artificial managers, artificial management, managers, artificial leadership, team management automation, artificial intelligence
Before you make your first buck, you need to think about what to sell, for how much, where to sell it and how to let your customers know. At this stage of creating your company’s business plan, you probably already have a roughly formulated mission and goals for the coming year, and a defined group of customers. It all started, of course, with his idea for a great business, but only now it’s time to carefully devise the details of
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In my previous post on measuring leadership styles to use knowledge about a manager to simulate his performance and consequently replace him with an artificial manager, I wrote about the first concepts and divisions of leadership styles. Now I will show what division of management styles we took into account and why. First, we looked at the classification of management styles according to R. Likert. He distinguished the following styles: exploitative authoritarian, benevolent authoritarian, consultative and participative (Likert 1958). Such
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In a previous blog post, I described how to calculate the price of our product, which is derived from the cost of producing that product. We set up a company that designed and sold T-shirts with custom printing. In our calculations, we found that the price of the designed T-shirt consisted of a fixed cost and a variable cost – 20 PLN and 80 PLN, respectively. It turned out that we should sell 100 T-shirts in a month at a
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Two years ago, we wrote an article with Dr. Adrian Pyszka from the University of Economics in Katowice on how to measure managerial styles using my TransistorsHead.com managerial tools. We published this article as part of the XXV conference “INDUSTRY 4.0 A MANAGEMENT AND PRODUCTION ENGINEERING” organized by the Polish Production Management Association, the Polish Innovation Management Association and the Production Engineering Committee of the Polish Academy of Sciences. Why did we consider this topic important in the context of
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Although the ambition of almost every start-up company is to serve as many customers as possible, and each version of the product for its creators is equally important, the iron rule in the field of corporate finance is the Pareto rule. It says that only 20% of a company’s customers create as much as 80% of its profits. The other 80% of buyers give the company only 20% of the benefits. This does not mean at all that the latter
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