A short summary of this paper. 37 Full PDFs related to this paper. Rules for Focused Success in a Distracted World free download pdf,Deep Work: Rules for Focused. My head against the car window, I cross my legs and arms, folding the ache inside.Cal Newport Free PDF ePub Below: Click on the button given below to download Deep Work: Rules for Focused Success in a Distracted World PDF free. This summary of First, Break all The Rules, What the World’s Greatest Managers Do Differently (Simon & Schuster, 1999) is from Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, PA 19331. Nov 30, 2021 The New Rules of Work is now available in the 12min! The microbook based on The New Rules of Work is already available on 12min. Leave your email and you will receive a invitation to download the 12min app. Our app is available for iPhone and Android and in it you will find all our microbooks in text and audio. The New Rules of Work: Notes. Nov 18, 2021 Deep Work: Rules for Focused Success in a Distracted World PDF book by Cal Newport Read Online or Free Download in ePUB, PDF or MOBI eBooks. Published in January 5th 2016 the book become immediate popular and critical acclaim in non fiction, business books. The main characters of Deep Work: Rules for Focused Success in a Distracted World novel.
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1 Page 1 of 5 Business Rules and Business Intelligence Information Management Magazine, April 2007 Robert Blasum Business rules represent an essential part of any performance management system and any business intelligence (BI) project. They allow reporting applications to automatically interpret data, to define purposeful key performance indicators (KPIs) and to suggest remedies for problems. BI projects often start out with a minimal or nonexistent set of business rules. For example, in a customer service environment, the head of customer service might initially request a report showing how many customer service calls have been made to each service center per day. Assuming the data is available, this kind of report could be readily implemented with standard BI tools. Generally, all that needs to be done is to aggregate the base data, summing up the number of calls. ADVERTISEMENT However, once the head of customer service receives this report, he or she might then ask for the number of service requests not processed by a call center in due time. At this point, potentially complex business logic comes into play. One must identify the start and end of a request, follow up on a request reassigned to another service center, measure the time between the start and end, take holidays into account and compare it to a target response time. That is, the resulting report is no longer a straightforward presentation of the base data: it depends heavily on rules that define how to interpret the data. BI experts use the term 'business rule' in a variety of meanings and contexts. Definitions of the term can focus completely on a business point of view or, in other cases, be geared toward an IT perspective. Ronald G. Ross provides a description of a business rule that encompasses both sides. From the business point of view, he says, 'Business rules are literally the encoded knowledge of your business practices.' And from an IT point of view, 'A business rule is an atomic piece of reusable business logic.'1 Business rules form such a crucial part of performance management and BI because they give meaning to the numbers. Business rules allow one to interpret raw data, to come up with insightful reports and to use the information to propose actions. They are an absolute must for root-cause analysis and operational BI. With BI becoming more and more process-oriented, this is of increasing importance. But even classic BI systems,
2 Page 2 of 5 i.e., strategic or tactical BI, almost always contain dozens if not hundreds of implicit business rules. From an IT perspective, business rules are often encoded in either the extract, transform and load (ETL) processes of a data warehouse or within BI tools during the design of specific reports. Both of these variants are less than optimal. A better way to encode business logic is through an independent description of rules in a separated module. This software component is solely dedicated to the implementation of business logic. Such a structure bears four major advantages. First, if designed well, the business logic module can be transparent to the business users. If business rules are buried deep inside ETL or BI tools, the business user cannot review the implementation. He or she has to trust the programmer that all rules have been implemented correctly and work according to the documentation. Furthermore, when questions arise, the original programmer might need to get involved in order to answer questions. For example, if a customer service request is considered to be resolved late - is it late if it took three days, or if it took more than three days? An independent business logic module, in contrast, can be constructed to combine specification, implementation and documentation of business rules. This allows business users to turn to one central module in order to see which business rules are implemented and how they affect reporting results. Secondly, during the course of a BI or performance management project, business rules are modified frequently. This is mainly due to two reasons: 1) the underlying business processes are modified, e.g., because of insights gained from reports of the performance management project; and 2) again possibly due to reports from the BI project, the understanding of the underlying business processes improves, and more detailed rules are discovered. In both cases, the business rules need to be adapted. This is greatly facilitated if they are kept in their own module, without interfering with other IT components. Thirdly, independence of business logic from the rest of the IT infrastructure cuts down on duplication: if the IT department decides to replace one ETL or BI tool with another, the already-implemented business logic does not need to be implemented again with another tool. As the Business Rules Group puts it in their manifesto, 'Business rules should be organized and stored in such a way that they can be readily redeployed to new hardware/software platforms.'2 Finally, a centralized business logic module allows for cross-functional, corporate-wide usage and management of business rules. Consider the initial customer service example. A marketing and sales department of an organization might want to build a KPI for customer satisfaction. Part of this KPI might be how many customer service calls a specific customer makes and how many of those are processed in due time. It is important that marketing and sales has the same understanding of 'processed in due time' as customer service. That is, marketing and sales needs to apply the same business logic for its reports as customer service does. This can be achieved by a central repository of business rules that every department can review, understand and use for their own reports.
3 Page 3 of 5 Related to this last point is the growing interest in master data management (MDM). At present, an increasing number of organizations believe a central MDM is essential to their business in order to have a consistent definition across individual departments. The awareness has grown that master data heavily influences the interpretation of data across different IT systems and that this interpretation should be consistent throughout the whole enterprise. Master data encodes business logic. As such, master data can be seen as a simple and specialized version of business rules. A survey about the status of master data management conducted by The Data Warehousing Institute shows that among the responding companies, only 20 percent of organizations practice MDM as a separate solution.3 The number of companies practicing business rules management as an independent solution can be assumed to be even lower. However, the same needs that demand corporate-wide MDM also apply to business rules. Companies will likely look for ways to develop corporate-wide business rule management systems in the future. What should an independent business logic component look like? In general, business users as well as IT users should be able to define business rules with it and to share these definitions with other business departments and software systems. By design, the component provides an interface between business and IT. In fact, the idea is to directly interface the business users with reporting or operational IT systems, eliminating, to a large extent, the need for IT developers to write programming code. The programming code should be generated by the business logic component itself. Experts commonly call such a component a 'business rules engine.' Unfortunately, two different schools of thought use this term, which frequently leads to confusion. For some this term denotes a software application that can be used to capture know-how about business practices and processes and then allows application of this knowledge to operational data in order to gain insight into specific instances of an operational process. The article follows this understanding of a business rules engine. Others use this term for so-called 'expert systems,' an expression coming from artificial intelligence that infers implications of given business rules on a set of data. Both types of applications encode business rules; however, they are used in rather different settings. It is crucial that businesspeople can administer or at least review the encoded rules of a business rules engine. Therefore, the business rules have to be encapsulated in such a way that they are easily understandable to a business user. This is why business rules experts frequently postulate that business rules should be declarative and formulated in natural language. 'Declarative' in this context is used in opposition to 'procedural.' A common concern with business rules engines is that, over time, the language that is used in order to encode the business logic degenerates into just another programming language, defying the original purpose of the engine. The postulation that rules be declarative helps avoid this trap. It separates the management of business knowledge from its employment during a business process. However, in a BI environment, especially in an operational BI environment, business users tend to think about business rules in a procedural way. That is, instead of a declarative rule such as 'a service center has three days to resolve a request,' one
4 Page 4 of 5 frequently finds rules like 'a service center has three days to resolve a request except if the request has been transferred from another service center, in which case the service center has three days to resolve the request minus the time that has already been spent in the previous service centers.' The latter statement contains more detailed knowledge about the underlying business process: that requests can be redirected from one service center to another. In such an environment, it is useful to allow business rules to describe procedurally a process or subprocess. Such a description can be efficiently formulated in the form of workflow diagrams. Many business rules experts disagree with this interpretation of the term 'business rule.' In fact, from their point of view, this is exactly what a business rule should not be. But in an operational BI environment, it often represents the most natural way for business users to formulate the business logic underlying their operational processes. Workflow diagrams can be understood by both business and IT users and are able to efficiently encode the typical if/else logic that forms the core of most business rules. Business rules engines can then derive executable program code from these diagrams and apply it to operational data, either on request or during batch processing. In a service-oriented architecture (SOA), business rules engines can provide both the business logic calculation as well as business rules definition via Web services. For example, an SOA service can answer requests such as, 'Please show me if this specific customer service call has been processed by our service center in due time and provide me with the precise logic of what 'in due time' means in this context.' The business rules engine can retrieve the definition of 'in due time' and apply this logic to the provided call data on the fly. For reporting purposes, it is often beneficial to apply the business logic during batch processing ahead of time and to store the results directly with the operational data in an enterprise data warehouse. This way, the results are readily available for BI applications and cross-functional purposes. Thus, centrally managed business rules enable BI projects to draw from the business know-how of a company and to work with consistent sets of business logic - they are what add the intelligence to business intelligence. References: 1. Ronald G. Ross. Principles of the Business Rule Approach. Boston: Addison- Wesley, Ronald G. Ross. 'The Business Rules Manifesto, Version 2.0.' Business Rules Group, 1 November Philip Russom. 'Master Data Management.' TDWI, October Robert Blasum is CTO for BusinessCoDe in Germany. He may be reached at For more information on related topics, visit the following channels: Business Intelligence (BI)
5 Page 5 of 5 Business Rules Governance, Risk and Compliance Corporate Performance Management (CPM)
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The New Rules of Work The Modern Playbook To Navigating Your Career. In this best-selling playbook to the ever-changing workplace, the co-founders of the popular career website TheMuse.com show you how to play the career game by the New Rules.
- The RICS new rules of measurement (NRM) is a suite of documents issued by the RICS Quantity Surveying and Construction Professional Group. The rules have been written to provide a standard set of measurement rules that are understandable by all those involved in a construction projects and maintenance programmes of works.
- Explanation of the Table. The rules at the head of the 8 columns apply to all original main motions, and to all other cases except where a star (.) or a figure indicates that the motion is an exception to these rules. The star shows that the exact opposite of the rule at the head of the column applies to the motion.
- Download the free worksheets and google job search tips, or check this book out from a library if you fee That said, I don’t think any of this is “new” since the recession of 2008. I finished college as the market was crashing and have been navigating the working world since, and the rules laid out in this book have been standard practice.
- The New Rules of Work embraces this new reality, showing how constantly pursuing new experiences, skills, and networks helps us enhance our value in the workplace, expand our career options, and thrive in a world where change is the new norm.”—SALLIE KRAWCHECK, CEO.
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Work Rules Laszlo Bock SummaryNEW YORK TIMES BESTSELLERWALL STREET JOURNAL BESTSELLER The Globe and Mail Top Leadership and Management BookForbes Top Creative Leadership Book From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work-and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed. 'We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing.' So says Laszlo Bock, former head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including: Take away managers' power over employees Learn from your best employees-and your worst Hire only people who are smarter than you are, no matter how long it takes to find them Pay unfairly (it's more fair!) Don't trust your gut: Use data to predict and shape the future Default to open-be transparent and welcome feedback If you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.
“The times they are a-changin,” sang the great Bob Dylan in 1964. Well, since then, the times have changed quite a bit – and the world of work is no exception! In an age of constant connection and an ever-expanding menu of options, not only have the boundaries between “work” and “not work” been blurred, but also the non-linear – or non-traditional career path – career path has become the norm. Nowadays, we have options our parents never dreamed of; the caveat is that we also have to deal with issues they never had to deal with.
That’s where “The New Rules of Work” comes in. Nicely written and smartly structured by Kathryn Minshew and Alexandra Cavoulacos – founders of the popular career website The Muse – this book has been justly advertised as “the definitive guide to the modern workplace.” So, get ready for a quick introduction to the new world of work and prepare to discover a few tools for finding the right path and landing the perfect job!
What do you actually want?
“In the new world of work,” write Minshew and Cavoulacos in the introduction to their book, “what many of us need is not a tool for job search, but tools for job discovery.” In other words, much more than Indeed or LinkedIn, we need tools that will help us understand our professional strengths and skills and tools to figure out what we, as unique individuals, really want out of life. That’s precisely what Minshew and Cavoulacos’ Three R’s aim to help you with. The Three R’s – reflect, research and refine – frame a series of steps that should effortlessly guide you through the all-important preparatory stage of your career. Let’s examine them, one by one:
- Reflect. Until justl two or three decades ago, one’s career was pretty much determined by one’s degree. Put otherwise, when one chose to be an economics major in college, they also chose both a job and a career in finance. Fortunately, thanks to the advent of the internet, education has stopped being “a ball and chain,” and has become “a platform to spring forward from.” There are many free online resources – websites, courses, stories, etc. – that can help you augment your education, and extend your real strengths, talents, interests and values at any stage of your growth and development. The path isn’t preordained anymore: you are in charge of it now. You can skip between jobs whenever you want to, and you can reimagine yourself along the way. Start reflecting on who you are today. Ask yourself the following two questions: “What do you value?” and “What’s your current frame of mind?” If you want to figure out what you want in a job or in life, try to be brutally honest when answering them.
- Research. In the past, there were only a few methods for getting career information or advice. Nowadays, all you need is “a web browser and a bit of curiosity” to reach anyone and learn almost anything about, well, anything. That’s great, but it’s also daunting. The more choices we have, the more incapable we become of reaching a decision. To keep your research organized, use the Muse Method. First, choose seven industries where you want to work (e.g., healthcare, tech), and then put them into a grid, cross-examining against your values and expectations (e.g., flexibility, compensation, creativity). Finally, dive into Google to identify the top companies in each of the industries and discover what they offer and how satisfying their offers are. This will help you narrow down your list to three industries and several companies. That means it’s time for refinement.
- Refine. Refining your research essentially means assessing it against your passions and motivations. You can start by identifying your dream jobs and dream companies just so you can have a proper measure stick. Next, you can test drive your possible career paths by trying a relevant internship or a related freelance gig, by taking a free online class, or even by volunteering in your free time. That should help you get a better idea of what you really want out of your job and life. When you learn that, it’s all about conquering the fear to go outside your comfort zone. To achieve this, try to identify your strengths and weaknesses, and – more importantly – try to put in place your worst enemy: your inner critic. If you can’t do it by yourself, it’s worth talking to a mental health professional, or even a coach.
Laszlo Bock Book
As you can see, as far as Minshew and Cavoulacos are concerned, the process of finding a job in the modern world should be both as rigorous and as experimental as the scientific method. “You first need to have a hypothesis about what you want to do with your career,” they explain, “and then you take steps to prove or disprove whether you’re headed in the right direction – that is, the right direction for you. In other words, you don’t have to ‘have it all figured out’ to make the next move, but you do need a solid footing.”
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The nuts and bolts of getting a job
Making a move before knowing what your dream job or career could look like is not that dissimilar from starting your car without at least a vague idea about your destination. Sure, the ride might be fun, but you’re less likely to reach a rewarding end point than to run out of gas in the middle of nowhere! On the other hand, once you’ve identified your dream job, you can safely move to the nuts and bolts of getting it under the New Rules of Work. These are the basics:
- Building your brand. In the past, branding was for products only; today it’s for people as well. In fact, that’s why we have so many Instagram and YouTube influencers. Employers today want employees who are not only talented, but who also know how to present themselves as such. To develop your personal brand, determine your brand attributes first. Then, draft a branding statement that captures them and update all of your profiles to reflect them – and only them. You’ll also need a personal website – there’s no better vehicle to display your new persona and your new unique voice.
- Networking. Networking has always been considered one of the most important pillars of a successful career but, due to social media, it has never been more “nuanced, common, and expected” than today. Real networking, however, shouldn’t be a business transaction when you need something; it should be all about building ongoing and mutually beneficial relationships with people you care about. In fact, networking is never merely about making new connections, but also about investing in the connections you already have.
- Finding job opportunities. Job boards and classified sections of newspapers are long a thing of the past. Nowadays, there are many better ways to find the position that best suits you! The four best, according to Minshew and Cavoulacos, are the following: 1) keeping close tabs on your dream companies; 2) Asking your network for introductions and referrals; 3) Doing a job search online; and 4) Using social networks to identify openings.
- Crafting your application. Some things never change. Even though under the New Rules of Work, we apply for jobs online rather than in person, CVs, resumes and cover letters still matter. In fact, one can argue that they matter more than ever, because nowadays – and for a good part of the application process – most of us are nothing more than “faceless data points.” To stand out, you not only need an informative resume, but also a well-structured and nicely designed one. Show as much as you can; tell only the necessary. Make sure to include quantifiable achievements. And use action words!
- Acing the interview. There are many more ways to conduct an interview today than there were a few decades ago. All of them demand different types of preparation, but most can be “aced” if you approach them with a good understanding of the company, your potential role, your relevant background and the people you’ll be meeting with. Prepare for the inevitable questions, such as “Tell me a little about yourself,” “Why do you want this job?,” “What are your strengths and weaknesses?” and “Where do you see yourself in five years?”
- Nailing your negotiation. In today’s marketplace, companies make their first offers with the expectation that prospective employees would negotiate their position. Hence, “Unless you haggle a little, you might end up with less than you’re worth.” Don’t forget that you can negotiate for benefits other than salary, including a flexible schedule, vacation time, moving expenses and more.
Charting your course through the modern workplace
Finding the job you like is merely the first step toward becoming the master of your career and, subsequently, your destiny. If you want to keep your job, under the New Rules of Work, you’ll have to excel at it. Meaning, you’ll have to be fully dedicated to your responsibilities and do the best work you can, regardless of what you do or on which step of the career ladder you currently stand. In addition to showcasing your talents and strengths, you’ll also need to demonstrate certain personal qualities and soft skills to be successful and progress. Here are a few tips and tricks to enhance your value in the workplace.
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- Communication. In the past, there were only a few ways to communicate and that made communication clear and straightforward. Nowadays, thanks to social media, communication is far more casual and laid back, and riddled with fluff and fillers. If you want to stand out, you need to learn how to communicate professionally. Say or write something only when it’s necessary. “Whether you’re writing an email or speaking in front of a group of people, you need to have a clear-cut purpose,” write Minshew and Cavoulacos. Be respectful toward your audience and personalize your message with respect to their expectations. Listen as much as you speak. Also, especially during meetings and public presentations, be wary of nonverbal cues: they sometimes say more than words.
- Interpersonal skills. In today’s dynamic world of work, interpersonal skills have become almost as important as strengths and talents. No wonder they are sometimes called “employability skills” as well. Unless you’re exceptional at what you do – and even then – your employer will value you more as a team player and collaborator than as a lone wolf. So, mind your competitiveness and find ways to connect to your colleagues and superiors. Identify the influencers and connectors and stay near them – until you become one of them some day. The same goes for mentoring as well: if you can, be a mentee of the best until you can become a mentor of the best. Most importantly, try to handle conflicts and confrontations like a pro by owning up to your own mistakes and forgiving other people’s.
- Productivity. In the past, work lives were compressed into nine-to-five schedules, spanning from Monday to Friday. Thanks to technology, however, nowadays it feels like we are supposed to be working constantly, since we are “connected, available, and reachable” all the time. There’s a difference, though, between being busy and overworked on the one side, and being productive and efficient on the other. To achieve the latter, try the authors’ 1-3-5 method. In their words, “On any given day, assume that you can only accomplish one big thing, three medium things, and five small things, and narrow down your to-do list to those nine items.” Contrary to popular opinion, productivity is never about doing more in less time; it’s about prioritizing, that is to say, about doing the right things in the right order.
- Career advancement. In the past, career advancement lay almost solely in the hands of employers and meant pretty much predefined promotions after a set number of years. Nowadays, however, few employees are looking for long-term relationships with one company. Consequently, promotions usually happen between companies and they take far less time than they used to. To speed up the process, invest constantly in your own education. Learn new skills, go to relevant conferences, and even join a professional organization that helps its members advance and succeed in their careers. If your company offers professional development resources, don’t be shy to use them. Today, knowledge is indeed power. The more you know, the more chances you’ll get.
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“The New Rules of Work,” as correctly described by its authors, is both an extension of the philosophy of their online career platform, the Muse, and a practical playbook for navigating the new world of work. To paraphrase bestselling author Adam Grant, just like TheMuse.com has become the online go-to resource for career advice, this “user-friendly guide” should become its equivalent in a book format. A must-read for anyone who feels a little lost on their career path.
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It has never been easier to follow your dreams than today. So, don’t get stuck in a career you don’t want. Use the numerous tools and resources freely available to everybody to find your own, unique path. You only live once.