New leadership with Jeff Orr and Marisela Lewis to continue the innovation in the impact and value for clients and products

MLD Wealth Management announced that it had been selected as a Finalist for Discretionary Manager of the Year and Multi-Service Advisory Team of the Year in the 6th annual Wealth Professional Awards.

New research aims to understand the management and use of data and its impact on business

Illumitex's FarmVisionAI provides remote visualization, AI analysis, and labor management alleviating COVID-19 driven operational constraints

Latest research aims to understand advances in natural language capabilities and its impact on business

Emergency Unlocked episode! We simply HAVE to talk about Microsoft's big announcement at The Game Awards, in which they announced both the name of Project Scarlett and what it looks like. It's the Xbox Series X, and they also showed Senua's Saga: Hellblade 2 running in-engine on the new console! Dig in for 72 minutes of our reactions and analysis.

Our Xbox crew analyzes what Head of Xbox Phil Spencer said during our interview with him on last week's episode. We think he said a lot in his clever, indirect way... Plus: an Inside Xbox news recap, rumors about what Resident Evil 8 will be like, and at the very end you'll hear our live as-it-happened reactions to the PS5's DualSense controller reveal.

Xbox's first big salvo of next-gen games has been fired, and we've got reactions and analysis to all of the big third-party game reveals and showcases – from the good to the bad to the stomach-churning.

With the capability to analyze huge amounts of data, including medical information, human behavior patterns, and environmental conditions, big data tools can be invaluable in dealing with deadly outbreaks.

So in this article, we will interpret, analyze the COVID-19 DNA sequence data and try to get as many insights regarding the proteins that made it up. Later will compare COVID-19 DNA with MERS and SARS and we’ll understand the relationship among them.

You walk down one aisle of the grocery store to get your favorite cereal. On the dairy aisle, someone sick from COVID-19 coughs. Did your decision to grab your cereal before your milk possibly keep you healthy? How can these unpredictable, near-random choices be included in complex models?

With the workforce at home, a rise in agile adoption, and organizations making major pivots in strategy, the need for these types of platforms is likely to continue.

Please visit Marketing Land for the full article.

It’s one step closer to the podcast analytics advertisers have been waiting for.

Please visit Marketing Land for the full article.

By Rod Nickel WINNIPEG, Manitoba (Reuters) - Prime Minister Justin Trudeau warned that if provinces move too quickly to reopen their economies, a second wave of the coronavirus pandemic could send Canada "back into confinement this summer." Trudeau, who represents a Montreal, Quebec riding, said on Saturday that he is concerned about the virus' spread in that province, the country's epicenter. Canada's death toll rose 3.5% to 4,628 from a day earlier, while cases approached 67,000.

The post Trudeau warns premature reopening could send Canada ‘back into confinement’ appeared first on Firstpost.

Kate Ludeman and Eddie Erlandson, authors of "Alpha Male Syndrome." Also: Judith Ross on using trust as a strategic management tool.

Tom Davenport and Jeanne Harris, authors of "Competing on Analytics: The New Science of Winning."

Gill Corkindale, executive coach and former management editor of the Financial Times.

Tom DeLong, Harvard Business School professor.

Tammy Erickson, McKinsey Award-winning author.

Peter Cappelli, Wharton School professor and author of the HBR article "Talent Management for the Twenty-First Century."

Rakesh Khurana, Harvard Business School professor.

Paul Osterman, professor at the MIT Sloan School of Management and author of "The Truth About Middle Managers."

Paul Hemp, HBR contributing editor and author of the HBR article "Death by Information Overload."

Julia Kirby, HBR editor at large.

Tom Davenport, Babson College professor and coauthor of "Analytics at Work: Smarter Decisions, Better Results."

Tony Schwartz, president and CEO of The Energy Project and author of "The Way We're Working Isn't Working."

Peter Cappelli, Wharton School professor and coauthor of "Managing the Older Worker: How to Prepare for the New Organizational Order."

Tom Davenport, Babson College professor and coauthor of the HBR article "Competing on Talent Analytics."

Frank Flynn, Stanford Business School professor and subject of the HBR article "Guilt-Ridden People Make Great Leaders."

Bernd Vogel, assistant professor of leadership and organizational behavior at the Henley Business School and coauthor of "Fully Charged."

Jonah Keri, sports and stock market writer; author of "The Extra 2%."

Gary Hamel, director of the Management Innovation eXchange and author of the HBR article "First, Let's Fire All the Managers."

Jeanne Meister, partner at Future Workplace and contributor to the "HBR Guide to Managing Up and Across."

Bruce Feiler, New York Times columnist and author of "The Secrets of Happy Families."

The Dilbert creator talks with HBR senior editor Dan McGinn.

Eric Clayberg, Google software-engineering manager, talks with Harvard Business School professor David Garvin about the feedback and training that he and others at the company receive through Project Oxygen.

Freek Vermeulen of London Business School explains how best practices become bad practices.

The former Secretary of Defense talks with HBR editor-in-chief Adi Ignatius about his new book, "Duty: Memoirs of a Secretary at War."

Sam Palmisano, former CEO of IBM, on striking a balance between running a company for the long term and keeping investors happy.

J. Craig Venter, the biologist who led the effort to sequence human DNA, on unlocking the human genome and the importance of building extraordinary teams for long-term results.

Eric Schmidt, executive chairman, and Jonathan Rosenberg, former SVP of products, explain how the company manages their smart, creative team.

Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.

Todd Rose, the Director of the Mind, Brain, & Education program at the Harvard Graduate School of Education and the author of "The End of Average: How to Succeed in a World That Values Sameness," explains why we should stop using averages to understand individuals.

Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.

Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She's the co-author of "Stop Spending, Start Managing: Strategies to Transform Wasteful Habits."

Hal Gregersen, executive director of the MIT Leadership Center at Sloan School of Management, says too many CEOs and executives are in a bubble, one that shields them from the reality of what’s happening in the world and in their businesses. The higher you rise, the worse it gets. Gregersen discusses practical steps top managers can make to ask better questions, improve the flow of information, and more clearly see what matters. His article “Bursting the CEO Bubble” is in the March-April 2017 issue of Harvard Business Review.

Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”

Rebecca Shambaugh, a leadership coach, says being too collaborative can actually hold you back at work. Instead of showing how well you build consensus and work with others, it can look like indecision or failure to prioritize. She explains what to do if you over-collaborate, how to manage someone who does, and offers some advice for women — whose bosses are more likely to see them as overly consensus-driven. Shambaugh is the author of the books "It's Not a Glass Ceiling, It's a Sticky Floor" and "Make Room For Her."

Caitlin Rosenthal, assistant professor of history at UC Berkeley, argues there are strong parallels between the accounting practices used by slaveholders and modern business practices. While we know slavery's economic impact on the United States, Rosenthal says we need to look closer at the details — down to accounting ledgers – to truly understand what abolitionists and slaves were up against, and how those practices still influence business and management today. She's the author of the book, "Accounting for Slavery: Masters and Management."

Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior vice president of leadership and team intelligence at Cisco Systems, say that managers and organizations are overestimating the importance of critical feedback. They argue that, in focusing our efforts on correcting weaknesses and rounding people out, we lose the ability to get exceptional performance from them. Instead, we should focus on strengths and push everyone to shine in their own areas. To do that, companies need to rethink the way they review, pay, and promote their employees. Buckingham and Goodall are the authors of the book "Nine Lies About Work: A Freethinking Leader's Guide to the Real World" and the HBR article "The Feedback Fallacy."