Thursday, June 30, 2022

retail technology deals and deployments at a glance — Retail Technology Innovation Hub

UK technology and electrical retailer, Currys, is leveraging Salesforce solutions to support its omnichannel transformation plans.

Co-op has extended its trial of age estimation technology into five of its stores in partnership with Diebold Nixdorf and Yoti.

The pilot – which is not facial recognition and does not retain or store images – now sees Co-op testing out Vynamic Smart Vision I Age Verification, a new Diebold Nixdorf solution that uses Yoti’s age estimation technology, in five of its Manchester stores, including one located within its Customer Support Centre where it first tested the tech last November.

UK big four supermarket Asda is set to deploy Salesforce technology as it looks to give “a 360-degree view of its customers, providing personalised and tailored experiences that will revolutionise the consumer grocery experience”.

Leveraging Salesforce’s full retail suite, including Commerce Cloud, Service Cloud, and Marketing Cloud, Asda says it will create a cloud first environment that “gives its 18 million customers one connected and consistent experience across every channel and device, no matter where or how they choose to interact with the brand”.     

The initiative comes as the business separates from Walmart

J.B. Hunt Transport Services and Waymo report that the latest development in their collaboration on autonomous trucking technology will include a pilot delivering goods for the former’s customer Wayfair.

This will span six plus weeks during July and August and take place along the I-45 corridor between Houston and Dallas, the location of J.B. Hunt and Waymo’s original pilot nearly one year ago.

It will be the first in-depth transportation of home furnishings retail freight between J.B. Hunt and Waymo Via (the company’s autonomous Class 8 trucking unit powered by the Waymo Driver technology).

3D Cloud by Marxent is partnering with Kingfisher to roll-out new 3D visualisation, planning, and design tech across a number of its banners.

The initiative includes a 3D kitchen, bathroom, and storage planner with virtual reality capabilities in addition to a series of mobile 3D product configurators.

Kingfisher’s B&Q and Brico Depot Romania have already launched the system in the UK, Republic of Ireland and Romania.  

B&Q UK has also rolled out a line-up of intuitive, mobile first 3D product configurators for fireplaces and for the Kingfisher exclusive Atomia and Alara product lines.  

Using the aforementioned tools, shoppers are able to explore, design, visualise and checkout in a single app. More sophisticated design features are available for experienced designers. 

Walmart has announced plans to build four new fulfilment centres. These will implement automation technology that provides customers and Walmart+ members with access to next or two day shipping on millions of items.

Locations include McCordsville, Indiana, and Greencastle, Pennsylvania.

“Our new next generation fulfilment centre is a first of its kind for Walmart that will transform the way we ship online orders to customers,” says David Guggina, Senior Vice President, Automation, and Innovation at Walmart.

“Through our automated storage system and patent pending five step process, we’ll not only provide increased comfort for associates but also double the storage capacity and double the number of customer orders we’re able to fulfil in a day.”

Google Cloud has announced a new partnership with H&M Group which will see the Swedish multinational leverage its data analytics capabilities and sustainable global infrastructure to enhance its customer experience and supply chain enablement.

The pair will collaborate to develop an enterprise data backbone including a core data platform, data product, and advanced artificial intelligence and machine learning capabilities.

This will also include the establishment of a new data mesh to further make all types of data and events accessible from multiple sources including in-store, online, its brands ecosystem and suppliers.  


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Thank You, Flores Forbes | Columbia News

Dear colleagues,

I’m writing today to say goodbye to Flores Forbes, one of the wisest and most inspiring people I have ever had the good fortune of working with, who has contributed in countless ways to Columbia in his more than 14 years of service to this university.

Flores is by profession an urban planner, but he also is an entrepreneur, a problem solver, and a first-rate strategic thinker. Completely unfazed by Columbia’s labyrinth-like structure, Flores has worked with more people, in more departments, across a wider swath of this institution, than just about anyone I know. Flores’s superpower is his optimism. He always believed Columbia could pull it off, and that made him a fount of great ideas –– but with Flores, every idea came with a path for bringing it into the world. I will always remember a phone call between the two of us at the outset of COVID, when he casually floated an emergency loan fund for local small businesses. I prodded a bit, and sure enough, Flores had it all figured out. We had that fund up and running in no time.


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There Is No ‘Back to Normal’ After Covid

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Japanese virologist Hitoshi Oshitani has an impressive record fighting pandemics. As one of the leading experts advising the government during Covid, he helped formulate a strategy that has kept deaths in the country with the world’s oldest population lower than any other developed nation, without resorting to lockdowns. Now, as the world clamors for Japan to reopen its borders, he’s urging caution. Perhaps it’s time to listen. 

“I don’t like the notion of ‘back to normal,’” Oshitani, a professor of virology at the Tohoku University Graduate School of Medicine, said in an interview in his Tokyo office. “That means going back to the pre-pandemic society. That pre-pandemic society is very, very fragile — for many risks, not just infectious disease.” 

As one of the first major countries to try living with the virus, Japan offers lessons not just to Covid-zero China but to the rest of the world, as cases again rise from Singapore to the UK. Oshitani’s approach has helped keep Covid deaths in Japan lower than in Taiwan or New Zealand, where officials tried to eliminate the spread entirely.Oshitani acknowledges tourism needs to resume in some form, but warns that the country isn’t out of the woods. He also cautions that the world will see more pandemics in the coming decades. That means it’s imperative societies rethink not just how tourism might look, but how all aspects of life should change in the future — before it’s too late. 

The following transcript has been edited for length and clarity.

Gearoid Reidy: What is the status of Japan’s battle against the coronavirus? 

Hitoshi Oshitani: We set our objective for a Covid-19 response on February 24, 2020. Many countries at that time were aiming at containment, but we knew that was extremely difficult. Living with Covid has been the main approach from the beginning. 

At the same time, we said that we needed to suppress transmission so that deaths or severe cases could be minimized. We also knew that we needed to maintain social and economic activities. Although we did not implement a lockdown, people were very cautious from the beginning — every time we had a surge of cases, they changed their behavior. Most measures are on a voluntary basis. The Three C’s concept(2)helped people understand what they should avoid. 

Then omicron came, and things got a bit more complicated. Since the denominator became bigger than previous waves, we unfortunately had many deaths, particularly among the elderly. To suppress the transmission, we would need very aggressive measures, like what they are still doing in Shanghai. 

Except for China, most countries and areas that had very low mortality impact in 2020 and 2021 had a big impact in 2022 — New Zealand, Australia, Vietnam, Hong Kong. Taiwan right now is having a significant outbreak. It’s like the game Othello(1)— the countries or areas with a better outcome can easily turn to the worst outcome. So Japanese people are still cautious, and I’m still considering the worst case scenario as a possible option in Japan.

The pandemic is not yet over. We should expect some surge of cases in Japan in the coming weeks, and our advantage can be a disadvantage in the next stage. 

GR: So countries that initially contained the virus are not using the same sort of mitigation strategies?

HO: In the past two and a half years, we’ve had many, many problems. It’s not all a success story. Initially, we had many outbreaks in hospitals and nursing homes, and many elderly people died. But in the second wave, hospitals and nursing homes were much better prepared. They learned a lot of lessons and improved their systems. 

But New Zealand, Taiwan and other places probably didn’t have a chance to build better systems — then suddenly they had a huge number of cases due to omicron. It was the same in South Korea. Our infection rate is still smaller than in the US, or many European countries or even South Korea. Although our vaccination rate is higher than some countries, still there are people who don’t have immunity. Something like South Korea can happen here anytime.  

We are in a much better position than one or two years ago, because of vaccination, immunity by natural infection, better treatment and better systems in hospitals and nursing homes. But people are still cautious, most are still wearing masks. 

GR: What would you say to those who want Japan to return fully to normal life and treat Covid like influenza?

HO: The situation now is completely different from 2020 and 2021. We are changing — but still there are many uncertainties. Many people compare seasonal influenza and Covid-19, which is kind of nonsense.

I’ve also been working on influenza for many years. Seasonal influenza is different; it’s predictable. Usually you only have an outbreak in certain times of the year, from autumn to spring. While there is some difference in terms of mortality impact, we always see such impact within [a certain] range.

But Covid-19 is different — we cannot predict what is going to happen. We do know that there is the high possibility of a surge of cases [in Japan] in July and August. But that we do not know what mortality impact we are going to have. We still do not know what’s going to happen in winter this year.

The virus is still changing. A more problematic variant may emerge. It was a dramatic change from alpha to delta; then delta to omicron is a very significant change. For influenza, such a dramatic change only occurs when pandemic influenza emerges. But for Covid-19, every six months or so pandemic influenza-like incidents are occurring. 

GR: The business community is calling for Japan to open its borders and go back to normal. What’s your position on tourism and border controls?

HO: Since June 1, the number of incoming passengers increased and there is no testing for many countries. New strains or infected people from [countries] with a higher incidence rate can come to Japan.

We need to think about this carefully. In 2019, we had 30 million people, mainly foreign tourists, coming to Japan. In 2020, the government was hoping we would have over 40 million foreign tourists because of the Olympics — of course, it turned out to be almost zero.

I don’t like the notion of “back to normal.” Back to normal means we are going back to the pre-pandemic society. The pre-pandemic society is very, very, fragile for many risks, not just infectious disease. When they are talking about increasing foreign tourists, I don’t think they consider the risks seriously.

GR: Japanese people can also go abroad and get infected. 

HO: That direction is probably a higher risk. In the early days of the pandemic, we had many [Covid] cases among people who went to Egypt; Japanese tourists, mostly middle-aged. Many were infected and came back to Japan. 

Even if we open the border — and we have to open the border, I understand that is definitely necessary — at the same time we should have some system to minimize the risk. What is the best way? I don’t think the border control measures of Japan, or many countries, are based on proper risk assessment. 

I also don’t think this is the last pandemic in the next one or two decades. Pandemics will continue to occur. We were living in a completely different world in 2020 compared to 2003, when the SARS outbreak occurred. SARS spread to many countries just by one infected person, who traveled from Guangdong province to Hong Kong by bus, and stayed in one hotel. 

In 2003, there was not as much traffic between Hong Kong and Guangdong. There weren’t many international connections. But 2020 was completely different — Wuhan was the industrial hub of China. By the time we realized [what was happening], the virus had already spread to Europe, Middle East, and the US. So the question is whether we should go back to this risky world or not? 

GR: So you’re saying no one’s thinking about the possibility of the next pandemic — something that could be worse than Covid? 

HO: That’s possible. Something like Ebola can be an airborne pathogen. Anything can happen. Right now, monkeypox is transmitted among a certain population, but the virus may change. So we have to be prepared and we have to think again what we should do in the next 20, 30 years. Is it a good idea just to go back to normal, to the pre-pandemic society?

GR: Is there enough discussion happening about that within the WHO or other international bodies? 

HO: The problem is they are making the same mistakes again and again. They just try to learn lessons from the immediate past outbreak. In 2003, SARS was successfully contained. The system changed, influenza pandemic preparedness was improved — but then the 2009 [swine flu] pandemic was not that severe, And most people forgot, because they were just looking at the immediate past outbreak. 

Then in 2014, there was a significant Ebola outbreak in west Africa. But what they did [in response] was just to build the capacity in rural Africa so that the early detection and early response can contain the outbreak — which was completely different for Covid-19. For Covid-19, the initial outbreaks occurred in New York, northern Italy and so on. 

By the time we realized, it had already spread, mainly in major metropolitan cities. It was the opposite of the 2014 Ebola outbreak.

GR: It’s like they say, generals always fight the last war.

HO: Exactly. What they are trying to do in the WHO and the international community is just trying to learn the lesson from Covid-19, which may not be applicable for the next pandemic.

GR: What should we be doing instead? 

HO: We have to build more resilient society. Of course, we need to have more tourists, more exchange. Before the pandemic, I often traveled on the Tohoku bullet train, which was packed with people, most of them businessmen. Now there are few — Zoom or other internet meetings can replace this. You don’t have to live in these inhuman cities like Tokyo. People can live in the rural areas; if you have a good internet connection, you can have a much better life with your kids. We have to think, is globalization really the right way to go? 

More From Bloomberg Opinion:

• Relax, This Isn’t the Future of Japanese Tourism: Gearoid Reidy

• Covid-19 Public Health Guidance Is Anyone’s Guess: Faye Flam

• Japan’s Subtle Covid Policy Is a Lesson for China: Gearoid Reidy

(1) Pioneered by Oshitani and Hiroshi Nishiura, an expert in mathematical modeling, the Three C’s called for people to avoid Closed spaces, Crowded places and Close-contact situations where the virus thrives.

(2) A strategy board game very similar to Reversi, in which victory can easily turn to defeat on the last move.

This column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.

Gearoid Reidy is a Bloomberg News senior editor covering Japan. He previously led the breaking news team in North Asia and was the Tokyo deputy bureau chief.

More stories like this are available on bloomberg.com/opinion


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Enabling Innovation Through Secure Hybrid and Remote Collaboration Tools

We are living through a pivotal moment in history. The technologies that will determine the shape of our new century—like artificial intelligence, quantum computing and digital engineering—will come of age this decade.

“I believe we are in one of those pivotal moments where it is vital to throw off old conventions,” Rear Adm. Lorin C. Selby, USN, chief of Naval Research, said in a speech last year. “Our time to innovate is now. If we lose this decade of progress, I don’t think we can make up lost ground.”

In the era of near-peer competition, innovation means moving with the speed and agility of software. But it also requires security, so that our hard-won advances don’t end up being stolen by enemy hackers and weaponized against us.

Adm. Selby has charged the Office of Naval Research (ONR) with enabling that secure, agile innovation—leveraging partnerships with industry and academia, for example through NavalX, the service’s technology accelerator.

To extend the reach of its innovation efforts across the whole country, NavalX established 18 Tech Bridge centers at naval bases from coast to coast.   

But even with this nationwide presence, to effectively scale innovation and deliver new, secure capabilities swiftly to warfighters, the Navy must confront the “Problem of Place”—talent is dispersed, stakeholders may be based far away and leaders are often on the move. Cross-functional teams work through complex challenges that cannot be solved in a phone call or even an IRL meeting. Successful, agile collaboration requires hybrid or remote environments. To fulfill its innovation mandate, the Navy needed new processes and tools to accomplish this.

“It’s no coincidence that innovative organizations at the pivotal point where they’re trying to scale innovative practices across the DoD should look to adopt secure tools that help with agility and communications,” says John Greenstein, general manager of Bluescape Software’s global public sector business. “There are literally hundreds of thousands of active duty service members who innovate on a daily basis and who need basic tools to address the complexity that they’re facing.”

Bluescape is a fully featured suite of collaboration tools enabling the creation and sharing of knowledge among teams through the organization and presentation of content. “It’s much more than just screen sharing,” says Greenstein. “Bluescape offers a shared workspace where collaboration can happen in person or remotely, seamlessly and easily, increasing productivity and enabling innovation.”

Agile collaboration requires rich multimedia idea generation and refinement with images, videos and documents all shareable and workable in a single shared sandbox.

It needs virtual equivalents of the physical tools traditionally found in conference rooms—such as tables, whiteboards and sticky notes—so that in-person workflows can be seamlessly ported to remote and hybrid environments.

“It’s amazing what happens when the warfighter is given secure tools to collaborate with,” Greenstein says.

Security with agility

Bluescape recently received an Authority to Operate at Impact Level 5 (IL5 approving it to handle Controlled Unclassified Information on DoD networks), and was deployed on the Naval Systems Engineering Resource Center, or NSERC, network.

“As far as we know,” says Greenstein, “Bluescape is the only SaaS-based technology application for visual collaboration available at that level.  We were able to earn our accreditation rapidly—in a matter of months—in part because of the support we have from naval leadership, but also because the demand signal is so strong. There’s just such a need on behalf of the warfighter community and everyone who supports them with a real sense of urgency to be more agile, and to deliver capabilities more rapidly. That’s what our software enables.”

In addition to NavalX, CyberWorx, the Air Force’s cybersecurity innovation hub, has also deployed Bluescape. Indeed, CyberWorx sponsors Bluescape’s Federal Risk and Authorization Management Program (FedRAMP) certification, so that it can also be used on civilian government systems. Earlier this year, Bluescape achieved an “in process” designation from FedRAMP at the moderate impact level.

And Bluescape walks the walk. “We drank our own champagne,” says Greenstein, pointing out the company used its own collaboration tools to accelerate work with CyberWorx on the FedRAMP approval process.

Bluescape’s certifications mean it is fully aligned with the requirements for critical software security outlined by the National Institute of Standards and Technology and imposed by the Office of Management and Budget in its M-21-30 memorandum. Bluescape also aligns with the requirements of a zero-trust architecture.

It can be deployed in cloud, on-premises, or into hyperscale environments, depending on the security posture of the organization.

And Bluescape uses a completely U.S.-based software development supply chain and stores all its data onshore, reducing supply chain risk.

Solving the Problem of Place

In the globalized world of the 21st century, collaboration tools have to work across agency silos and with private sector partners—enabling virtual workspaces and remote teams to operate securely across an entire ecosystem.

“A simple tool like an online whiteboard solves the ‘Place Problem’ and gives rise to a shared understanding and better, innovative mission outcomes,” says Greenstein.

Real-time detailed collaboration tools enable a virtual war room or command center when the participants can’t be physically collocated, points out Greenstein. “When you don’t have a physical place to meet, and you need a temporary operations center, you have to go virtual, so one of our public sector customers has used Bluescape for that, for their virtual command center for big international events like the Olympics.”

Perhaps the most ambitious global collaboration using Bluescape is being run by the UK’s Royal Air Force. The RAF, with partnership from the USAF, is supporting the Global Air Forces Climate Change Collaboration. It’s a forum among more than 40 allied air forces to share ideas, best practices and lessons learned to reduce greenhouse gas emissions and operate more efficiently. The forum is using Bluescape to facilitate its activities, including its 20-plus working groups, as it plans for the unveiling and signing of a global concord—“a sort of statement of intent,” Greenstein says—at the Global Air Chiefs’ Conference in London this month.

Bluescape has been used for collaboration as a substitute for in-person meetings, but also to enhance in-person meetings. “It’s like you have this virtual conference room and you can carry it around,” says Greenstein. “It’s always there online and when you’re meeting in person it’s also in London or Tokyo, or wherever you happen to be.”  

“Think about a cyber incident response,” says Greenstein, “and all the different stakeholders involved. You’ve got to meet somewhere.

“There’s got to be some secure place where everyone can bring their information and we can dynamically build a common operating picture. Because we’re FedRAMP moderate, we can facilitate interaction with academia and the private sector. Someone brings the Splunk logs, someone else brings the network mapping. The FBI can take part because it’s secure and, if you need to move something to the high side, you can do that seamlessly because Bluescape can operate in all those security environments.

“We’re the only ones that can do that,” he concludes.

Top secret cloud deployment

Bluescape was one of the first cloud deployments to get top secret accreditation. The company also got early support from In-Q-Tel, the intelligence community’s venture capital arm. “Although we got this early public sector support, our roots, and most of our business is still in the private sector, working with top global brands such as Netflix, Warner Brothers and Ford,” says Greenstein.

“All of the richness, the ease of use and the excitement you get from using a consumer product, that’s in our DNA,” says Greenstein, “And we’ve hardened all of that for public sector use.”

But that DNA means that, uniquely, Bluescape offers a solution that’s usable at a broad range of security levels, from public all the way through top secret.

Go to bluescape.com/government for more information.


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Portland glass recycling plant agrees to install air pollution control technology

A glass recycling facility in Northeast Portland has committed to installing air pollution control technology after reaching an agreement with state regulators following multiple air quality violations.

Owens-Brockway, located near the Cully and Sumner neighborhoods, said it will install a catalytic ceramic filter, to control and reduce particulate matter, nitrogen oxide and sulfur dioxide emissions. The technology must also ensure compliance with the facility’s modified permit limits for particulate matter and reduce those emissions by 95%.

According to a recent air modeling study, the Owens-Brockway glass-recycling plant is releasing harmful amounts of pollutants and threatening the health of nearby Northeast Portland neighborhoods of Cully, Sumner and Maywood Park.

Kristyna Wentz-Graff / OPB

This comes as Owens-Brockway was fined by the Oregon Department of Environmental Quality more than $1 million last June for multiple, ongoing air quality violations of particulate matter emissions as well as permitted opacity. The facility melts down used beer and wine bottles in furnaces to create new glass containers. On average, the facility recycles more than 240,000 pounds of glass a day.

According to the Environmental Protection Agency, breathing particulate matter can lead to several health effects including respiratory problems like asthma, coughing and difficulty breathing. It can also lead to irregular heartbeat, nonfatal heart attacks and heart or lung disease. Nitrogen oxide and sulfur dioxide can lead to similar health problems.

DEQ’s Cleaner Air Oregon manager Matt Davis said the agency’s enforcement only required the facility to reduce its particulate matter emissions. But Davis says the filter will help reduce other pollutants, like nitrogen oxide and sulfur dioxide, that weren’t required to be regulated.

“Ultimately, it’s a good thing that their device is going to achieve what we are requiring it to do and go beyond a little bit,” he said.

Last fall, DEQ reached an agreement with the facility and offered two options, either shut down its glass-making furnace or install pollution control technology.

In a press release, O-I Glass, Inc. parent company of Owens-Brockway said it’s investing $11 million in its Portland facility to “advance the environmental performance of its glass packaging operations, upgrade the plant with advanced technology and prepare for future growth.”

The company expects the installation of the new air quality control equipment for its furnace to be completed by April 2024.

Environmental groups are calling the decision to install the filter a major public health victory for the surrounding communities.

“We are relieved that our advocacy efforts have resulted in holding a bad actor in our neighborhood accountable,” Verde’s director of strategic partnerships Vivian Satterfield said.

Last year, residents from the Cully neighborhood, several environmental groups, and public-interest environmental law organization Earthjustice, called on federal and state regulators to implement stricter air quality rules and hold Owens-Brockway accountable for pollution in nearby neighborhoods. The Cully neighborhood is one of Portland’s most racially diverse neighborhoods where more than half of the residents are people of color and 23% of its residents are Latino.

Wendi Suni Yah Canul poses with her children Mario Valle Yah (6) and Kiara Edila Valle Yah (8) with the Owens-Brockway glass recycling facility in the background in Northeast Portland's Cully Park on Oct. 7, 2021.

Wendi Suni Yah Canul poses with her children Mario Valle Yah (6) and Kiara Edila Valle Yah (8) with the Owens-Brockway glass recycling facility in the background in Northeast Portland’s Cully Park on Oct. 7, 2021.

Monica Samayoa / OPB

Satterfield said she’s grateful for the Cully residents who spoke up about their concerns about what they were seeing and smelling in the neighborhood. Satterfield said many residents were complaining of an odor in the air and on their children’s clothes after playing outside. Some residents reported noticing soot and residue.

“The more we discussed with them and realized we did have high rates of asthma in our community led us to partner with organizations that we knew had some of the technical components and expertise in order to further investigate what residents were already flagging for us early on,” she said.

Satterfield hopes community members feel relieved and have learned that advocacy efforts do work despite taking some time to achieve their goals.

“I think this really shows the compelling grounding in people power in order to not let heavy industry, not let the bureaucracy just operate with the status quo,” she said.

Earthjustice commissioned a study that found Owens-Brockway was emitting high levels of nitrogen oxides and sulfur dioxide into surrounding communities, potentially exceeding federal air-quality standards even after the facility reduced its operations to just run one of its four furnaces.

“It has taken years, but this announcement is a significant step forward for addressing the harmful air pollution affecting the vibrant and culturally rich communities neighboring Owens-Brockway,” Earthjustice attorney Ashley Bennett said in an emailed statement. “We will continue to closely monitor the facility’s progress to reduce air pollution and support community advocates in ensuring that Owens-Brockway installs the most health-protective pollution controls.”

DEQ will review Owens-Brockway’s submission to add the filter device and will have a public hearing and comment period. After those are complete and the application is approved by DEQ, the facility will then have 18 months to complete the construction of the filter device. It is currently operating under an interim opacity limit as the agency is still modifying its air quality permit.


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USAID marks World Micro, Small and Medium Enterprises Day – Latest News – The Nation

ISLAMABAD – United States Agency for International Development (USAID) celebrated the World Micro, Small and Medium Enterprises Day through an event held in Islamabad.

The event’s focus was to recognise the vital role small and medium enterprises play not only in the Pakistan’s economy, but in economies around the world.

Globally, small and medium enterprises constitute about 90 percent of the entire business sector, and they generate livelihoods for more than 50 percent of the workforce.

They also foster innovation and creativity through their business ideas and initiatives.

While talking at the event, Deputy Mission Director USAID Pakistan David Young mentioned that USAID’s Small and Medium Enterprise Activity (SMEA) is a dedicated effort to support small and medium enterprise-led growth in Pakistan.  In the last five years, SMEA has awarded innovation and scale-up grants, implemented business development activities, and increased access to market and technical training for Pakistani small and medium enterprises. The activity has yielded impressive results, creating more than thirty-seven thousand new job opportunities.

Another important achievement of SMEA is its support for women-led business, which constitutes more than 30 percent of the total beneficiaries under the activity.



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Shelter Manager Is An ECHO Success Story • Paso Robles Press

Matt Navarette and his family got a lift up from nonprofit; now he helps those in the same situation

ATASCADERO — El Camino Homeless Organization (ECHO) has many success stories to share and occasionally, an exceptional story comes to light. Matt Navarrete is one such story.

The Navarrete family was like any typical family … until crime moved into their neighborhood. A young family, Matt and Miriam, were expecting their third child when the neighborhood became unsafe for them. Matt’s mother made the offer that they temporarily move in with her until they could get on their feet again. When the property owner found out two families were living in the house, he gave an ultimatum that someone moves out. Matt and Miriam made the difficult decision to split up, Matt would stay with a friend in Atascadero and continue to look for work. Miriam’s mother offered that she and the children move in with her in Los Angeles until they were able to find their own housing.

Matt Navarette is now the shelter manager at ECHO Paso Robles after he and his family were helped by the organization. Contributed Photo

While working temporary jobs and living on his friend’s couch, Matt began searching for stable, permanent work. He found a paid internship at ECHO through a workforce development program, and it was here that he learned he could bring Miriam and their children to ECHO to enter the 90-day program to restart their lives. 

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“It was never my plan to end up homeless, especially with a newborn, but it just wasn’t safe in our neighborhood anymore, and we had nowhere to go to stay together,” he said.

After a few months, Matt was able to secure full-time employment, and the family moved into a three-bedroom apartment. 

“We were so happy to have our own place,” he said. “It was such a feeling of relief to know that we were going to make it, we had a roof over our heads and food on the table, and we are so thankful for the ECHO program. I don’t know what we would have done without it.”

And where is the Navarrete family now? Miriam works in Paso Robles, and the kids are happy and attend Atascadero schools. As for Matt, well, he decided he wanted to help others and is now the shelter manager at ECHO, Paso Robles. Matt’s story is an inspiration to all that come through the doors seeking help.

ECHO operates shelters in Atascadero and Paso Robles to meet the immediate needs of families and individuals who have become homeless. With a unique residency program, clients are provided case management services to assist them in securing a job and finding permanent and sustainable housing within three months of entering the shelter program. While enrolled in the program, clients are taught life skills for employment, budgeting, health care management and social communication and interaction. The goal and the result of this practical support is the empowerment of residents to move in a positive direction while assisting them in acquiring the skills and services they need to become self-sustaining, including secure housing.

A force of 1,500 community volunteers provides ancillary support to run the shelters and a meal program that serves as many as 140 dinners each night to both shelter residents and the homeless population. ECHO also operates a shower program that provides hot showers three nights a week to anyone in need. ECHO supplies all the necessary toiletries and offers access to clothing, blankets, sleeping bags and much needed footwear. 


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Social Media Platforms Are Adopting Ecommerce as a Saving Grace. Here’s Why.

Opinions expressed by Entrepreneur contributors are their own.

It’s no secret that make the vast majority of their revenue through selling targeted . In 2021, Meta (formerly ) generated $117.93 billion in revenue, the majority of which — $114.93 billion — came from ads. However, although this model might have worked for the in the past, things are rapidly changing.

As the demand for privacy among consumers grows, an increasing number of corporations are keen to portray themselves as defenders of personal information. In 2021, introduced a new feature called App Tracking Transparency (ATT), giving users the option to stop apps from snooping on them as they move from one app to the next. A month after the feature was introduced, a whopping 96% of US users chose to opt-out of tracking.

Related: The Evolving Role of Social Media in Ecommerce

Not only did the launch of ATT help Apple turn privacy into a competitive advantage (the company’s mobile app advertising more than tripled in the six months after the feature launched), but it also devastated its competitors. The fact that can no longer track consumers between apps means that they can’t target users with ads as well as before, since they’re not able to identify cross-content navigation and build more precise profiles of the consumer. As their advertising becomes less valuable, the inevitable is happening: Advertisers are pulling out. According to Mark Zuckerberg, the CEO of Meta, Apple’s privacy changes will result in $10 billion in lost sales in 2022.

As a result of all this, social media platforms are desperately looking for new ways to make money. The good news is that, even if advertisers are fleeing social media, users are not going anywhere. In 2021, online users spent an average of 90 minutes on social media. Fast-forward to 2022, and the daily amount of time we spend on social platforms per day has grown to 147 minutes.

Social media is a great way to share our lives with others and keep in touch with friends, but it can also be used by customers to learn more about brands and the products and services they sell. Many users already connect with brands on social media, and 9 in 10 say they buy from companies they follow on social platforms. This makes them ideal platforms for brands to engage with existing and potential new customers.

Related: 5 Steps to Level Up Your Social-Commerce Strategy

Social commerce

Enter social commerce. Social commerce is a model that allows brands to sell products directly within social media platforms such as Facebook, , and , without ever leaving the apps. There are a myriad of ways in which social platforms can do this, from Shops on Instagram — which allow users to browse and shop products in brands’ Instagram pages — to Snapchat Shoppables — which enable users to virtually “try on” products before clicking a “Shop now” button to purchase them. Regardless of the approach, one thing is clear: Social commerce might be social platform’s best bet in increasing their revenues from here on.

Social commerce is a rising trend. Accenture estimates that social commerce will grow three times as fast as conventional commerce, rising from a predicted $492 billion last year to $1.2 trillion by 2025. Charlotte Tilbury, Ray-Ban and Zimba are just some brands that already use social commerce to reduce friction and increase conversions. However, smaller D2C brands can equally benefit from it.

Augmented reality

It isn’t just that social commerce makes it easier for customers to buy products, either. It can also make the whole experience more enjoyable for the customer and more profitable for the brand by encouraging discoverability and increasing engagement. This is particularly the case for social commerce experiences enhanced with augmented reality (AR), which allows users to virtually “try on” products before purchase. AR is a feature that shoppers have come to expect from companies. Already in 2019, three-quarters of customers said they use AR while shopping. And more than two-thirds said they would shop more often if a brand offered an AR experience.

Some social commerce AR experiences, like the Halloween Instagram and Snapchat filters launched by NYX Professional Makeup, can introduce users to new product lines in a fun and memorable way. In this case, the AR filters let users explore a haunted dollhouse and try on the various different haunted makeup looks sported by the five dolls inhabiting the house. Paired with a feature like Instagram Checkout or a “Shop now” button, this kind of filter can prompt users to make spontaneous purchasing decisions.

Other AR experiences allow shoppers to simply “try on” items virtually while browsing social media shops or feeds, helping to appease concerns about sizing and fit. Gucci’s partnership with Snapchat in 2020 allowed users to overlay a digital version of Gucci shoes onto their feet and then purchase them immediately with a “Shop now” button. Research shows that this kind of use of AR can increase conversions by 33% and decrease returns by 22%.

TikTok, the new(ish) social kid on the block (now a leader in organic reach) has also begun a partnership with Shopify, which enables Shopify merchants to automatically create TikTok ads in order to promote their products. Merchants can connect their online product catalogue and push these ads to TikTok, which can then lead to direct purchases within the social platform. Merchants can gain additional reach by promoting these ads on TikTok with media spend, just like on any other social platform, which increases discoverability by allowing consumers to find these ads in their feeds. For platforms, this model results not only in a percentage of product sales, but also in revenues from merchants’ media spend.

The natural next step to this model will be connecting merchants with influencers to promote their ads and products, so that they can benefit from organic reach through their followers. Through the power of AR, influencers could even “wear” these products virtually (for example makeup, a handbag, or even clothing), with the added benefit of saving brands the costs of shipping products to them. To boot, this would also promote the AR virtual try-on filters to consumers, who could then try them themselves, take photos and videos and share with their friends, increasing the brands’ organic reach exponentially.

Related: How Augmented Reality Will Shape the Future of Ecommerce

Livestream commerce shopping

Livestream commerce shopping, which I previously wrote about in this article, is another growing trend on social media. These are shoppable live streams where influencers demonstrate products while interacting with audiences, who can purchase these products as they watch. AR will soon make livestream shopping much more engaging, interactive and personal by enabling audiences to virtually “try on” these products themselves as they watch the live streams, thereby increasing purchasing confidence and conversions.

For Meta, Apple’s ATT might have been “harmful.” But at least in 2021, Meta was seen as the leader in social commerce. Of course, just because social commerce is touted as the “next big thing” doesn’t mean that it will succeed in replacing the revenue that social platforms have lost as a result of Apple’s privacy changes. That remains to be seen.

Related: Social Commerce Is the Future of Marketing. Are You Ready?

However, if the massive investments that social media giants are making into social commerce solutions are anything to go by (earlier this year, Snapchat released Catalog-Powered Shopping Lenses), then we can expect this new way of shopping to stick around and lead to great increases in sales for brands down the line. Add to this the recent economic troubles caused by inflation and ecommerce logistics, and it is becoming evident that embedding new technologies such as AR could be the key to mass consumer adoption of social commerce. Ecommerce and AR could, indeed, become social media platforms’ saving grace.


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[Webinar] Deploying Project Management Principles to Enhance Efficiency and Drive Growth – July 20th, 1:00 pm – 2:00 pm EDT | Association of Certified E-Discovery Specialists (ACEDS)

July 20th, 2022

1:00 PM – 2:00 PM EDT

Legal project management (LPM) has become a critical tool in the legal professional’s toolbox. Law departments regularly identify this competency as a key criteria for their outside counsel, and, as demonstrated by the Corporate Legal Operations Consortium, are also recognizing the value of the approach to streamline their own operations. Consistent application of LPM techniques can result in improved relationships, enhanced team coordination and communication, efficiency, innovation, and successful outcomes. This program will provide an overview of LPM for both emerging and seasoned practitioners, examples of how it is actually being implemented by legal professionals. Join us for this informative program that will change and improve how you approach legal projects in the future.

Speakers


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Crown Prince unveils priorities for research, development and innovation for coming two decades

Saudi Gazette report

JEDDAHCrown Prince Mohammed Bin Salman, deputy premier and minister of defense, announced on Thursday Saudi Arabia’s national aspirations and priorities for the research, development and innovation for the coming two decades.

The Crown Prince, who is also chairman of the Supreme Committee for Research, Development and Innovation, has identified four key priorities – human health; environmental sustainability and basic needs; leadership in energy and industry; and future economies.

“This would enhance the Kingdom’s global competitiveness and leadership role, keeping pace with the directives of the Kingdom’s Vision 2030 and strengthen Kingdom’s position as the largest economy in the region,” the Saudi Press Agency reported quoting him as saying.

At the outset of the announcement of the national aspirations and priorities, the Crown Prince said: “We have adopted ambitious aspirations for the research, development and innovation sector, so that the Kingdom will become one of the pioneers of innovation in the world.

The annual spending on the sector will reach 2.5 percent of GDP in 2040, so that the sector contributes to the development and diversification of the national economy by adding SR60 billion to the GDP in 2040, and creating thousands of quality jobs in science, technology and innovation,” he said.

The Crown Prince said the research, development and innovation sector has been restructured in order to ensure the sector’s growth and prosperity. A supreme committee headed by the Crown Prince has been formed to oversee the sector and determine the national priorities and aspirations for research, development and innovation in the Kingdom. Also, the Research, Development and Innovation Authority has been created.

The authority will act as an enabler, legislator and regulator for the sector, and will develop programs, projects, budget distribution and performance monitoring.

In order to achieve the grand ambitions announced by the Crown Prince, the authority will work to attract the best national and international talents. This is in addition to strengthening cooperation with major research centers, international companies, the non-profit sector and the private sector, which are an essential partner to lead research and development and increase investment in the sector.


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Total investment of Enterprise Georgia state campaign exceeds $1 bln

The total investment in projects supported by the Enterprise Georgia state campaign has exceeded ₾3 billion ($1bln/€980mln) with about 9,000 projects implemented and up to 58,000 jobs created, the agency announced on Thursday.

During the presentation of the Enterprise Georgia’s Economic Impact Assessment Report earlier today, campaign Head Mikheil Khidureli said each Georgian lari co-financed in the programme had generated 15 times the revenue for the businesses and contributed 1.6 times the money to the budget in the form of taxes per year. 

Khidureli also noted each co-financed Georgian lari had generated an additional ₾5 ($1.7/€1.6) of gross domestic product, saying the agency’s programmes had a “direct rapid and measurable effect” on the county’s economy. Photo: Enterprise Georgia 

The report includes results of 292 beneficiaries of the industrial sector who were selected for evaluation based on data from the last five years.

Georgian Economy Minister Levan Davitashvili, who also attended the event, stressed the importance of creating a “sustainable category” of small and medium-sized businesses that are “most vulnerable”, in efforts to withstand economic shocks. 

Additionally, Kidureli announced the launch of a concept for developing a business hub for supporting local business projects in regions of Georgia and providing training in a variety of areas with the support of the United Nations Development Programme and the United States Agency for International Development. 


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New action to build on forestry success story in Scotland

A number of new actions, to support the ongoing delivery of Scotland’s Forestry Strategy, will ensure forests and woodlands continue to deliver benefits for communities, the environment and the economy.

Over the last three years, over 32,000 hectares of woodland have been created in Scotland, including more than 12,000 hectares of native woodland.

These woods are vital in fighting climate change and nature loss, whilst also strengthening our communities and economy.

A new three year Implementation Plan has been published with key actions to maximise the range of benefits that woodlands bring to the people of Scotland.

Mairi McAllan

Announcing the new Plan, Environment Minister Mairi McAllan said: “We are uniquely placed within the UK to enable responsible expansion of nature-based solutions, including increased tree cover.

“We have big ambitions with forestry and to achieve our goals we must work collaboratively. Key to this is ensuring that forestry fits with other land uses and that we plant the right trees in the right places.

“People and communities must also be at the forefront of our efforts to tackle climate change and we will strive to ensure that no-one is left behind or unfairly disadvantaged.

“This new Implementation Plan sets out the key forestry actions required to help us achieve this.”

Some of the actions to be taken forward in partnership include-

Supporting farmers and crofters to realise the benefits of tree planting.

Promoting the use of new wood-based products that can support the decarbonisation of other industries.

Scoping and establishment of a technical training hub.

Establishing a National Register for Ancient Woodlands and encouraging owners to protect and improve their condition.

Developing and implementing a framework to help forestry support community wealth building.

Identifying and pursuing opportunities to decarbonise Scotland’s wood supply chain; and

Promoting the opportunities for people to engage in woodland-based activities to improve mental and physical well-being.

Scotland’s forests and woodlands generate £1 billion to the economy each year and support over 25,000 jobs.

Millions of people visit Scotland’s forests every year for recreation and this improves society’s health and wellbeing.

You can view the new Implementation Plan for Scotland’s Forestry Strategy on this page.


Do you want to respond to this article? If so, click here to submit your thoughts and they may be published in print.


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‘Entrepreneur’ Veena Vijayan hunted over her father’s politics: Mayor Arya

Thiruvananthapuram Mayor Arya Rajendran has said that ‘entrepreneur’ Veena Vijayan was being targetted because of her father’s politics.

“Veena, the entrepreneur is being hunted for the sole reason that she is Pinarayi Vijayan’s daughter,” wrote Arya in a Facebook post on Thursday.

“Allegations against politicians are common. But does the woman named Veena have any responsibility in Kerala’s contemporary politics? She has rights and privacy like anybody else.

“She is being hunted regularly for the past one-and-a-half-decade due to her father’s politics,” wrote Arya, who is a young leader of CM Vijayan’s party, CPM.

Recently, gold smuggling case-accused Swapna Suresh had alleged that Veena Vijayan was the mastermind in the Sprinklr controversy. The UDF, which is the main opposition in the state, has continuously accused the Pinarayi Vijayan government of misusing Keralites’ health data by allowing access to US-based tech firm Sprinklr.

The other day, Congress MLA Mathew Kuzhalnadan had said in the Assembly that he had digital evidence to prove Veena Vijayan’s connection to PricewaterhouseCoopers, which allegedly had undue influence over the top leadership of the LDF government.

The accusation had angered CM Vijayan, who declared Kuzhalnadan’s claims ‘a glaring lie’.


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Pert Chart Vs Gantt Chart – Forbes Advisor

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors’ opinions or evaluations.

PERT charts and Gantt charts are frequently relied on by project managers who are seeking the best organizational options for assigning tasks to team members and keeping track of all the moving parts. Both systems can serve as useful visual tools for arranging project plans and achieving the best outcomes.

The biggest difference between the two is that PERT focuses on a flowchart system, while Gantt offers a linear bar chart.

PERT Chart vs. Gantt Chart: At a Glance

PERT Charts Explained

A PERT (which stands for program evaluation and review technique) chart is a flowchart or network diagram that displays project tasks in separate boxes. Task dependencies are then connected with arrows between the boxes, allowing managers to create project milestones as well as identify any potential obstacles that the team may face.

  • Features: Elements such as boxes, circles, arrows and lines
  • Flexibility: Very limited
  • Best for: Planning before a project starts

Gantt Charts Explained

A Gantt chart (named for the 1910 creator Henry Gantt) is a bar chart that lays out project tasks in a linear timeline. Gantt charts illustrate all the project tasks that will need to be completed, along with the time allotted for each task and task interdependencies. You can use our free Gantt chart template to try building one for yourself.

  • Features: Elements such as bars, schedules and milestones
  • Flexibility: Very high
  • Best for: Implementation once a project is underway

When To Use a PERT Chart vs. a Gantt Chart

PERT charts serve as helpful tools when mapping out a project. Their use of numbers, arrows and task dependencies allow users to quickly see where any potential problems or bottlenecks may occur. When managers are in the beginning stages of project creation, PERT charts can be a vital resource for planning and visualizing.

Gantt charts are best used once projects are underway, particularly if there is the possibility of multiple changes as the timeline progresses. Since they utilize bars and lists, these charts are very flexible in terms of illustrating task durations, interdependencies and resource management.

Bottom Line

Both PERT and Gantt charts are incredibly helpful tools when it comes to project planning and visualization. Choosing the right one for your project will depend on how it may shift as time progresses.

Are you in the planning stage or the implementation stage? PERT charts are the best option if you are mapping out what a project and its timeline will look like. Gantt charts are better used once you are implementing a project and have a team on board.

Once started, do you anticipate the project changing? If the timeline, tasks or goals will evolve at all, sticking with a Gantt chart is your best option. PERT charts are the right choice only when there will be very limited alterations to a project.


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Wednesday, June 29, 2022

Accelerate Sheboygan County Business Challenge Now Open for 2022

Jun 29, 2022 | 3:00 PM


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The Sheboygan County Economic Development Corporation (SCEDC) and Small Business Development Center (SBDC) at UW-Green Bay have begun their Accelerate Sheboygan County Business Challenge for 2022.

Everyone is encouraged to submit unique products, business ideas, and existing businesses to the challenge.

Applications can be submitted online at AccelSC.com and are due by October 31st.

Each idea submitted is reviewed by professionals and receives guidance free from the SCEDC and SBDC at UW-Green Bay.

Five idea applicants will win a $1,000 grant to go towards business services and drive the idea forward.

In November 2022, five or more applicants will then go on to pitch their idea to business professionals and investors to gain further support and compete for the grand prize of $10,000.

The winner will be announced in December 2022 after the business ideas are presented.


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Asana vs Clickup: Compare Project Management Software

Project management software enables enterprise project teams to visualize each step of their project, including tasks that must be completed and overall project roadmaps. It helps the individuals responsible for each task manage their schedule and communicate with other project stakeholders. 

Asana and ClickUp are two major project management tools that give project teams task management, documentation, and collaboration features. Asana and ClickUp both serve businesses of all sizes, including startups, and offer plenty of tools for task tracking. To determine which PM tool is right for your business, consider your organization’s specific needs when comparing ClickUp and Asana based on task management, user experience, customizability, and pricing. 

What is Asana?

Asana is both project-focused and user-focused.There are plenty of features for users to track their personal progress, like viewing workloads and portfolios, which are collections of multiple projects. Asana offers a free plan with extensive features and is particularly suitable for smaller businesses and startups, particularly those that don’t have many employees experienced with project management tools. 

What is ClickUp?

ClickUp, known as “the one app to replace them all,” is intended to serve as multiple business applications in one, including documentation, communication, and calendar tools. 

It has features tailored to multiple departments—for example, product roadmaps, marketing campaign management, and new hire tracking. Product teams can customize each step of a roadmap, marketers have A/B testing templates to track campaign progress, and HR teams can use onboarding templates to manage new employees’ progress. 

Because it’s customizable and offers department-specific task design, ClickUp is suitable for businesses in a wide range of industries. 

Asana vs. ClickUp: Task management

Asana supports the waterfall approach to project management because its tasks support dependencies, which require another task to be completed before beginning the next one. It also supports agile projects with Kanban board layouts, which allow users to drag and drop tasks between stages, including dragging them to a previous stage if they need to be revised.  

Image credit: Asana


Asana users can view status changes on other tasks within their projects. They have four different options for project views: list, board, calendar, and timeline. With options for multiple views, team members are able to use the task visualization format that works best for them. Employees aren’t stuck in a task view that they don’t understand, which gives more flexibility to the whole team. 

Where ClickUp shines is its features for task management. Users can build custom statuses for tasks based on those tasks’ operations. For example, a content team might want to set statuses for article drafts to be reviewed, while a dev team might need statuses for checking code and deploying it. Custom statuses allow users to design project-specific process checkpoints.

ClickUp custom task statuses.
Image credit: ClickUp


ClickUp users can also set dependencies for tasks. If one department uses the waterfall methodology for project management, they’re able to tie one task to another. This helps teams to mark and visualize the relationships between tasks. 

Also read: Best Agile Project Management Tools

Asana vs. ClickUp: User Experience

Multiple business reviewers found that the interface was intuitive and easy to use—it just may take time to understand for users who don’t have experience with project management tools. For extremely inexperienced PM software users, Asana may be difficult to learn to navigate. Some users also mentioned that they receive frequent email notifications from Asana, which can clutter the inbox. 

Some Asana integrations include Zoom, HubSpot, Slack, and Gmail. Project and task updates can be configured to automatically populate a Slack channel, which speeds the communication process for team members who use Slack more regularly than Asana.

Multiple user reviews said that ClickUp sometimes lags; also, while the ClickUp team regularly adds new features, this can result in bugs. Including more functionality in your instance of ClickUp may require more time for users to grow accustomed to the features. ClickUp demo videos are available for customers to study different sections of the software. 

Notable ClickUp integrations include Slack, Google Drive, Apple Calendar, and GitHub. If your project teams use GitHub repositories regularly, consider ClickUp—developers are able to view commits and merges from code repositories within their ClickUp tasks. 

Both Asana and ClickUp offer mobile applications that support Android and iOS. Teams that need to manage projects on the go or outside traditional office spaces will benefit from mobile access to tasks.

Asana vs. ClickUp: Customizability

Asana allows multiple views, and different users can choose which one works best. It supports agile projects with features like Kanban boards. 

Asana also offers project templates that are categorized based on department activities. Asana’s wide range of templates allow different departments to customize their projects based on their specific operations. These include:

  • An editorial calendar. Content teams can track their writing and production with statuses customized for publishing.  
  • Account tracking sheets. Finance departments can use Asana to manage accounts and tag team members on specific items. 
  • Engineering product roadmaps. Engineering managers can create a roadmap and present it to their teams and to business leaders, receiving approval or commentary on each stage of the project. 
Asana templates.
Image credit: Asana


Multiple users pointed to ClickUp’s customizability. Because it’s designed to replace other business apps, it’s a multipurpose tool for communication, dashboard reporting, and collaboration. 

ClickApps are applications within ClickUp that provide additional functionality for users, such as screen recordings that can be shared to ClickUp tasks and custom fields within tasks. These apps allow users to further customize their tasks based on the work style that’s most convenient for them and improve visibility for the rest of their coworkers who need to view or complete a task. Note that ClickUp requires workspace owners or administrators to enable or disable ClickApps.

ClickApps.
Image credit: ClickUp


Reviewers said they were able to choose how much they customized ClickUp based on the functionality they needed. This is also a helpful feature for inexperienced tech users who may not be able to customize all features immediately.

Asana vs. Clickup: Pricing

Asana’s free plan is available for up to 15 users and is free forever. Consider Asana’s free option if you have a smaller team; it includes features like time tracking application integrations, both the iOS and Android mobile apps, and unlimited file storage for files up to 100 MB. 

Asana’s paid plans (billed annually) include:

  • Premium — US$10.99/user/month 
  • Business — US$24.99/user/month

ClickUp’s free plan allows unlimited members and includes features such as unlimited tasks, two-factor authentication, and native time tracking. Both startups and larger teams that don’t need enterprise-level features benefit from the free plan. ClickUp’s other plans include:

  • Unlimited — US$5/user/month
  • Business — US$12/user/month
  • Business Plus — US$19/user/month
  • Enterprise (pricing available through quote from vendor) 

Asana vs. ClickUp: Which is right for you?

Both ClickUp and Asana are fantastic project management tools for smaller businesses because of their extensive free plans, task management features, and options for customizing individual user workspaces. ClickUp and Asana are similar products, but it’s important to choose the tool better suited to the needs of your business’s teams. 

ClickUp is suitable for all business sizes. Its high levels of customization and many task management options would be a worthwhile investment for larger companies and departments, and its free plan and low prices make it a good choice for small businesses and startups that are willing to take the time to learn the tool. If your project teams want to put more attention to detail into organizing tasks, ClickUp has plenty of room for creativity and customization. 

If your team is less experienced with project management tools and needs something simpler to begin their project journey, consider Asana. Its variety of task views allows new users to choose the layout they most prefer. Because Asana integrates with multiple popular business applications, it’s a good choice for inexperienced teams that use tools like Slack. 

Interested in learning about other project management tools? Read Best Project Management Software next.  


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