Source: Daily Monitor

Karoline Schnur, linguistics expert at Babbel

As you might expect in a language learning company, almost everyone who works at Babbel is multilingual. I say almost because I’m not one of them (yet). Like many native English speakers, my attempts to learn a second language in school were in vain. I have now reached an intermediate conversational level in German, but it’s nothing compared to my international colleagues. Every day I hear people walking around the office speaking dozens of different languages, code switching in conversations with different colleagues, and translating their funny idioms into English. But even among the serial language learners at Babbel, you’ll never find someone poring over French 101 textbooks, cramming themselves to fluency.

That’s because the central principle of the Babbel language learning approach is that people should spend about 20 minutes per day studying a new language. This is surprisingly short compared to the length of time university students are expected to study a language nightly (~90 minutes). So how are people at Babbel picking up new languages even though they’re putting in less time than I spent cramming Spanish verb conjugation in high school? I sat down with one of Babbel’s linguistic experts, Karoline Schnur, to find out how 20 minutes of learning per day is all you need to become proficient in a new language.

The Babbel Approach

Karoline started off by explaining the central principle behind the Babbel learning approach: “If you read a lot of information, you won’t be able to absorb everything. We call this information overload or cognitive overload.” She explained that the brain is a master at deciding what information in our daily lives is important and what is background noise. This background information is tossed out, and never makes it into our long-term memory. Great for guiding our day-to-day lives, but not so great for language learning.

Karoline was also keen to dispel the myths about cramming, or binge learning: “This is when you have a big test coming up so you sit down and try to learn everything that you need to know. But how much do you remember after a week? Probably not that much.” Instead of worrying about trying to do a lot all at once, it’s actually more important to repeat a smaller portion of information more frequently. She continued, “To get something into long term memory, you must make connections and repeat it. Repetition is really important in language learning.”

Fortunately, the Babbel App was specifically designed with the limitations of human memory in mind. Twenty minutes corresponds well with the principle of “chunking” in psychology — our brains work best at absorbing around seven new things at a time. As Karoline explained, “If you think about the capacity of your brain to digest around seven chunks of new information, the time is a clear limit. From our Babbel perspective, you could start with repetition: you repeat 10 items and you need less than 5 minutes for that. Then you can do a new lesson, which takes about 15 minutes. Now you have your 20 minutes.”

Sounds easy enough, right?

Source: Babbel.com

GOLD was trading at $US1,197.90 per fine ounce in Sydney at 1411 AEDT on Friday, down from Thursday's price of $US1,207.80. Global gold prices have slid to their lowest levels in nearly a month due to hawkish comments from the Federal Reserve and strong US economic data indicating the central bank could raise interest rates sooner than expected. Fat Prophets resources analyst David Lennox said Australia's largest gold producer Newcrest Mining would come under renewed pressure if the price remained at current levels. "A fall in the gold price, unfortunately, is the most extreme damage you can do to your operating profits," Mr Lennox said. He said the pain was only partially offset by a weaker currency and cost reductions. "If it stays at this level, it will require gold companies to adjust the valuations of their mines." Companies which report profits to December, 2014 would need to examine whether they need to adjust their valuations, he said. Mr Lennox added that Newcrest may have to report further impairments if the gold price slips further. Australian gold miners have been trying to pay down debt over the past 12 months to counter further price falls. The price of gold has fallen more than $US100 over the past four months from $US1327.00 on June 30. 

Source:news.com.au

IT WAS 9 o’clock on a Wednesday morning when I took a deep breath, stepped into my boss’s office, and asked for a minute of his time. “So, I’ve given this a bit of thought, and well… I’m going to take some time off… and uh… I’m gonna be leaving the company.” [deep gulp] “WHAT? ARE YOU GOING TO AMAZON?” “No, no… I just want some time to clear my head, travel for a while, and figure out what’s next for me in life.” “Oh… Okay. Hard to compete with that. Have you thought about a leave of absence? And are you sure you don’t want to wait until September?” “You mean, for the money?” “Yeah …” [brief pause.] “It’s not about the money is it?” “Nah … it’s not about the money.” It’s not always about money. It’s not always about money. Source: YouTube Ah, the money… When I told a few co-workers what was going down… the most common reaction was something I’d describe as a cross between admiration and “Are you insane? You’re just gonna walk away from the paycheck? I could never do it.” Or more bluntly, as a close friend still back there confessed on a long walk, reflecting on life with me recently, “I just really love the f**king money.” Looking back on my time at Microsoft it’s hard to nail down the exact point at which money entered the conversation. Words like “money”, “salary”, “pay” were nowhere to be found in my first impressions and experiences. My salary straight out of university nine years ago was $75,000. It was $10K-$15K over the Computer Science median at the time. I was ecstatic about the journey. I accepted on-the-spot without negotiation. And then gradually, something happened. Every 18 months there was a promotion to a new pay level, often paired with a “re-recruitment” effort — a 1:1 meeting with higher-level management, kind words of encouragement, entrance into a “High-Potential” employee program. Somewhere along the way we started referring to pay as ‘golden handcuffs’, implying that were it not for the money, we’d be long-gone. My salary when I left Microsoft at the end of nine years ultimately amounted to $254,895. I’ll just say… to the child of an immigrant and middle class family, raised of sufficient but not excessive means, I can only describe that number as feeling both grossly obscene while at the same time a bit like: “Well, I’ve made it.” But the irony in having ‘made it’ was that as my salary was rising, the intrinsic meaning I found in work had been falling. Whereas the things I valued most early on in my career had been achieved, other ambitions in life were slipping further away with each year that went by. START SOMETHING NEW AND CHANGE THE WORLD Though a bit cliche, changing the world was what originally sold me on creating products at Microsoft. Okay, so not physical handcuffs, but you get the idea. Okay, so not physical handcuffs, but you get the idea. Source: Getty Images Over time though, I began to feel real differences between starting something on a team of hundreds, if not thousands of people within a big corporation, versus starting something where you personally pour your heart and soul into all that’s required to earn the business and trust of your first customers, employees, and investors/partners. I’d had a small taste of the latter in past start-up life, and found myself craving the unique experience, challenge, and exponential learning curve that are intrinsic in it. CREATE YOUR OWN DESTINY WITH NO LIMITS OR CONSTRAINTS I started out with insanely high aspirations and commitment level. And there were multiple points in my career where I had the fortune to work with amazing teams on revolutionary projects, often only to see their potential limited in some way by inside forces such as broken corporate systems or endless re-orgs. And after nine years in the system, I was very ready to double down on creating something new, without the risk of an impending re-org or other self-imposed artificial constraint tearing it down. Stay strong my Amazonian friend, we’ve all been there. The #1 risk/fear of great engineers I’ve met at big corporations is “cancellation by re-org”. When it happens there’s no pivot, no “let’s change a few things and try again” — just a token “thank you for your service, here’s your next project, better luck next time.” There are start-up risks, and then there are big company risks. The former can often be de-risked by means under your control, the latter cannot. CREATE A RIDICULOUSLY AWESOME PLACE TO WORK This is mostly about surrounding yourself with a brilliant team of people you enjoy working with every single day,  and I feel fortunate to have met many great people at Microsoft. It’s also about laying down a mission, core values and/or principles you believe in, and systems to support and scale them — something that was, at times, missing. “Mission and values” have been removed from the ‘about’ page. Remnants remain in meta description and search results only. AND THEN THERE WAS AN IDEA As time went on, much closer to the point of pulling the trigger, there was the beginning of an idea. It was an idea that, once discovered, became a sort of mission — one I just couldn’t shake. And so I decided to pursue it. FROM GOLDEN HANDCUFFS TO START-UP FUEL The Jerry Maguire moment. The Jerry Maguire moment. Source: News Corp Australia I’ve never known anyone who’s had a real Jerry Maguire moment. I sure haven’t. In my own journey, making the decision to leave what was in many ways a very secure, financially rewarding job, happened in three stages. The first stage began two to three years before I gave notice – when I first began to notice and feel that something was missing in work and in life. I wasn’t quite sure what it was yet, or what I truly needed to feel fulfilled again, but I started to suspect that it wasn’t something I was going to be able to find without taking a leap, a big one, and leaving the comfort of corporate life. So without knowing exactly what I wanted to do or start next, I just began to save. I looked at my personal “burn rate” and set a Mint.com goal to stash away enough cash, on top of retirement and rainy day savings, to live comfortably for at least two years without a paycheck. And all the while… I stayed super-focused on my product work at Microsoft, often working 10 to 12 hour days, and trying to learn as many new and different things as possible that might be useful somewhere other than in corporate life. AM I STILL ENGAGED? The second stage began two to three months before I gave notice — yet another re-org had hit our newly minted Operating Systems Group, and signs were emerging that the new product I’d spent the past year-or-so creating was going to be killed. As a manager at Microsoft, I’d been trained to recognise the conditions or circumstances under which employees generally decide to leave their jobs — and it often boils down to a cross between low engagement and satisfaction (a book called The Carrot Principle has a great list of indicators here). I realised that my engagement was quickly going down the tubes. And so, on a rainy Seattle afternoon, curled up in a blanket at home, I reflected a bit on work and life and finally wrote out the reasons I’d stayed so long: January 8, 2014 1. See through shipping product that will have awesome impact [cancelled] 2. Smart people I like to work with every day. 3. Smart, capable boss who cuts through bullshit/politics and minimises overhead. 4. Loyalty to manager, employees, peers. 5. Money in the bank to fund my own thing down the road. 6. Feels nice to be recognised/appreciated for what I do. And after writing it out, I decided not to jump ship… yet. I felt fortunate for having a job that afforded me all of the above. Morale across the team was low. I was running a team. I’d just received a promotion. There might be new challenges ahead. It just felt like the wrong time to leave, and I didn’t think I was ready to. Over the next few months the people around me wanted to know I was committed to what was next. I told myself, and then I told them, that I was. ”I decided not to jump ship… yet.” ”I decided not to jump ship… yet.” Source: AFP TIPPING POINT The day I decided to finally walk away from corporate life and leave the Microsoft-sized paycheck behind was Monday, March 17th. Work had stabilised. I took a first-ever four-day ‘staycation’ and was spending the second-to-last day off with a friend who had founded an awesome start-up in Seattle’s Fremont neighbourhood. He’d jokingly egg me on, “just quit!” and I’d quickly respond “not ready!” And then later that evening sitting on my sofa, I did something one shouldn’t ever do on vacation from corporate life and tapped open the Outlook Web Access app on my iPad. And as I started glancing through the stream of several hundred new messages as they arrived, provocative thoughts started crossing my mind, and for once I couldn’t shake them off: This isn’t changing the world. If I write more emails, I may never stop. It started to sink in. The project timing was right. The personal timing was right. If I still wasn’t “ready” to take the leap, then it was time to accept fate and resign myself to abandoning any bigger ambitions. There was nothing else to “wait” for. And so 9 o’clock that Wednesday morning, I went into the office, and I leapt. And I haven’t looked back since. It’s now been more than six months since leaving Microsoft, and three months since my co-founder and I incorporated and began to talk to customers and create our first product. Start-up life so far is what I expected and more. I feel appreciation towards all my friends and colleagues at Microsoft who gave me the opportunity to learn and grow, and to the company itself for the resources and opportunities it afforded me as well. This really can’t be overstated. And at the same time, I know there are so many brilliant minds out there aspiring to start their own thing, change the world — who haven’t yet found the courage or the right time to do so — particularly in the Seattle area where larger companies play a major role in the tech and business ecosystem. So this post is dedicated to anyone who’s thought or is thinking about leaving their corporate job for start-up land. If your situation was anything like mine, I’d highly encourage it.

Source: news.com.au

Reuters) - MasterCard Inc reported a better-than-expected 15.5 percent jump in quarterly profit as a rise in global consumer confidence encouraged its customers to use cards to make purchases, sending its shares up 7 percent.

MasterCard followed large rival Visa Inc in reporting an increase in cross-border transactions, which had taken a hit in the preceding quarter following Russian sanctions and a strengthening U.S. dollar.

Visa's shares were up as much 9.4 percent, single-handedly powering the Dow Jones Industrial Average to positive territory. The company reported a better-than-expected adjusted quarterly profit on Wednesday and also announced a $5 billion share buyback program.

Consumer confidence in the third quarter improved globally as concerns about the economy and job prospects eased, according to a survey by global information company Nielsen. U.S. consumer confidence also rose in August to its highest level since October 2007.

"Cross-border volume and revenue were the most important, that's where investors were concerned," Gil Luria, an analyst with Wedbush Securities, said.

MasterCard's cross-border volume fees rose 14 percent to $835 million in the quarter.

Worldwide purchase volume, or the total amount of purchases made with MasterCard-branded cards, increased 11 percent to $843 billion in local currency terms.

The company said U.S. purchase volume rose 8.2 percent to $288 billion.

MasterCard and Visa are also turning their attention to mobile payments and have partnered with Apple Inc in the launch of Apple Pay, which allows iPhone users to pay using their phones.

Chief Executive Ajay Banga said on a conference call that the company plans to use mobile-based payments as a key tool of its cash displacement efforts.

MasterCard's net income rose to $1.02 billion, or 87 cents per share, in the third quarter ended Sept. 30 from $879 million, or 73 cents per share, a year earlier.

Uganda Telecom Limited, the country’s first local mobile phone network, whose cheaper fees appealed to the youth when it launched services 14 years ago, and retained a core clientele in government, one of its main shareholders, is engulfed in management disputes that have turned its offices at Rwenzori Courts into some sort of battlefield.

Much of the tension centres around two separate pension schemes, where the company has for more than a year defaulted on remitting workers’ savings. As a result, some workers who worried that their retirement benefits have been squandered, have questioned the outgoing managing director’s management style, blaming him for much of the quarrels, all of which could leave the company deeper in financial ruin.

Ali Amir has already agreed to leave his position as managing director of utl in May, citing “personal reasons.” Some staff The Observer spoke to, however, say he should leave earlier.

Amir’s resignation is being seen as the tipping point to what has been a turbulent time for a company that has struggled to stay float amid, and after, United Nations sanctions on its parent company, Libya’s LAP Green Networks, on top of the stiff competition from MTN and Airtel, both of which remain more aggressive in the market, especially on the lucrative mobile money platform.

Matters have now come to a head with some members of staff considering going on strike unless the matter regarding their pension is resolved.

“We want him to leave or else we are ready to go on strike and drive him to Entebbe airport,” said one of the staff’s ringleaders, who did not want to be named as he is not authorized to speak on behalf of the disgruntled group.

PENSION WOES

The company, however, says such staff are few and do not represent the general feeling among the workers. Utl adds that it is trying to resolve the issues around the workers’ pension. About a month ago, according to our sources, word leaked that utl was not remitting workers’ pension to NSSF and an in-house scheme called Uganda Communications Employees’ Contributory Pension Scheme (UCECPs).

Utl is supposed to remit 15 per cent of the workers’ gross salary to NSSF. The company is also supposed to make a certain contribution to the UCECPS. However, since June 2013, utl has failed to honour its obligations, according to documents seen by The Observer. Utl blames government for the predicament it finds itself in.  

“It is true there are some arrears with NSSF, partially caused by government’s failure to pay its telephone and internet bills worth Shs 7bn. Had these bills been paid, all eligible staffs’ NSSF arrears would have been cleared,” a utl official told The Observer.

There are now allegations that there is some collusion between NSSF and some top Utl managers over the failure to remit workers' pension.  Some staff of utl, through their lawyers, Barya, Byamugisha, and Company Advocates, wrote to both the managing directors of utl and NSSF in February 2015, stating that “On top of failure to remit the statutory contributions to NSSF and the UCECPS which is also a breach of your own terms and conditions of service, you (utl) have decided to add insult to injury by entering into a conspiracy with NSSF to deny utl workers of their accrued rights…”

Utl disputes this accusation, and labels any insinuation of collusion with the fund as “absolutely false.”

Instead, utl explained that it has “asked NSSF to verify how much excess contribution has been paid by utl to NSSF in error for several years in respect of ineligible staff.” 

It adds: “The staff in question are those inherited from the former Uganda Posts and Telecommunications Corporation [which was unbundled in 1998] who are entitled to pension from government and UCECPS. NSSF, after obtaining confirmation from the solicitor general, is at this point in time verifying what the excess amounts paid amount to.”

Utl says its troubles would have been avoided had government paid its arrears. In November 2014, Utl, through their lawyers, Mubiru, Musoke, Musisi and Company Advocates wrote to the ministry of Finance, and demanded that telephone bill arrears worth Shs 7.2bn be paid before year-end.

EXPENDITURE LIMITS

The money was never paid. A month later, on December 29, 2015, Keith Muhakanizi, the permanent secretary in the ministry of Finance, wrote to all ministries and communicated to them the expenditure limits for the first quarter of 2015. In that particular letter, Muhakanizi attached the telephone bill arrears due to utl and asked them to verify and clear them.

The biggest defaulters on utl telephone bills, according to that list, were the ministry of ICT and the Uganda Communications Commission, the firm’s regulators, who have combined arrears of Shs 2.4bn. In total, there are 19 government ministries who owe utl money.

Utl says that once these government institutions clear the debt, the pension dues will be “immediately cleared on priority basis.”

That utl, at a time when its management is facing criticism and all sorts of outbursts from its staff, is depending on money whose payment faces further delays perhaps speaks volumes of the financial dilemma at the firm.

It is not clear how much arrears NSSF is demanding for or whether the Shs 7.2bn that utl is pinning its hopes on could calm the situation. What is certain, though, is that LAP Green Networks, the firm’s parent company with a 69 per cent shareholding, appears to be reluctant to pump money into utl, its largest telecom operator among its eight units.

In its 2014 third quarter filings, LAP Green said it had reduced the debt within its books, and also tried to cut down the losses on its earnings. The company, however, said it still faced challenges. The firm said European Union sanctions continue to hamper its business lines.

In 2011, the European Union adopted the UN measures and agreed to independently list persons involved in or complicit in human rights abuses and violating international law during the fall of the Muammar Gaddafi regime that same year. The sanctions mainly revolved around freezing assets of targeted Libyan firms and persons.

With government and LAP Green, the two main shareholders in utl, failing to meet their financial obligations, the telecom is struggling to stay afloat, with managers barely making it beyond two years.

For example, in March 2011, Donald Nyakairu was promoted to the position of managing director. His role was to steady the utl ship as Libya was burning up in smoke.
Nyakairu only stayed in that position until May 2012, just one year and three months.

After Nyakairu, LAP Green hired David Holliday in June 2012, saying he was “an internationally experienced executive.” However, Holliday, would not last long at utl, and by July 2013, he was out after just a year.

OTHER TROUBLES

Throughout this period, utl experienced other financial troubles such as court awards, especially paying MTN Uganda’s Shs 5bn. Utl also defaulted on its tax and begged for grace periods.

In July 2013, Amir was handed the task of bringing order to the telecom firm. The poisoned chalice that is utl’s top seat would yet again rear its ugly head, with Amir’s tenure becoming untenable just a year and a half later.

There have also been other key management changes such as Shailendra Naidu, who joined from Warid Telecom, to become utl’s chief commercial officer in September 2013. He only managed to stick around until November 2014, just a year and three months. Also, Russell Saunders, utl’s project manager, was recently fired after just over two years.

Nevertheless with all these firings under Amir, the company says he helped it post a 40 per cent improvement on loss after tax in 2013 and a 20 per cent improvement on EBITDA [a more refined form of describing earnings] in 2014.

It’s not Amir’s legacy that the public should be worried about as he, too, prepares to leave with a trail of heartbreaks behind him, but how a telecom company that promised a lot could find itself in such a mess.

Source: The Observer

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