Buku Harian

Optimizing Each Part of a Firm Doesn’t Optimize the Whole Firm

Most people found the General Motors ignition switch scandal appalling. Not only did the defect result in over 100 deaths, but it turned out that fixing the problem would have cost less than $1 per car. For many, it was a horrible indictment of corporate greed. Profits, it seems, were valued more than human lives.

Yet look a little closer and it becomes clear that the real problem wasn’t callousness, but mismanagement. The defect in the ignition system was, in fact, relatively minor. The real problem was that it caused airbags not to deploy. Each subsystem was performing to standard, but the interaction between them resulted in disaster.

Unfortunately, most organizations today fall into the same trap: they look at isolated metrics, but fail to see the whole system. They optimize each part of the business separately, and fail to consider how they interact. When we see an operation as a set of isolated metrics to optimize, we can lose our sense of context and decrease overall performance — an efficiency paradox.

In The Good Jobs Strategy, MIT professor Zeynep Ton makes exactly this point through her study of retailers. The conventional wisdom says to maximize profits through low wages, optimized scheduling, and extensive inventory management systems. Yet her research finds that these practices often serve to reduce overall efficiency and profitability.

One example she gives is how bad weather can wreak havoc on an “optimized” system. A rainy day reduces store traffic, resulting in lower sales. Lower sales translate into reduced staffing forecasts. Stores are then understaffed when the sun comes back out, leading to poor customer service and inventory tracking problems. The result is even worse sales, even more reduced staffing, and a vicious circle of lost revenue.

By contrast, some high-performing retailers such as Trader Joe’s, Costco, and Quick Trip, deliberately increase their labor investment through better wages, increased training, and over-staffing. While these extra costs might not look good on a spreadsheet, it allows them to handle a lot more complexity and generate new ideas, which increases performance.

In his book Team of Teams, General Stanley McChrystal describes another aspect of the over-optimization problem. Although his soldiers were winning every battle, somehow they were losing the war. What’s more, every time they began to gain the upper hand by shifting tactics, the enemy would adapt. It was beginning to seem like they were engaged in a never-ending game of whack-a-mole.

McChrystal realized that although his squads of highly trained commandos and intelligence analysts were performing their individual tasks with world class alacrity, they were failing to, as he put it, “see the whole system.” For example, teams of commandos would go on a raid and capture valuable intelligence, but then bags of documents and hard drives would sit in a closet for weeks before anyone got a chance to look at it. Other times, an analyst would make an important breakthrough, but was unable to get that intelligence to the ground units that could make best use of it.

McChrystal took the unusual step of decreasing the emphasis on efficiency and focused his sights on agility and interoperability. By beefing up the roles of liaison officers and embedding specialists in each other’s units, he slowed each unit down slightly, but overall operational efficiency increased by a factor of seventeen.

Managers often fall into the trap of thinking that by improving each part of their enterprise, they will improve the whole. However, the opposite is often true.

Success and failure are rarely determined by performance against a plan, but rather how you adapt for events that cannot be foreseen. If, as Zeynep Ton described, an errant thunderstorm or blizzard can throw your system off, it’s not much of a system.

The problem is that the world is far too complex to be reduced to excel sheets, organization charts, and diagrams. In the final analysis, nobody cares what your internal metrics are. What’s really important is not the nodes, but the network. That’s what McChrystal means when he speaks of “seeing the system.”

If everyone is trained — and compensated — to focus on only their part of the task, the shared mission is lost. That’s not a path to greater efficiency or to profitability, but to oblivion.

Source: Optimizing Each Part of a Firm Doesn’t Optimize the Whole Firm

Buku Harian

Mau Bikin Akun Parodi? Simak Tips dari @Infoindomaret

Jika tahun-tahun sebelumnya ada @CenayangFilm dan @Liputan9, tahun ini akun-akun parodi yang baru bermunculan di Twitter rata-rata bertemakan minimarket dan kuliner.

Bermula dari @InfoIndomaret, hingga muncul @updateSevel@BeritaCircleK@LawsonStation_,@BrightStoreInfo@InfoCarrefour, @AlfamartToko,@SiAlfaMidi@Giant_Swalayan@ministop_ID, dan @RamayanaRame

Meluas ke sektor kuliner, ada @KFCAyamnyaJago@AyamSabanna,@SetarbaksKopi@infomekdi@DonatJeko,@DunkinDonatss, dan @infoPizzaHut.

Semuanya berkicau tentang keseharian di gerai-gerai yang diparodikan. Ada pula tokoh-tokoh yang dibangun untuk mendukung penggambaran situasi di masing-masing gerai.

Belum genap sebulan, akun-akun itu sudah diikuti ribuan warga Twitter. Bagi kamu yang tertarik membuat akun parodi, @InfoIndomaret punya tips sederhana yang bisa dijadikan pedoman. Selengkapnya sebagai berikut:

1. Berkicaulah dengan teknik deskripsi.

Menurut admin @InfoIndomaret, Dwiki (27 tahun), akun parodi harus mampu membuat netizen membayangkan sebuah kejadian hanya dengan membaca kicauan pendek.

“Biar orang merasa benar-benar ada di situ,” kata dia, pada acara #NextBigTren beberapa saat lalu di Kantor Kompas Palmerah Barat Lantai 6.

Ia lalu mencontohkan salah satu kicauan deskriptif yang ia sundul ke akun @InfoIndomaret.

“Ada mobil mercy parkir tapi cuma beli ichi ocha.”

2. Bangun karakter dari tokoh-tokoh yang dibuat.

Lagi-lagi, dalam rangka membuat netizen mendapat gambaran yang jelas tentang suatu kejadian di suatu tempat, perlu ada karakter-karakter kuat yang di bangun.

Di @InfoIndomaret, ada Pak Indra, Ririn, Yadi, Iyan, Tuti, dan Deni. Tokoh-tokoh itu tak hanya diceritakan, tapi dibuat seakan-akan sedang berkicau sehingga netizen tahu karakternnya seperti apa.

“Pa, ga bisa login ni gmn?” begitu kicauan yang seakan-akan dilontarkan seorang pegawai ke Pak Indra. Kicauan itu mengisyaratkan Pak Indra sebagai atasan sekaligus tempat bertanya bagi pegawainya.

3. Pakai bahasa sehari-hari.

Menurut Dwiki, akun parodi sejatinya adalah akun untuk berguyon dan menjadi pelarian bagi orang-orang yang sedang penat dengan rutinitas.

Untuk itu, admin akun parodi semestinya membalut kicauaun dengan bahasa santai dan sehari-hari, sehingga netizen tak perlu berpikir panjang untuk mencerna sebuah kicauan.

“Jangan ribet dan serius,” kata Dwiki.

Nah, tiga tips sederhana itu bisa kamu jadikan acuan awal membuat akun parodi. Selamat mencoba!

Penulis: Fatimah Kartini Bohang

Source: Mau Bikin Akun Parodi? Simak Tips dari @Infoindomaret – NexTren

Buku Harian

Stop Wanting And You’ll get it

The paradox of entrepreneurship: “As soon as you stop wanting something, you get it”It used to really annoy me when I started with my first boot-strapped start-up and people with money said “It’s not about the money”. I would think “It’s easy for you to say that, because you’ve already got the money.”It was only later in life I understood what they really meant. It’s like a footballer saying “It’s not about the ball.” The footballer who is always chasing the ball isn’t welcome on the team – and rarely gets the ball because it moves too fast.The footballer who thinks “It’s not about the ball”, and knows it’s about positioning himself to be of greatest value to the team, is the one who constantly gets the ball passed to him.If you’re in business chasing the money, you will rarely get it. If you’re positioning yourself to be of value to your customers, they’ll happily pass you their money.If you’re constantly needing help, you will rarely get it. If you’re positioning yourself to be of value to team members and partners, they’ll happily pass you their time and skills.So whenever you want something, whether it is support, resources, connections, or money, don’t chase what you want but position yourself to be the natural choice for those who have these things to pass them to you.Once you receive, pass it on.“Only by giving are you able to receive more than you already have.” ~ Jim Rohn

Buku Harian Kehidupan

Tipe Cara Belajar

Gw kasih tau karakter orang western: klo ada orang minta diajarin berarti dia butuh social engineering, mending ke tempat kursus atau booth camp atau kerja yang perusahaanya terima junior atau willing to learn ruby, kalo males berarti dia geek, mending belajar dari pdf, trial and error atau google

Buku Harian Kehidupan

Indonesia Instagram User Stats

Instagram beberkan fakta – fakta pengguna instagram : ( sumber beritagar.id )

Pengguna Instagram di Indonesia 59% adalah anak muda usia 18-24 tahun yang terdidik dan mapan.

88% pengguna menggunakan filter dan 97% menggunakan fitur search untuk mencari informasi yang lebih spesifik.

97% menuliskan komentar pada postingan dan menandai (mention) teman-teman mereka yang mendorong proses pencarian di Instagram.

85% pengguna di Indonesia juga memposting di media sosial lainnya langsung dari Instagram (cross posting).

Mode dan teknologi menjadi produk yang paling populer di antara para pengguna Instagram di Indonesia.

49% juga membeli produk dari penjual/jenama (brand) yang merekaikuti (follow).

Masyarakat Indonesia menggunakan Instagram untuk mencari inspirasi, membagi pengalaman saat bepergian,dan mencari informasi dan tren terbaru.

Kategori konten yang paling banyak dibagikan di Instagram (berlaku untuk Instagram dan Facebook):
1. Swafoto
2. Makanan yang dimakan
3. Barang yang dibeli
4. Barang yang mau dijual
5. Foto atau video dari keluarga
6. Peristiwa khusus
7. Binatang peliharaan
8. Alam terbuka
9. Tempat-tempat yang pernah dikunjungi
10. Foto atau video dari perjalanan
11. Kutipan atau meme
12. Foto atau video yang ditemukan secara daring

Buku Harian

Difference Between Google Bounce Rate and Drop-offs – Analyzing and Optimizing your Website

The latest version of Google Analytics introduced “drop-offs” in their Visitors Flow section. Even though you might think drop-offs should be the same as the bounce rate, this is not the case.Bounce rate:According to Google, the bounce rate is the percentage of visitors that see only one page during a visit to your site. A bounce is calculated as a single-page view or single-event trigger in a session or visit. This means that if you’re using event tracking, those events will lower your bounce rate even if your drop-off rate for landing pages remains the same.This might be the main reason why bounce rate and total drop-off rates for landing pages don’t match up. You should also check to make sure your tracking code is installed correctly on every page of the site.The following situations qualify as bounces:– A user clicks on a link deep into your site sent by a friend, reads the information on the page, and closes the browser.– A user comes to your home page, looks around for a minute or two, and immediately leaves.– A user comes directly to a reference page on your site from a web search, leaves the page available in the browser while completing other tasks in other browser windows and the session times out.Drop-off:According to Google, Visitors Flow is a graphical representation of the paths visitors took through your site, from the source, through the various pages, and where along their paths they drop off your site. It uses “nodes” which show the metrics used (countries, pages, group of pages etc.) and the paths or “connections” from one node to the next.In Visitors Flow you can see how many visitors drop-off after the first, second, third etc. page; as compared to bounce rate which only shows how many visitors viewed only one page.Visitors Flow is very useful in determining traffic pattern in general and comparing volumes of traffic from different sources. It’s also a great tool for keyword analysis: you might have a keyword that delivers a lot of initial traffic, but with many visitors dropping off after the first page, while another keyword brings in less initial traffic, but visitors stay to view more pages.You can also use drop-off rates to determine if visitors might have problems with viewing your pages: If you notice a significant drop-off from a page, it might not be rendering properly in that browser or at that resolution. For example, your page may not render correctly in a mobile browser or at a smaller resolution, which might make links or buttons unavailable or not easily seen.A visitor that bounces has only seen one page, whereas a drop-off can occur after any number of pages. This should then mean that, assuming your tracking code is installed correctly and you’re not tracking your events (i.e. with _trackEvent() or _trackPageview functions), the bounce rate for your site should be about the same as the average total drop-off rate for landing pages in Visitor Flow.You’ll have to do the math yourself with the drop-off rate because right now Google only displays total number of drop-offs and not the total average percentage. Our numbers matched up closely but not perfectly, so there must be other factors at play as well, or we missed accounting for events that aren’t obvious.High bounce or drop-off ratesRegardless whether you’re looking at bounce rate or drop-off rate, if either number is very high (40% to 60% is considered average), or if your visitors don’t progress through your site as planned, it’s time to look at your navigation, graphic design and how it renders in different browsers to make sure they’re optimal for helping your visitor finding what he or she needs. You’ll also have to take a look at your content to make sure it still meets the interest of your visitors.

Source: Difference Between Google Bounce Rate and Drop-offs – Analyzing and Optimizing your Website