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According to Autodesk CEO Carl Bass, “The factory of the future will have only two employees: a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.”

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Ask these three questions to avoid burnout.
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You simply can't beat the machines, but you can succeed by building on your strengths and theirs...

"At MIT’s Center for Digital Business, for instance, Erik Brynjolfsson has long argued that computers, while great at pattern recognition and repetitive tasks, are “lousy general problem solvers” and, for all their speed, have “little creative ability.” While they may someday chauffeur us to the office in driverless cars, they “are lost when asked to work even a little outside a predefined domain...

In the future, becoming a policeman, plumber or doctor will not require beating out a computer for the job, Mr. Brynjolfsson writes in his 2012 paper “Race Against the Machine.” It will involve knowing how to use technology to maximize one’s performance."
In The Wall Street Journal, Lewis M. Andrews writes that robots don’t mean the end of human labor. The left frets about the impact of technology, but new jobs will be created. The real problem is bad schools.
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Are you making the "shift change" in your business model? 

According to research from OpenMatters, with analysis by Deloitte, CFOs need to go digital or face putting their company’s future at risk.

"The bottom line: The organizations that are most effective in delivering company performance and enterprise value are allocating their capital to growing business models that serve today’s empowered and digitally connected customers...

If business models drive value, then what drives business models?

The answer is, the “mental model” of a company’s CFO, his or her management team, and the board of directors. Mental models drive capital allocation, meaning people invest in what they believe has value. For example, leaders of asset builders believe that value resides in developing and owning (or leasing) hard assets, which can be used to manufacture, distribute and sell physical things. Leaders of Service Providers care about hiring people and selling services (including billable hours). Technology Creators focus on developing and selling intellectual property, such as medical technology and software. Network Orchestrators’ top priorities are building and operating social and commercial networks that foster interactions and co-creation with their customers."

Tom Hood's insight: Are you making the "shift change" in your business model? According to research from OpenMatters, with analysis by Deloitte, CFOs need to go digital or face putting their company’s future at risk."The bottom line: The organizations that are most effective in delivering company...
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Chief accounting officers are the corporate finance department’s new VIPs. Their numbers have grown thanks to the rising cost and intricacy of regulations, and their duties have expanded beyond managing the books.
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Gradual then sudden, that is how Digital Disruption happens. Airbnb and hotel industry, iPhone and Kodak, Uber and taxi cabs. Now there is Facetime your doc and this new AI app for lawyers - note: What is around the corner for CPAs

Peter Diamandis adds: "Its built-in LegalRank algorithm intelligently prioritizes results -- for example, Supreme Court cases rank higher than local decisions.
Why it's important: Law firms currently spend $9.5 billion on research per year, and attorneys spend nearly one-fifth of their working hours on legal research. Thanks to IBM Watson's open developer platform, this app uses cognitive computing and AI to demonetize these expenses and billed hours, dramatically accelerating the pace of research."

The flip side is that there are tremendous opportunities for CPAS who embrace these new Digital Tools and Cloud technologies to find new ways to add value.

Using the same IBM tech that let a computer beat humans at Jeopardy, a new tool could put an end to legal gruntwork.
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Some great advice...
1. Calm your mind - take time for reflections amid the busyness.
2. Log moments of joy - notice this moments of joy and happiness.
3. Wish other people happiness - pay it forward, practice civility, volunteer, etc.
To improve the well-being of its workers, Google employed one of its engineers to increase happiness. David G Allan tried out his three-step plan – does it work
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Ash Noah of the CGMA makes some excellent points here. I agree with the big three areas of Data Analytics, People Management, and Disruptive Technologies which leads me to say the critical skill is one we have been working on, anticipation. He doubles down on "success skills" , when he says "Leadership, people, and business skills are absolutely crucial to the future of the CFO function.

The most profound insight for me is the acknowledgement that we are in a new normal where value creation is fundamentally shifted which means CFOs have to be adept at business models, innovation and managing risk in a "transient advantage" economy (per Rita McGrath). 
To succeed from here on, CFOs will need to shift their focus towards analytics, people management, disruptive technology, and several other crucial and newly forming variables.
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How to make the "shift change" in your business model?

The pressure to innovate when you face strong headwinds of competition and disruption can cause you to make a bad move in search of revenue. Start with your "why" and begin to look deeply for what your true strengths are and how they can be redeployed to your customer base and adjacent customers and markets. 

"You can grow profitably and sustainably only from a position of strength. If your enterprise is struggling to maintain its economic lifelines, then foundational work on strategy, organization, cost optimization, or other factors is needed before any new growth strategy can succeed. Companies that enter new businesses to escape a weak position generally become weaker still, because they move into markets where they lack the capabilities needed to succeed...

The art of continuous growth involves reconciling activities that only seem to contradict one another. Combining them will yield a capabilities-driven strategy that will generate continuous growth."

The only sustainable way to capture new opportunities is to remain true to what your company does best.
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Every day, I hear new ideas and I witness the act of having and articulating them rewarded. Follow through? Not so much…While we want to encourage ideas, equally we must foster a culture of empowerment where people are inspired and duly recompensed for bringing ideas to life.Ideas represents the ...
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This article sums up the idea of our new VUCA (Volatile, Uncertain, Complex, and Ambiguous) world well along the four dimensions of Macro, Ecosystem, Customer, and Technology. The Kodak story captures the challenges facing many legacy enterprises, including us as Associations. We would all be wise to take heed of the "wheel of change" described by Bain and the need for a collaborative approach to strategy and decision-making as no one person can possibly have all of the answers.

What will you do to prevent your Kodak moment?

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Josh Bersin does it again with his comprehensive view of how talent management has shifted and we have moved to a new era of "engagement and retention" and the need for people education, training and development.

"We know this shift has happened because all our research shows that engagement and retention has become one of the biggest issues in business today (followed very closely by the need to give people education, training, and development). If we can’t create an environment that attracts you and others to the organization, you go elsewhere. This is why new tools to understand the drivers of engagement, analyze and predict retention, and manage flight risk are among the hottest new areas of HR. (The annual engagement survey is rapidly becoming obsolete.)"

The Epic Shift: Away from "Talent" and now focus on "People." Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face. For the last t...
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