S. Korea After Corona

S. Korea After Corona

S. Korea After Corona

Thursday, April, 2, 2020 Written by Dr. KiChan Kim and Dr. Ayman El Tarabishy

S. Korea After Corona

Thursday, April, 2, 2020 Written by Dr. KiChan Kim and Dr. Ayman El Tarabishy

As the global community looks to South Korea to guide their nations, we wonder what sets the Korean experience apart from the rest of the world. Korea’s involvement and participation in finding their nation’s ‘new normal’ is derived from a balance between the scientific and humane efforts needed to survive and ultimately thrive during this unparalleled time.

South Korea has found such success in escaping their ‘corona blues’ thanks to a widespread transition from working, learning, and governing offline to online. Korea, itself, might often be thought of as a technological haven; however, much of their documentation and social interactions happen in a more traditional sense, offline. Business contracts are signed face-to-face, students receive lectures in lecture halls next to their peers, and they listen to their professor. For quite a while, there has been an extreme juxtaposition between the traditional and new-age Korea, which had caused a great rift in the society itself. In finding a new normal, S. Korea will be able to both increase their people’s quality of life, in addition to their role in guiding the rest of the world in understanding how to manage a balance between off- and on-line life.

In seeking an understanding of how and why S. Korea has managed to find their new normal so efficiently and implement it so effectively; we can imagine a couple of possible explanations. Korea is presented with three challenges, followed by an opportunity. Within contaminated nations, there is infection control, mental depression, and economic depression. Infection control presents itself mostly in the physical infection, physical distancing, washing of hands, wearing masks, which conjure feelings of fear — next, mental depression, which has presented itself as loneliness, fear, worry, and stress. Lastly, economic depression is seen as work closures, school closures, plunges in stock prices, and ultimately unemployment. Despite the negativity that these challenges hold, however, we are also presented with an opportunity. Examples of online transitions can be found in working from home, E-health, online shopping, online courses, and ordering groceries online. The fact that everything is changing and moving to online platforms has created a new normal in Korea.

In describing this new normal as normalcy that has nothing to do with the old normal, South Korea places itself apart from other countries. Hope, founded in the humane approach of entrepreneurship, has been at the centerfold of their innovation. A type of hope that works to evolve with the world, instead of working to maintain society until the effects of COVID-19 have passed. Therefore, it is this balance between medicine and hope that guides S. Korea’s actions. Corona is “a wake-up call for humanity.” The scientific message of social distancing and staying home is insufficient for a community. The loneliness of work and school closures and the isolation of social distancing can lead to mental depression, meaning that the scientific approach to navigating the coronavirus is not enough for humans. We need connection, and it is this fundamental empathetic need that has ultimately driven the creation of the new online normal.

Humane affection towards others, seen today as staying home, campaigns to provide food for the elderly, and supporting small and medium-sized enterprises, is an innate part of the human experience and has guided the formation of Korea’s new normal. Technology has to be used to support the humanity of others so that we can stay home and physical distance while staying connected socially. Coronavirus is our new reality, and S. Korea has done what many countries have been unable to do: accept this new reality. By admitting surrender through acceptance, we can then understand what our community needs to continue and progress. Currently, we know that we need to keep a distance from one another. Science tells us this. We also know that human survival comes from a place of empathy and that it was and is only through collaboration and cooperation that civilized societies have and continue to survive during and after moments of crisis. In light of COVID-19, we must understand that by speaking of the current physical health crisis, we mean those people who are contaminated and dying around the world. However, for the living, we are having a momentary mental health crisis. After being pushed into isolation, we are experiencing extreme loneliness and disconnect, which proves to us that the empathetic connection felt when conversing with another is essential to the human condition.

Then, once a nation has fully accepted their new realities, can they move to their new normal. South Korea has been the global example of early and widespread testing with its groundbreaking “drive-through’ inspection system. Other nations have been unable to repeat this example because they have refused to admit that the coronavirus is their nation’s new reality. We can not just buckle down and hold out until the end of contamination and confinement because we will never reach the desired outcome if we are unable to enter this place of acceptance. In S. Korea, produce, toilet paper, and hygienic masks are available to the public. Grocery stores are full, and their inhabitants have been supplied with an application to view where masks are available in the neighborhood.

Finally, it is important to note that although now people are sick, soon they will be hungry. By this statement, we are pointing to the long-term effects of COVID-19. Currently, S. Korea has managed to continue administering over 350,000 checkups (March 24). Their low mortality rate is a result of their widespread testing, in addition to quick results update. However, even South Korea needs to start thinking about the economic depression that has ensued from the pandemic. An example of a campaign to stimulate the economy is through tax breaks for small and medium-sized enterprises (SMEs). This respect, shown in the form of humane entrepreneurship, results from the innovation founded in technology-promoted campaigns.

The shift to the new normal is enormous; however, the normalcy that follows will be one that allows our governments, entrepreneurs, and citizens to flourish in a way that has yet to be seen before on a global scale. The fate of the world depends on the acceptance of reality and the formation of a new normal that will be founded at the intersection of science and empathy and will benefit the quality of life for everyone.

Actionable Recommendations for Narrowing the Science-Practice Gap in Open Science

Actionable Recommendations for Narrowing the Science-Practice Gap in Open Science

Actionable Recommendations for Narrowing the Science-Practice Gap in Open Science

By: Herman Aguinis, George C. Banks, Steven G. Rogelberg, Wayne F. Cascio

Originally published online: March 3, 2020

ABSTRACT

Efforts to promote open-science practices are, to a large extent, driven by a need to reduce questionable research practices (QRPs). There is ample evidence that QRPs are corrosive because they make research opaque and therefore challenge the credibility, trustworthiness, and usefulness of the scientific knowledge that is produced. A literature based on false-positive results that will not replicate is not only scientifically misleading but also worthless for anyone who wants to put knowledge to use. So, a question then arises: Why are these QRPs still so pervasive and why do gatekeepers of scientific knowledge such as journal editors, reviewers, funding- agency panel members, and board members of professional organizations in charge of journal policies not seem to be taking decisive actions about QRPs? We address these questions by using a science-practice gap analogy to identify the existence of a science-practice gap in open science. Specifically, although there is abundant research on how to reduce QRPs, many gatekeepers are not adopting this knowledge in their practices. Drawing upon the literatures on the more general science- practice gap and QRPs, we offer 10 actionable recommendations for narrowing the specific science-practice gap in open science. Our recommendations require little effort, time, and financial resources. Importantly, they are explicit about the resulting benefits for the various research-production stakeholders (i.e., authors and gatekeepers). By translating findings on open-science research into actionable recommendations for “practitioners of research”, we hope to encourage more transparent, credible, and reproducible research that can be trusted and used by consumers of that research.

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Bill Gates: Here’s how to make up for lost time on covid-19

Bill Gates: Here’s how to make up for lost time on covid-19

Bill Gates: Here’s how to make up for lost time on covid-19

Wednesday, April, 1, 2020, By Bill Gates

Bill Gates: Here’s how to make up for lost time on covid-19

Wednesday, April, 1, 2020, By Bill Gates

There’s no question the United States missed the opportunity to get ahead of the novel coronavirus. But the window for making important decisions hasn’t closed. The choices we and our leaders make now will have an enormous impact on how soon case numbers start to go down, how long the economy remains shut down and how many Americans will have to bury a loved one because of covid-19.

Through my work with the Gates Foundation, I’ve spoken with experts and leaders in Washington and across the country. It’s become clear to me that we must take three steps.

First, we need a consistent nationwide approach to shutting down. Despite urging from public health experts, some states and counties haven’t shut down completely. In some states, beaches are still open; in others, restaurants still serve sit-down meals.

This is a recipe for disaster. Because people can travel freely across state lines, so can the virus. The country’s leaders need to be clear: Shutdown anywhere means shutdown everywhere. Until the case numbers start to go down across America — which could take 10 weeks or more — no one can continue business as usual or relax the shutdown. Any confusion about this point will only extend the economic pain, raise the odds that the virus will return, and cause more deaths.

Second, the federal government needs to step up on testing. Far more tests should be made available. We should also aggregate the results so we can quickly identify potential volunteers for clinical trials and know with confidence when it’s time to return to normal. There are good examples to follow: New York state recently expanded its capacity to up to more than 20,000 tests per day.

 

There’s also been some progress on more efficient testing methods, such as the self-swab developed by the Seattle Coronavirus Assessment Network, which allows patients to take a sample themselves without possibly exposing a health worker. I hope this and other innovations in testing are scaled up across the country soon.

Even so, demand for tests will probably exceed the supply for some time, and right now, there’s little rhyme or reason to who gets the few that are available. As a result, we don’t have a good handle on how many cases there are or where the virus is likely headed next, and it will be hard to know if it rebounds later. And because of the backlog of samples, it can take seven days for results to arrive when we need them within 24 hours.

This is why the country needs clear priorities for who is tested. First on the list should be people in essential roles such as health-care workers and first responders, followed by highly symptomatic people who are most at risk of becoming seriously ill and those who are likely to have been exposed.

The same goes for masks and ventilators. Forcing 50 governors to compete for lifesaving equipment — and hospitals to pay exorbitant prices for it — only makes matters worse.

Finally, we need a data-based approach to developing treatments and a vaccine. Scientists are working full speed on both; in the meantime, leaders can help by not stoking rumors or panic buying. Long before the drug hydroxychloroquine was approved as an emergency treatment for covid-19, people started hoarding it, making it hard to find for lupus patients who need it to survive.

We should stick with the process that works: Run rapid trials involving various candidates and inform the public when the results are in. Once we have a safe and effective treatment, we’ll need to ensure that the first doses go to the people who need them most.

To bring the disease to an end, we’ll need a safe and effective vaccine. If we do everything right, we could have one in less than 18 months — about the fastest a vaccine has ever been developed. But creating a vaccine is only half the battle. To protect Americans and people around the world, we’ll need to manufacture billions of doses. (Without a vaccine, developing countries are at even greater risk than wealthy ones, because it’s even harder for them to do physical distancing and shutdowns.)

We can start now by building the facilities where these vaccines will be made. Because many of the top candidates are made using unique equipment, we’ll have to build facilities for each of them, knowing that some won’t get used. Private companies can’t take that kind of risk, but the federal government can. It’s a great sign that the administration made deals this week with at least two companies to prepare for vaccine manufacturing. I hope more deals will follow.

In 2015, I urged world leaders in a TED talk to prepare for a pandemic the same way they prepare for war — by running simulations to find the cracks in the system. As we’ve seen this year, we have a long way to go. But I still believe that if we make the right decisions now, informed by science, data and the experience of medical professionals, we can save lives and get the country back to work.

Article written by Bill Gates and published on the Washington Post

STRATEGIC EXECUTION: An Integrated Strategic Planning and Execution workbook to maximize RESULTS.

STRATEGIC EXECUTION: An Integrated Strategic Planning and Execution workbook to maximize RESULTS.

STRATEGIC EXECUTION: An Integrated Strategic Planning and Execution workbook to maximize RESULTS.

Tuesday, March, 31, 2020 by Eduardo M Arroyo

STRATEGIC EXECUTION: An Integrated Strategic Planning and Execution workbook to maximize RESULTS.

Tuesday, March, 31, 2020 by Eduardo M Arroyo

Introduction to this initial release:

I wrote this workbook on the nights following hurricane María, September 21,2017.A real “Midnight Engineered Design” (honoring the name I gave to my sons’ first entrepreneurship venture). This process is an almost exact copy of what I do as a BASE STRUCTURE for a Strategic Planning Process that has evolved during over 200 applications in 28 years of practice(mentioning but not expanding on Blue OceanShift specifics that I have used in special opportunities for the last 12 years).

I had planned in my head to release it as a hard copy workbook late in 2020, but having “smelled”for several days the lockdown that we are now just starting, I decided to let it out to a limited number of friends that would value, read it during this “down time”and use it(it is a WORKBOOK!), and at the same time provide feedback on ways to improve it… and on ERRORS that are likely present at this very early DRAFT! Please do so and send your comments to eduardo@e-arroyo.com. Now register free at www.stratexec.net, to receive updates and follow us on facebook www.facebook.com/StratExec/ to share with other users.

If you have any positive reactions, please also send them to me with permission to use it in the back-cover or anywhere else on the next release.

Remember, reading a workbook does NOT make much sense UNLESS you do the work. Some friends have requested it for doing their personal (or family) strategic plan. Great idea. Have fun. STRATEGIZE –DIFFERENTIATE –EXECUTE and SUCCEED!

Some organizational situations can be VERY COMPLEX. If you need ANY support, I can provide help through a phone consultation for a minimal fee, or better yet a face to face session.Email eduardo@e-arroyo.comor call me at (787)529-0454 for information or direct access.This action pays for itself many times so do not hesitate to ask for help.

Pleased to share with you my love of STRATEGY! My love to all!

May you live long and prosper and make all your dreams a reality!

Eduardo

March 24, 2020

The 2 Trillion Dollar Package and What it Means for Small Business

The 2 Trillion Dollar Package and What it Means for Small Business

The 2 Trillion Dollar Package and What it Means for Small Businesses

Monday, March, 30, 2020

The 2 Trillion Dollar Package and What it Means for Small Businesses

Monday, March 30, 2020

The 2 Trillion Dollar Package and What to Means for Small Businesses

The coronavirus has hit the nation hard, forcing several businesses to close, leaving entrepreneurs uncertain as to what their financial futures will be and putting millions of workers out of work. To counter some of the anxiety businesses and workers are experiencing, the United States has put a $2 trillion package into effect, the largest rescue package in U.S. history.  It includes generous unemployment benefits, stimulus checks, and loans, and it is expected to have a major impact on the economy.

Let’s take a closer look at what the package means for small businesses.

Paycheck Protection

The program sets aside $349 billion to support small businesses allowing them to maintain their payroll as well as some overhead expenses. Any business, nonprofit, veteran’s organization or tribal business that has under 500 employees can receive a Small Business Interruption loan of up to 2.5 times their average payroll, or a maximum of $10 million.

The loans may be used to cover payroll, benefits, salaries, interest payments, rent, and utilities. Fees are waived, and collateral is not required. Payments are deferred for anywhere from six months to a year.

Tax Changes

When it comes to taxes, the stimulus package will create a new Employee Retention Credit against employment taxes. This encourages businesses to retain their employees during periods when business is fully or partially suspended. However, the credit will not be available for businesses that received the Small Business Interruption Loan.

Furthermore, employer payroll taxes will be deferred for 2020. Fifty percent of these taxes will be due in 2021, and the other 50% will be due in 2022. Businesses that are operating at a loss may have taxes deferred for up to five years.

The Inclusion of Not-for-Profits

ICSB called in its Audacious Plan to save small businesses that all below 50 employees become tax-exempt as not-for-profits for 10 years. Small businesses are the lifeblood of their communities. Aside from selling necessary products or services, they provide social and community cohesion as well as jobs. Times of crisis like these hurt small businesses the most, which in turn harms society on a human level.

While the $2 trillion plan is historic in and of itself, what’s even more remarkable is the inclusion of nonprofits in the plan. Never before did the SBA bring nonprofits into the mix under the 7A. This levels the playing field for non-profits and small businesses.

It should be noted that here, the comparisons are not far removed. Many nonprofits do a service to humanity. Similarly, small businesses often operate at a loss, especially during times of crisis. In spite of this, they play their part in keeping their staff employed, therefore stimulating the economy.

The 2 Trillion plan is a magnanimous move on the part of the government, and it sets standards that have never before been initiated. It is hopeful that it works to get small businesses and workers through this difficult time as quickly and seamlessly as possible. 

ICSB wishes entrepreneurs, SMEs, and not-for-profits the best of luck, making it through this crisis.

Article written by:

Dr. Ayman El Tarabishy
ICSB Executive Director
Deputy Chair of Department of Management at George Washington University School of Business