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<ul class="summary-list"><li>CAGR stands for compound annual growth rate, and it is a measure of an investment's average past performance over a long period of time.</li><li>CAGR doesn't predict how an investment will perform in the future.</li><li>CAGR has its limitations and doesn't necessarily reflect an investment's actual performance.</li></ul>By their very nature, markets fluctuate constantly, making it difficult to know which investments are worth sinking your money into. While there's no way to reliably predict what's going to happen in any given market, there are some indicators that can give you an idea of what opportunities might be worth exploring. Compounded annual growth rate (CAGR) is one such measure. Here is a closer look at what CAGR is and what it means in terms of investments. <h2>What is compound annual growth rate (CAGR)? </h2>CAGR is a formula that calculates how the value of an investment has changed over the course of a specific time period, assuming all earnings have been reinvested and no deductions have been made. This calculation allows investors to look at how much an investment has gained or lost over one or more years as a way to determine overall performance. It's a useful tool for comparing multiple investments to see what might be worth buying into, whether it's securities, property, business, or anything else of value. <h2>How CAGR works </h2>CAGR is calculated by looking at the initial and final values of an investment and a period of time over which to evaluate performance. This formula is relatively simple and assumes that nothing has been deducted from the investment, such as a sale of shares. It also assumes that any value earned - through interest or dividends - has been reinvested and compounded into the investment. "The CAGR measure can be used in any industry," explains Daniel Garza, Chartered Financial Analyst and Senior Research Analyst with <a href="https://intercontinentalwealthadvisors.com/" target="_blank" rel="nofollow noopener sponsored">Intercontinental Wealth Advisors</a>. "However, it can be used in the investment world to complement other widely used measures, such as time-weighted return. This is because some assets are not publicly traded and it's harder to know their value at a specific time every month/year to evaluate growth or rate of return."Garza says that CAGR is useful when applied to assets that don't have publicly available data to determine performance, such as property or physical assets. "This is because having an initial value for a physical asset and a final value for the same asset, regardless of the time frame, allows you to calculate it," he says. "There is no need to constantly know the value of this asset to get to CAGR." <h3>CAGR formula</h3>To calculate CAGR, use the following formula: <div type="image" title="Formula graphic for how to calculate Compound annual growth rate (CAGR)" height="707" width="1668" msid="84905532" hostid="261"></div><ul><li>Divide the final value of an investment by its starting value. </li><li>Apply the exponent of 1/N to that quotient. The value of N will be the timeframe you're evaluating, such as a number of years. </li><li>Finally, subtract 1 from the value you get from applying the exponent. </li></ul>Let's see how this works when you put it all together. To keep things simple, we are going to determine the CAGR for an investment that has grown from $100 to $108 in value over 5 years. Your formula would look like this when you plug in all of the values:CAGR = (108/100)/^⅕ -1 = .015511 or 1.5511% This tells us that on average, the investment gained 1.5511% in value each year during the selected five-year period. Some years may have seen more growth and others less. But it smooths out to this rate when you look at the timeframe as a whole. Quick tip: There are many CAGR calculators available online but you can also use Microsoft Excel. The program's <a href="https://support.microsoft.com/en-us/office/xirr-function-de1242ec-6477-445b-b11b-a303ad9adc9d" target="_blank" rel="nofollow noopener sponsored">XIRR function</a> will calculate CAGR, or you can input the following formula into a spreadsheet cell: =((V2/V1))^(1/t)-1. This can save a lot of time and get you a quick calculation, taking some of the legwork out of your research.<h2>How investors use CAGR </h2>One of the most common reasons investors use CAGR is to compare investments. Though you're not seeing the actual gains and losses from year to year, CAGR shows you how an investment has historically performed. You can use this information to learn about one or more investments, see how they measure up to one another, and make informed decisions about where you want to put your money. You can also use CAGR to track business performance as a result of measures a company takes, such as policy changes or new products introduced to market. It can also give you an idea of a business' strengths and weaknesses. For example, a CAGR that shows a steady decline over a number of years might indicate that internal or external issues are impacting profitability and the business is struggling to overcome them. <h2>Disadvantages of CAGR </h2><ul><li>CAGR doesn't tell you anything about an investment's risk. It's simply a measure of past performance. It doesn't account for varying degrees of risk that all investments are vulnerable to. If you want to determine the risk-return reward of an investment, you can use other calculations, such as Sharpe's Ratio and Treynor's Ratios, both of which adjust for risks that CAGR doesn't. </li><li>CAGR is a "smoothed" value, meaning it doesn't show the history of highs and lows an investment has seen. Growth is assumed to be constant throughout the given timeline, even though that's not necessarily the case. </li><li>CAGR can't predict how an investment will perform in the future. You can look at past performance and make a guess as to whether or not an investment is likely to continue that pattern of growth. But it is in no way a guarantee, no matter how steady growth has been in the past. In fact, Garza says the shorter the time frame used in your analysis, the less likely it will be that the expected CAGR performance will be repeated. </li><li>Representation of data can be limited when you're talking about CAGR because you're only looking at performance during a specific time frame. There can be a lack of context that skews interpretation of CAGR. For example, if you're looking at stock that was hit hard during a recession and experienced rapid growth in the years recovering from a significant loss, the CAGR is going to seem overly high. That rate of increase will most likely slow as the company levels out. </li></ul><h2>CAGR vs. internal rate of return (IRR)</h2>CAGR is a simplified, overall look at past performance. The internal rate of return (IRR) calculation takes more factors into consideration than starting and ending values over time. It looks at inflows and outflows of cash and multiple time periods. If you have added to or taken out money from the investment, using IRR is a better measure of return rate. <table style="border-collapse: collapse; width: 100%;" border="1"><tbody><tr><td style="width: 50%;">Compound annual growth rate</td><td style="width: 50%;">Internal rate of return</td></tr><tr><td style="width: 50%;"><ul><li>Only looks at starting and ending values over one time period</li><li>Assumes any money earned is reinvested/compounded</li><li>Assumes growth rate is consistent and no withdrawals have been made</li></ul></td><td style="width: 50%;"><ul><li>Looks at multiple time periods and transactions</li><li>Accounts for ongoing fluctuations in market value</li><li>Accounts for money withdrawn from and added to the investment</li></ul></td></tr></tbody></table><h2>The financial takeaway</h2>Looking at the CAGR of an investment can be useful in evaluating past performance. Because it assumes that growth is consistent from year to year within the evaluation period, it may not accurately reflect the volatility an investment experienced. It's a smoothed average that doesn't tell the whole story but can be used to quickly compare how different investments stand up to each other. You'll find CAGR applied to all kinds of industries and to just about anything of value. Make sure to fully understand the context of how CAGR is calculated so you can make an informed opinion about what it means for your goals.And remember that while this average uses data based on events that have already taken place, it is not necessarily an accurate predictor of how an investment will perform moving forward. View it as one of many data points in your larger research about opportunities you're interested in <keyword id="35175" type="ORGANIZATION" weightage="60" keywordseo="investing">investing</keyword> in.<a data-type="60ec7aa704eb592fca2b3d8b">A company's earnings per share can help you gauge its profitability - here's how you calculate it</a><a data-type="60d60d694dde6162896da014">How to buy a stock: A step-by-step guide to help you get started investing</a><a data-type="60f31936fdabbb1b270e9087">What to know about speculation: When investors buy high-risk assets with the expectation of significant returns</a><a data-type="6075ad4e8fdef855a23b65b6">How market value can help you determine the true worth of company or asset</a>

What is compound annual growth rate?

<keyword id="466302" type="PERSON" weightage="20" keywordseo="workplace-stress">Workplace stress</keyword> can take a toll on the mental health of employees. Globally, almost half of the working population ‘burn out’ across industries like banking and healthcare. Employers too spend nearly $300 billion every year on workplace-related stress. Every week, Business Insider collates interesting books to read which provide an outlook on career and professional growth. This week we bring interesting books that help manage workplace stress. Here a few such books. Managing Stress In The Workplace: How To Get Rid Of Stress At Work And Live A Longer Life by Joe Martin The book talks about the reasons why workplace stress affects the human mind and how to deal with it. It focuses on methods that help build passion for work by overcoming hurdles and roadblocks. The Happiness Project by Gretchen Rubin The author introspects on “What do I want from life, anyway?” and figures that she wants to be happy. She realises that "Time is passing, and I’m not focusing enough on the things that really matter”. She then decides on a ‘happiness project’ — which helps find inner peace. The Secret Life of Organisations by Shalini Lal &amp; Pradnya Parasher The book shows the unknown side of a career. “Doing well in your workplace is as much about knowing how your organization functions as it is about understanding your job and yourself,” it says. Lal and Parasher are two HR experts who tell us how to transition from a student to a working professional, understand work cultures and other challenges. Emotional Intelligence: Why it Can Matter More Than IQ by Daniel Goleman Emotional Intelligence by Daniel Goleman shows the correlation between human intelligence and emotions. The book talks about how emotions play a crucial role in influencing thought process, decision making and success in life. It explains the process and potential reasons behind impulsive reactions, anger, and anxiety. It also speaks about qualities that help a person to excel at workplace — both rationally and emotionally. The Sleep Revolution by Ariana Huffington Amid the always-on work culture, The Sleep Revolution talks about the consequences of <keyword id="72481" type="PERSON" weightage="20" keywordseo="Sleep-deprivation">sleep deprivation</keyword> on job performance, health, and happiness. It reveals the importance of sleep in every aspect of life.

The five books you’ll want to read if you’re stressed at work

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image">Thomson ReutersFILE PHOTO: The logo of messaging app Snapchat is seen at a booth at TechFair LA in Los Angeles</div></div></div>The ad business loves its shiny new toys. And until recently, Snapchat was the shiniest. But that may not be the case anymore.<a href="http://www.businessinsider.com/snap-q2-earnings-results-2017-8">Snap fell short of revenue expectations</a>, and its net losses climbed to $443 million compared to $116 million at the same time last year. And while it amassed new users, that too was short of analyst expectations. The platform managed to attract only 7 million new daily users during the quarter, while analysts expected an additional 10 million. Of these, 4 million came from the US and Canada. Ad buyers go where the audience is, the question now is whether fickle ad buyers will be less interested as its audience growth sex appeal fades."I think the slow growth is going to make advertisers - and agencies who operate on behalf of advertisers - pay closer attention to these numbers and other reports on consumer behavior and adoption on the platform moving forward," said Brittany Richter, vice president and head of social media at iProspect.Richter said she didn't expect marketers to cut back on spending immediately. But Snapchat doesn't have a lot of leash going forward."I think they have a small window of time to prove that their ad capabilities work for brands and to find ways to keep and grow their audience," she said.Fair or not, big marketers are drawn to platforms that are growing fast, and are perceived as 'hot.' Snapchat may suffer for being seen as less than sizzling."Platforms in high-growth mode do tend to command a premium, because marketers will pay more to place messages a new thing that seems 'hot," said Ben Kunz, executive vice president of marketing and content and Mediassociates. "Advertisers like to think they are logical, but there is an emotional itch to chance the new shiny thing."In other words, Snap better pull up its socks, and continue to attract users if it ultimately wants to attract advertisers. "If Snap's user growth plateaus -- and even becomes stable -- a lot of interest may fade away," said Kunz. "Then it will just be like <keyword id="35666" type="UNKNOWN" weightage="100" keywordseo="advertising">advertising</keyword> on People.com, and the only criteria will be 'what's your [price]?'" <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/details-game-of-thrones-season-7-episode-4-hbo-jon-snow-daenerys-2017-8">8 details you might have missed on season 7 episode 4 of 'Game of Thrones'</a></h3> <div> </div> </div>

Snapchat's anemic user growth is impacting its cool quotient among advertisers

A recent trend doing the rounds on <keyword id="28120" type="CITY" weightage="80" keywordseo="Linkedin">LinkedIn</keyword>, the biggest professional networking site, has intrigued us a lot. It asks you what you would do if you were 22 again and the responses are pretty diverse. Opinions have been pouring in from C-suite guys to recent pass-outs, interns and mid-to-senior level executives. And the most striking concept I have come across till date is someone wanting to <keyword id="2312132" type="UNKNOWN" weightage="100" keywordseo="Change-job">change job</keyword> every month (for worthy reasons, of course). While that seems to be an extreme case, people in their early 20s are known to job-hop more than is good for professional health. Most of us do it for a bit of a raise or a better job profile – well, who wouldn’t if you get a custom-made position, instead of slogging at your old job and hoping to reach that slot someday? Some do it as they get bored with what they have been doing while others simply jump ship to avoid a <keyword id="2312133" type="UNKNOWN" weightage="100" keywordseo="Toxic-work-culture">toxic work culture</keyword>, a <keyword id="467176" type="UNKNOWN" weightage="100" keywordseo="Bad-boss">bad boss</keyword> or a combo of both. 
	 Whatever be your reason for job-hopping even when you are just one or two-job old (even <keyword id="67723" type="ORGANIZATION" weightage="100" keywordseo="HR">HR</keyword> guys consider it most natural for you to look around during this time to achieve <keyword id="34604" type="UNKNOWN" weightage="100" keywordseo="career-growth">career growth</keyword>), do not be led by money alone or assumption of power. <keyword id="10876" type="UNKNOWN" weightage="100" keywordseo="salary">Salary</keyword> rise becomes a routine all too soon and indulging in power play at office may actually hurt your <keyword id="2312143" type="UNKNOWN" weightage="100" keywordseo="Learning-graph">learning graph</keyword>, <keyword id="21700" type="UNKNOWN" weightage="100" keywordseo="Leadership-qualities">leadership qualities</keyword> and ultimately your <keyword id="2312144" type="UNKNOWN" weightage="100" keywordseo="Professional-integrity">professional integrity</keyword>. 
	 Moreover, <keyword id="2312146" type="UNKNOWN" weightage="100" keywordseo="Top-dollars">top dollars</keyword> and plum posts won’t be easy to come by. The Indian job market has been sluggish for some time now, as per ILO findings. <keyword id="6358907" type="ORGANIZATION" weightage="80" keywordseo="unemployment">Unemployment</keyword> rate in India has risen from 3.5% in 2011 to 3.7% in 2013 and it may further increase to 3.8%, according to the Global Employment Trends 2014 report. Of course, there are positive vibes all around and hiring across sectors is likely to warm up significantly under the new government led by <keyword id="6354477" type="PERSON" weightage="60" keywordseo="Narendra-Modi">Narendra Modi</keyword>. In fact, the job market is expected to grow at least 30% this fiscal. All that is good news, but the broader economic growth doesn’t see an instant change and it may take quite some time before you can pick and choose your next job. But don’t lose heart. With every job offer you get, comes some <keyword id="2312150" type="UNKNOWN" weightage="100" keywordseo="Hidden-perks">hidden perks</keyword> although you may not be aware of them. 
	 It is true that our perception has been different till date and take-home salary has always ranked high on an employee’s priority list. <keyword id="6357081" type="ORGANIZATION" weightage="100" keywordseo="Employees">Employees</keyword> in India prefer a <keyword id="1794997" type="UNKNOWN" weightage="100" keywordseo="competitive-salary">competitive salary</keyword> and related benefits over <keyword id="885084" type="UNKNOWN" weightage="100" keywordseo="career-progression">career progression</keyword>, according to a 2014 employees’ perception survey, conducted by global human resource company <keyword id="6439430" type="COMPANY" weightage="80" keywordseo="Randstad">Randstad</keyword>. That is in sync with the global traits, the survey says, but have you ever tried asking your HR guy whether your company offers the following benefits that can actually ensure your overall growth? If you swear by the G word (read growth) at <keyword id="6357280" type="PERSON" weightage="100" keywordseo="workplace">workplace</keyword> and your current job doesn’t offer these 5 hidden <keyword id="69022" type="UNKNOWN" weightage="100" keywordseo="perks">perks</keyword>, make sure you get them when you are looking for a change next time. 
	 
	1. Do you get performance-based rewards? In sales jargon, they call it incentive and most of the C-suite guys are also entitled to it. However, most companies prefer to pay a flat amount if they are under a contractual obligation to pay <keyword id="50592" type="ORGANIZATION" weightage="100" keywordseo="Bonus">bonus</keyword>. Others simply skip it if it is not there in your appointment letter. But there are exceptions as well. Some companies offer project-specific <keyword id="29962" type="UNKNOWN" weightage="100" keywordseo="incentives">incentives</keyword> or split profits (but these are mostly start-ups) to keep their employees happy and motivated. 
	 In the first company that I joined as an intern, no one was entitled to bonus but a token amount was handed over each year, based on one’s performance. Mind you, it was not a flat amount and varied from person to person. But it really kept us motivated and also acted as a timely warning. If we got an abysmally low amount or landed up in the ‘no-cheque zone,’ it was time to do some self-scrutiny and act upon it. As the annual <keyword id="538384" type="ORGANIZATION" weightage="100" keywordseo="performance-appraisal">performance appraisal</keyword> was nearly 6 months away (the incentive used to come around Diwali), there was plenty of time to move up the performance scale or to look around, find a more suitable position and quit without feeling too hurt. 
	 
	 
	 
	2. Can you play the <keyword id="149794" type="POSITION" weightage="100" keywordseo="strategist">strategist</keyword>? Well, we don’t mean you are going to do the CEO-level stuff. But do you have the freedom to ideate and brainstorm every now and then? Will the company top brass (or at least your own <keyword id="553771" type="POSITION" weightage="80" keywordseo="line-manager">line manager</keyword>) have the time and patience to listen to you? Do they acknowledge the value of your ideas and try to get them implemented? If the answer is ‘no’ in most of the cases, it is quite likely that you are working like an <keyword id="2312170" type="UNKNOWN" weightage="100" keywordseo="Organisational-cog">organisational cog</keyword>, instead of sharing your company’s vision and goals. If that is the case, you will soon <keyword id="2312174" type="UNKNOWN" weightage="100" keywordseo="Lose-motivation">lose motivation</keyword> and work will suffer consequently. 
	 However, it is wrong to assume that only big corporations fall victim to ‘<keyword id="2312169" type="UNKNOWN" weightage="100" keywordseo="Communication-failure">communication failure</keyword>.’ It does happen in a 10-strong company if one person chooses to take over the meeting procedure and others are just too polite/scared/disinterested to intervene. In contrast, some big companies keep ‘idea boxes’ and pass them around for you to contribute and participate. If your firm does that, don’t shy away from that extra effort. Taking an active interest in your company’s well being is a smart move that will take you far. 
	 
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	3. Do they run an <keyword id="2312177" type="UNKNOWN" weightage="100" keywordseo="Innovation-lab-at-workplace">innovation lab at workplace</keyword>?
 Strategy is often limited to your own projects, but <keyword id="94495" type="ENTERTAINMENT" weightage="100" keywordseo="Innovation">innovation</keyword> has no limit. Your company may not do it the Google way and allow you to work on random projects outside your immediate duty zone (well, as per Quartz, even Google has effectively done away with the ‘<keyword id="1823038" type="UNKNOWN" weightage="100" keywordseo="20-time">20% time</keyword>,’ which allowed its employees to take one day a week to work on independent projects). But do you get a fair chance to work on your ‘interest’ areas without hurting your productivity? Can you stretch your capabilities and learn <keyword id="1438120" type="UNKNOWN" weightage="100" keywordseo="new-skills">new skills</keyword>? Enhance processes? Put your <keyword id="6360549" type="UNKNOWN" weightage="100" keywordseo="creativity">creativity</keyword> to work and ‘<keyword id="1620972" type="ORGANIZATION" weightage="100" keywordseo="innovate">innovate</keyword>’ something that will benefit your company? 
	 Although a risky proposition (most project managers will term it as ‘messing up’), employee ‘me-time’ can be highly rewarding if the person involved has the right kind of focus and enthusiasm. What’s more, if you are good enough in your new <keyword id="44111" type="CITY" weightage="80" keywordseo="Avatar">avatar</keyword>, you can easily seek ‘change’ within the company and start growing. All of us have seen people who love to get out of their <keyword id="1093785" type="UNKNOWN" weightage="100" keywordseo="comfort-zone">comfort zone</keyword> and do something new in order to prove themselves. If your company supports it and encourages an ‘open house’ culture, that’s the best thing you can ever desire. 
	 
	 
	 
	4. What is the <keyword id="25411" type="UNKNOWN" weightage="100" keywordseo="happiness-quotient">happiness quotient</keyword>? Once again, we come back to the <keyword id="1591413" type="UNKNOWN" weightage="100" keywordseo="Company-culture">company culture</keyword> and how much it cares for you. Your <keyword id="2312196" type="UNKNOWN" weightage="100" keywordseo="New-organisation">new organisation</keyword> may have an irresistible culture that makes work fun, exciting and challenging. On the other hand, it may feel like a <keyword id="2312171" type="UNKNOWN" weightage="100" keywordseo="Daily-grind">daily grind</keyword> that you could be too eager to escape. While a newcomer should be ready to work hard and grow in more ways than one, is the organisation ready to welcome you on board as one of them? Do you have a mentor from Day I who will help you learn new things and handhold you to success? Do you have good leaders who genuinely care about you, your <keyword id="2312153" type="UNKNOWN" weightage="100" keywordseo="Professional-growth">professional growth</keyword> and your <keyword id="2312212" type="UNKNOWN" weightage="100" keywordseo="Personal-well-being">personal well being</keyword>? Do you get enough <keyword id="2312213" type="UNKNOWN" weightage="100" keywordseo="Praise-in-public">praise in public</keyword> and reprimands only in private? And finally, does your organisation share both rewards and pain with its employees? After all, there are plenty of companies that put their people in ‘pressure cooker’ situation all the time, without praising the efforts of the employees. 
	 All these answers may not be forthcoming within the first day or two, but a close look at your co-workers will soon help you understand the company’s EQ and happiness quotient. Every company has its own way of dealing with <keyword id="2312217" type="UNKNOWN" weightage="100" keywordseo="Corporate-politics">corporate politics</keyword>, policies and procedures. If you have seniors who can navigate you safely through these potential landmines, motivate you throughout the <keyword id="2312240" type="UNKNOWN" weightage="100" keywordseo="Daily-slog">daily slog</keyword> and provide plenty of opportunities to go up the <keyword id="2312242" type="UNKNOWN" weightage="100" keywordseo="Growth-ladder">growth ladder</keyword>, accept that job and stick to it, no matter what others say. 
	 
	 
	 
	5. Can you break the proverbial glass wall? It has got nothing to do with the done-to-death, gender-related stories of the corporate world. Sure, they may happen to you when you reach that coveted level. But you will find the proverbial glass wall almost everywhere irrespective of gender bias. For instance, if you are a coding wizard and want to be a <keyword id="6544760" type="POSITION" weightage="80" keywordseo="project-manager">project manager</keyword>, your line <keyword id="6362609" type="POSITION" weightage="80" keywordseo="Manager">manager</keyword> may not want to let you go as it looks like a <keyword id="2312244" type="UNKNOWN" weightage="100" keywordseo="Lose-lose-situation">lose-lose situation</keyword>. You will be prone to make mistakes in your new role while your manager loses an <keyword id="2312249" type="UNKNOWN" weightage="100" keywordseo="Efficient-employee">efficient employee</keyword> who has been doing his/her job commendably all this time. On the other hand, a <keyword id="2312250" type="UNKNOWN" weightage="100" keywordseo="Growth-dead-wall">growth dead wall</keyword> is bound to drive an ambitious person out. 
	 Here is one <keyword id="2312256" type="UNKNOWN" weightage="100" keywordseo="Professional-dilemma">professional dilemma</keyword> that most companies and most individuals suffer from. When a former colleague was working for a small publication house and wanted to expand her role beyond everyday operations, the <keyword id="5645" type="POSITION" weightage="60" keywordseo="CEO">CEO</keyword> was openly unimpressed. “We are a small organisation and there’s not much scope for doing anything else,” he said during the appraisal. The same happened to a guy in a large firm that would not expand one of its units and refused to allocate funds for digital branding. In about a year, that unit shut down. 
	 In all these cases, you can clearly see where the glass wall is. As one start-up CEO once told me, “The problem is not in the budget. It’s the mindset. You want to play it safe and get the maximum out of your employees with minimum investment. But that’s against the <keyword id="34859" type="UNKNOWN" weightage="80" keywordseo="business-law">business law</keyword> – great returns don’t come without good investments. <keyword id="2312270" type="UNKNOWN" weightage="100" keywordseo="Reward-your-people">Reward your people</keyword> with growth and your company will surely advance.” If your organisation walks the talk like this CEO does, you have it what so many others desire. Stay put in this job and let your dreams grow. 
	 
	Images: Thinkstock/Getty Images

When You Are 22
And Job-hunting, Look For These 5 Hidden Perks

<keyword id="1489410" type="UNKNOWN" weightage="100" keywordseo="e-commerce-in-India">E-commerce in India</keyword> is once again grabbing the headlines and this time, for all the right reasons. Bangalore-based <keyword id="319719" type="COMPANY" weightage="100" keywordseo="Myntra">Myntra</keyword>, arguably India’s largest standalone <keyword id="1127700" type="UNKNOWN" weightage="100" keywordseo="fashion-e-tailer">fashion e-tailer</keyword>, has recently closed a <keyword id="6357455" type="EVENT" weightage="100" keywordseo="Funding">funding</keyword> round worth $50 million from an investor consortium led by <keyword id="1430452" type="ORGANIZATION" weightage="100" keywordseo="PremjiInvest">PremjiInvest</keyword>, the family office of the <keyword id="10862" type="CITY" weightage="60" keywordseo="Wipro">Wipro</keyword> chairman <keyword id="6419840" type="PERSON" weightage="80" keywordseo="Azim-Premji">Azim Premji</keyword>. Myntra is also in talks with a clutch of investors to raise an additional $40 million at a higher <keyword id="51393" type="UNKNOWN" weightage="100" keywordseo="valuation">valuation</keyword>, according to an Economic Times report. So far, the <keyword id="2049121" type="UNKNOWN" weightage="100" keywordseo="E-commerce-firm">e-commerce firm</keyword> has raised $125 million in risk capital funding. Another fashion e-tailer that is also raising <keyword id="57924" type="ENTERTAINMENT" weightage="100" keywordseo="big-money">big money</keyword> is Gurgaon-based <keyword id="6388367" type="COMPANY" weightage="100" keywordseo="Jabong">Jabong</keyword>.com, which is backed by Berlin-based <keyword id="1965711" type="COMPANY" weightage="80" keywordseo="Rocket-Internet-GmbH">Rocket Internet GmbH</keyword> – a venture arm of the Samwer brothers. The e-commerce firm is reportedly raising a fresh round of equity funding worth $100 million, of which it has already received $27.5 million from the British <keyword id="2049123" type="ORGANIZATION" weightage="100" keywordseo="Development-finance-institution">development finance institution</keyword> <keyword id="1613067" type="UNKNOWN" weightage="100" keywordseo="CDC-Group-Plc">CDC Group Plc</keyword>. 
 All this is good news for the cash-strapped Indian e-commerce segment. So we have taken a close look at the recent fundraising by the <keyword id="2049116" type="UNKNOWN" weightage="100" keywordseo="Indian-e-commerce-players">Indian e-commerce players</keyword> and identified five key trends that seem to be prevailing. Will they rule the <keyword id="2049126" type="UNKNOWN" weightage="100" keywordseo="Fundraising-scenario">fundraising scenario</keyword> and determine the parameters of growth throughout 2014? Let us have a quick look. 
 
Growing big is the key priority E-commerce start-ups in India are finally coming of age and looking beyond the quickest possible exits. When Myntra closed $50 million in funding a couple of days ago, the company was immediately approached by its bigger rival <keyword id="6354742" type="COMPANY" weightage="60" keywordseo="Flipkart">Flipkart</keyword> who had reportedly come up with an acquisition offer worth $200 million. According to a TechCrunch report, e-commerce giant <keyword id="18635" type="CITY" weightage="80" keywordseo="Amazon">Amazon</keyword> had also approached Myntra but the details of the proposed deal are not yet available. 
 Although rumours were rife that Myntra could be considering either of the deals as part of a bigger strategy, the e-tailer has decided to stay off the <keyword id="1949341" type="UNKNOWN" weightage="100" keywordseo="Exit-route">exit route</keyword>. In fact, its ongoing talks for an additional round of funding worth $40 million clearly indicate that the company has in place some well-thought-out <keyword id="414633" type="UNKNOWN" weightage="100" keywordseo="growth-plans">growth plans</keyword> and big ones at that. The only other reason for back-to-back funding is to raise the valuation but at this point, Myntra doesn’t look like it is on the block. Neither has it decided to quit in a hurry like <keyword id="6359128" type="COMPANY" weightage="100" keywordseo="Redbus">redBus</keyword>.in did last year. <keyword id="2049136" type="UNKNOWN" weightage="100" keywordseo="Indias-largest-bus-ticketing-firm">India’s largest bus ticketing firm</keyword> was acquired by the <keyword id="1643008" type="UNKNOWN" weightage="100" keywordseo="Ibibo-Group">ibibo Group</keyword> for around $125 million but the sale cut short a successful <keyword id="530125" type="UNKNOWN" weightage="100" keywordseo="entrepreneurial-journey">entrepreneurial journey</keyword> that could have become a $500 million business in terms of revenue and could have achieved a $1 billion valuation. 
 As for Jabong, the very fact that it is backed by Rocket Internet may tell the industry insiders a different story. Rocket is known in the market for its fast and furious build-and-sell business module, and the start-ups are essentially replicas of successful US businesses. But the kind of funding Jabong is raising right now shows that the company is in no hurry to down the shutters in India even though two of its four co-founders have recently left the company. Jabong started its India operations in 2012 and competes with key e-com players such as Flipkart, Myntra, <keyword id="541988" type="COMPANY" weightage="100" keywordseo="SnapDeal">Snapdeal</keyword> and <keyword id="6354743" type="COMPANY" weightage="40" keywordseo="Amazon-India">Amazon India</keyword>, among others. 
 
Only <keyword id="2049143" type="UNKNOWN" weightage="100" keywordseo="Core-expertise">core expertise</keyword> matters Internet giant <keyword id="6355629" type="CITY" weightage="80" keywordseo="Google">Google</keyword> has already given us a case in point when it sold <keyword id="487941" type="ORGANIZATION" weightage="60" keywordseo="Motorola-Mobility">Motorola Mobility</keyword> to Lenovo for $2.91 billion, less than two years after paying $12.5 billion to acquire it. The deal is not a total financial loss as Google has managed to keep patents worth billions of dollars and expects to turn Lenovo into a manufacturing unit for its <keyword id="6355645" type="COMPANY" weightage="40" keywordseo="android">Android</keyword> OS. But selling <keyword id="11148" type="CITY" weightage="40" keywordseo="Motorola">Motorola</keyword> is a sure indication that Google should have focused more on its <keyword id="1430489" type="UNKNOWN" weightage="100" keywordseo="Core-Competencies">core competencies</keyword> – search, software and selling ads – instead of developing hardware. 
 You will find a similar case here as Jabong has reportedly sold its <keyword id="2049146" type="UNKNOWN" weightage="100" keywordseo="logistics-arm">logistics arm</keyword> <keyword id="2049145" type="UNKNOWN" weightage="100" keywordseo="JaVAS">JaVAS</keyword> (Jabong Value Added Services) to Gurgaon-based QuickDel Logistics as part of its business restructuring and funding exercise. Jabong <keyword id="170488" type="POSITION" weightage="40" keywordseo="co-founder">co-founder</keyword> <keyword id="536011" type="PERSON" weightage="40" keywordseo="Praveen-Sinha">Praveen Sinha</keyword> has also confirmed to the media that JaVAS is now an independent entity. 
 However, that brings us back to the basic question. Should companies try and provide end-to-end solutions to ensure a complete customer experience or should they focus on core competencies and leave the rest to the experts in those fields? We particularly raise this question as many Indian e-commerce firms are currently focusing on <keyword id="2049154" type="UNKNOWN" weightage="100" keywordseo="Proprietary-payment-gateways">proprietary payment gateways</keyword> and customised logistics services in a bid to propel their services to the next level. However, such services can actually make you lose money unless a company is catering to a customer base as vast as <keyword id="6357395" type="CITY" weightage="40" keywordseo="eBay">eBay</keyword> or Amazon. 
 After JaVAS, the writing is definitely on the wall. The bells and whistles can always come in later, but the key focus must be core competencies. Of late, even <keyword id="6354427" type="CITY" weightage="80" keywordseo="Apple">Apple</keyword> seems to be falling in this trap – its newest hardware products have ‘n’ number of <keyword id="2049161" type="UNKNOWN" weightage="100" keywordseo="Incremental-features">incremental features</keyword> but real innovations seem to be eluding the iconic company. 
 
Investors showing better <keyword id="170907" type="UNKNOWN" weightage="100" keywordseo="risk-appetite">risk appetite</keyword> India’s e-commerce market is projected to grow sevenfold to $22 billion in the next five years, and investors, both national and global, want to have a piece of the pie. According to <keyword id="1981" type="PERSON" weightage="80" keywordseo="Rahul-Khanna">Rahul Khanna</keyword>, managing director of the <keyword id="6357097" type="COMPANY" weightage="100" keywordseo="venture-capital">venture capital</keyword> firm <keyword id="218905" type="COMPANY" weightage="80" keywordseo="Canaan-Partners">Canaan Partners</keyword> (India), e-commerce players in India (and everywhere else for that matter) require very deep pockets to scale up to the level of breaking even and hitting profitability. In this space, sales margins are typically low; volume is high, and logistics &amp; back office <keyword id="6362476" type="ORGANIZATION" weightage="100" keywordseo="investments">investments</keyword> only become viable when companies are catering to a very <keyword id="2049169" type="UNKNOWN" weightage="100" keywordseo="Large-customer-base">large customer base</keyword>. Consequently, <keyword id="2049171" type="UNKNOWN" weightage="100" keywordseo="Follow-on-rounds">follow-on rounds</keyword> are extremely crucial for sustainable growth. Now that big institutional investors like PremjiInvest and UK-based development <keyword id="25455" type="ORGANIZATION" weightage="100" keywordseo="finance">finance</keyword> institution CDC Group are entering the arena, the much-needed <keyword id="2000080" type="UNKNOWN" weightage="100" keywordseo="Cash-burning">cash burning</keyword> is sure to propel growth to the desired level. 
 “E-commerce is fast maturing in India and that’s the main reason <keyword id="363248" type="ORGANIZATION" weightage="100" keywordseo="Global-Investments">global investments</keyword> are flowing in,” says another analyst. “When big players like Amazon show interest (the e-commerce giant has reportedly approached Myntra), investors are quick to sense the tremendous <keyword id="452394" type="UNKNOWN" weightage="100" keywordseo="growth-potential">growth potential</keyword> lying here,” she adds. 
 
Forget the buzz you are creating; it’s result time now Analysts, who have followed the course of events over the past few weeks, also point out another interesting trend. Be it Myntra or Jabong or other up-and-coming e-commerce businesses, it’s their <keyword id="2049173" type="UNKNOWN" weightage="100" keywordseo="Growth-quotient">growth quotient</keyword> that has attracted <keyword id="2049174" type="UNKNOWN" weightage="100" keywordseo="Big-funding">big funding</keyword>. In other words, start-ups who are delivering in a big way will get the valuable <keyword id="2049175" type="UNKNOWN" weightage="100" keywordseo="Growth-dollars">growth dollars</keyword> as investors are now looking beyond the buzz and focusing on <keyword id="1730239" type="UNKNOWN" weightage="100" keywordseo="business-fundamentals">business fundamentals</keyword> and results. 
 Companies must have the numbers – in terms of customer base, <keyword id="169826" type="UNKNOWN" weightage="100" keywordseo="growth-figures">growth figures</keyword> and brand leadership – to justify the big money they are raising. For instance, Myntra expects to more than double its <keyword id="657194" type="UNKNOWN" weightage="100" keywordseo="gross-sales">gross sales</keyword> to over $250 million by March 2015 and the fashion e-tailer’s <keyword id="2049176" type="UNKNOWN" weightage="100" keywordseo="Monthly-gross-sales">monthly gross sales</keyword> could touch $20-25 million by April this year. Myntra is expected to end the current fiscal with more than $100 million in gross sales and it is targeting $1 billion in <keyword id="6399113" type="ORGANIZATION" weightage="100" keywordseo="GMV">GMV</keyword> by 2016-2017. Flipkart, which raised $360 million last year at a valuation of about $1.6 billion, is also projecting a GMV of $1 billion by 2015. 
 Jabong, too, has aggressive growth plans and the latest round will be used to strengthen its <keyword id="2049177" type="UNKNOWN" weightage="100" keywordseo="Supply-chain-infrastructure">supply chain infrastructure</keyword> and enhance its <keyword id="2049178" type="UNKNOWN" weightage="100" keywordseo="Technology-platform">technology platform</keyword>. According to industry sources, Jabong might have generated <keyword id="2049180" type="UNKNOWN" weightage="100" keywordseo="Gross-merchandise-sales">gross merchandise sales</keyword> of $100-150 million for the fiscal 2012-13. Other key investments in the Indian e-commerce space since 2013 included online marketplace Snapdeal raising about Rs 300 crore and baby care portal <keyword id="1615917" type="COMPANY" weightage="80" keywordseo="FirstCry">Firstcry</keyword> bagging Rs 92 crore. 
 
Inventory, <keyword id="6630005" type="UNKNOWN" weightage="100" keywordseo="private-labels">private labels</keyword> are adding value 
With the lone exception of Snapdeal that runs a 100% marketplace, most of the big e-commerce entities in India are flourishing on a hybrid model – a strategic mix of inventory, private label and marketplace. In fact, Jabong has been doing all three for some time now, although a bit discreetly, and it could be now pushing hard to extract every penny from each of these categories. 
 
Myntra, on the other hand, focuses on both inventory and private label, with the share of private labels rising rapidly. A couple of years ago, the e-tailer acquired Exclusively.in Inc., the company behind the private label brand Shersingh.com and the fashion site Exclusively.in, in a cash-cum-equity deal. Myntra is reportedly eyeing more private labels to add to its portfolio as the margins are pretty high in this segment and add substantially to the profits. 
 
Bottom line: Is it a <keyword id="2049185" type="UNKNOWN" weightage="100" keywordseo="Volatile-situation">volatile situation</keyword>? In one of her latest blogs in <keyword id="6359301" type="POSITION" weightage="100" keywordseo="Entrepreneur">Entrepreneur</keyword>.com, entrepreneur-writer Erika Trautman has nicely summed it up. “No matter how great the idea, if your start-up doesn’t create hard and fast results with analytics, targeted business solutions and mobile integration, it won’t survive in 2014. Launching a start-up can’t just be about how cool your product is. No business can subsist off just buzz and Press. This year, start-ups must focus on business fundamentals and start emphasising partnerships that generate results.” 
 
Can the Indian e-commerce players innovate, scale up and deliver (as the takeaways so amply illustrate) to justify the trust investors are now putting in them? Will there be new ventures to take up the gauntlet? Let us wait and watch. 
 
Image: Thinkstock Photos/Getty Images

Indian E-com Players
Are Raising Big Money; These 5 Takeaways Can Help You Understand What’s
Changing

<ul><li>The pandemic has led to changes and transformations in the way of business and our lives as whole. </li><li>Change and shift in business strategies have led to rethinking hiring within companies. </li><li><keyword id="3573569" type="PERSON" weightage="20" keywordseo="Akshaara-Lalwani">Akshaara Lalwani</keyword>, Founder and MD, <keyword id="3573568" type="COMPANY" weightage="20" keywordseo="Communicate-India">Communicate India</keyword> writes about the skills one need to have to become successful communication mavens.</li></ul>With the pandemic disrupting our lives a few months back, there have been several changes and transformations in the way of business and our lives as whole. From staying confined indoors to working remotely, change has been the only constant. While the last decade has seen significant increase in tech transformations across industries the pandemic seems to have accelerated the same. Change and shift in business strategies have led to rethinking hiring within companies. While conventional hiring methods included a printed resume and a face-to-face interview today digital resumes and video conference interviews have taken over. The shift in hiring trends has caused a transference in the needed skill sets to be hired among professionals. For those looking to succeed in this market, here’s a list of skills you need to have to become successful communication mavens: <keyword id="9871311" type="COMPANY" weightage="20" keywordseo="growth-mindset">Growth Mindset</keyword> – There’s an old saying that says, ‘Learning never stops,’ this can’t be more true today. A recent report by McKinsey states that more than 800 million workers globally could lose their jobs by 2030 to robots. As emerging technologies lead businesses to automate mundane tasks across industries, it is more than necessary for us to be able to cope with the same and ensure that one stays relevant. Individuals that are motivated to accomplish higher goals by upskilling themselves and staying germane are the ones that will be able to succeed. This is where a growth mindset will play utmost importance. <keyword id="10357659" type="UNKNOWN" weightage="20" keywordseo="diverse-skillsets">Diverse Skillsets</keyword> – Diversity in an organization is more than just gender, race and colour today. Diversity in terms of skill sets and experience can take a long way today. Businesses across industries are looking for employees that come with varied skills in order to keep up with the ever changing landscape of the market today. Employers are looking for specialized skills, best practices, technical know-how and sheer potential in every candidate they consider for the job. If you have the potential to make it, you will. The Human Touch – Over the next decade, there will be a shift from the conventional means of business to automation and <keyword id="107950" type="TECHNOLOGY" weightage="20" keywordseo="artificial-intelligence">artificial intelligence</keyword>, leading to an increase in social and emotional skills. Emerging technologies bring with it the need for employees who understand how it works and adapting to the same. A lot of our social and emotional skills are innate however, higher cognitive skills of ingenuity, decision-making and complex data analytics will be in demand and the fastest growing. Emotional Intelligence – The dynamics of today’s workplace is very demanding on any individual and hence candidates with a high emotional quotient are valuable to most organizations. According to the Goleman’s model, employees with a higher EQ are able to regulate and motivate themselves, reducing any possibility of procrastination, improving self-confidence and increasing focus on achieving long-term goals. Businesses are dependent on their people more than anything, to engage and adapt to both internal and external changes, be innovative and creative. Individuals who upskill and are willing to adapt to the needs of the ever-changing business markets are the ones that can achieve more and succeed. - This column has been authored by Akshaara Lalwani, Founder and MD, Communicate India.

Shift in hiring trends in agencies: The new skill sets key to becoming a successful communication professional

<div class="KonaFilter image-container float_right"><div class="image"></div></div>The US dollar has been on a tear.Early on Thursday, the dollar index (DXY), which measures it against other major currencies, hit 100 for the first time since April 2003.And BMO Capital Markets has heard enough from the "dollar doomsayers," particularly investors who say the strong dollar will definitely derail the bull market. They're increasing the "noise quotient," chief investment strategist Brian Belski wrote in a note Wednesday."This remains the largest stealth bull market of our collective careers, one that no one believes and everyone is OBSESSED with looking over their shoulder to diagnose its end," he wrote. "Strengthening US dollar means that the US economy is improving, which is a reflection of an increasingly stable and fundamentally sound US stock market - PERIOD... Changes in year-over-year earnings growth and the US dollar also have almost no correlation with each other historically."The chart below shows that longer-term, there's no direct relationship between the Compound Annual Growth Rate on stocks and the dollar. <div class="KonaFilter image-container display-table"><div><div class="image"></div></div></div> <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/trillion-dollars-in-perspective-2013-11">This Is What A Trillion Dollars Looks Like</a></h3> <div> <div> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="Zqb3FzaDrUQDwlZVPtT6VFTwcpSFgQ61" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> </div> </div> </div>

Changes in earnings growth and the US dollar have almost not correlation

Executives from 10 companies who are participants in our first-ever Workforce Innovation Board convened for a virtual roundtable on August 21.The group was asked to share which topics they're most focused on between AI, worker well-being, diversity, equity, and inclusion, and C-suite transformation.While worker well-being and AI were the most commonly cited trends, there's clear overlap and intersectionality across all four topics.Successful employees need training and support, equitable and fair access to opportunities, and reassurances about the integration of AI. C-suite leaders, facing internal and external scrutiny and pressures, need a productive and motivated workforce, and to organize in new ways to enable innovation.At the inflection point is the enormous job companies have to not only encourage AI adoption but also equip employees with what they need to take part in the transformation that is underway."There's a positive story to be told," said Jack Azagury, the group chief executive for consulting at Accenture. "Related to that is a massive amount of reskilling and training that's going to need to happen to make sure nobody's left behind on this journey."In this article, discover what each board member told us about their workplace priorities.The following has been edited for length and clarity.<h2>'We're trying to understand a more holistic view of worker well-being'</h2>Shane Koller, senior vice president and chief people officer, AncestryThe two topics we're most focused on are worker well-being and DEI.We transitioned to a hybrid-flexible work environment a couple of years back, and we've been trying to understand both the positives and the negatives from that shift. We've been a very culture-centric company in the past.Now having more people distributed throughout the world, there's a question coming up more often about whether or not people feel too disconnected from their colleagues, so we're trying to understand a more holistic view of worker well-being.The other is diversity, equity, and inclusion. We are looking to build products that bring more people in from across the globe. We believe our workforce needs to represent the diversity of the world in order to build great products.<h2>'The key to unlocking the potential of AI is to make sure that our employees are embracing it and are excited about the value'</h2>Lucrecia Borgonovo, chief talent and organizational-effectiveness officer, MastercardTop of mind is C-suite innovation, but it's more around organizational transformation.Earlier this year, Mastercard announced changes in our organizational structure in support of the new vision and strategic priorities that our CEO has laid out: How do we make sure that we're structuring to unlock the potential and growth of the organization?Related to that is AI. As part of this new organizational structure, we announced our chief AI and data officer, one individual who would help bring together a cohesive strategy and vision for the organization's AI.The key to unlocking the potential of AI is to make sure that our employees are embracing it and are excited about the value these new technologies can have on their well-being and the quality of their work.We're making a lot of different resources available for employees, whether they're on demand or self-paced, depending on where they are in their AI journey and the type of work that they do.<h2>'The intersection of AI and C-suite transformation is pervasive'</h2>Jack Azagury, group chief executive for consulting, AccentureIn terms of the work that I do with clients, the intersection of AI and C-suite transformation is pervasive. In over 400 client discussions in the last nine months, only three did not include the topic of AI.A lot of our clients have dozens of AI pilots everywhere. Very few have a coherent business case and a true reinvention and transformation.So at that intersection, how do you take a few areas of the company and look at them end to end with a business case that could include revenue uplift, or cost, or employee engagement — but a real business case and a real talent strategy. How do you retrain your employees and reskill? What new jobs do you need? What jobs will go away? What superpowers will employees get? And then having the right tech stack, the right data, the right responsible AI framework.So how do you have a holistic C-suite transformation powered by a move away from a lot of AI pilots that are just plugged into existing processes — which are interesting but not having a fundamental impact on the performance of the company?<h2>'C-suite transformation is harder and more interesting than ever'</h2>Alicia Pittman, global people-team chair, BCGI'm responsible for driving generative-AI usage across BCG. We want our people to be at that cutting edge in terms of responsible AI and understanding all the risks of it, to use it creatively, and to be able to live in our clients' shoes about what it takes to make this amazing technology have high impact.AI is driving better, higher-quality impact and insights for us, which is most important. It is driving areas of productivity. But the other thing that lights me up the most is that it's really improving what I would call joy.One of the quotes I love is from focus groups where someone said, "The thing I love about AI is that it saves me at the ugliest hours of the day." That time when you're sitting at a blank screen toward the end of the day and you don't know what to do, that's when AI really is a friend.C-suite transformation is harder and more interesting than ever. The markets are volatile. The half-life of market leadership keeps getting shorter and shorter. We have C-suite executives and the clients that we serve wrestling — needing to both save costs but also invest in AI and change the way they lead and manage their workforce.<h2>'AI is not about cost takeout. It's about the ability to do more and amplify the potential of our employees.'</h2>Anant Adya, executive vice president, service-offering head, and head of Americas delivery, InfosysDEI, and within that, gender diversity, is something that we are very passionate about.At the company level, we are at 39.3% women, but as you go up the value chain, the gender diversity actually drops. So we are deliberately trying to see what we can do to improve that percentage at senior levels.The second is, of course, AI. And the way we look at AI is it's not about cost takeout or cost savings, but it is about how we use AI and amplify the potential of our employees to do more.Most think that with AI, you can take cost out, you can save money. But AI, and especially generative AI, is not about cost takeout. It's about the ability to do more and amplify the potential of our employees.<h2>'Studies have shown that employees want managers who are engaged, who are coaches versus supervisors'</h2>Marjorie Powell, chief human-resource officer and senior vice president, AARPThe topics we've been focusing on are workplace well-being and artificial intelligence and emerging tech. We have to reach our 38 million members, and now with the use of this technology, we can meet them where they are and personalize their experience.In order for us to do this, we're allowing our staff to use AI within their jobs and to create innovative ways to amplify their work and meet their goals and objectives. We've always been very excited about adopting technologies, particularly as it pertains to making people's lives better as they age.I also spend a lot of time on worker well-being because of the new hybrid work environment, and this goes to our people-leader effectiveness. Studies have shown that employees want managers who are engaged, who are coaches versus supervisors.So we are transforming that leadership quotient for our people leaders within the company to be able to adjust to that and make sure that we have a very robust work environment, no matter where the person sits or where they work from.<h2>'We've had to move upstream from being focused on workplace to the very nature of work and the workforce itself'</h2>Neil Murray, CEO, Work Dynamics at JLLMy day job is working with the biggest corporations in the world and helping them with their workplace strategy, which obviously has changed quite dramatically over the last number of years.We've had to move upstream from being focused on workplace to the very nature of work and the workforce itself, hence worker well-being being at the center of what we do and our thinking. The second thing would be C-suite transformation. For me, that incorporates both AI and DEI.Sitting on the executive board of a global Fortune 200 business, the world has changed quite dramatically for us in how we organize ourselves in terms of operating model. The skills required have changed quite dramatically. The notion of empathetic leaders who deeply understand people but also have the skills to leverage platforms at scale, to deal with ongoing geopolitical tensions and macro challenges that seem to have become the norm in leadership.What doesn't serve us well is the notion of the rise of nationalism and protectionism — how do we deal with that? How do we find the balance between global vertical expertise with the local knowledge and execution required to operate in this world around us?<h2>'We have made significant commitments to responsible AI'</h2>Maggie Hulce, chief revenue officer, IndeedEvery three seconds, somebody gets a job on Indeed. We come at this with a focus on how we help our employees but also how we're helping the world of work.For AI, we're thinking a lot about how to improve how we work, fraud detection, next best action marketing copy, many things like that. We also have a commitment to help 30 million people facing bias get hired. And so we have made significant commitments to responsible AI and have published our responsible-AI principles.A big focus for us is worker well-being. We have a work-happiness score, which is the largest dataset in the world of what makes workers happy in their roles. It includes lots of different dimensions, like fair pay, flexibility, inclusion, learning, and how your manager works with you.We think a lot about how to use this dataset to help advocate for better work for people, given research that shows many people don't love their jobs and are not totally thriving at work. We also study it for ourselves, and there are things we're working on ourselves as an employer to make our workplace a place where people want to stay and grow their careers.<h2>'There's a constant discussion around not only whether AI is going to replace my role but also how to stay relevant'</h2>Kenon Chen, executive vice president of strategy and growth, Clear CapitalThere's been a lot of attention on the property-appraisal industry over the past few years from an equity standpoint.We've seen ourselves as a company that wants to bring accuracy, fairness, and modernization to the process of valuing properties. That's why AI is an important topic for us because it's not so much about just creating efficiencies; it's about creating more accurate outcomes and results.We see a really strong tie between AI and worker well-being because a lot of the solutions that AI could be appropriate for have an impact on the way that people work and how their jobs might look.Because we work directly with real-estate professionals — appraisers, real-estate brokers, and agents — there's a constant discussion around not only whether AI is going to replace my role but also how to stay relevant to the process and bring what's needed in terms of human expertise.<h2>'The hybrid work environment has really changed how our leaders show up'</h2>Sharawn Tipton, chief people and culture officer, LiveRampC-suite transformation is a very intentional focus for us, and there's certainly opportunity.So it's about developing those leaders, holding them accountable — not just to our objectives but also to their behaviors — and grooming the next level of leadership as well. The hybrid work environment has really changed how our leaders show up and how we develop them in various areas.The other area that is extremely important around product is artificial intelligence. AI will fuel data collaboration, which is what we do, so we are infusing that into our products. I'm also thinking about how we infuse that into our employees' day-to-day work. There's a lot of complexity there.There's also a conversation that needs to be had around how AI will impact underrepresented groups and do they have the skills necessary to operate in that space.

You Searched For "Growth quotient" and got 8 results

What is compound annual growth rate?

Robin Kavanagh

The five books you’ll want to read if you’re stressed at work

Prerna Sindwani

Snapchat's anemic user growth is impacting its cool quotient among advertisers

Tanya Dua

When You Are 22 And Job-hunting, Look For These 5 Hidden Perks

Sanghamitra Mandal

Indian E-com Players Are Raising Big Money; These 5 Takeaways Can Help You Understand What’s Changing

Sanghamitra Mandal

Shift in hiring trends in agencies: The new skill sets key to becoming a successful communication professional

Guest Author

Changes in earnings growth and the US dollar have almost not correlation

Akin Oyedele

AI and worker well-being are top of mind for business leaders, according to execs from Accenture, Mastercard, Ancestry, and more

Julia Hood,Rebecca Knight,Tim…

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