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Tech in Vancouver: A Timeline Infographic

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Part 1: The History of Tech in VancouverPart 2: Is Vancouver a Legitimate Tech Hub?Part 3: Future of Tech in Vancouver - Coming Aug 2014

Tech in Vancouver: History and Timeline

Part 1: The History of Tech in VancouverPart 2: Is Vancouver a Legitimate Tech Hub?Part 3: Future of Tech in Vancouver - Coming Aug 2014

Tech in Vancouver: History and Timeline

Recently, we asked ourselves the question: is Vancouver really a global tech hub or is that just the local spin?

In researching this, we came across an amazing wealth of information on the Vancouver tech scene and decided to turn it into a three part infographic series that covers the past, present, and future of tech in Vancouver.

To kick things off, we dug deep into Vancouver’s past to see how the industry emerged. It turns out that the birth of tech in The Rainy City stems from two main companies: MacDonald, Dettwiler and Associates and MPR Teltech. This Cantech Letter article does a great job documenting how they came on the scene and what the people behind these companies accomplished.

Over the last 40 years, Vancouver has had great homegrown stories in green energy (Ballard Power), video games (Distinctive Software), enterprise services (Crystal Decisions), space tech (MDA), social media collaboration (Hootsuite), quantum computing (D-Wave), and many other cutting edge areas. Because of that success, Vancouver was able to eventually attract the big boys to set up shop.

Now that we’ve established a timeline of Vancouver’s tech history, it is time to look at the present picture. That will be Part Two of the series, coming soon.

To keep posted on the next two parts of the series, subscribe to our e-mail publication or connect with us on social media: Twitter, Facebook, LinkedIn, Google+. If you’re feeling particularly generous, you can also tip us with bitcoin: 1HBy6xYNyexLDndowzs1mxMbviuWo9bxRv

Note: All job titles and names used in this graphic are for illustrative purposes and are not meant to correspond to actual people. We wanted to give an idea of what jobs during each era might be like, but without invading anyone’s privacy. Therefore, we used fictional names/titles.

Special thanks to the people who helped us build this infographic: The Visual Capitalist team and also Connie Chen who volunteered time to help us put together facts.

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Business

11 Things Leaders Should Never Say to Teams

Here are 11 common phrases that managers should avoid saying to their teams, and what they should replace them with to get a better result.

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Being a leader comes with great responsibility.

Not only are you accountable for the success of your division or organization, but your team is also constantly reliant on you for feedback, coaching, and guiding personal development.

While juggling these priorities, it’s not always easy for a manager to know the exact right thing to say to employees on the team. To further complicate matters, we all have bad management habits that have compounded over time, and they can be difficult to shed.

Building a New Lexicon

Today’s infographic comes to us from Headway Capital, and it highlights 11 things that leaders should never say to their teams.

More importantly, it breaks down the negative implications of each instance, while also providing suggestions on how we can evolve our managerial skills to ensure that we are approaching each situation far more proactively.

11 Things Managers Should Never Say to Their Team

Life as a leader is busy, and it has many competing priorities.

However, to grow the type of company culture that pays long-term dividends, it’s worth it to try and better develop the way you give feedback to team members.

Typical Mistakes

Using the list of items in the infographic, we can generally categorize these mistakes in a few distinct categories.

1. Gut Reactions

The quick dismissal of someone’s effort (“That’s not important”) or the temptation to play the busy card (“I don’t have time to talk right now”) can send the message that an employee’s time or thoughts are not valued.

Instead, small adjustments can be made to encourage better outcomes. For example, you could make it clear that while you may be busy in the moment, that a time can be scheduled at a later date to discuss the issue in detail.

2. Business Truisms

Likewise, spouting overused, quasi-motivational business phrases (“Failure is not an option”) or using dictative language (“We’ve already tried that before”) can stifle innovation at a company.

It’s better to instead ask questions, such as “What is our backup plan if this idea doesn’t work?” or “What other options do you see?”, to expand the range of opportunities that can be pursued.

3. Generic Feedback

Finally, although phrases like “Keep doing what you’re doing” or “Nice job today” seem to be positive and engaging, they actually are ineffective from a development perspective.

Employees need specific feedback to grow, so all that has to happen here is to mention a specific task or project along with the feedback. Team members can then internalize precisely what made a project or task a success, and apply it to other areas in the workplace.

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Visualizing the Future of Banking Talent

Banking talent is undergoing a fundamental shift. This infographic explores how banks are adapting to rapid automation and digitization in the industry.

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Visualizing the Future of Banking Talent

View the full-size version of the infographic by clicking here

Many organizations say that their greatest asset is their people. In fact, Richard Branson has famously stated that employees come first at Virgin, ranking ahead of customers and shareholders. So, how do businesses effectively manage this talent to drive success?

This question is top of mind for many bank CEOs. As processes become increasingly automated and digitized, the composition of banking talent is changing – and banks will need to become adept at hitting a moving target.

Six Ways Banks are Becoming Talent-First

Today’s infographic comes from McKinsey & Company, and it explores six ways banks are becoming talent-first organizations:

1. They understand future talent requirements.

43% of all bank working hours can be automated with current technologies.

Consequently, talent requirements are shifting from basic cognitive skills to socio-emotional and technological skills. Banks will need to analyze where they have long-term gaps and develop a plan to close them.

2. They identify critical roles and manage talent accordingly.

It is estimated that just 50 key roles drive 80% of bank business value. Banks will need to identify these roles based on data rather than traditional hierarchy. In fact, 90% of critical talent is missed when organizations only focus at the top.

Then, banks must match the best performers to these roles and actively manage their development.

3. They adopt an agile business model.

Banks will need to shift from a hierarchical structure to an agile one, where leadership enables networks of teams to achieve their missions. As opportunities come and go, teams are reallocated accordingly.

This flexible structure has many potential benefits, including fewer product defects, lower costs, shorter time-to-market, increases in customer satisfaction, and a bump in employee engagement.

4. They use data to make people decisions.

Instead of making decisions based on subjective biases or customary practices, banks will need to rely on the power of data to:

  • Recruit
  • Retain
  • Motivate
  • Promote

For example, company data can be used to develop a heatmap of the roles with the highest attrition rates. Leaders can then focus their retention efforts accordingly.

5. They focus on inclusion and diversity.

Gender and ethnicity diversification leads to higher financial performance, better decision making, higher employee satisfaction, and an enhanced company image.

Industry-leading banks will set measurable diversity goals, and re-evaluate all processes to expose unconscious biases. For example, one organization saw 15% more women pass resume screening when they automated the process.

6. They ensure the board is focused on talent.

Only 5% of corporate directors believe they are effective at developing talent.

To be successful, boards will need to recognize Human Resources (HR) as a strategic partner rather than as a primarily transactional function. The CEO, CFO, and CHRO (Chief Human Resources Officer) form a group of three that makes major decisions on human and financial capital allocation.

CEOs worldwide see human capital as a top challenge, and yet they rank HR as only the eighth or ninth most important function in a business. Clearly, this is a disconnect that needs to be addressed. To keep up with rapid change, banks will need to bring HR to the forefront – or risk being left behind.

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