
Innovation sovereignty serves to guarantee that the technologies employed in a society do not lead to dependence on monopolistic foreign companies. As a product of technology sovereignty, innovation sovereignty ensures that a country can satisfy its long-term technological requirements with local experts.What is Technology Sovereignty? Technology sovereignty is a country’s ability to develop and implement technology crucial for its technological independence and welfare. It also includes alternative ways of acquiring technology, such as provisioning it from other nations without causing dependence or violating the country’s freedom (Crespi et al., 2021). For a nation to achieve technology independence, it must be able to avoid unilateral dependency, as we see in the case of developing countries where large-scale technology corporations entirely control the infrastructure. In essence, technology sovereignty is reached through independent technological and scientific development, or by adopting external technological solutions but without developing a dependent relationship with the external partner. Often, the term “technology sovereignty” is used interchangeably with data sovereignty and information sovereignty, in which case the focus is on the country’s ability to provide the IT infrastructure and technology to fulfill the nations hosting interests, needs, and policies (Coleman, 2019). However, no single nation can be entirely self-reliant when it comes to IT, and technology sovereignty goes beyond technological autonomy that allows the adoption of new technology without dependence (Crespi et al., 2021). Technology Sovereignty and Innovation Sovereignty Technology sovereignty and innovation sovereignty are directly related, with the former serving as a bridge to the latter. To achieve short and long-term economic goals, innovation sovereignty involves developing technologies at the local level (Crespi et al., 2021). Both technology and innovation sovereignty are reached by generating relevant scientific and technological knowledge. It is important to note that scientific and technological knowledge does not have any real impact on the economy if there are no resources and prerequisites, such as a regulatory framework and infrastructure, for its application (Edler et al., 2021). Innovation sovereignty serves to guarantee that the technologies employed in a society do not lead to dependence on monopolistic foreign companies. As a product of technology sovereignty, innovation sovereignty ensures that a country can satisfy its long-term technological requirements with local experts.

Technology Sovereignty and Economic Sovereignty

Adequate infrastructure and the ability to innovate create a favorable environment in which technology sovereignty may lead to economic sovereignty. Economic sovereignty refers to the ability of a country or a country bloc to benefit from independent ventures and partnerships with similar entities without being dependent on any of them (Crespi et al., 2021). Technology sovereignty helps establish innovation independence and eventually results in economic sovereignty, which stems from the need to provide free access to important resources, financing, critical technologies, and data (Edler et al., 2021). Technology sovereignty aims to help the domestic industry by enhancing innovation locally, which makes it intrinsically nationalistic (or regional) in nature. By stimulating innovation, technology sovereignty becomes necessary for achieving development priorities.

How Can Developing Nations Attain Technology Sovereignty

Essential technologies for technology sovereignty are defined using theoretical and conceptual frameworks. Correctly understanding the most critical aspects of technology sovereignty as they relate to technology requires expertise in analysis and relevant procedures (Edler et al., 2020). The initial stage in this process is deciding on the essential skills and knowledge to obtain. This stage is followed by researching the impact of the selected technology on society and the economy and, finally, providing the technology to the local community.
Technological alternatives help strengthen technological independence. Determining the economic viability of a particular alternative helps define its role as an alternative. (Edler et al., 2021). It is, nevertheless, critical to guarantee that technological options are accessible and can be built in developing nations. Technology sovereignty requires creating young talents and obtaining the necessary resources. To produce appropriate technologies in today’s volatile environment, developing nations need to acquire science and technology know-how by utilizing complex R&I instruments and creating knowledge carrier groups (Edler et al., 2020). They can achieve this by simplifying and reforming the curriculum at the relevant institutions of higher education (BCSD, 2020). For instance, the curriculums should be designed to promote research in agriculture tech and data analytics. University education and training must have clear strategies to eliminate knowledge gaps that slow down alternative technology innovation in developing nations.
Nonetheless, the resources and infrastructure necessary for alternative technologies to become a reality are almost always an unsurmountable obstacle for emerging economies. This is often due to the sheer scope of the research that needs to be performed and the need for more equipment and raw materials to develop and test new technologies (Edler et al., 2020). Consequently, to tackle these obstacles, countries and their educational institutions need to choose a narrower field to focus on. Research collaboration and information exchange regarding essential knowledge helps access the necessary technology and prevents unilateral dependencies.
Emerging nations must foster a technology culture and support scientific and technical knowledge throughout the educational system. Children must be allowed to interact with digital technology and develop capabilities while they are very young. For example, using the relevant technology to enable internet access for children in school and at home is a strategy that will improve the quality of learning (BCSD, 2020). To achieve this goal, teachers, researchers, local and state governments, and other stakeholders need to show intent to work together. The path of attaining technology sovereignty for emerging nations starts with understanding the importance of the right approach to technology.Technology Sovereignty and Economic Sovereignty Adequate infrastructure and the ability to innovate create a favorable environment in which technology sovereignty may lead to economic sovereignty. Economic sovereignty refers to the ability of a country or a country bloc to benefit from independent ventures and partnerships with similar entities without being dependent on any of them (Crespi et al., 2021). Technology sovereignty helps establish innovation independence and eventually results in economic sovereignty, which stems from the need to provide free access to important resources, financing, critical technologies, and data (Edler et al., 2021). Technology sovereignty aims to help the domestic industry by enhancing innovation locally, which makes it intrinsically nationalistic (or regional) in nature. By stimulating innovation, technology sovereignty becomes necessary for achieving development priorities. How Can Developing Nations Attain Technology Sovereignty Essential technologies for technology sovereignty are defined using theoretical and conceptual frameworks. Correctly understanding the most critical aspects of technology sovereignty as they relate to technology requires expertise in analysis and relevant procedures (Edler et al., 2020). The initial stage in this process is deciding on the essential skills and knowledge to obtain. This stage is followed by researching the impact of the selected technology on society and the economy and, finally, providing the technology to the local community. Technological alternatives help strengthen technological independence. Determining the economic viability of a particular alternative helps define its role as an alternative. (Edler et al., 2021). It is, nevertheless, critical to guarantee that technological options are accessible and can be built in developing nations. Technology sovereignty requires creating young talents and obtaining the necessary resources. To produce appropriate technologies in today’s volatile environment, developing nations need to acquire science and technology know-how by utilizing complex R&I instruments and creating knowledge carrier groups (Edler et al., 2020). They can achieve this by simplifying and reforming the curriculum at the relevant institutions of higher education (BCSD, 2020). For instance, the curriculums should be designed to promote research in agriculture tech and data analytics. University education and training must have clear strategies to eliminate knowledge gaps that slow down alternative technology innovation in developing nations. Nonetheless, the resources and infrastructure necessary for alternative technologies to become a reality are almost always an unsurmountable obstacle for emerging economies. This is often due to the sheer scope of the research that needs to be performed and the need for more equipment and raw materials to develop and test new technologies (Edler et al., 2020). Consequently, to tackle these obstacles, countries and their educational institutions need to choose a narrower field to focus on. Research collaboration and information exchange regarding essential knowledge helps access the necessary technology and prevents unilateral dependencies. Emerging nations must foster a technology culture and support scientific and technical knowledge throughout the educational system. Children must be allowed to interact with digital technology and develop capabilities while they are very young. For example, using the relevant technology to enable internet access for children in school and at home is a strategy that will improve the quality of learning (BCSD, 2020). To achieve this goal, teachers, researchers, local and state governments, and other stakeholders need to show intent to work together. The path of attaining technology sovereignty for emerging nations starts with understanding the importance of the right approach to technology.

References

Coleman, D. (2019). Digital colonialism: The 21st century scramble for Africa through the extraction and control of user data and the limitations of data protection laws. Mich. J. Race & L., 24, 417. https://doi.org/10.36643/mjrl.24.2.digital
Crespi, F., Caravella, S., Menghini, M., & Salvatori, C. (2021). European Technological Sovereignty: An emerging framework for policy strategy. Intereconomics, 56(6), 348-354. https://doi.org/10.1007/s10272-021-1013-6
Kwet, M. (2019, March 13). Digital Colonialism is Threatening the Global South. Aljazeera. https://www.aljazeera.com/opinions/2019/3/13/digital-colonialism-is-threatening-the-global-south
Edler, J. Blind, K. Frietsch, R. Kimpeler, S. Kroll, H. Lerch, C. Reiss, T. Roth, F. Schubert, T. Schuler, J. & Walz, R. (2020). Technology Sovereignty – From Demand to Concept. Fraunhofer ISI Discussion Papers-Innovation Systems and Policy Analysis.
Edler, J., Blind, K., Kroll, H., & Schubert, T. (2021). Technology sovereignty as an emerging frame for innovation policy: Defining rationales, ends and means (No. 70). Fraunhofer ISI Discussion Papers-Innovation Systems and Policy Analysis.
Broadband Commission for Sustainable Development (BCSD). (2020). The Digital Transformation of Education: Connecting Schools Empowering Learners. International Telecommunication Union.
Authors

Paul Lalovich

Organizational Effectiveness and Strategy Execution Practice

Tesha Teshanovich

Organizational Effectiveness and Strategy Execution Practice

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