recursal/Fanatic-Fandom huggingface dataset:
Building an effective CV and cover letter

### CV/Resume

CV and cover letters are marketing tools. In this regard, they must be tailored to the company you are applying to. Focus on what do you bring to the table.

#### Reading behind the line of job descriptions

When looking at a job offer, look for information about:

* The company culture
* The competencies required. Identify which part of your previous experience relates to the requirements and make sure they are clearly explained in your resume and cover letter.
* The experience: do we highlight the correct ones
* Hard skills: List of hard skills
* The cherry on top

The profil.

why are you better than 70% than the person you know. Start from 2 pages and start shrinking, shrinking done until every word counts.

Additional information

Why are you different.

Professional experience

Professional experience comes first (before education). You are a professional that is doing an MBA, not a student.

Put important information on the left. Leave some space to ease the reading and show cleanliness. All important information should be on the left.

### The cover letter

The structure of the letter:

1. Who are you and why this company
2. What have you done related to the position: why they should hire you
3. What can you do for them that others can't: your competitive advantage

Use the same header for CV and resume

Personalize the letter to the hiring process.

Use bullet in the cover letter to highlight specifics points that are particularly relevant to the job offer. Cover letter should give the context.

3 to 6 paragraphs

200 to 400 words

How to tailor CV to job description

How to tailor cover letter
Business Story Telling

Before playing an instrument you need to tune it. That s why we use meditation.and self awareness.

## The 5 cardinal sins

* No clear point
* No audience benefit
* No clear Flow
* Too detailed and/or too long

Give your audience only what they need to know. Show only what they need to see and tell only what they need to hear.

## Know your audience

The main 2 questions to ask are: What is the audience role and what are they knowledge level.

We have 2 way to gather information, create a typical user or involve the audience. In a way you have to custom-built your presentatin to maximize your effectiveness and persuasion.

## Step 3 Time

Check how much time you have and prepare your talk for 85% of the time you will have.

It will allow you to adapt your pace and manage your time more efficiently. Without this time pressure your are more relaxed. It is better for you and for your audience.

This time can also be used for improvisation and impromptu speaking.

## Step 4 Research

This is the step when you are finding relevant information and fact about the subject. The basic skill to research is questioning. We collect the information from people and from publication. But how to discover and formulate the questions?

### Discover questions ?

Ask basic questions, ask about the significance, consult the right sources and interact flexibily.

### How to formulate questions ?

You can use either open or close questions. Open questions help you understand the big questions while closed questions are here to confirm or challenge this picture.

For academic research, develop a Search Strategy. Determine your audience, generate questions, predict probable sources, consider the age of the information and the technical level.
Perso

A compilation of all tools and techniques related to managing one own life

## Designing one's life using the Life-Map Worksheet

The life-Map worksheet is an exercise that helps you understand what you are looking for in life, what are your strengths and values. Then, by focusing on what drives you, help you find your Eulerian path, the path of least resistance.

Find the full document here

## General thoughts

You only fail when you stop trying

Failure is a redirection: it shows you where you should not
be

Failure is an opportunity: It’s a chance to reevaluate and
come back stronger try again.

Do not be afraid to invent a new paradigm.

Not always consider of doing something but the cost/risk of
not doing it (formation, security, etc.)

From Thinking, fast and slow: "A statement that can explain two contradictory outcomes explain nothing at all, it just serves as satisfaction for our need of coherence". If cancer is both high in democratic and republican states then the political orientation is no explanation. But you need to see both sides of the argument to make that call.

## Book reading

List the books I have read and their main teaching

1984:

In a way, the world−view of the Party imposed itself most successfully on people incapable of understanding it. They could be made to accept the most flagrant violations of reality, because they never fully grasped the enormity of what was demanded of them, and were not sufficiently interested in public events to notice what was happening. By lack of understanding they remained sane. They simply swallowed everything, and what they swallowed did them no harm, because it left no residue behind, just as a grain of corn will pass undigested
through the body of a bird.

The Prince, Machiavelli

The prince is a political treaty that describes the different ways a Prince should/could reign over his citizen. The learnings of Machiavelli can also be used by a manager to handle his team.

## Philosophie

Concepts généraux (issus de "La philosophie pour ceux qui ont tout oublié")

Philosophie : Réflexions personnelles

## 5 minutes pour comprendre / Article LinkedIn

Structure

* La structure des 5 mins

Philosophie et Management

* Schopenhauer
* Management tempo et mélodie (voir Make to stick)

Climat (recyclage du plastique)

* Recyclage plastic
* Bioplastic

Macro-éco

* La décroissance
* Le réchauffement climatique

En off

* L’argumentation / La rhétorique

* Le rôle du débat

* Biais de confirmation, tempo et mélodie
* Philosophie et management
Salary negotiation

Consult these pages for more information about Negotiation or Job Interview.

Research pay scales for the sector and add your assets to them (education, experience, special talents, etc.).

12- The salary? Usually this is the last topic. It is better to wait for them to make an offer because it gives you more leverage.

10- Negotiate the whole package. There are important points for you that will not unbalance their salary structure, judicial standards or cause problems of jealously in the company.

Take notes and write down (even though it is not a firm contract or offer) the details of what you talked about or what they offered you (the person giving the interview could have been from the company or just doing it temporarily).

## How to answer when asked for your price?

Interviewers will generally ask you for your salary range. It accepted that it is better to let the company make an offer and just try to leverage it the best of your capacity.

Sometimes they ask you directly: What is your salary expectation? The preferred answers to the best salary negotiators are:

* Are you going to make me an offer (or are you only looking for information)?
* I understand that in the sector it’s between $X and $Y… (and include a reasonable lower number)
* Money is my second (or third) priority…
* What is most important for me is… (the challenge the job presents, future potential, etc.). Try to act as authentically as possible. Do not say things that are false, and do not use rehearsed lines that are far from your true feelings.

## What do you value?

We sometime accept deals that have no value for us or trade-off point we actually value. We tend to focus way too much on the salary, name of the company or title. It is fine, as long as it is what you really value.

To get a better sense of what you value, experts recommend using a salary scoring point system. this system allow to weight different issues and weight them against each other.

A good scoring system is complete (identifies all important issues), measurable (use a common metric) and useful (allow to quickly understand the trade-off).

To build such a system, start by listing all relevant issues relevant to a given job offer on a spreadsheet (salary, insurance, location, etc.). Add all the possible options for each of them. Finally, establish a scoring system that can help you value various issues.

## The pitfall

The main pitfalls are failing to recognize opportunities to negotiate, focusing on your own weaknesses and making the 1st concession in your head.
Another pitfall is to avoid salary negotiation altogether. Even if the salary is non negotiable, try to move into other aspect of compensation that may be negotiable.
Approaching Complexity

## The notion of beliefs

Most people form their belief by listening to people they trust, teachers, lecturers, parents.

Beliefs can change. But if they become strongly held, and particularly if we build our identity around them, they become to act as perception filters. Beliefs can be seen as conceptual frameworks that help us make sense of the world.

The problem is that this filter can evolve into confirmation bias. We tend to interpret new information in a way that reinforces our existing beliefs. We will seek out this kind of information. Furthermore, if we are faced with information that contradicts our beliefs, we will either forget or discard this information.

We do that to avoid cognitive dissonance. The mental distress caused by information that does not fit our understanding of the world.

It is important to differentiate evidence with the interpretation of said evidence.

## Shakespeare

### Why the authorship question?

The sociology of knowledge: "the study of the relationship between human thought and the social context within which it arises, and of effects, prevailing ideas have on societies".

"Science progresses one funeral at a time" - Max Planck, means that paradigm progress only when people with strong belief gave up on them (died). People have vested interests and will defend their opinion until they die.

1. Usually, you start with an accepted truth.
2. Then, at one point, an anomaly occurs. People usually set it aside but you could investigate it. If you investigate it, you create a crisis.
3. People dislike crisis because they shake the paradigm they believe in.
4. You create a new world view
5. New paradigm
6. Back to point 1

The all process can take a full generation or more.

In the case of Shakespeare, there is a cult around him and a full industry around his work. This kind of vested interests gets people to stick to the old paradigm.

AHC

Generate several hypotheses, ideally MECE.

Find the evidence you would expect to find if certain hypothesis were true. Whether or not you currently have them or not.
Portfolio

A portfolio is more than just a resume, a linked in page or a cover letter,

it is an exhaustive

It contains:

recommendation letter, references.

list of all achievements, commendation, awards.

List of skills and qualification (practical, character qualities and interpersonal skills

All documents to prove it

Minimum 3 sample of work showcasing 3 different skills.

IE achievement

* Elected Class reps

* Organized 11 tutoring session

* Saved the lake in the lake simulation

* Figured out the full operation simulation, team ranked #1

* Co-created the buddIE program

* Initiated the contact between J2 and S2

Personal honors at IE ( ranked top 5% of the intake)

* Global Strategy
* Managerial Decision Making
* Managerial Accounting
* Advanced Negotiation
Les enfants de la Baleine (manga)

**Les Enfants de la Baleine** (クジラの子らは砂上に歌う, *Kujira no Kora wa Sajō ni Utau*, lit. "Les enfants de la baleine chantant sur le sable") est un manga japonais de type *shojo* d'Abi Umeda. Le manga est édité en France par Glénat Manga dans sa collection "*seinen*" depuis janvier 2016. Au Japon, il est prépublié dans le magazine *Mystery Bonita* depuis le 6 juin 2013 et publié par l'éditeur Akita Shonen depuis décembre 2013.
Une adaptation animée a été diffusée pour la première fois fin 2017.

## Synopsis

Un monde où le sable s’étend à perte de vue. Seul un gigantesque vaisseau, La Baleine de Glaise, vogue à la surface de cet océan de dunes. Les habitants de ce vaisseau sont divisés en deux catégories : les Marqués capables de manipuler le « saimia », un pouvoir qu'ils tirent de leurs émotions mais qui les condamne à mourir très jeunes, et les Non-marqués ayants une espérance de vie plus longue et s'occupant de la gestion de la Baleine. Ils vivent une vie paisible, mais coupée du monde, jusqu'au jour où le jeune Chakuro fait une étrange rencontre sur une île à la dérive…

## Anecdotes

* A l'origine, l'auteure n'avait pas prévu l'intrusion de capacités magiques ; ce devait être une histoire d'enfants dans une guerre ordinaire.

* Pour créer l'univers du manga, l'auteure dit s'être inspirée d'un scénario libre de droit acheté dans une boutique spécialisée.

* Tous les yeux des personnages, excepté ceux de Rochalízo qui sont hétérochromes, apparaissent rouges sur les couvertures.
Shuan

Le Caporal Shuan était le chef de la Milice de la Baleine de Glaise jusqu'à sa démission juste avant d'atteindre Amonlogia. Il est considéré comme le plus puissant des membres de la Milice, d'abord équivalent à Ohni avant que le pouvoir de ce dernier, du fait de sa condition de daimonas, ne le rende plus puissant encore.

## Apparence

Shuan a des cheveux courts et blonds et il a des yeux étroits. L'oeil droit est couvert par un cache-oeil et est d'un rouge non-naturel. Le gauche est bleu lumineux.

Il porte une longue tunique sombre présentant les motifs de la tenue de la Milice avec un pantalon noir et un long et large manteau rouge et doré.

## Personnalité

Il sourit toujours mais son sourire cache ses véritables émotions. Il est également très indolent. Il n'a d'abord aucun problème à l'idée de mourir mais il se rend compte du contraire dans les geôles du duc Dactyla à Amonlogia. L'absurdité de la vie ne le gênait pas non plus jusque-là mais suite à ce moment, il ressent le besoin de remplir une 'mission' pour y échapper. Il ressent même de la nostalgie de la Baleine et de choses simples comme manger du bambou alors qu'il cherche Ohni dans les rues d'Amonlogia.

Par le passé, il était un garçon très joyeux mais la tentative des Anciens de faire de lui un daimonas l'a brisé et il ne sait plus qui il est et ce à quoi il aspirait.

## Relations

### Sienna

Elle est sa femme, mais il est difficile de dire ce qu'il ressentait pour elle. Malgré l'apparence qu'il donne, il est affecté par sa mort. Il ne parait pas comprendre ce qu'elle-même ressent, lorsqu'il lui dit d'être prête pour son suicide afin de ne pas laisser un corps déplaisant derrière elle.

### Rasha

Il entretient une relation désormais distante avec sa mère depuis la tentative du Conseil de faire de lui un daimonas, alors qu'ils étaient auparavant très proches. Ses sentiments actuels à son égard demeurent inconnus.

### Futerna

Il semble la respecter, l'appelant 'honorable guerrière' la première fois qu'ils se parlent, lorsqu'elle s'interpose entre Ohni et lui.

### Ohni

Il sait qu'il est un daimonas et plusieurs fois, il parait s'efforcer de lui faire 'réaliser' l'ampleur de leur malédiction qui leur impose de rester sur l'ile. Il est cependant difficile de dire comment il le considère véritablement.

## Anecdotes

* Son nom signifie, en japonais, "rouge sang sombre"
* Bien qu'il apparaisse dès le second tome, son nom n'est révélé que dans le 4, lors des funérailles juste après la seconde bataille lorsque Rasha l'interpelle.

## Galerie

Shuan confrontant OhniShuan lorsqu'il aperçoit le cercueil de sa femme SiennaOeil droit de Shuan sans son cacheShuan
Due Diligence and M&A

## Due Diligence

A merger is when 2 companies with the nearly the same size decide to fuse into one.

A acquisition is when a big company decide to fuse with a smaller one. Often resulting in the disapearanc of the smaller one.

We talk about hostile take over when one company buy an other that do not want to be bought.

### Is merger a good or a bad news ?

For employee, M&A are usualy bad news because it often leads to restructuration and lay off.

For the investors of the bigger companies, it is a bad news as the share value will decrease as the company will have less money to pay dividends.

For the investor of the smaller one, it is a very good news as the share price tend to increase.

For suppliers, this is a bad news as the new company will use this occasion to renegotiate the contracts.

Customers should usualy not be happy, because the new company will rely on its best seller and wont have the money to invest in new products. After the hypothetical EOS, the prices may lower.

Michael Porter believed that the significant synergies are gain through human capital optimization.
Animated Television Part 5 Wiki

**Welcome to the Animated Television Part 5 Wiki!**
We're a collaborative community website that anyone, including you, can build and expand. Wikis like this one depend on readers getting involved and adding content. Click the "ADD NEW PAGE" or "EDIT" button at the top of any page to get started!

*Community Founders*: Write a good and paragraph-length description here about your topic. Let your readers know what your topic is about and add some general information about it. Then you should visit the admin dashboard for more tips.

## Important articles

PlaceholderA page about your topicPlaceholderA Main CharacterPlaceholderThe First EpisodePlaceholderAn Important LocationPlaceholderA Key EventPlaceholderA Crucial Item

*Need help building out this community?*

* Getting Started
* How to Contribute
* Managing your new community
* Guides
* All Help articles

You can also be part of the larger Fandom family of communities. Visit Fandom's Community Central!
One life

I only have one life. My goal is to get the most of it, to be pleased by what I have achieved. First difficulty, how to measure what it means to "get the most of it", I think it revolves around having no regrets but also no failures. It means to live my life to the fullest.

Where does this lead me? What life would make me happy? Happiness is not key to my goal. I think happiness is not related to success, it is a state of self-contempt, it is a way to settle for what you have.

It seems I am doomed to never enjoyed happiness for a long time. If happiness is a sign of self-content, I would end up being unhappy because I settled too soon. If I do not settle, then I will never take the time to enjoy what I achieve. the only solution is to enjoy the journey, not the destination.

Success, happiness, regrets, can also be defined along several axes with relative importance. Among the most important ones for now, among my driven axes: education and impact. But yet again, both are just a mean to an end, the important part is to understand why it matters to me.

## Education

Education is about giving something back, transmit what I have learned to others. It is also about being recognized, acknowledge in a useful manner. I guess it is also about being remembered by having a great impact on people. It is not only about teaching, its about being the best at teaching. Being look up upon by someone else. It feels good to ace a presentation, to be the center of attention and to talk about what matters to you to people that want to listen.

there are hidden benefits to it but here I want to only look at why it is so important and becoming even more important in the later years.

## Impact

Being able to have an impact has been important for as long as I realized I will die. I want to be remembered for what I achieved, I want to matter. I want people to re
Children education

## Goal Setting

Setting goals for children is a tricky task. In his book, Drive, Daniel H.Pink explain to us how setting performance goal, reaching a certain mark, (opposite to learning goal) can actually have negative impacts on the learning of children. They will learn how to answer the test but not necessarily how to use the knowledge. Meaning that in a new situation, where they are asked to use this knowledge, they will perform worst that children who learnt for the sake of learning. Learning goals have the added benefit of not alienating children who struggle, as they are here to learn not to perform. They stay and try for longer and hence learn more.
Orange Is The New Mammy

There’s bad news for Winnie when Agnes discovers Peggy Piper the Pernod poisoner is out on appeal and could be coming back to Finglas. This might mean Winnie has to give evidence against her again as she was the one who saw Peggy poison her husband. There is much discussion about whether Peggy is guilty or not but the only way there’s ever going to be closure is by meeting Peggy herself… Meanwhile, Buster loses the tank Dermot’s hired for their latest promotion and must find it before Dermot finds out
How to evaluate your competitors

Evaluating your competitor's e-commerce strategy is straight forward and rely on some known tools.

Start with their website and create a swot or a comparative table. Look at broad categories content, offers & promotion, Checkout, Design, Organization, User friendly, etc. and deep dive into specific parameters:

 Usability / user-friendly
 Speed
 Technology (e.g. Java, flash. etc.)
 Content (quality pictures & information)
 Delivery cost

Then, look into the customer journey. Home page > Search > Product info > Shopping basket > Checkout > Delivery and after-sales. Always keep in mind the visitors and the customers, who they are, what are they looking for, why, what do they like, dislike, etc.

Finally, deep-dive into the checkout process: the login, order options, payment options, order tracking, other services, and options, etc.
STARt

The Star framework is used to tell a story. It gives the order and the list of topics to address: Situation, Task, Action, Results, and traits as a bonus. Ideally, the full story should last between 1 and 2 minutes.

**Situation:** The situation is the beginning of the story. It must help the person in front of you understand what was the set of the story. The situation must be easy to grasp and crystal clear. 1 or 2 sentences should be enough.

**Task:** The task explains the mission that was given. Same as the situation, it should be simple and last 1 or 2 sentences. Avoid any complex theory.

**Action:** The action is the most important part. It details the precise decisions made. Be specific and give examples.

**Results:** Results describe the outcome of the action. Try to always be positive. Results can be monetary, a learning, something built, etc.

**Trait (bonus):** In the case of a negative story, Trait emphasizes the learning made during the experience. Traits are not mandatory but can be a good way to wrap everything up and end on a good note.
Business Storytelling and Influence

Business storytelling is all about how to pitch an idea, how to sell a project effectively in a company. The key is being able to be clear, concise with high impact communication. Having great communication skills is key to any leader. However, most presentations are used to present DATA not to persuade. Prensentations can fall in 5 different cardinal sins:

1. No Clear Point
2. No audience benefit
3. No Clear Flow
4. Too detailed
5. Too Long

The actual pitch is just the tip of the iceberg, therefore, these sins are often a sign of a weak preparation. this page will cover both the presentation and the preparation. The content and delivery. The methodology is split in X steps: Goal, Audience, Time, Research

The icebreaker

The Icebreaker represents the first words of the presentation. The icebreaker is a way to capture the audience's attention and to set the tone of the following presentation. Depending on the presentation, it can last a couple of seconds or several minutes. Some example of icebreakers include:

1. Questions: directed at someone in the audience or the audience in general
2. Factoid: A little known fact or a striking statistic
3. Retrospective or prospective: looking forward or backward
4. Anecdote: A short story
5. Quotation
6. Aphorism: A familiar saying
7. Analogy: A comparison between two seemingly opposite subjects to help make complex topics easier.

An icebreaker can be many more things, as long as it serves the same purpose.
The challenge of disruptive change

Most established companies have efficient processes, available resources, and competent people. When trying to innovate, managers can fail to leverage them properly. They can fail to put the right people in the right condition. In trying to transform a company, managers can destroy the very capabilities that substain it. This article helps companies understand how they can (and should) adapt their structure to the nature of the innovation pursued.

## Meeting the challenge of disruptive change

*HBR - Clayton M.Christensen and Michael Overdorf.*

### Asking the right questions

The key to corporate innovation is to use the correct team and the right organization structure that fit your innovation. The first step for a company is to ask itself these 4 questions :

1. Does my organization have the right **resources** to support this innovation? assess people, tech, product design, brand, customers, suppliers, network, etc
2. Does my organization have the right **processes** to innovate? Your processes - decision-making protocol, coordination patterns - support your business and may harm your innovation. Processes are meant to be efficient in the context of their creation, and therefore, by definition, will push against innovation. The blocking processes are more likely to be hidden processes like decision making or investment choices. The processes that define how business is done.
3. Does my organization have the right **values** to innovate? In this context, values are broader and encompass how an employee make decisions, how do you decide whether to commit or not? which customer is more important and why? Are money profits, margins, etc important? They explain why decision are made.
4. What **team and structure** will best support our innovation effort? dedicated team? spin-off?

The bigger the organization, the more important it is to asses correctly.

### Selecting the right structure for your innovation

 Fits well with your values but not with the processes
 Fits poorly with your values but well with your precesses
 Fits poorly with your values and your processes

Functional teams work on function-specific issues then pass it to the next team

Lightweight teams are cross-functional but stay under their boss' management

Heavyweight teams are completely dedicated to the project with a direct manager to lead them
Due dilligence, M&A

## Merger and acquisition

A merger and acquisition differ by the size of the companies. A merger is between same sized companies while a acquisition is about a bigger company acquiring a smaller one. For Michael Porter, during M&A, the significant synergies are gain through human capital.

For employee, an M&A is usually a bad news because is results is head count reduction.

For the investors of the bigger company, it is usually bad news because the stock price will go down and the company will likely not have enough money for dividends.

For the investors of the smaller one, it is a good news because the stock price will increase.

For suppliers, M&A are bad news because it opens the door to renegotiation.

For customers, on the short term, product variety may reduce because the company has to get back its money and will milk its customers. On the long run, if synergies emerge, the customer may have better products for less.
Bain resume

## Matthieu Georgeault

Paris, France

+33 06.35.19.20.20 | matthieu.georgeault@student.ie.edu

LinkedIn URL : ​https://www.linkedin.com/in/matthieu-georgeault/?locale=en\_US

### PROFESSIONAL SUMMARY

French engineer and MBA graduate with 4 years of experience as department manager at Auchan. As a general Manager, I focused my work around customer satisfaction, team management and financial results.

In 4 years, my team and I, we found a new way of displaying
products that double our sales, maintained customer base while facing a -5% national tendency and improved a gross margin already 25% higher than company average. We managed it by walking the extra mile for the customers, listening to each other and working hard to meet strict deadline.

### EDUCATION

MBA - IE Business School (Madrid, Spain) #8 MBA in Europe   January 2019 - December 2019

Full time English MBA. Specialization in Strategy and Problem solving.

* Ranked top 25% of the intake
* Elected Class rep, co-created the BuddIE program, organized 11 open tutoring session
* French club coordinator

Engineer Degree - Groupe ISA Lille (Lille, France)    September 2009 - September 2014

Food industry and Agricultural program with a specialization in Retail and Marketing

* Elected member of the main student association and part of 3 other associations.

### PROFESSIONAL EXPERIENCE

Auchan Paris la Défense (Nanterre, France) Biggest European Retail store in number of customers

Department Manager​ : Meat department then seasonal products                          March 2018 - December 2018

* Stabilized 8 million euro turnover while facing a -5% national tendency by focusing on customers and quality.
* Selected, bought and sold over 4500 unique products, twice a year, using a budget built on historical sales and forecasts.
* Improved a 25% better than society gross margin rate, society’s 1st by optimizing overhead (-14%) and increasing prices.
* Manage up to 32 people working 24/7, including skilled workers, and newcomers .

Departement manager apprentice (alternate learning)​                         September 2013 - September 2014

IT PROFICIENCY

Daily use of Windows, Office (Excel -including simulation / VBA -, Word, power point), and Google Drive.

Daily use of professional softwares (turnover, margin, stock, purchase, etc.)

LANGUAGES

French (Native), English (Fluent, 6 months in UK and MBA in English), Spanish (Basic, 1 year in Spain)

OTHER INTERESTS AND INFORMATION

Board games & video games (worldwide ranking : top 2% player in Starcraft and 0.75% in Minion Master).

Travels (30+ short or long trips in France, Europe, Japan, USA, Canada, Tunisia).

Paris-Versailles finisher (16 km run).

 Passionate about consulting
 Result oriented

* A solid team player who’s also an independent thinker
* Deadline-driven, organized and able to multitask
* A robust analytical skill set
* Strong verbal, written and presentation skills
* Endless curiosity and a penchant for thinking the impossible

Extracuricular activities

 Writing Skills
 Volunteer Work
Digital Transformation Doing

### Successful digital transformation

Under armor : Big Data about consumer, foresight, strategic positioning for the futur, offer something more than a product. Connection from data to selling product

Schindler: Rethink your IT structure, rethink your business model completly taking into account new technologies. People (employee and customers), product and process. Connect everything, collect DATA and analyze it.

Domino : Top buy in, measure of results. Understand the business. Find a competitive advantage, Get data

Startbuck: Data

Global tke away: changing how you view the company, understand your business and your customer (you need DATA), have a clear goal in mind
Academic

## Frameworks

STAR

4s of effective communication

CAGE

Theory

Global strategy

PPCO

PARC

Managing Knowledge

## Soft skills

Influencing

Creativity

IE
--

### Core

Strategy

Innovation in a Digital World

LPT

### Electives

Business storytelling

Efficient problem-solving

Negotiation

Marketing Management

Global strategy

Digital transformation doing

Strategic foresight

Approaching Complexity

Negotiation workshop

Strategy Implementation

Talent Management for Strategy Execution

Marketing strategy for decision making

Operation management

Global Strategy
Book reading

List of books left to read

### Drive - Daniel H.Pink

Carrots & sticks management is a vestige from the last century. For this century, management should rely on autonomy, mastery, and purpose. The book is closely tied to themes used in LPT.

### Getting to Yes: How To Negotiate Agreement Without Giving In - Fisher, Roger

A good agreement is one that wise and efficient and which improves the parties' relationship. Wise agreements satisfy the parties' interests and are fair and lasting. To reach that point, Fisher and Ury use 4 principles: Separate the people from the problem, Focus on interest rather than a position, Generate a variety of options before settling the agreement, and Use objectives criteria.

### Made to stick

How to make sure people remember your ideas ? Focus on the care message, the lead. Learn how to present it : Simple Unexpected Credible Concrete Emotional Stories (SUCCESs)
Job interview

## Preparation

Job search usualy involve a CV, a cover letter and luck to get the interview. Getting the interview is the end game for now. To increase the odd, use Referrals, Networking, Career Portal and LinkedIn. Try to avoid the classic company portal and HR Departement.

## Cover letter

The cover letter should include why this company and why you.

3 main achievements

Some strategic thinking about the company, what are the challenge thay are going to face and how you could help.

## Elevator pitch

An elevator pitch should last less than 1m30.

For a job elevator pitch, focus on 4 key questions:

1. **Your value**, what you are really good at
2. **Your achievements,** what was your biggest achievement until now
3. **How,** how do you work, how did you reached your achievement, what is your secret formula for success
4. **Call to action** give a reason to continue the conversation

## Getting ready for the interview

### The skill assessment

1. List a couple of key skills for the post your are targeting.
2. Choose a story to illustrate this competence
3. Use the STAR methode (Situation, Task, Action, Result) to send key messages on your skills
Innovation

Innovations should be differentiated from inventions. Innovations use ideas to generate cash while inventions use cash to generate ideas.

## Managing innovation

Innovation is key for companies. It allows them to pursue new businesses and stay alive. Yet, not all companies know how to manage innovation.

Morten T.Hansen and Julian Birkinshaw offer a framework to better understand the innovation process.

Innovation as a value chain is compromised of 3 phases: Idea generation, Idea conversion and Idea diffusion.

### Identify your weakest link

 Idea Conversion
 Idea Diffusion

For each item, you should try to find objective criteria to evaluate them. You can count the number of ideas generated, the percentage of funding, time to market, etc.

### How to reinforce your weakest links

Your capacity to innovate can only be as good as your weakest link. Once you have identified your bottleneck, this table below explains some strategy to improve them

 Converting ideas
 Diffusing ideas

## Ambidextrous organization

Ambidextrous organization refers to an organization structure able to both exploring the future and exploiting the present. This is a complex balance that allows the company to perdure.

### Issues to address

Ambidextrous organizations tackle the issues of leadership, Strategic development, Ressources, and Tracking and Monitoring. Each decision has trade-offs and companies should be careful when deciding.
Networking

### Networking for a job

When networking for a job, there is a big agenda: get a job. But we cannot approach someone asking directly for a job. Then, how do you approach someone?

"Hi, my name is X. I am doing a research on this job. Do you have 7 minutes to answer 5 questions? I would be "

Give them the opportunity to say no. You are providing the frame, this is reassuring for everybody.

We need to get his attention,

What are the 5 questions:

 Can you tell me more about your day-to-day, what do you look into, what are your challenges
 Tell what you didn't know that you didn't know when you started. The blind spot when he was in our situation.
 How do you recommend that I take my research forward if you were in my shoes
 Is there anyone else that you would recommend I would speak to continue my research. Can I contact them on your behalf?

Networking is about contacting 10-15 people every week. You will have a meaningful conversation with only 10% of the people you network.
Marketing strategy for decision making

## From cost center to profit center

The goal of any profit center is to generate profit. The general formula for Mkt center and where it can influence is:

 - COGS
 = Gross Contribution margin
 = Net contribution

Skimming price, high price because the customer is willing to pay, penetration price is a low price to gain the market fast. But pricing depends also on the consumer, a price too low can deter the confidence in the brand or product.
CAGE

CAGE is a framework that allows us to evaluate the "distance" between your country and a target market. The 4 letters stand for Culture, Administration, Geography, Economy.

It is designed to be used for Global Strategy and internationalization.

## Cultural distance

Culture determines how people interact with each other. What are the expected behaviors? Furthermore, culture helps to understand how to interest with companies and institutions Some cultural elements are evident like languages but some, like common history or beliefs, are deeper like.
Some products can trigger strong responses either positive or negative. These elements can influence how consumers choose between substitute products.

## Administrative or political distance

The administrative and political distance is influenced by both, the relationships between the host and the home country, and how similar are the administration in both countries.
The historical and political associations between countries can make trades blossomed or perish. Trade tends to be 900% higher between countries with a colony-colonized history. On the opposite, do not expect a lot of trade between countries at war with each other. Common currency and trade agreement also served to boost the trade between countries.

We also cannot ignore the local policies of the government. They will put trade quotas, tariffs, and restrictions to protect their economy, especially if there is a threat to :

* A large employer (lots of potential votes)
* A national champion (national pride)
* Vital national security
* Essential goods (food, fuel, electricity, etc)
* Entitled good or services (health care and other product people feel entitled to)
* Natural resources (Foreigners may be seen as robbers)
* High sunk cost (the government will secure highly vulnerable companies)

## Geographic distance

The further the harder. Distance will increase transportation costs for example. We also need to take into consideration the difference in country size, access to waterways, transportation and/or communication infrastructure, average within-country distance to borders, and topography.

These effects are not only related to the exchange of physical goods but also affect intangibles and services.

## Economic distance

Wealth and income is the most important economic attribute. Money tends to flow from rich countries to rich countries or to poor countries, rarely from poor to poor. One of the reason is that companies business models usually relies on a certain minimum income level from the consumer and the cost and quality of the resources.
Getting to Yes

A good agreement is one that wise and efficient and which improves the parties' relationship. Wise agreements satisfy the parties' interests and are fair and lasting. To reach that point, Fisher and Ury use 4 principles:

1. Separate the people from the problem
2. Focus on interest rather than a position
3. Generate a variety of options before settling the agreement
4. Use objectives criteria

## Separate the people from the problem

People tend to become personally involved with the issue and their side's position. As a consequence, they will take as a personal attack any pushback on the issue or position. To open up the discussion, and get a more objective view of the problem, it is essential to distance the person from the problem.

There are 3 origins to people problem:

 Emotions (Fear, anger, frustration, etc.)
 Planning responses instead of listening

## Focus on interest rather than a position

Your position is something you have decided upon, your interests are what caused you to decide. Understand why each party holds the position they do and why they don't hold other positions. Stay open to different proposals and positions.

Avoid the win-lose situation by focusing on shared interest.Look for items that are low cost for you and high interest for the other and vice versa to reconciling different interests.

## Generate options

Do not focus too hastily on a solution, instead, take the time to consider alternatives. Separate the generation process from the evaluation stage. Start by brainstorming all possible solutions, even partial solutions. Evaluate the solutions starting with the most promising one. Refine and improve as needed.

## Use objectives criteria

To evaluate solutions, each party should use objective criteria. Based on scientific findings, standards, or legal precedent. Every party should agree on the criteria and how to evaluate them. Ideally, all parties took the time to think about the criteria they want to use but also be ready to re-evaluate them if required, never give in to pressure, threats, or bribes.

## Dealing with dirty tricks

The best way to deal with dirty tricks is to acknowledge them and raise the issue out loud. Then use this momentum to set up a standard for the negotiation. Identifying the trick and bringing them to the surface should be enough to deter further use of the trick.

In the extreme case of bargaining where only one side is doing the concession, recognize the tactic, and refuse to negotiate. Even in the case of take-it or leave-it, treat it as a proposal, evaluate it, and use objective criteria.
Global Strategy

#### Why should you globalize, if at all?

Globalization is a strategy so complex and subject to so much uncertainty that it is hard to understand if success (and failure) is due to the quality of the execution or pure luck. Yet, companies have this urge to internationalize, pushed by shiny slogans like "bigger is better", "our home market is too small" etc. They have also been nudged by monetary institutions that encouraged them to do large scale FDI and reward then with stock purchases if they did so.

The key to internationalization, and to business' success, is to focus on value-creation. Will our globalization improve value-creation? Can we pull it off? Too often, we associate survival with success and we use it as a proxy to value creation. Instead, we should use the same standard as a single country strategy to evaluate the success of globalization.

#### The ADDING Value scoreboard

The ADDING value scoreboard is an acronym that should be used to sum the different consequences of a globalization strategy and understand if the rewards are worth the risk. If the upsides compensate for the downsides.

* Adding volume
* Decreasing cost
* Differentiating
* Improving industry attractiveness
* Normalizing risks
* Generating and deploying knowledge
Prospection commerciale

## Le pitch

Le pitch fourni l'accroche du discours commercial. Il doit donner envie à l'interlocuteur, au client, de poser plus de questions. Il doit lui donner envie de s'interesser à l'entreprise. Un pitch doit rester très court, 30 sec soit quelques phrase.

Le Pitch s'inspire du story-telling et notamment du heroes journey. A ce titre, un pitch possède 1 hero, 1 quête, et des alliés. Dans le cadre d'un pitch commercial, le héros est toujours le client, la quête est toujours le problème du client et les alliès toujours nous. L'erreur serait de nous considérer comme le heros, le client comme l'allié et la quête comme la vente.

Exemple de bon pitch: "J'aide les entreprises à accélérer leur business en multipliant leur capacité à signer plus de contrats. Zignature permet de signer un contrat 3 fois plus vite."

Exemple de mauvais pitch: "Je suis commercial chez Zignature et je vends une plateforme de signature en ligne qui permet à mes clients d'aller plus vite dans la signature de contrats."

2 choses peuvent venir améliorer un pitch, une touche émotionnelle et du concret. La touche émotionnelle s'obtient en parlant de solutions et pas de features. En quoi vous pouvez aider votre client, il s'agit de taper là où ça compte. Il ne s'agit pas d'expliquer le produit mais les solutions que vous apportez, pourquoi l'entreprise devrait vous choisir. Le concret repose sur une fait, une base qui valide l'efficacité de votre solution. Dans l'exemple précédent, il s'agit du "3 fois plus vite". Il vaut mieux choisir un exemple impactant et facile à retenir.
Five-factors framework

The most important factor about human resources policies is how do they fit together? As a system, HR policies sometimes work together and sometimes clashes. They are embedded in the broader organization of the company including its processes, its stakeholders and society as a whole. The "fit" of the policies can, therefore, be regarded internally and also in the broader context of what the company is doing.

Because HR practices are supposed to fit together, imitating other companies' policies is not a guaranteed success. You can easily copy perks that are not aligned with your internal system and create misalignment. The important factor is to understand how the system works together and what could work in your organization. Derived from Porter's five forces, HR uses the five factors framework to asses a company's HR system : (1) the strategy, (2) the workforce, (3) the environment, (4) the organization culture, and (5) the technology.

## The strategy

See Strategy for more information.

The strategy part of the framework is supposed to help you understand what are the key competencies of an organization. What can it do better than its competitors? Are they focused on customer services, innovations, quality? How do you plan to sustain this advantage? You need to know where the company is growing and how it wants to get there to understand how your HR system should adapt to it.

## The environment (external forces)

The environment part is about the social, political, legal and economic aspects of a business. In terms of social aspects, what in the expected role of the organization? what sorts of behaviors are encouraged or frowned upon?

In terms of the political environment, how is the union power balance? What is the company's relationship with politics?
Close to political is the legal environment, what are workers' rights? Is there any forced distinction between workers? what is illegal?
Finally, in term of economics, we want to look at the conditions inside the labor market and the economic pressures that the organisation is facing.

## Culture

Culture influence strategy and strategy influence culture. Marissa Mayer, when she arrived at Yahoo!, killed the "work from hom" to change the individualistic culture. She stated that people are more productive when they are alone but more creative and productive when they are together.

Work Organization