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All businesses in the world rely on people; yet, most systems of commerce focus primarily on the running of its infrastructure rather than focusing on the people they intend to serve or the people working for them. Every individual on this planet has objectives which sit stagnant within them—lacking the resources to come to fruition. An individual’s conditioning invites them to move forward or at the very least to reject stagnation. Hence, we covet promotions or luxuries such as fancy real estate, flashy cars etc. The problem lies in how generally people lack any semblance of a coherent or plausible strategy to realize their dreams. Meanwhile, businesses exploit the situation by providing products & services contrary to people’s needs.  Consequently, people begin to distrust the notion that a strong desire of fulfilling a dream will suffice. 

Humans are mines of wealth, & unlocking their human capital enables the manifestation of their goals. Understanding people allows businesses to see the advantages & disadvantages present in every individual. As a result, any business becomes inexhaustible & relevant in any industry or pursuit at any given time at any given place. This broadening of cognitive paradigms becomes the weapon that outclasses all competitors given the dexterity it gives the wielder.


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When most people think about asset classes, things like stocks, bonds, real estate and commodities come to mind. Investment advisors spend countless hours researching the risk/return profiles and correlations of these "common" asset classes, in an attempt to construct efficient investment portfolios for their clients.

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Who Are Your Company’s Keystone Employees?

Who are the most valuable people in your organization? If you’re a numbers person, you’ll likely look at compensation for the answer, and so those in the C-suite will appear to offer the most value. At that level, salary, bonuses, and stock options at large companies can skyrocket into six, seven, or even eight figures. But the problem with using compensation as a guidepost for value is that C-suite pay is often driven by competitive measures — no company wants to give its most senior executives below-average rates, lest their leadership be poached or they find themselves unable to attract talent in the first place. This self-reinforcing feedback loop pushes compensation ever higher but doesn’t necessarily have the same effect on value.


How can you change consumer behavior? This is one of the biggest questions corporations face. But it’s also much more than that. It speaks to political campaigns, social movements, and anything else that requires winning over proverbial “hearts and minds.” So, how do you change consumers’ behavior? It’s not simply via digital, TV advertising, promotions, or other traditional methods. It’s something deeper. You need to influence the place where instinctive, automatic decisions are made.

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