No te Pierdas Aprendemos Juntos 2030: Inspiración y Aprendizaje en Cada Charla

Aprendemos Juntos 2030" es una iniciativa de BBVA que no te puedes perder por su calidad, diversidad y la impresionante trayectoria de sus invitados, quienes aportan conocimiento y experiencia única. He visto muchas charlas sobre diversos temas y ninguna me ha decepcionado. Si ya no sabes qué ver en tus plataformas de streaming, échale un vistazo y aprendamos juntos (texto revisado por un LLM) En BBVA creemos posible una vida mejor en un mundo más sostenible y queremos ofrecerte las herramientas para enfrentar los grandes retos del futuro. En este canal descubrirás las historias más inspiradoras y los contenidos más útiles para afrontar tu día a día, animándonos a luchar por una sociedad más inclusiva y respetuosa con el planeta. Suscríbete y no te pierdas todas nuestras novedades, ¡te esperamos! https://www.youtube.com/@AprendemosJuntos/featured

- Pedro

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Review > Value First, Then Price: Building Value-Based Pricing Strategies

Finalized Value First, Then Price: Building Value-Based Pricing Strategies by Andreas Hinterhuber (editor), Todd C Snelgrove (Editor) My Book Rating - 2.5/5 (Qualitative - between "Okay" and "I Liked It”) BOP#3 - Book Club The book explores the relevance and importance of a value-driven organization through multiple lenses: (i) pricing, (ii) procurement, (iii) management, and (iv) change management. It comprises 25 individual pieces—including interviews, essays, use cases, and empirical evidence—written by various authors. These contributions emphasize the importance of understanding value, its relevance, and how to effectively quantify and communicate it both internally and externally. As a whole, the book serves as a solid introduction and refresher on the significance of being a value-driven organization in any industry. It encourages readers to focus on the value they generate for customers and consumers. It also provides a great starting point for deepening your knowledge of value-based approaches and opens multiple pathways for further exploration.A recommended read for professionals in pricing, sales, and procurement, offering insights on how they can apply these principles within their organizations. A word of caution: Avoid the Kindle edition. While it is technically readable on a Kindle, the formatting has not been properly adapted to the platform. As a result, many of the Kindle’s features and readability enhancements are missing, significantly diminishing the overall experience and value. (text revised by a LLM) https://www.goodreads.com/review/show/7110863649

- Pedro

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Acabei O Tigre Branco por Aravind Adiga, Alice Rocha (Tradutor) -> A minha avaliação- 3/5 (Qualitativa - “Gostei”)

Acabei O Tigre Branco por Aravind Adiga, Alice Rocha (Tradutor) A minha avaliação- 3/5 (Qualitativa - “Gostei”) Um livro de leitura muito fácil que nos narra a história de Balram Halwai (também conhecido como Munna), um empreendedor indiano, e que nos transporta pela sociedade indiana do início do século XXI (>2010). A história de Balram é apenas um meio para nos apresentar a sociedade indiana atual e que, no meu caso em particular, nos faz entrar numa realidade que desconhecemos ou que tínhamos esquecido, sendo difícil de compreender ou até mesmo conceptualizar. Este retrato da sociedade indiana é direto, duro, assertivo, crítico e claro, identificando as disparidades e idiossincrasias chocantes que, ainda hoje, subsistem no maior país do mundo. Confesso que tinha um conhecimento relativo da importância e relevância das castas durante o século XX (por outro livro que li, do qual não me recordo o título nem o autor), mas não tinha a perceção (ou estava muito esquecida, e este livro fez reavivá-la) de todas as disparidades que ainda persistem neste país com mais de 1,5 mil milhões de cidadãos. Por vezes, este choque com a realidade, proporcionado pela leitura de livros como este, permite-nos perceber as diferenças culturais a que cada um de nós está exposto desde pequeno e que, direta ou indiretamente, nos influenciam na vida pessoal e profissional, criando uma diferença cultural que devemos considerar para compreender melhor aqueles com quem interagimos. Aconselho vivamente a sua leitura para conhecer uma realidade tão diferente da nossa (europeia) e, assim, promover o conhecimento de outras culturas e realidades, ampliando a nossa visão do mundo. (texto revisto por um LLM) https://www.goodreads.com/review/show/7255189611

- Pedro

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Beyond the 60/40 Rule: How Merton’s Theory Optimizes Asset Allocation

A brilliant article by The Economist explores probabilities, risk management, and investment strategies for your hard-earned savings. In a simple, insightful, and compelling way, it revisits a half-century-old investment theory by Robert C. Merton, based on his paper "Lifetime Portfolio Selection Under Uncertainty: The Continuous-Time Case." Merton’s model challenges the traditional 60/40 portfolio rule, instead advocating for an optimal asset allocation based on an investor’s individual risk aversion. Using the Constant Relative Risk Aversion (CRRA) utility function and your risk aversion, his framework determines the ideal split between high-risk assets (stocks) and safe assets (bonds) to maximize returns. In essence, Merton suggests that the percentage allocated to risky assets should be equal to their excess expected return over the risk-free alternative, divided by both personal risk aversion and the square of the risky asset’s volatility. This approach leads to a more dynamic asset allocation, adjusting as these variables change. Take a few minutes to digest this—I'll need more than a couple myself. While the theory offers a sophisticated and theoretically sound approach, applying it in practice is not straightforward. It requires precise estimations of key variables and may involve positions that some investors are unwilling or unable to take (such as short-selling). Additionally, one must be aware of and willing to accept the underlying assumptions and trade-offs. Interestingly, studies suggest that this investment strategy has stood the test of time, potentially delivering a significant premium over the conventional 60/40 approach. I must admit that, despite holding an MSc in Finance, I had never come across this theory before. It has certainly piqued my interest, and I plan to explore it further to see if it can be applied to my portfolio management. Hope you enjoy the article as much as I did! (text revised by a LLM) How much happiness does money buy? https://www.economist.com/christmas-specials/2024/12/19/how-much-happiness-does-money-buy from The Economist

- Pedro

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What Must Be True: Strategic Thinking for Managing Risk

Roger Martin, former Dean of the Rotman School, has written a fascinating and insightful article about risk management, emphasizing that a robust strategic process is the only effective way to approach it. Martin argues that, in most cases, risk management conducted by corporate boards often amounts to little more than box-ticking to comply with the Sarbanes-Oxley Act (S-OX) Section 404. This requirement, enacted after scandals like Enron and WorldCom, has become a lucrative exercise for consulting firms but provides little real value to management or investors. Instead of addressing critical risks, these efforts often generate exhaustive lists of potential risks (as seen in typical 10-K filings), which serve as "safe harbor" statements for management rather than actionable insights. A more effective way to approach risk management is by applying the Rumsfeld Risk Matrix (as illustrated in the accompanying graphic). This matrix divides risks into four quadrants: 1.Known Knowns – Risks we are aware of and understand well enough to measure and manage. 2.Known Unknowns – Risks we recognize but do not fully understand. 3.Unknown Knowns – Risks we are unconsciously aware of but fail to identify as risks. 4.Unknown Unknowns – Risks we are entirely unaware of. The ultimate goal of risk management is to increase awareness, turning unknowns into knowns, and improving precision by addressing uncertainties. This involves identifying key risks that are not fully understood, assessing their material impact and likelihood, and investing in understanding them better. It also requires implementing systems to monitor risks that might not be obvious and to uncover entirely new risks. So how is this achieved? The answer lies in a strong strategic process. A well-designed strategy explicitly considers what must be true (WWHTBT) for success and potential derailment, addressing factors such as industry dynamics, customer behavior, organizational capabilities, competitor actions, vendor dependencies, and technological advancements. By conducting thorough internal (IFE) and external (EFE) factor evaluations, along with a comprehensive SWOT analysis, organizations can identify key risk factors, enhance awareness, and improve their ability to detect unknown risks early. This article offers valuable insights and is highly recommended for anyone interested in strategic risk management. (text revised by a LLM) https://rogermartin.medium.com/risk-management-strategy-59869afd3558

- Pedro

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Hermanos Gutiérrez - Musica

Mi ultimo descubrimiento musical! Son buenísimos! https://open.spotify.com/artist/73mSg0dykFyhvU96tb5xQV?si=T9FfR1yVTu27j2VWVOipcw

- Pedro

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Books read throughout 2024! not a bad year

Throughout 2021 I’ve read 21 books, 5.745 pages and my average rating was 3.5 on Goodreads. The full list was the following: 1.Disciplina sin lágrimas 2.Até ao fim 3.The BlackSwan 4.A brief history of time 5.Raving Fans 6.Price and peace 7.Obvious Adams 8.Fascim 9.Os Ratoneiros 10.The secret language of competitive intelligence 11.Do dice play God 12.Strategy beyond the hockey stick 13.How to take smart notes 14.How to decide 15.The pyramid principle 16.12 rules for life 17.Deus na escuridao 18.The tipping point 19.Value-Based pricing 20.Win, keep, grow 21.Sobre la brevedad de la vida Hope 2025 i will make it to 25, but the most important is that i pick good ones, learn and enjoy myself in the journey. https://www.goodreads.com/user/year_in_books/2024/71159677

- Pedro

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