Podcasts about dynamic planning

As the owner of a small to medium size business, you may have felt the need to ask for help but not felt comfortable doing so. Owners of businesses are often skilled in the business they own and enjoy the respect of their family and friends. If their businesses are successful (profitable), it is usually based on their leadership and good fortune. But things change and sometimes the successful are faced with difficulties and even poor results. The humility it takes for an owner to recognize that business is a team effort and that the policy-making group of a business needs help is a principal factor in business success. What is the best way to seek help? You probably expect me to recommend a consulting intervention. When I am consulted, the first advice I often give is to find a new way to perceive the business through all levels of the business. New perceptions come from the observations made from the experience of the employees of the business. Yet these perceptions are often not passed along to the owners or the policy-making group of the business. This is the first place to find help. Yes, a successful business is a team effort, but the chemistry of each team is different. Within a successful business are many individuals who have contributed to that success and have observations about the business that are unique and therefore helpful to forming new perspectives. In many businesses those who are not members of the policy-making group or in executive management are not consulted about their opinions concerning the operation of the business. It is often difficult for an owner to determine if this is the case in a business. Candor is often not an encouraged trait in a business. Yet there is knowledge and wisdom in the experience and opinions of those who operate the business. There is a reason for a chain of command, and in most businesses that hierarchy should be preserved. Yet if there is knowledge or opinion that is valuable and available only by direct contact with an employee, how should that contact be handled? There are different ways to accomplish this contact. Perhaps the most commonly used and most dangerous is that of the respected intermediary. This is a person within the business who is trusted by most elements of the business and receives candid communication from these elements. This information is given to the policy-making group by the intermediary. The danger comes from two sources: the integrity of the intermediary individual and the difficulty of maintaining the trustworthy status of the intermediary. Does the intermediary have an agenda? How confidential can the communication remain? Once the intermediary is compromised, the resulting distrust, both for the intermediary and the policy-making group can be toxic. The better solution, that used in Dynamic Planning, is to recruit observations on the format that also contains the operation plan, monitoring metrics, revisions, and other relevant communication. Dynamic Planning, explained in detail in the Substack, Owning A Business, http://rickriebesell.substack.com, utilizes a format that allows all elements of a business to see the plan narrative, the monitoring metrics, revisions made, and comments of all using the format. The use of this format is an exercise in leadership humility, communicating the plan, the results of the actions to realize the goals of the plan, the revisions made, and the comments of those using the format.

Clara E. Mattei on the relation between austerity, fascism and authoritarian liberalism. Clara's book is out in German! Find it here: Die Ordnung des Kapitals: Wie Ökonomen die Austerität erfanden und dem Faschismus den Weg bereiteten. Brumaire Verlag. https://shop.jacobin.de/bestellen/clara-mattei-die-ordnung-des-kapitals   Shownotes Clara E. Mattei's website: https://www.claramattei.com/ Center for Heterodox Economics (CHE) at the University of Tulsa, Oklahoma: https://sites.utulsa.edu/chetu/ CHE's YouTube channel: https://www.youtube.com/@CHE-tulsa Mattei, C. E. (2022). The Capital Order: How Economists Invented Austerity and Paved the Way to Fascism. University of Chicago Press. https://press.uchicago.edu/ucp/books/book/chicago/C/bo181707138.html the german translation: Mattei, C. E. (2025). Die Ordnung des Kapitals: Wie Ökonomen die Austerität erfanden und dem Faschismus den Weg bereiteten. Brumaire Verlag. https://shop.jacobin.de/bestellen/clara-mattei-die-ordnung-des-kapitals on „Derisking“: Amarnath, S., Brusseler, M., Gabor, D., Lala, C., Mason, JW (2023). Varieties of Derisking. Phenomenal World. https://www.phenomenalworld.org/interviews/derisking/ on “DOGE” (Department of Government Efficiency): https://en.wikipedia.org/wiki/Department_of_Government_Efficiency on the new german “Sondervermögen” to invest in rearmament and infrastructure: https://www.dw.com/en/germany-set-to-spend-big-on-army-and-infrastructure/a-71834527 on the 1920 International Financial Conference in Brussels: https://en.wikipedia.org/wiki/Brussels_International_Financial_Conference_(1920) on the 1922 Economic and Financial Conference in Genoa: https://en.wikipedia.org/wiki/Genoa_Economic_and_Financial_Conference_(1922) on Google's contract with the IDF: https://www.theverge.com/2025/1/22/24349582/google-israel-defense-forces-idf-contract-gaza Benanav, A. (2022). Socialist Investment, Dynamic Planning, and the Politics of Human Need. Rethinking Marxism, 34(2), 193–204. https://doi.org/10.1080/08935696.2022.2051375 Sirianni, C. J. (1980). Workers' Control in the Era of World War I: A Comparative Analysis of the European Experience. Theory and Society, 9(1), 29–88. https://www.jstor.org/stable/656823 on the Landless Workers Movement in Brazil: https://en.wikipedia.org/wiki/Landless_Workers%27_Movement Braun, B. (2021) Central Bank Planning for Public Purpose. In: Fassin, D. and Fourcade, M. (eds.) Pandemic Exposures: Economy and Society in the Time of Coronavirus. HAU Books, pp. 105–121. https://benjaminbraun.org/assets/pubs/braun_central-bank-planning-public-purpose.pdf on the “Phillips Curve”: https://en.wikipedia.org/wiki/Phillips_curve Arun K. Patnaik. (1988). Gramsci's Concept of Common Sense: Towards a Theory of Subaltern Consciousness in Hegemony Processes. Economic and Political Weekly, 23(5). https://www.jstor.org/stable/4378042 Thomas, P.D. (2015). Gramsci's Marxism: The ‘Philosophy of Praxis'. In: McNally, M. (eds.) Antonio Gramsci. Critical Explorations in Contemporary Political Thought. Palgrave Macmillan. https://link.springer.com/chapter/10.1057/9781137334183_6 on the US Solidarity Economy: https://neweconomy.net/solidarity-economy/ the US Solidarity Economy Network: https://ussen.org/ the US Solidarity Economy Map and Directory: https://solidarityeconomy.us/   If you are interested in democratic economic planning, these resources might be of help: Democratic planning – an information website https://www.democratic-planning.com/ Sorg, C. & Groos, J. (eds.)(2025). Rethinking Economic Planning. Competition & Change Special Issue Volume 29 Issue 1. https://journals.sagepub.com/toc/ccha/29/1 Groos, J. & Sorg, C. (2025). Creative Construction - Democratic Planning in the 21st Century and Beyond. Bristol University Press. [for a review copy, please contact: amber.lanfranchi[at]bristol.ac.uk] https://bristoluniversitypress.co.uk/creative-construction International Network for Democratic Economic Planning https://www.indep.network/ Democratic Planning Research Platform: https://www.planningresearch.net/   Future Histories Episodes on Related Topics S03E24 | Grace Blakeley on Capitalist Planning and its Alternatives https://www.futurehistories.today/episoden-blog/s03/e24-grace-blakeley-on-capitalist-planning-and-its-alternatives/     Future Histories Contact & Support If you like Future Histories, please consider supporting us on Patreon: https://www.patreon.com/join/FutureHistories Contact: office@futurehistories.today Twitter: https://twitter.com/FutureHpodcast Instagram: https://www.instagram.com/futurehpodcast/ Mastodon: https://mstdn.social/@FutureHistories English webpage: https://futurehistories-international.com   Episode Keywords #ClaraEMattei, #JanGroos, #Interview, #FutureHistories, #FutureHistoriesInternational, #futurehistoriesinternational, #Austerity, #CentralBanks, #Capitalism, #Fascism, #Economics, #NeoclassicalEconomics, #HeterodoxEconomics, #PluralEconomics, #State, #CapitalistState, #Markets, #History, #SolidarityEconomy, #AntonioGramsci, #Gramsci, #Investment, #DemocraticPlanning, #DemocraticEconomicPlanning, #Derisking, #PoliticalEconomy, #EconomicHistory, #AuthoritarianLiberalism, #EconomicThought, #EconomicDemocracy

Among the common goals of members of a capitalistic economy is the creation of wealth. This is often a reason why people own businesses. For an individual, the concept of wealth creation is the escape from dependence on earning funds for current expenses to live a certain lifestyle to building up assets and resources that appreciate over time and are of a magnitude to sustain that lifestyle or a better lifestyle without the need to earn funds for current expenses. Creation of wealth is a reference to accomplishing financial independence through the creation of passive income from investments. There is also the concept of risk involved with the creation of wealth. To be independent from the need to earn income it is ideal not be at risk for the source of that income. Risk cannot be eliminated, and the safety of certain types of passive investments can be debated; however, there is no question that an income source from a business has more risk than an income source from most passive investments. Business risk is significantly more because even over short periods of time the business arena is constantly changing, with markets evolving, management transitioning over time, and other unforeseen changes. A business which is not changing or that is making poor decisions will become unprofitable. This business risk, although variable for each business, will usually be far greater than the risk of carefully making passive investments. For a business owner, the path to wealth creation is to transfer the value created by the profitable operation of the business from the business to the owner taking that value out of business risk. This enables the creation of wealth through the acquisition of safer passive investments that sustain a desirable lifestyle. How does the business owner accomplish the transfer of the maximum value possible out of business risk and into personal investments at lower risk? A sale to a buyer outside the business will accomplish the maximum value transfer of value from out of the business to the business owner. The strategy to accomplish a deriving maximum value from a business through a sale to a buyer outside the business is Prior Diligence. Prior Diligence is the basic strategy for planning to sell the business to a sophisticated buyer who will investigate the business as part of a due diligence process prior to sale. Prior Diligence places the business owner in the view of the prospective buyer and asks, “would I buy this business – if not, why not?” The business owner reviews a diligence checklist and addresses deficiencies of the business accomplishing improvements through Dynamic Planning. The details of the Prior Diligence strategy and the Dynamic Planning method are described in the substack, Owning A Business, https://rickriebesell.substack.com. By utilizing this strategy and method the business owner can accomplish deriving maximum value from a business and transfer that value to the personal investments of the owner enabling the creation of wealth.

Traditional planning is static. If there is a written plan, we see the plan formulated, documented in writing, presented at a meeting, and then put on the shelf to be consulted for next year's retreat. This is the opposite of a forceful and changing dynamic plan. A dynamic plan can accomplish continuous improvement in business performance over time resulting in increased profitability. How does a static plan become dynamic? The answer is in the format of the plan. To be forceful a plan must be understood and implemented at all levels of the business – operational as well as management. The actions to realize plan goals must be monitored and the results known at all levels of the business – especially the policy-making group. A plan is dynamic when the format of the plan narrative provides complete and immediate notice of all of the following: the plan narrative, actions to be taken, results of the monitoring of those actions, and revisions to the plan. The plan starts with the decisions of the policy-making group about strategy. The action plans are implemented by the executive officers. As the action plans are being executed, those charged with executing the action plans will change the plans to accomplish the task. The plan format should allow changes to the plan to be known at all levels of the business. The plan experience will be evaluated, frequently by those from the policy-making group. At the highest level, the policy-making level where strategic planning is adopted, the planning does not have to be revised as much as at the operational level where action plans are being executed. It is at the operational level the planning is frequently changed, but often the changes are not documented. These informal changes are often what accomplishes the action plan, but others in the business, especially those in the policy-making group, do not know about these changes. Frequently that is because those who change the plan are not sure they have authority to change the plan but the changes are done extemporaneously to accomplish the task. These changes at the operational level should be documented on the format and encouraged. This is done with the understanding that operational adjustments often are necessary and need to be made expeditiously, but these changes also should be known by management and the policy-making group. The plan format should support the communication of these changes as they are made. If the members of the policy-making group do not know about changes to the action plan at the operational level, their evaluation of actions taken and implementing revisions and further planning will be flawed. Those taking action should be able and required to amend the action plans. In this way, changes are communicated up and down the hierarchy of management. Moreover, changes are occurring with experience, and revisions to the plan are written coterminously with the decision to change at the operational level. Those charged with execution of action should be empowered and required to change the action planning. When this is in place, the plan becomes an effective form of communication within the business. Planning is more than creating a plan narrative, it is providing the format for the communication of the decision-making process of the business. The constant questioning of goals, selection of actions, identification of milestones, and determining revisions should be a series of seamless, constant activity. It is this activity that will enable consistent improvement of performance over time. In business, we must establish a process to make good decisions that are documented in planning that is constantly evaluated and revised at all levels. That is the essence of excellent business performance – continuous improvement in performance over time resulting in increased profitability. In his substack, Owning A Business, Rick Riebesell has described the implementation and execution of a dynamic planning process in a number of posts about Dynamic Planning and the Prior Diligence strategy.

几乎所有习以为常的事物，追溯其源流的过程中总是会有惊喜。比如购物中心——当大型商场变得越来越常见，最早探索这一模式的设计师、建筑师、规划评论家Victor Gruen的名字，却已经基本被遗忘了。他的职业经历称得上传奇，不仅将“零售设计”这一原本边缘的行业方向带上了高峰，更始终强调商业与公共属性的平衡、以及大型建筑带给消费者的丰富体验。当他将购物中心的理念成功落地到1950年代的美国郊区之后，“大盒子”毫无悬念地在全美被快速复刻，也快速走偏。甚至到1990年代，诸多经营不善的大型购物中心都成了美国零售业新的心病。消费者已经老去，谁说商场就会永远年轻？本期小历史，就让我们沿着Victor Gruen的职业生涯，来看看“美国式”购物中心诞生的始末。| 主播 |肖文杰、约小亚| 时间轴 |01:13 谁创造了“购物中心”？06:23 第五大道上的零售店设计实验12:17 194X年的美国城镇规划15:35一份完备的“购物中心开发指南”19:48 Northland vs Southdale，购物中心的两个模板31:31 同行对“购物中心”理念的进一步打磨37:05 作为投资品的购物中心40:11 彻底改善市中心，还是只要一段景观道？45:13 大盒子入侵全世界之后| 延伸资料 |Hardwick, M. Jeffrey-《Mall Maker》Alexandra Lange-《Meet Me by the Fountain》Victor Gruen-《Shopping Town》New Yorker-The Terrazzo JungleWhat Was The Real Futurama?Architect Magazine-When Modernism Came to ‘Main Street'《Free-Market Socialists》Architectural Forum (1943.05)- New Buildings for 194XProgressive Architecture (1952.06) -What is a Shopping Mall？Architectural Forum (1954.06) -NORTHLAND: a new yardstick for shopping center planningHarvard Business Review (1954.12) -Dynamic Planning for Retail AreasSmithsonian Magazine-The Death And Rebirth of the American MallFortune-Downtown is for peopleTHE ORIGINAL E.P.C.O.T - E.P.C.O.T and the heart of our citiesThomas W. Hanchett-U.S. Tax Policy and the Shopping-Center Boom of the 1950s and 1960sBloomberg Businessweek-America's ‘Retail Apocalypse' Is Really Just Beginning《商业就是这样》鼓起勇气开设听友群啦。欢迎添加节目同名微信，加入听友群，一起讨论有意思的商业现象。微信号：thatisbiz为了营造更好的讨论环境，我们准备了两个小问题，请在添加微信后回答：1，你最喜欢《商业就是这样》的哪期节目？为什么？2，你希望听到《商业就是这样》聊哪个话题？期待与你交流！| 后期制作 |kk| 声音设计 |刘三菜| 收听方式 |你可以通过小宇宙、苹果播客、Spotify、喜马拉雅、网易云音乐、QQ 音乐、荔枝、豆瓣等平台收听节目。| 认识我们 |微信公众号：第一财经 YiMagazine联系我们：thatisbiz@yicai.com

In the new year make sure you pay attention to what is important but not urgent. This is the time to make resolutions – that process involving review of the past year and resolving to do something different in the new year. It is a given that urgent but not important matters often replace important but not urgent matters in the time allocation of business owners. This diverts the owners from accomplishing important long-term tasks such as obtaining maximum value for their business interests. To pay attention to what is important you must prioritize paying attention to what is important by scheduling time for that and exercising the discipline to honor the schedule. During the scheduled time you are paying attention to what is important initially you must deal with the question of what is important? To make sure you continue to pay attention I have four more questions for you to answer in your scheduled time to pay attention to what is important. The initial and principal question: What is important? This question is answered by creating a written strategy. A strategy is a set of choices derived from personal values that define what is important to you. A value is a normative principle that informs and shapes thoughts, desires, feelings, choices, and behavior. A value is not a preference, but an enduring and essential attribute of character. To bring clarity and order to your personal value system, you should reflect on the circumstances and experiences that have informed and shaped the your hopes, fears, and perspectives. Values define a strategy by helping to answering the question, what is desired? The product of this reflection should be memorialized in writing. In the writing, you must clarify and prioritize personal values which will suggest and frame desires. The writing should be reviewed and amended from time to time to reflect changing circumstances and perspectives. From this writing, you are prepared to articulate your values to other owners and create from that dialogue a business strategy. For a very high percentage of the owners I have known who think about strategies and have been successful, they have adopted Prior Diligence as a strategy template for accomplishing the result of realizing the highest possible value from ownership of a business interest. The components of prior diligence are: separation of the owner from management, the presence of co-owners, the implementation of a buy-sell agreement among the owners, a sale to an unrelated outside buyer, and management of the business with dynamic planning. All of these components are described with more detail in the archives of the Owning A Business substack at rickriebesell.substack.com. The second question is: what is the essential goal to accomplish in the upcoming year based on your personal and business strategy? The correct long-term strategic planning question is what things do we need to accomplish to get what we want? The long-term goals cannot be achieved in a short period of time. You need to establish intermediate goals that can reasonably accomplished in a year or less. If your long-term goal is to sell your business for the maximum value and your are still an owner-manager, your goal for the year might be to find management replacements for your management activity. The third question is: what actions must be taken to accomplish the goal? Whether a desired goal can be met is determined by a plan which deals with the resources available to meet the goal. Strategy answers the important desire question. Planning describes the action to be taken to accomplish the goal. If you plan first without knowing what is important, you are simply looking at the resources available and asking, what can we do with these resources? This ignores all issues of whether certain actions are appropriate or even worth consideration. This unfocused effort will not result in excellent business performance. The fourth question is: how will you measure the progress toward the goal? What are the mileposts that should be reached each month to achieve your goal? To properly monitor the progress toward a goal, there should be points of progression or mileposts that indicate whether appropriate progress is being made. For the goal of finding employees to take over management duties that you as an owner now have, you may set milestones of writing a job description, advertising the position, conducting interviews, hiring, and training management employees to take over your current management activity. The fifth question: if I miss a milepost, how do I efficiently revise the plan and communicate the changes? When the results are unexpected, the actions taken to meet the goal need to be revised. Delays can occur. We all know from experience that you can't always get what you want. If the strategy is coherent, the goal will be understood, and the effort may produce the best result possible. But the ways of the world will cause things to change, and that will not only force changes in planning but perhaps changes in values and then strategy. The decision-making process is circular, and the communication of monitoring results, changing strategy, and revising plans must be continuous and communicated in a timely manner at all levels of the business. Dynamic Planning, as described and explained in the Owning A Business substack at rickriebesell.substack.com, describes a planning format to communicate effectively to all involved parties the goal and the actions to be taken to meet the goal as well as the results of those actions. In the upcoming year, to avoid prioritizing urgent but not important matters, answer these questions. What is important? What is the essential goal to accomplish in the upcoming year? What actions must be taken to accomplish the goal? How will I measure the progress toward the goal? How do I efficiently revise and communicate the changes? At the end of the year you will look back on the accomplishment of important tasks.

As a business owner imagine how it would feel at the end of the year to look back and realize you have reached one or more important accomplishments. You used your values to create a strategy. You set a goal at the beginning of the year. You created a plan to act to accomplish the goal. You executed the plan by acting to reach the goal. The feeling would be one of satisfaction and a sense of accomplishment. For most owners this feeling of satisfaction will not be possible. Most will not have articulated their values and created the strategy to set the goal. Some will not have published the plan so that actions were taken to reach the goal. A few will have set the goal and created a plan but not attained the goal. Those few will be able to ask the question: why did it not work out as planned? Then they will be able to revise the planning to accomplish the goal. But for those without a plan, and especially for those without a strategy, what happens is that urgent but not important tasks have taken time and effort away from important tasks that lead to significant accomplishments. The failure to articulate values and create a strategy causes a lack of focus on what is important. The function of a strategy narrative is to define what is important. Without a plan based on that strategy to accomplish important goals, the urgent will overtake the important. Do not let time continue to pass without defining what is important. Do not let another year go by without important accomplishments. Here is what you can do immediately to prevent that. 1. Define what is important in twenty minutes. Take no more than five minutes and a blank sheet of paper and list what is important to you. After five minutes, categorize what you have written. For example, you may have written the following list of what is important: “supporting my family, maintaining my health, contributing to the community, and leaving something behind for those who follow me.” These can be categorized into: “family, health, community, and legacy.” Now take five minutes, look at your calendar, and review the last four weeks. On a separate sheet of paper, categorize the activities and list the average hours per week you engage in the activities. For example, in an average week of 168 hours, you might spend 49 hours sleeping. You might spend 21 hours eating. You might spend 14 hours on personal hygiene and care. You might spend 40 hours working. You might spend 4 hours exercising. You might spend 4 hours running errands. This leaves 36 hours. For most of us what we do with those 36 hours is based on a sense of urgency rather than a decision about what was important. Nonetheless, categorize the activities you did for that time. Notice if any of these categories match the important categories you listed before. Start with a clean sheet and in five minutes answer the question: “What do I desire?” You should be selfish – list what you want most out of life in terms of what makes you happy or satisfied. You now have three sheets of paper and we are fifteen minutes in. One sheet lists the first important items that came to mind, one lists what you have chosen to do with your time, and one lists your desires. Is there a coherence? Do the personal values you have as to what is important match how you spend your time? Is that really what you want? A strategy helps us put these things together by documenting your careful consideration of what is important and desired to enable better day-to-day decisions about how to spend your time. In the next five minutes again write down what you think is important but also list the tasks that are required to accomplish what is important. This is a way of articulating your personal values and is a written personal strategy. 2. Relate your values and personal strategy to your business using the Prior Diligence strategy as a template. Draft a strategy for your business. Use group decision-making procedures to review the strategy with your co-owners. Agree on a business strategy with your co-owners. 3. Compute the time you have available in the average week and schedule the times you will devote to important business strategy tasks. The tasks include creating a business plan with reasonable milestones and timelines from the strategy with your co-owners. 4. Use Dynamic Planning to execute and revise the plan. My Substack site, Owning a Business (https://rickriebesell.substack.com/) is devoted to a discussion of Prior Diligence, a strategy that is the basis for planning to accomplish the result of realizing the highest possible value from ownership of a business interest. The components of Prior Diligence are: separation of the owner from management, the presence of co-owners, the implementation of a buy-sell agreement among the owners, a sale to an unrelated outside buyer, and management of the business with Dynamic Planning. All of these components are described with more detail in the archives of the Substack site, Owning a Business. The chat feature of the site, which I moderate, is a place of community for business owners to learn and help others solve entrepreneurial ownership problems. Next year be the business owner who looks back and realizes that one or more important accomplishments have been reached. You used your values to create a strategy. You set a goal at the beginning of the year. You created a plan to act to accomplish the goal. You executed the plan by acting to reach the goal. The feeling will be one of satisfaction and a sense of accomplishment.

In this episode of ThimbleberryU, Jon “JAG” Gay and Amy Walls tackle one of the biggest fears for retirees: running out of money before they die. They delve into the critical topic of deciding from which accounts to draw money in retirement, illustrating the profound impact these decisions can have on one's financial stability.Amy emphasizes that this concern often leads people to adopt an "ostrich" mentality, where they bury their heads in the sand to avoid facing daunting financial decisions. Jon adds that this behavior is a form of fight or flight, driven by fear and unfamiliarity. They agree that simply winging it can be a costly mistake.We introduce a case study to illustrate these points. They discuss a hypothetical couple, both aged 60, with different types of savings: $40,000 in cash, $600,000 in taxable investments, $2 million in IRAs, and $200,000 in Roth accounts. They compare the financial outcomes of spending $85,000 versus $100,000 annually in retirement.For $85,000 in annual spending, the optimal strategy involves withdrawing 45% from taxable accounts and 55% from IRAs. For $100,000, the best approach shifts to 60% from taxable accounts and 40% from IRAs. Deviating from these strategies, even slightly, can significantly impact financial outcomes. Using the $85,000 strategy for $100,000 in spending could result in $400,000 less in available funds by age 95.Using the $100,000 strategy for $85,000 in spending could lead to $300,000 less.The consequences are even more dramatic when retirees choose to withdraw 100% from either taxable accounts or IRAs. Drawing solely from taxable accounts until depletion could result in $740,000 less by age 95. Withdrawing entirely from IRAs could lead to $1.5 million less.We underscore the importance of dynamic financial planning, which involves regular reassessment of one's strategy to adapt to changing circumstances and ensure efficiency. Amy concludes by stressing that thoughtful distribution strategies are essential not only for maintaining financial stability but also for achieving personal goals, whether it's enjoying life, covering unexpected expenses, or leaving a legacy.For listeners seeking personalized advice, Amy encourages reaching out to Thimbleberry Financial for guidance tailored to individual circumstances. To get in touch with Amy and her team at Thimbleberry Financial, call 503-610-6510 or visit thimbleberryfinancial.com.

Inna Kuznetsova, the CEO of ToolsGroup, is a seasoned leader in the realm of AI-powered solutions for supply chain management. With a career dedicated to integrating technology and innovation into the supply chain, Inna oversees ToolsGroup's cutting-edge solutions utilized by retailers, manufacturers, and distributors globally. Her impressive track record includes prior roles as the CEO of 1010data and key positions at INTTRA, CEVA Logistics, and IBM. As an independent director, Inna contributes her expertise to the board of Freightos, a publicly traded SaaS marketplace platform. A distinguished mathematician with MS and Ph.D. degrees from Moscow State University and an MBA from Columbia Business School, Inna is also a recognized author and speaker, having received the Women in Supply Chain Award for three consecutive years.SHOW SUMMARYIn this episode of eCom Logistics Podcast, Dan Coll and Ninaad Acharya interview Inna Kuznetsova, CEO of Tools Group, about the role of AI in demand planning and supply chain management. Inna shares her insights on how AI can improve demand forecasting, optimize inventory management, and enhance pricing and markdown strategies. She emphasizes the importance of leveraging data and implementing dynamic planning to navigate the complexities of today's supply chain landscape. Inna also discusses the challenges and opportunities for e-commerce brands in diversifying their sales channels and managing returns effectively.HIGHLIGHTS[00:00:00] Introduction to the podcast and guest's background[00:03:12] The impactful moments and philosophies in the guest's career[00:09:02] The role of AI in demand planning and supply chain[00:13:10] The use of probabilistic models in demand forecasting[00:14:19] The advantages of using artificial intelligence in forecasting and managing inventory[00:18:20] The role of AI in reducing the bullwhip effect during disruptions like COVID-19[00:23:48] The role of AI in allocation planning and optimizing inventory distribution[00:25:05] Case study example of allocation planning for a retailer in a resort area[00:27:33] The benefits of fulfilling orders from stores and intelligent optimization of markdowns[00:31:24] Importance of dynamic fulfillment and holistic approach to e-commerce[00:40:43] The proliferation of shipping from store and its advantages/disadvantages[00:43:29] Rethinking shipment strategies and returns[00:44:17] Managing returns and decision-making[00:46:20] Implementing digital twin for intelligent returnsQUOTES[00:11:44] "The reason why I was so attracted to ToolsGroup, why I left my previous role to jump into this current journey was because ToolsGroup was a pioneer in using machine learning in demand forecasting, which they started doing 15 years ago."[00:18:20] "With the help of machine learning, you can fulfill better from the stores. It's not just fulfillment from the warehouse. It'd be much more efficient fulfilling from a store where that item may be marked down by 50 percent tomorrow, even if it costs you a little bit more in shipping."[00:43:29] "Moving from static planning to dynamic planning and then to navigation through the supply chain is the future trend I'm most excited about. It will minimize the amount of unproductive work made by human beings and allow them to focus on more strategic discussions."Find out more about Inna Kuznetsova in the link below:LinkedIn: https://www.linkedin.com/in/ikuznetsova/

A traditional business plan determines action to be taken to accomplish the plan goals and monitors the effect of those actions in reaching the plan goals. If the goals are not reached, the plan is revised and the process repeated. The launch of the business plan is much like the launch of a missile, a rocket that is launched by aiming it and then launching. Of course, a higher level of performance is reached with a guided missile, a rocket that uses a guidance system to steer the missile to a target after the missile has been launched. The guidance system corrects the path of the rocket in flight to assure it intercepts the target. This guidance system may use radar, infrared, laser, or GPS technology, but what is important is that when the missile is launched, the guidance system activates, and the path to the target is tracked. The guidance system will control the missile's flight path to make adjustments to the missile's trajectory so that it hits the target. Similarly, a business plan becomes dynamic when the operational decisions made to take actions to accomplish the goals of the plan and results from monitoring these actions are instantly communicated to all involved in the plan such that the actions can be revised to assure plan goals are met. With the traditional business plan process it can take months before monitoring information is reviewed by the policy making group with plans often being revised on a quarterly or even annual basis. A dynamic business plan, like the guidance system of a missile, can allow the actions of the plan to be altered in a timely way to achieve the desired results, even if the initial aim is shown by monitoring to be off target.   The business planning process starts with a strategic idea that develops into a written plan after decisions are made by the policy-making group. The documented plan is communicated from the policy-making group to executive managers who create and implement an operational plan to carry out the plan by meeting its benchmarks (metrics) and goals. At some point, the experience of carrying out the plan as monitored by the executive managers will suggest that the plan be revised by the policy-making group. Traditionally, the segments of the business planning process (strategic, operational, execution, and monitoring) have been viewed as separate activities. This primarily has to do with the traditional means of communicating the plan. The creation of the operational plan by executives will be an iteration of the strategic plan which will alter the strategic plan in a variety of ways that are necessary and appropriate but those changes will not be known by the policy-making group. When the operational plan is initiated and communicated in various ways to the productive elements of the business, as a matter of practicality the effect of the business environment will also cause changes to the plan. These changes also are not brought to the attention of the policy-making group.   The more fluid and dynamic the business planning process, the more the policy-making group will be involved and the more effective the plan will be. The more segmented the planning process, the more restricted the information will be to the policy-making group and the less effective the plan will be. To the extent that the strategic plan is different from the operational plan and does not consider the realities of the marketplace, the success of the plan is in jeopardy. When the plan is changed, either by the drafting of operational planning or the practical aspect of experiencing the reality of the marketplace, it is the reaction to these changes by the policy-making group that will result in the success of the plan by keeping the actions taken to reach plan goals on target.   For a dynamic planning process to exist, any reaction to implementing actions taken to reach the goals of the strategic plan must be communicated to all involved, especially the policy-making group, in a timely manner. Whether this occurs has to do with the communication between the policy-making group, the managers, and the productive elements of the business. What format of a business plan will allow information to flow instantly between these business elements in all directions? Traditionally, it was not unusual to see a strategic plan documented in a three-ring binder that must be handed to an executive group to be read, then communicated to managers by a different means often without documentation, and then placed on a shelf. In due time, managers reported back to the policy-making group after installing and monitoring benchmarks and metrics. Then, the notebook would be pulled off the shelf and revisions would be considered. If the plan is in a three-ring notebook or a PowerPoint slide presentation, the communication of the plan provides an obstacle for the fluid implementation of the plan.   Where a dynamic planning process is in place, the same communication instrument contains the strategic plan, the operational plan, and reflects the monitoring of benchmarks. Deviations from the strategic plan indicated by the drafting of the operations plan, the establishment and monitoring of metrics, and the experience of the marketplace will be communicated to all parties, especially the policy-making group. The planning process (strategic, operational, execution, and revision) is be based on continuous communication. This communication can be done on planning format such as a spreadsheet or perhaps more elegantly by the use of business software such as Microsoft Teams.   Effective execution of the plan is improved where there is overall communication involving the policy-making group and immediate revision to the plan as the necessity is perceived. Like a guided missile.  

Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them. Integrated Library Planning: A New Model for Strategic and Dynamic Planning, Management, and Assessment (ACRL, 2023) offers a different kind of approach to planning that is both strategic and dynamic: fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected. The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change. Jen Hoyer is Technical Services and Electronic Resources Librarian at CUNY New York City College of Technology. Jen edits for Partnership Journal and organizes with the TPS Collective. She is co-author of What Primary Sources Teach: Lessons for Every Classroom and The Social Movement Archive. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them. Integrated Library Planning: A New Model for Strategic and Dynamic Planning, Management, and Assessment (ACRL, 2023) offers a different kind of approach to planning that is both strategic and dynamic: fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected. The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change. Jen Hoyer is Technical Services and Electronic Resources Librarian at CUNY New York City College of Technology. Jen edits for Partnership Journal and organizes with the TPS Collective. She is co-author of What Primary Sources Teach: Lessons for Every Classroom and The Social Movement Archive. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/education

Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them. Integrated Library Planning: A New Model for Strategic and Dynamic Planning, Management, and Assessment (ACRL, 2023) offers a different kind of approach to planning that is both strategic and dynamic: fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected. The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change. Jen Hoyer is Technical Services and Electronic Resources Librarian at CUNY New York City College of Technology. Jen edits for Partnership Journal and organizes with the TPS Collective. She is co-author of What Primary Sources Teach: Lessons for Every Classroom and The Social Movement Archive. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/communications

Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them. Integrated Library Planning: A New Model for Strategic and Dynamic Planning, Management, and Assessment (ACRL, 2023) offers a different kind of approach to planning that is both strategic and dynamic: fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected. The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change. Jen Hoyer is Technical Services and Electronic Resources Librarian at CUNY New York City College of Technology. Jen edits for Partnership Journal and organizes with the TPS Collective. She is co-author of What Primary Sources Teach: Lessons for Every Classroom and The Social Movement Archive. Learn more about your ad choices. Visit megaphone.fm/adchoices

Many library project plans, from small projects to institution-wide strategic planning committees, follow a linear trajectory: create the plan, do the plan, then review the outcome. While this can be effective, it also sometimes leads to disregarding new information that emerges while executing the plan, making the outcome less effective. Planning processes can also feel forced and predetermined if stakeholder feedback is not seriously considered. When this happens too many times, people stop offering their honest opinions and new ideas because they have learned that the planners do not really want to hear them. Integrated Library Planning: A New Model for Strategic and Dynamic Planning, Management, and Assessment (ACRL, 2023) offers a different kind of approach to planning that is both strategic and dynamic: fueled by open communication, honest assessment, and astute observation. Voices at the table, near the table, and far from the table are heard and considered. Its perpetual rhythm gives space to consider new information when it emerges and freedom to make changes at a time that makes sense instead of when it is most convenient or expected. The era of fixed-length strategic plans is coming to an end. Five-year strategic plans had already given way to three-year strategic plans, and now we find ourselves needing to plan and function when nothing is certain beyond the present moment. The components of this model might look deceptively similar to the strategic planning practices used in libraries and organizations for decades; however, when implemented as a whole, with a monthly review cycle on a rolling planning horizon and space for regular analysis of information needs and behavior, it has the potential to shatter any previous notions of planning that serve only to satisfy administrators. Integrated Library Planning can help libraries effectively navigate and become agents of change. Jen Hoyer is Technical Services and Electronic Resources Librarian at CUNY New York City College of Technology. Jen edits for Partnership Journal and organizes with the TPS Collective. She is co-author of What Primary Sources Teach: Lessons for Every Classroom and The Social Movement Archive. Learn more about your ad choices. Visit megaphone.fm/adchoices

Change, change, change… This is #4 of 5 episodes about “How to Change” to help you prepare for the new year. This week, I'll talk about how a dynamic planning approach - instead of a static approach - can amplify your results.In this episode, we discuss:How dynamic planning is definedThe characteristics of dynamic planningHow to apply this approach to habit changeResources mentioned:“What is the Plan-Do-Check-Act (PDCA) Cycle?” (American Society for Quality)“Roll With It,” Steve Winwood (YouTube)Join the Less Stress, More Fun podcast community on Facebook!Get Lisa's "3 Ways to Reduce Stress TODAY" video + PDF.Visit Lisa online! Website | Instagram | LinkedIn© 2022 Lisa Schwaller

We continue our deep dive into a provocative, radical blueprint for democratizing finance and taking control of the economy. We detail Omarova's detailed proposal for turning the Federal Reserve into the People's Ledger. On the liabilities side, we discuss the universalization of deposit services (aka FedAccounts) and the elimination of private deposit-taking by commercial banks. On the assets side, we discuss the creation of a National Investment Authority which would allocate capital to socially beneficial, large-scale projects. Together this reformed Fed would drastically reduce the complexity and volatility of the financial system, while democratizing access to financial services, while also distributing the flows of capital to worthwhile investments. ••• The People's Ledger: How to Democratize Money and Finance the Economy | Saule T. Omarova https://scholarship.law.vanderbilt.edu/vlr/vol74/iss5/1/ ••• Socialist Investment, Dynamic Planning, and the Politics of Human Need | Aaron Benanav https://www.tandfonline.com/doi/full/10.1080/08935696.2022.2051375 Subscribe to hear more analysis and commentary in our premium episodes every week! https://www.patreon.com/thismachinekills Grab TMK gear: https://www.bonfire.com/store/this-machine-kills-podcast/ Hosted by Jathan Sadowski (www.twitter.com/jathansadowski) and Edward Ongweso Jr. (www.twitter.com/bigblackjacobin). Production / Music by Jereme Brown (www.twitter.com/braunestahl)

Meet Hal Andrews:Hal Andrews is the Founder, President, and CEO of Trilliant Health, a data science and analytics company that provides research for healthcare providers. He currently serves on the Board of Directors of Trilliant Health and Mployer Advisor, and on the Board of Advisors for the Nashville Capital Network. Hal previously served in executive roles at Aegis Health Group, Digital Reasoning, Shareable Corporation, Availity, LLC, RevPoint Healthcare Technologies, Martin Ventures and Data Advantage. Hal has two undergraduate degrees from Southern Methodist University, as well as a law degree from The University of Tennessee.  Key Insights:Hal Andrews in on a mission to improve market analytics, research, and predictions in healthcare.  Think Local. Many strategic decision and predictions in healthcare are based on national metrics. However, healthcare is local. Different sub-markets have different population health needs and habits, and are dynamic. Trilliant Health gives health providers local-level data for decision making.Dynamic Planning. Many strategic decisions in healthcare are made from inpatient data, which represents only a fraction of services and revenue. Additionally, that data informs year-long strategic planning, with no adjustments unless there is a crisis like COVID-19. Trilliant helps health systems engage in dynamic planning, making decisions based on monthly rather than yearly data.Insights for Entrepreneurs. There's an old saying that two things in life are certain: death and taxes. Hal adds two more certainties to that list for founders: it's going take more money than you thought, and more time than you thought.This episode is hosted by Tarun Kapoor, M.D. He is a member of the Advisory Council for Day Zero and is Senior Vice President and Chief Digital Transformation officer at Virtua Health. Relevant Links:Learn more about Trilliant HealthListen to “Lessons from a 5x Healthcare Startup CEO - with Hal Andrews (Trilliant Health)” from Building While Flying

Retirement planning is complex and risk in retirement is real. To improve the confidence clients have in working with an advisor, you need to prepare them for changes in retirement and avoid the talk of probability of failure and success. Ongoing adjustment-based planning aligns clients' perceptions of risk in retirement with reality. This often results in small course corrections with many retirees finding they can spend more than originally planned. My guest, Justin Fitzpatrick, is here to discuss new research and technology that helps advisors paint a more realistic picture of what retirement could look like and guides clients through retirement more successfully.

Durée : 0:29:53 | Publié le : 11/10/21 Interventants : Jérôme WICKY | Traducteur de comics et auteur du livre Gō Nagai - Mangaka de légende édité par FANTASK. Grégoire HELLOT | Directeur de collection des éditions KUROKAWA et auteur du magazine Animeland Hors-Série N° 01 (Spécial Go Nagai). Documentations : Nom : Gō Nagai | Mangaka de Légende Format : Livre Auteur : Jérôme Wicky Date de sortie : 7 juillet 2017 Éditeur : Éditions Fantask Broché : 472 pages Langue : Français ISBN-10 : 2374940128 ISBN-13 : 978-2374940120 Nom : Gō Nagai | Le Diable du manga (ATOM #13) Format : Mook Auteur : Collectif Date de sortie : 30 janvier 2020 Éditeur : Custom Publ Broché : 132 pages Langue : Français ISBN-10 : 2490308181 ISBN-13 : 978-2490308187 Nom : Jump | L'Âge d'Or du Manga Format : Livre Auteur : Hiroki Gotô Traductrice : Julie Seta Date de sortie : 4 juillet 2019 Éditeur : Kurokawa Collection : KuroPop Broché : 472 pages Langue : Français ISBN-10 : 236852827X ISBN-13 : ‎ 978-2368528273 Nom : Hors Série Spécial Go Nagai (Animeland Hors-Série #01) Format : Magazine Auteur : Collectif Coordinateur : Grégoire Hellot Date de sortie : 11 octobre 1997 Éditeur : Ynnis Edition Collection : ANIMEland Agrafé : 100 pages Langue : Français Couverture : Double Nom : Rumiko Takahashi | Reine du manga Format : Livre Autrice : Pauline Croquet Date de sortie : 27 novembre 2020 Éditeur : Édition Pix'n Love Broché : 250 pages Langue : Français ISBN-10 : 2371880841 ISBN-13 : 978-2371880849 Musiques : Nom : 鉄腕アトム (Tetsuwan Atom) Tiré de : Tetsuwan Atom Original Sound Track Format : Cassette audio Chant : Atoms Parolier : Shuntaro Tanikawa Compositeur : Tatsuo Takai Arrangeur : Shigeaki Saegusa Date de sortie : 21 décembre 1980 Label : For Life Records Langue : Japonais Numéro de catalogue : 25C-2 Nom : オープニング (ouverture) Tiré de : Cyborg 009 Original Soundtrack 1 (Shōtarō Ishinomori Manga Ongakutaizen 5) Format : Compact disc Compositeur : Taichirou Kosugi Arrangeur : Taichirou Kosugi Date de sortie : 20 février 1999 Label : Columbia Réalisation : NIPPON COLUMBIA CO., LTD. Langue : Japonais Numéro de catalogue : COCX-30304~5 Code-barres : 4988001284796 Nom : デビルマンのうた (カラオケ) (La chanson de Devilman (Karaoké)) Tiré de : DYNAMIC PRO FILMS ETERNAL EDITION File No.11 & 12 DEVILMAN Format : Compact disc Compositeur : Go Misawa Arrangeur : Go Misawa Date de sortie : 23 juillet 2003 Label : Columbia Music Entertainment Réalisation : Columbia Music Entertainment Langue : Japonais Numéro de catalogue : COCX-32285~6 Code-barres : 4988001922636 Nom : オープニング～(歌) マジンガーZ (Ouverture ~ (chanson) Mazinger Z) Tiré de : Mazinger Z Original Soundtrack-ban Format : Cassette audio Chant : Ichiro Mizuki Parolier : Fumihiko Azuma Compositeur : Chumei Watanabe Arrangeur : Chumei Watanabe Date de sortie : 10 avril 1978 Label : Columbia Réalisation : NIPPON COLUMBIA CO., LTD. Langue : Japonais Numéro de catalogue : CPY-504 Documents d'archives : Nom : マジンガーZ (Mazinger Z) Format : Série Animée Nombre d'épisodes : 92 Durée des épisodes : 25 minutes Auteur : Gō Nagai Réalisateur : Tomoharu Katsumata Compositeur : Michiaki Watanabe Date de sortie : 3 décembre 1972 Langue : Japonais Diffuseur : Fuji Television Studio d'animation : Tōei Animation Nom : マジンカイザー (Mazinkaiser) Format : Série Animée Nombre d'épisodes : 7 Durée des épisodes : 30 minutes Auteur : Gō Nagai Réalisateur : Masahiko Murata Compositeur : Kazuo Nobuta Date de sortie : 25 septembre 2001 Langue : Japonais Diffuseur : Dynamic Planning Studio d'animation : Brains Base, Dynamic Planning et Bandai Visual Nom : マジンガーＺ対暗黒大将軍 (Mazinger Z contre l'armée des ténèbres) Format : Film d'Animation Nombre d'épisodes : 1 Durée des épisodes : 43 minutes Auteur : Gō Nagai Réalisateur : Tomoharu Katsumata Compositeur : Michiaki Watanabe Date de sortie : 3 décembre 1972 Langue : Japonais Diffuseur : Fuji Television Studio d'animation : Tōei Animation Nom : グレートマジンガー (Great Mazinger) Format : Série Animée Nombre d'épisodes : 56 Durée des épisodes : 25 minutes Auteur : Gō Nagai Réalisateur : Tetsuo Imazawa, Masayuki Akechi, Nobuo Onuki, Takeshi Tamiya, Tomoharu Katsumata et Yasuo Yamayoshi Compositeur : Michiaki Watanabe Date de sortie : 8 septembre 1974 Langue : Japonais Diffuseur : Fuji Television Studio d'animation : Tōei Animation Nom : 宇宙円盤大戦争 (La grande bataille des soucoupes volantes) Format : Film d'Animation Nombre d'épisodes : 1 Durée des épisodes : 29 minutes Auteur : Gō Nagai Réalisateur : Yugo Serikawa Scénariste : Chiaki Imada Compositeur : Shunsuke Kikuchi Producteur : Shozo Uehara Date de sortie : 26 juillet 1975 Langue : Japonais Diffuseur : Fuji Television Studio d'animation : Toei Doga et Tōei Animation Nom : UFOロボ・グレンダイザー (UFO Robot Grendizer) Format : Série Animée Nombre d'épisodes : 74 Durée des épisodes : 25 minutes Auteur : Gō Nagai Réalisateur : Tomoharu Katsumata et Masayuki Akehi Scénariste : Shozo Uehara, Mitsuru Majima, Tatsuo Tamura, Keisuke Fujikawa et Toyohiro Ando Compositeur : Shunsuke Kikuchi Producteur : Chiaki Imada et Toshio Katsuta Date de sortie : 5 octobre 1975 Langue : Japonais Diffuseur : Fuji Television Studio d'animation : Tōei Animation et Dynamic Planning

What makes planning a consistent part of the business operation is timing. If creating a plan takes a retreat, facilitation, enough writing to fill a three-ring notebook, and space on the shelf for the notebook, then planning typically remains a separate activity not involved in the essential conduct of the business. Planning is most effective when it is dynamic – where changes made to the plan are immediately communicated to all affected by the plan.

In this episode: Budgeting sucks …. Do this instead Budgeting …  It’s feels so negative Instead think of align your cashflow with your life Shout out to First Steps Cash Management - You can easily do this at home. Instead of thinking about cash in one bucket, break it into three buckets. Static  - Past - Fixed expenses that don’t change Control - Weekly expenses that vary  Dynamic - Planning for the expected and unexpected For salaried people, use the net pay from your paycheck For 1099 - Small business owners (lump in all costs of business and add a tax estimate for fed and state)   Once you make your first iteration, ask yourself … is this ideal?  Is there anything I can change.   If you have bucket totals side by side … are you paying so much to past commitments that you cannot enjoy life while planning your future?  How you can you change this? Can you reduce your static expenses?   Can you increase your income?   Once you know what you want, automate as much of it as you can.  LET'S CONNECT! James Facebook LinkedIn Website Scott Facebook Twitter Website ENJOY THE SHOW? Don’t miss an episode, subscribe via iTunes, Sticher, Spotify, or Google Play. Leave us a review on iTunes. Have a money question you want us to answer? Submit one here 

In this episode of the Dynamic Money show, we’re talking about Mr. 401k and how he plans to help people to retire (something he hasn't done yet.) We can forget that the 401k was introduced to the public in the eighties, giving soon-to-retire people some nerves. But there is a remedy we call "Advanced Income Planning" and with the right approach peace is within grasp. MOST IMPORTANTLY - This podcast exists so you see how recent financial news affects your life, your wallet and your future. If you heard something that made you think about your personal situation or were confused by something don’t stay that way— Click here and ask our team any question. We would love to help you. Let's stay in touch: Subscribe to Dynamic Money Updates Connect with us on Facebook & Instagram Ask Us any Question About What You Heard Contact Dynamic Money & Get a Financial Plan Built for Life

Steve Pavlina shares his take on GTD and what he calls dynamic planning. Episode 888: Dynamic Planning by Steve Pavlina (Personal Productivity & Growth Mindset Development with GTD). Steve Pavlina is widely recognized as one of the most successful personal development bloggers on the Internet, with his work attracting more than 100 million visits to his website, StevePavlina.com. He has written more than 1300 articles and recorded many audio programs on a broad range of self-help topics, including productivity, relationships, and spirituality. Steve has been quoted as an expert by the New York Times, USA Today, U.S. News & World Report, the Los Angeles Daily News, Self Magazine, The Guardian, and countless other publications. He's also a frequent guest on popular podcasts and radio shows. The original post is located here: https://www.stevepavlina.com/blog/2005/04/dynamic-planning Visit Me Online at OLDPodcast.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Steve Pavlina shares his take on GTD and what he calls dynamic planning. Episode 888: Dynamic Planning by Steve Pavlina (Personal Productivity & Growth Mindset Development with GTD). Steve Pavlina is widely recognized as one of the most successful personal development bloggers on the Internet, with his work attracting more than 100 million visits to his website, StevePavlina.com. He has written more than 1300 articles and recorded many audio programs on a broad range of self-help topics, including productivity, relationships, and spirituality. Steve has been quoted as an expert by the New York Times, USA Today, U.S. News & World Report, the Los Angeles Daily News, Self Magazine, The Guardian, and countless other publications. He's also a frequent guest on popular podcasts and radio shows. The original post is located here: https://www.stevepavlina.com/blog/2005/04/dynamic-planning Visit Me Online at OLDPodcast.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Steve Pavlina shares his take on GTD and what he calls dynamic planning. Episode 888: Dynamic Planning by Steve Pavlina (Personal Productivity & Growth Mindset Development with GTD). Steve Pavlina is widely recognized as one of the most successful personal development bloggers on the Internet, with his work attracting more than 100 million visits to his website, StevePavlina.com. He has written more than 1300 articles and recorded many audio programs on a broad range of self-help topics, including productivity, relationships, and spirituality. Steve has been quoted as an expert by the New York Times, USA Today, U.S. News & World Report, the Los Angeles Daily News, Self Magazine, The Guardian, and countless other publications. He's also a frequent guest on popular podcasts and radio shows. The original post is located here: https://www.stevepavlina.com/blog/2005/04/dynamic-planning Please Rate & Review the Show! Visit Me Online at OLDPodcast.com and in The O.L.D. Facebook Group and Join the Ol' Family to get your Free Gifts! Thank you to Canidae, an independent and family-owned pet food company with quality ingredients! Get your free sample: Canidae.com/podcast --- Support this podcast: https://anchor.fm/optimal-living-daily/support

The buzz: “The modern CFO is often the right-hand man or woman of the CEO” (Fox Business 10/24/13). Your Finance department is at a critical juncture. Gone are the days when CFOs just reported on past results. The modern office of Finance can help navigate your enterprise forward using Dynamic Planning and Analysis technologies to simulate in-the-moment complex scenarios, leverage advanced visualizations and simplify complex predictive analytics. The experts speak. Jeff Hattendorf, Macrospect: “A bad system will beat a good person every time” (W. Edwards Deming). Rob Ried, Deloitte: “Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical” (Steven Levitt). Floyd Conrad, SAP: “The best way to predict the future is to create it” (Dennis Gabor). Join us for Finance Manager's Guide to the Future: Dynamic Planning and Analysis.

The buzz: “The modern CFO is often the right-hand man or woman of the CEO” (Fox Business 10/24/13). Your Finance department is at a critical juncture. Gone are the days when CFOs just reported on past results. The modern office of Finance can help navigate your enterprise forward using Dynamic Planning and Analysis technologies to simulate in-the-moment complex scenarios, leverage advanced visualizations and simplify complex predictive analytics. The experts speak. Jeff Hattendorf, Macrospect: “A bad system will beat a good person every time” (W. Edwards Deming). Rob Ried, Deloitte: “Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical” (Steven Levitt). Floyd Conrad, SAP: “The best way to predict the future is to create it” (Dennis Gabor). Join us for Finance Manager's Guide to the Future: Dynamic Planning and Analysis.