I have been organising knowledge by trying to come up with universally understood names, forming elaborate folder structures and distributing access to those files.
Often I have even maintained reorganised copies of the whole company’s knowledge base to ensure that I would be able to find everything when needed, potentially creating a security risk.
I know that other people are behaving similarly. Like me, they have spent too much time on knowledge management, perhaps believing that it must be the new normal.
But is it?
Or is there another way?
In this article, I am going to discuss the following:
Business owners, employees and investors in the manufacturing and logistics sectors will be anxiously keen to know how long it will take the industries to recover from the coronavirus pandemic.
Based on the experience of the 2003 SARS epidemic, it could typically take several months for the sector to bounce back.
But how will the logistics industry look after the pandemic?
It must radically improve to protect against the shocks of future governmental lockdowns.
Surely it will change. It has to.
The impact from the Coronavirus has demonstrated that manufacturers need more resilient supply chains.
Businesses will need to grasp the situation they face themselves in and allocate resources to determine new priorities. …
Freight logistics is perhaps the most underdeveloped of all major industry domains with logistics truly being a massive industry: its global size is estimated at 8,5 trillion euros (that’s 8,5 followed by seventeen zeros). The digital segment of logistics services amounts to app. 900 billion euros and the industry is growing 20–30 percent annually.
In people logistics we have seen significant digitalization-infused innovations in recent years. Cargo, however, is stuck still using age-old methods. Now Speys is working towards disrupting the freight logistics market.
In 2015 Jouko Sipilä, CEO of Speys, together with his partners conducted market research on digitalization and trends. …
In 2018, I started a new tradition to share my personal review of the year, covering experiences, achievements, learnings and other important parts. Read the last edition via this link.
In one word, the year 2019 has been “promising” — covering the full range of emotions, including departure from Robotex, starting Springrise, organising a protest, birth of Scarlett and revival of Shipitwise.
Overall, 2019 gave me the chance to start applying my knowledge to achieve more. But it also made me more humble. Likewise, more responsible. Perhaps even cautious, yet ambitious.
On May 12, at 1.27 AM, Scarlett Amelia Gansen was born. For sure, this was the best thing that happened in 2019 — affecting everything around me. …
Speys and Shipitwise have announced today the planned merger of their business operations to offer digital logistics solutions to enable manufacturers and retailers outsource their logistics operations to virtual teams and automated tools. Speys will acquire the Shipitwise assets, people and customer contracts and the merged business will operate under the Speys brand.
Shipitwise, founded in 2015, set out to build a shipping aggregator that would provide an instant dynamic shipping price to anyone, later pivoting to build software that helps bring shipping firms online.
“Shipitwise offers an exciting opportunity for Speys to strengthen and expand its service offering” explains Jouko Sipilä, founder and CEO of Speys. “With the knowledge and technology to bring shipping firms online, the acquisition of Shipitwise supports the Speys strategy to lead the market and meet the future requirements for a single provider to automate logistics of everything”. …
Time flies when you are watching a small human being grow and decipher this new world around them.
Three months later, Scarlett is lifting her head and holding it up when placed in a sitting position. She has grown at a very good pace and is already playing with her first toys. Meanwhile, the awesome thing is that she is constantly sleeping 6–8 hours through the night (tho less during the daytime).
At the same time, both Lele and I have been able to do enough work and achieve evermore better results while doing it. Taking turns to shush Scarlett back to sleep after she finishes eating or playing. …
Two weeks ago, we announced that we are halting Shipitwise operations. Hoping that someone with a plan would appear. Not that we ran out of ideas. Instead, we understood that we had taken too big a shot to finish it alone.
Luckily, we now have a queue of possible cavalry at the door.
After four years of trying to change the way people experience logistics, we finally admit that we are too early in this game. At least 2–5 years, if not more.
A month ago, Lele woke me up at 3 AM, saying it’s the time. Around 22 hours later, Scarlett — our baby girl was born.
She was born eighteen days early, but fortunately, she was completely healthy. Meanwhile, the doctor said Lele had performed superbly and that she was also scatheless.
Four days later, we were back home and have since been testing and learning how to be the best parents we could. Using no pacifier. Making sure Scarlett eats every 2.5–3 hours (so far, she has already gained over 1 kg) via Lele breastfeeding her. Taking pictures daily. …
Dobelli has written one of the simplest guides for leading a Good Life. Through the fifty-two short chapters, he uncovers most of the thinking based problems that are holding us back. Turning to Stoicism, Warren Buffett, Charlie Munger and other great minds to propose alternative paths.
My personal 10 favourite chapters were: