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G.D.P.R., new European law for the protection of privacy and the future of the global data economy

They are curious messengers, these ants in your mailbox. “We’ve updated our privacy policy!”, Cheerfully announce it and provide links that provide clearer information and better control over how your personal information is used. Proper and well educated, they come from remote areas of the Internet – from some of the companies you know and most of them you do not know. Some cite the cause of this sudden influx: the General Data Protection Regulation, an EU law that came into force on May 25.

G.D.P.R. It is the most controversial law in US history and the result of years of intense negotiation and thousands of proposed amendments, even though its components have been anchored in European law for decades. It contains two fundamental changes to the previous legislation, the Privacy Policy of 1995. The first would be the universality: a common set of rules and practices that exist across the continent and hopefully in the world. The second is the application: the ability of regulators to breach a company that G.D.P.R. as much as four percent of its total global sales. Of course, both are just titles. The law leaves a lot of room for implementation and interpretation; Although the fines far exceed anything the data protection authorities have practiced so far, they may be under-indebted.

G.D.P.R. was launched in 2012 by Viviane Reding MEP, then Vice-President of the European Commission. She told me from Brussels that she was worried about “big business” like the American Gafa – the French style for Google, Amazon, Facebook and Apple. “They just ignored the old law,” Reding said. “Cambridge Analytica’s Facebook scandal, if it happened on May 26 this year, would have cost Facebook billions of dollars, among other things, and they could not pass on citizens’ personal information without asking citizens to ask, and you can Do not steal and simply tell them that under the new law it is not possible, and that if you do, the punishment will be very, very severe. ”

This rhetoric has started a whole industry of lawyers, consultants and privacy advisors. Although they may not necessarily be responsible for the ants in your mailbox, except perhaps for some awkward episodes of “We’ve updated our privacy policy again!” – You are certainly busy isolating your customers against the risk of their use. “I’ve never seen so much fear in twenty years of privacy,” said Eduardo Ustaran, who discusses privacy and cybersecurity issues at Hogan Lovell’s law firm. His counterpart at D.L.A. Piper, Jim Halpert, said the same thing. For large multinational companies, the entire workforce of G.D.P.R. “The problem is huge – big companies are investing more than $ 50 million in preparation.” Like all the other practitioners I talk to, Halpert believes that companies like Google and Facebook are easily able to. This favors companies that are organized and can spend a lot, “he said.

For Reding and for his colleague and G.D.P.R. Moderator Jan Philipp Albrecht, the law mainly affects companies that process personal data. “In the last ten years, there has been no chance of catching up with the big Silicon Valley Internet companies,” said Albrecht. “With G.D.P.R. this will change.” He hopefully added, “Consumer power has not really started.”

The Data Protection Officer in Ireland, Helen Dixon, is one of the people at the heart of the G.D.P.R mission, where many multinationals have their European headquarters. In anticipation of the law, his office hired a hundred people on a short detour, with forty other people on the way. “We have many lawyers, communications specialists, investigators – some on grounds of criminal law, others on prudential grounds – and we have business analysts, systems analysts,” he said. she said. The Vision, the Dixon of the Irish D.P.C. She is far from the team of 30 people she inherited in 2014. The main question, she told me, “is how many simultaneous exams we can perform.”

Albrecht’s and Dixon’s enthusiasm contrasts with the omnipresent cynicism that many privacy professionals seem to be spreading in their profession. Even Halpert and Ustaran, who are more positive than most, have struggled to say how G.D.P.R. Compliance will improve the life of an average citizen. The law promises advances in global information hygiene: It becomes difficult for large data processing companies not to know what the data is, where it is stored, and how it is stored. But at the individual level, the benefits are less obvious. In general, companies have simply designed longer privacy policies – an exaggeration that refutes the intent of the legislature. When the law comes into force, independent experts and activists hope for more meaningful interventions. Mireille Hildebrandt, a professor at the Free University of Brussels, said that G.D.P.R. could be especially useful for eliminating algorithmic distortions and other cases of machines doing something wrong. “Automated decisions that have a significant impact can be challenged and need to be meaningfully explained,” she told me.

Data protection is sold to Europeans as a tool for balance, equality and autonomy in the digital world. But it is also a very individual diet; It is unlikely that a person’s actions will change. It is therefore relatively easy for us as a collective to make concessions of comfort, ignorance or resignation. Article 80 of the G.D.P.R. is a feature that seeks to remedy this situation by introducing, for the first time in European law, the possibility of collective redress. There is no automatic right to sue for damages, but G.D.P.R. allows temporary orders to stop the processing of data. The provision is carefully protected because, as Reding points out, “what we do not want in Europe is a class action lawsuit of the American kind that only creates the activities of lawyers”. Paragraph 80 allows civil rights attorneys or consumer advocates to defend themselves in the name of the community or the public interest.

According to Albrecht, these NGOs and other institutions will not only be looking for the “only one” who has time to manage their own data, but also those who have no time or risk. one hundred percent in these technologies, laws and regulations. “But even with these various actors, there is a cautious note about the aspirations of the law.” No data protection law protects us from ourselves, “said Albrecht.

Which tells New Orleans about the dangers of introducing free market schools

One year ago, I volunteered to board a primary school in New Orleans where I live. Two months ago, I tried to comfort her in a cafeteria full of troubled parents, explaining why the school announced the inauguration of this autumn three days before the end of the school year. I apologized. I described the confusion that exists in trying to solve a budget deficit of six hundred thousand dollars. I apologized again. But what I did not explain was that the fate of the Cypress Academy, a unique closure in a single, charter-dominated school district, was not just a school. It was the failure of startups and what happens when a school system is redesigned around the drivers of the free market: autonomy, competition and customer choice. Honestly, I understood that later. Which is good because the parents did not want to hear the market theory. They just wanted their kids to get a good public education.

In New Orleans, just in the neighborhoods of big cities, almost all schools are now charter schools. This is the result of the most ambitious school reform in the country’s history. In 2004, the year before Katrina, only forty-four percent of New Orleans high school students had graduated. After Katrina, the state of Louisiana took over almost all schools in the city and began to assign them to independent groups – single-church charters such as Cypress or primarily local charter organizations or C.M.O.s. This month, after thirteen years, the Orleans Town Council took over the supervision of all public schools in the city, the reunification of the district and an intense reflection – locally and nationally – on the impact of handing the city over to a charter system.

This system, in which eighty-three percent of students are economically disadvantaged, still has a long way to go. Forty percent of the city’s schools are rated “D” or “F” by state standards, and New Orleans is not new to the national separation of school vacations: CMOs are primarily poor black students, while independent “community” deeds serve racially mixed populations. But since Katrina, enrollment, college attendance, and college endurance have risen from ten to sixty-seven percent. This is confirmed by a recent study by Matthew Larsen, a professor at Lafayette College, and Doug Harris, an educational researcher and economist based in Tulane, who has in the past distanced himself from the results and the idea of ​​”test to test”. same learning. “New Orleans has done everything without two of the most disgusting charm critics: there are no for-profit charter schools in the city, and the charter system deprives the” normal “school of any monetary system In New Orleans, there is no other system.

I was part of a charter school and I was able to see this system first-hand. I joined the Cypress board because Bob Berk, the founder of the school and a childhood friend, convinced me that primary school volunteer service is the easiest way to help children in difficult situations. (Save the Children recently declared Louisiana the worst state for children for the second consecutive year.) And I admired the school’s philosophy, its diversity, its “all-child” education, and its commitment to teaching all kinds of learners, gifted with special needs, in a classroom.

In New Orleans, parents classify schools for a common application. Cypress has therefore treated every challenge (teacher turnover, disappointing education) as an existential threat that requires a creative response. At the end of the third year, parents’ demand for the next few years was strong. But this success came with a wood rot: the school could not afford to offer education that aroused the parents’ interest. For four months, the Board has pursued initiatives that are familiar to every lavish business: possible mergers, cost reductions, income reforms (in this case, tuition), and raising capital. Looking back, there was too much hope and too little difficult decisions. No solution has come.

Startups fail all the time. That’s why markets work. (Doug Harris attributes much of the success of the New Orleans Charter system to the bad schools.) But Cypress’s failure is unique in the history of school reform in New Orleans; after Michael Stone, the former Co-C.E.O. It was the first time New Orleans New Schools had completed a “good” school. The fate of Cypress is bound up with one big mistake: a school system that is equipped with market economy engines but does not have all the features. Cypress had to succeed as a company through competition and choice. But like other startups, the market system was only built in three key areas.

First, there is the incomplete reward system. An open secret in the charter community is that many charters work because they devour the time, energy and body of their employees. This also applies to private startups. but a young founder knows that her investment of thirty-four could lead to a life in microdosing and suborbital spaceflight. A charter school will never provide such comfort. The economic model is based on an endless life and frequent exhaustion.

The second problem, the most catastrophic for Cypress, is the shock of a competitive system with a fixed-price economy. Cypress wanted to educate all children and 26% of the students had special needs, twice as many as in the city. Financing New Orleans for these students, although much improved, is still ongoing. Any student who had difficulty took money off other students from the budget. In this context, other schools have “recommended” families with special cypress needs. Cypress welcomed these children; It was his mission. Cypress is a free entry-level school, unlike a chain of starters who can customize their menus or prices to attract specific customers and improve margins. He could not choose his clients morally or legally, nor the income he could draw from anyone.

Indra Nooyi and the endangered woman C.E.O.

In an interview earlier this year, Indra Nooyi, C.E.O. of PepsiCo, made some comments on men, women, and snacks. “You see how many young people eat fries,” she said in a performance broadcast on the podcast “Freakonomics Radio.” “They love their Doritos and lick their fingers happily when they reach the bottom of the bag, pouring the little broken pieces into their mouths, because they do not want to lose that taste, and the broken fries in the ground” The Women, “said Nooyi, “were different. “They do not like to crack loud in public,” she said. “And they do not lick their fingers generously, and they do not like pouring the little bits and the taste into their mouths.”

She went on to explain that PepsiCo, a $ 100 billion company with dozens of well-known brands, including Mountain Dew, Gatorade, Ruffles and Tropicana, aimed to develop a product similar to Doritos. towards the consumers. Such a product would be less chaotic, easier to eat, and especially in bags that are small enough to fit in a purse. “Because women like to carry a snack in their purse,” Nooyi said.

These comments were criticized as sexist. (I have not heard it, I would be interested in a snack that does not leave your hands greasy and covered with a bright orange powder.) But the controversy over eating habits has missed a point More importantly, Nooyi is one of the few women is the head of a big American company, and the issues of gender inequality are as high on the corporate ladder as elsewhere in our society. Women make up less than five percent of European companies in large state-owned enterprises; on average, they are paid less than their male counterparts; and they tend to disproportionately analyze their looks and comments in the wind. All this makes the complex task of running a business even more difficult. Monday, Nooyi announced that in October, after twelve years in the role of PepsiCos C.E.O. With their departure, only 23 women leave occupy prominent positions in companies Index S. & P. ​​500 Index.

Nooyi’s personal story is remarkable. She grew up in Chennai, India, in a middle-class family. When she was young, her mother encouraged her to be academically ambitious by regularly taking Nooyi for an exercise that she imagined was the prime minister or another world leader giving a speech. But her mother was also very traditional and insisted that girls marry at the age of 18. But instead of marrying young, Nooyi made a scholarship in the United States to study at Yale Business School. She then spent several years as a management consultant before a recruiter called PepsiCo in 1994, where Nooyi became head of corporate strategy. Two of their initiatives – the takeover of Tropicana by PepsiCo and Quaker Oats, owners of Gatorade – were considered major achievements, bringing the company to new types of customers beyond soda-sinkers. In 2006, Nooyi, after serving as the company’s chief financial officer and president, became C. E. O. This year, ten women were Fortune 500 companies.

It was a difficult moment: the impending financial crisis and the brutal reaction against junk food and soda would put extreme pressure on PepsiCo and other processed food manufacturers. More consumers prefer sports drinks, ice tea, electrolysis water and smoothies as lemonades. Nooyi ran a campaign to rethink PepsiCo and move the company to healthier locations by buying Naked Juice and Sabra (which produces humus and other food products), selling water in high-quality bottles, and developing low-sugar Pepsi. She sought to position PepsiCo as a responsible corporate citizen and use the company’s resources to promote healthy eating habits.

Despite the lack of women in big companies, Nooyi’s departure is part of a trend: In recent months, Denise Morrison, Campbell Soup Company; Margo Georgiadis de Mattel; Meg Whitman of Hewlett Packard Enterprise; and Irene Rosenfeld from Mondelez have given up their work. This is a 20 percent decline in female women.

There is no legitimate reason for this situation. More women than men now have university degrees and about as many women as men work. But after a few years, men earn more than their female counterparts and start working faster. (Inequality is even worse for colored women.) However, according to a 2017 study by and McKinsey & Company, many men believe that gender equality at work has already been achieved. The study identified several other blatant problems. Women are not only promoted to the same extent as men, they also receive less mentoring and other forms of professional support. Parenting pays much more for the career advancement of women than for men. Recent revelations of sexual harassment have highlighted the spread of the problem in many industries. Other studies have highlighted a phenomenon called “glass cliff”, suggesting that women are often C.E.O. Jobs are only after a company already has problems to make them fail. (Marissa Mayer, former CEO of Google, who was named CEO of Yahoo in 2012, is an oft-cited example.) To tackle this thorny list of challenges requires a combination of political and cultural change, but the most important factor men can do Go to work to see the problem.

Until there are more women in responsible positions, the position of the female leader is likely to be one of the most difficult and lonely. “If you are a woman and you are a woman, you will be looked at differently.” “They’re a different standard, it’s not a question,” Nooyi said during the interview with “Freakonomics.” “I think this group of women, CEOs, we all go through, and as the numbers are growing – and I hope they do – we hope that no one sees us as CEO women, but only as a leader, I hope that day will come sooner or later. “Nooyi’s successor will be Ramon Laguarta, a two-decade-old veteran of the company and also a man.

How to conduct an open source survey, according to the founder of Bellingcat

On an afternoon in London, twelve people gathered in a conference room to find out where actress Sharon Stone stood in front of the Taj Mahal. Among them were two journalists, a human rights lawyer, researchers and analysts in the areas of international conflict, forensics, online extremism and computer security. They each paid four hundred and five hundred dollars for a five-day workshop led by Eliot Higgins, founder of the open source Bellingcat website. Higgins chose this photo of Sharon Stone because the photographer was on a raised deck that mistook angles and used a lens that made Stone appear closer to the Taj than it actually was. Participants working on laptops compared trees and photo-visible paths with their correlates in Google Earth.

Stone’s location that day – the northwest corner of the Great Gate – was perhaps not historic, but the participants used the same techniques that undermined Bellingcats research on such issues. such as the launch of Flight 17 of Malaysian Airlines Ukraine and the use of chemical weapons by the Syrian army. When Higgins was portrayed in the New Yorker in 2013, he was still a lonely blogger calling himself Brown Moses and the field of open source investigation – the microscopic examination of publicly available material such as satellite imagery, social media posts, and YouTube. videos. Online truth-clarification databases about controversial events were still in their infancy. Today he is firmly established. For the first time last year, the International Criminal Court issued an arrest warrant based solely on video and social media. The latest report on chemical attack by the Organization for the Prohibition of Chemical Weapons in Syria relies heavily on Google Earth images published on the Bellingcat. The styles are commented. The open source poll reached a new audience this spring when the Forensic Architecture research agency, which often collaborated with Bellingcat, was presented at the London Institute for Contemporary Art. (Since then he has been nominated for the Turner Prize.)

Higgins, who lives in Leicester with his wife and two young children, is growing in popularity with journalists, NGOs, businesses, universities and government agencies eager to share his expertise. Christoph Reuter, one of the participants in the London workshop I attended, is mirror correspondent for the Middle East in Beirut and a journalist for three decades; When I told him about Higgins, he made a gesture and bowed respectfully. Higgins launched Bellingcat in 2014 with a Kickstarter campaign, but today nearly half of its funding comes from these paid workshops since last spring, including the first in the United States – in Washington, New York and San Francisco. planned for later this year. Higgins also works in partnership with the University of California, Berkeley’s Center for Human Rights, and hopes to hire enough staff to expand Bellingcat’s coverage of Latin America.

Higgins’ work is inspired by his anti-authoritarian left politics. One of the participants in the workshop, a Middle East analyst named Robert, did not want his full name to be used in this article because some factions in the region might regard the suspect as belonging to Bellingcat. But the open source survey is a tool everyone can use. When it spreads, it will inevitably mingle with the kind of deception and propaganda that Higgins always wanted to break. Redd’s research on Crowdsource in Pizzagate or QAnon does not seem to be a Bellingcat report full of Google Maps or Facebook screenshots at first glance. On the side of the traditional liberals, too, a new conspiracy culture is taking place on which Anti-Trump celebrates on Twitter every amateur detective who can find a suspicious detail about Jared Kushner in a PDF file.

Meanwhile, the Russian government, which has in the past ridiculed Bellingcats open source research, is now releasing satellite images of the Syrian bombings, inviting the public to look closely and look for themselves; RT, the state-sponsored Russian news channel, has launched its own Digital Verification blog, apparently based on Bellingcat. By developing Bellingcat in a combination of newsmagazine and academy, Higgins is working on “formalizing and structuring much of our work” while developing his methods “formalized and structured.” because it never threatens distortions and abuse.

I asked Higgins if he had expelled anyone from these workshops. “We’ll start saying that intelligence agencies can not compete,” he said. “They are demanding more and more, but we do not really want to train them, and it’s uncomfortable for anyone in the room if there’s a MI5 employee.” I asked how he would feel if a citizen journalist accepted the intention. Explain that many refugee children in the United States are actually gray adults. He said he would let that person do it. “If you want to use these techniques for this reporting, and it’s an honest investigation, then the answers must be honest in every way, they need to find out they can not prove their ideas, and maybe not.” You’ll learn that his ideas are not as strong as they thought. “In the end, Higgins respects the good work of a detective, no matter where he comes from. At one point in the workshop, he showed the group a video about 4chan users who only needed thirty-seven hours to get one Flag to say and say, “He will not share with us,” Shia LaBeouf said in front of an internet connection, had the camera in a secret location as a political art project. “4chan is awful,” Higgins said, “but sometimes they do really amazing Open source searches, just to annoy people. ”

Following Sharon Stone, several additional geolocalization exercises were performed on the second day, with several dozen photos of the M2 hospital assembled in Aleppo after being bombed by government forces. The challenge was to determine exactly how closely they are connected in a three-dimensional space: for example, when two photos with very similar link barriers actually look at different angles of the same chain link barrier. “Most of my pictures are from rubble, which is very useful.” Diane Cooke, Ph.D. student at King’s College London, Center for Science and Security Studies, said.

Higgins mentioned that he left out all the damn photos, but still, this exercise was a war crime turned into a puzzle. Previously, he had paused in a video projection on the frame of a hyperinfluential Syrian child with a limited student staring at us for an uncomfortably long time. “I’m careful with it,” he told me when I asked him how he approaches such horror. The most troubling example is Bellingcat’s investigation into a massive execution of the Libyan National Army in 2017: on a satellite image taken on the same day, there are fifteen black spots on the sand. “It’s awful, but it’s such a good example,” said Higgins. “And if you have bloodstains, you have to show the bloodstains.”

After that, it was time to have lunch in the sun. Robert, the analyst from the Middle East, complained about a “geolocation vision”: after a few hours of these exercises, it’s impossible to look around without the tiny textures of the built environment, cracks on the sidewalk, and soot on the floor. Walls.

Days four and five of a Bellingcat workshop give participants the opportunity to practice their skills by doing their own research. When Christiaan Triebert, a Bellingcat investigator, was attacked by two moped men in London this year to run a Bellingcat workshop, he recruited workshop participants to help him investigate. on moped gangs. To help the city. (“My adrenaline has turned into an energy:” That’s pretty interesting! “, He remembers.” Basically, we’ve analyzed the mapping networks of Instagram profiles who are friends with whom and where? “) Triebert led He has also been training workshops in several countries where death threatens journalists, and in Iraq, for example, he trained journalists from al-Ghad, a radio station stationed in Isul’s Mosul. “Some of her friends and colleagues were butchered by activist Isis and it They gave videos of them, they were drowned in a cage in a pool and they said, “We really want to know where that happened … If Mosul is caught again, we can visit him, but also see where she murders our friends We have started to map the Mosul pools and in an hour they have found it.

In the London workshop, the participants split into three teams: One attempted to geolocate a US Army bombing video somewhere in Damascus; another analyzed the relationship between water scarcity in Iraq and the filling of Ilisu Dam in Turkey; A third one looks at the leaders of a recent rally in London to protest the imprisonment of far-right activist Tommy Robinson. The room took on the atmosphere of a press room. In the afternoon, the Damascus team reported on his work: Higgins and Reuter were tracking an electric pylon in the background of the dark and green night-vision images that they thought were sufficient to bombard; Marwan El Khoury, Doctor of Medicine at the University of Leicester, is trying to extract Polaris from the constellations that are briefly visible in the sky, in the hope of determining the orientation of the camera. and Beii Ye, an attorney for the Open Society Justice Initiative, has read the news. “No one has ever been able to geotag this video, so it’s a matter of pride,” said Higgins.

The pizza was ordered on the last day so all three teams could work during lunch. Robert met at 2 pm and he represented Team Ilisu, the first one. “Again, we have not found anything spectacular,” he said, “but we have found that a statement from the Iraqi Ministry of Water is more or less correct.” It sounds really boring, but I think it’s important. ”

Tommy Robinson’s team was the next. He had discovered that “Danny Tommo,” one of the pseudonym organizers of the pro-Tommy-Robinson demonstration, was already known to the police under his real name. With laughter, they jailed the headlines of a newspaper in Portsmouth with the inscription “Kidnappers armed indeed for” stupid “attempts.

Five minutes before the deadline, the team in Damascus had caused a stir: Higgins had recalled that a Russian intelligence service had put GoPro cameras on the front of tanks in 2015 after being integrated into the Syrian armed forces. In a YouTube video After shooting with his gun, the tank jumped back and for a moment it was possible to see a pylon on the horizon – which was helpful, Higgins explained, but not enough. This did not mean, however, that the crucial pylon would never be found: it took up to two years for some of Bellingcat’s photos to be geolocalized. “It’s nice that it’s really difficult,” Higgins told me later. “You need to rethink how people think images, so they really become aware of building the world.”

The most important technology trends will change the future of small businesses

SMEs are not small. The hours spent building a reputation are not small. The property is huge and the partnerships you build are more important. Most small businesses start modestly but take steps and obstacles to development and competition.

In order for SMEs to be competitive at national and international level, they must have access to new production and management technologies. Since the information exchange is not adapted to the needs of SMEs, they lag behind big companies in the introduction of new technologies. Nevertheless, most SMEs not only survive long but also generate returns comparable to those of large companies. In some cases, however, the introduction of computers and advanced technologies is beginning to take place in some sectors, with small and medium-sized enterprises having the capacity for innovation and the ability to create a niche in smaller markets.
One of the benefits of SMEs over large companies is their ability to respond more quickly to challenges and opportunities, and to change course quickly. With the advent of cloud computing, mobile devices, and unified communications in the market, a small business can benefit more quickly from change, making it an undeniable competitive advantage. SMEs need to anticipate and process change. They can do this by using tools that help them become more agile and responsive. The Dell Small Business Solutions Center is a place where such tools and solutions are available. Technology can help SMEs create a more responsive and inclusive work culture where people can work from anywhere and better serve their needs.

SMEs are now facing new and smarter solutions as technology and its impact on business evolve rapidly. The Capterra survey of 699 SMEs in 2017 shows that technology development is one of the main reasons for the company’s goals. The ability of a small business to survive or thrive depends on the ability of its owners to adapt to these technological changes. SMEs that respond well to this critical technology will generate both short- and long-term customers and revenue. The study also unveiled the five key technology trends for SMEs over the next two years. Although each trend is unique in its own way, it radically changes the customer and employee experience when combined with others. In short, these trends are:

1: The conversation surface fundamentally changes the way we build and use computers. Conversational chatbot technologies are evolving rapidly and SMEs are taking them up on a large scale.

2: Artificial intelligence and machine learning make almost any application an intelligent application. SMEs in manufacturing, construction, services and education are rapidly picking up and most will internalize this technology by 2020.

3: The Internet of Things penetrates the small business sector. Highly-active industries use IoT technology most often. But leading industries are also adopting this technology as planned.

4: Portable computing turns everyone into a sensor. Medicine, retail, insurance and fitness are the industries most affected by wearable computing. Businesses are increasingly integrating computing into their business models, although they are primarily used for personal monitoring.

5: 3D printing is more worrying than the manufacturing industry. 3D printing is also called additive manufacturing, where you build something by adding something progressive. However, the cost of industrial 3D printing remains prohibitive for most SMEs.

So, with technological advances, productivity can be increased in two ways: first, by empowering people to do their jobs faster by fostering innovation. Second, IT can create efficiencies through increased automation of workplace processes and practices. Today’s workers want more flexibility and mobility to work effectively. For them, technology is an important way to respect their preferred work style.

Combining productivity with an increasingly flexible and mobile workforce made possible by technology is a “work in progress”. In fact, big and small businesses are taking a thoughtful approach, with executives exploring and evaluating the power of new computer hardware and productivity-enhancing solutions.

Dell offers partnerships that help you grow your business. Dell was a fantastic partner to help SMEs understand the technology challenges. For an SME, working with Dell is like a technology partner you do not have to worry about.

How does Dell get involved for the first time when it helps an SME? First, Dell conducts a technology audit: it understands how the owner manages his business and what kinds of tools, products, and services he uses to become more efficient. Technology is becoming increasingly important to create a brand nationally or internationally. Dell technology is one of the ways SMEs can deliver great products and services to their customers.

Contact experts who can help you take your business seamlessly to the next level.

Why share-based savings plans make more sense than ordinary shares

Tax-privileged investment funds, better known as ELSS (Equity Savings Program), performed well as of June 20, 2016. The average performance was encouraging and the performance was positive compared to 16% of the BSE Sensex index and 21% of the large cap category. In fact, a large number of funds in the tax savings category have reported more than 30% in the last year.

However, the exceptional performance of tax savers is no deviation. On the one hand, they beat their competitors for a long time, up to 10 years (see chart: How they happen). Over the past five years, these funds accounted for 20% of the 13% of the total market, which means that if you had invested Rs. 1 lakh during that period, your body would have reached Rs 2.48, whereas the market would generally be Spot. They would have Rs 1.84 lakh.

Why ELSS is different

What differentiates these funds from the usual diversified equity funds is that ELSS guarantees tax exemptions and a chance of capital appreciation, “said Lakshmi Iyer, Chief Investment Officer (Debt) and Product Manager at Kotak AMC .. Low taxpayers receive tax deductions under Section 80C of the Income Tax Act and an investment of up to 1.5 lakh of your ELSS investment can be tax efficient while you save up to Rs 45,000 per year (assuming you are in the highest tax bracket and save 30% on Rs 1,50,000) However, ELSS does not have an investment cap and the exemption does not apply to ordinary equity funds, although ELSS and common equity funds are authorized to tax long-term net capital gains (LTCG) Dividends from both types of funds are tax-exempt for investors.

Like other equity funds, taxpayers invest in large and medium-sized companies and your investment strategy should take this into account. However, these funds have a three-year maturity, as opposed to a diversified equity fund that allows exit at any time subject to the applicable redemption fees. However, the suspension is beneficial to ELSS as fund managers can invest longer term without worrying about liquidity. If you opt for a systematic investment plan or SIP in this area, each investment will be suspended for three years.

Hack performance, strategy

Before you invest your money in ELSS, determine your priorities. Are you looking for short-term goals and would you like to sell as soon as the lock-in is over? However, creating wealth requires medium and long-term investment, and you need to find a fund that fits your goals (see table: Best funds to save on taxes).

Longterm goal

Take, for example, the Axis Long Term Equity Fund, which has a unique strategy of identifying equities over a longer period of three to five years and investing in equities. Such a strategy will ensure that the fund invests in sustainable, high-quality stocks with constant growth potential and seeks long-term growth in the face of short-term earnings volatility, according to Jinesh Gopani, Axis Mutual Fund’s Head of Equities. and / or the performance of the shares.

Since its inception, the fund has built a stable and compact portfolio focused on identifying these opportunities in the marketplace. As so often, 2016/17 was a bad year as beta and low quality stocks performed better. Demonetisation also hit the Fund as market uncertainty weighed on some of its most important allocations in the financial and consumer sectors. But he has recovered well now. Although the 20% return last year was not high enough to beat the best players, the general point remains – sustainable growth – with the fund posting solid 25 of the best five-year returns. Years counts the return percentage.

Gopani estimates that the Fund’s position will be linked to domestic demand growth over the next two to three years. Therefore, it focuses on private banks and non-bank financial companies (NBFCs) as well as durable consumer goods (including automobiles) as the main allotments. The fund manages a multicap portfolio with increasing allocations to the market when opportunities arise. The typical large-cap allocation has been 60 to 70% over the years.