Page 12 - Demo

12|July 2020
Slippery rock Gazette
Bio-Safe Announces New Bio-Stop Alcohol-Based Cleaner
Continued from page 8
“Our goal for Bio-Stop is to put a cost effective product in the hands of large commercial en- tities and small businesses to help them clean high-frequency areas,” said Scirpoli. “National Bio-Safe is all about protection from pathogens and disease and we need that now and will as we move forward and open the na- tion to business.
Beyond the 70 percent alco- hol content, Bio-Stop is fully biodegradable and is made from natural byproducts of plant fermentation. It is ideal for cleaning and easy to use. It is specifically designed for use in hotels, restau- rants, industrial settings, schools, institutions and con- struction sites. It is safe for
all hard surfaces including gran- ite, is easy to apply and can be wiped clean with a cloth or paper towels.
National Bio-Safe is a Florida State- Licensed Company. For over 35 years, they have been developing products to combat infectious disease, compromised physical locations, mold remediation and patho- gens, and have developed protocols to provide the most up-to-date safety, cleaning procedures and products.
To learn more about Bio- Stop, its availability and pricing, please contact Shep Doniger at 561-637-5750 or sdoniger@bdcginc.com or visit www.nationalbiosafe.com/ virusprotection .
Big Ass Fans “Cold Front” Beats the Summer Heat in Fab Shop Spaces
Big Ass Fans has a new line of evaporative coolers ready to attack and defeat sti- fling, stagnant air.
Cold Front by Big Ass Fans brings a full range of customer options for use in spaces of all sizes and applications, deliv- ering a dramatic temperature reduction up to 33 °F.
Capable of covering any- where from 600 to 6,500 square feet (55 to 600 square meters), the Cold Front lineup allows owners to cool at a fraction of the cost of air conditioning, plus take comfort outside and on the go with ease.
Featuring a thicker, more durable, chemically treated media, coated in a
thermosetting resin compared to similar products, Cold Front units are able to:
• Resist algae and mold growth
• Hold up to frequent cleanings
and abuse
• Prevent dirt and other parti-
cles from penetrating into the substrate.
With Cold Front’s vari- able-speed controls, maintaining the perfect temperature is as sim- ple as turning a dial. Designed for convenience, all Cold Front mod- els feature locking swivel casters, automatic low-water shutoff, and an easily accessible drain plug, while the largest model (pictured at bottom right) adds a backlit LCD display, premium remote, occupancy sensor for hands-free operation, and an auto-dry func- tion to maximize media lifes- pan and keep the cooler in peak condition.
Starting in 1999, Big Ass Fans pioneered the high-volume, low- speed (HVLS) fan industry. For more information, visit bigassfans. com or call 877-244-3267.
Five Business Agility Lessons
knowing where to start the jour- ney amid a litany of future issues that loom large. In my work, I help leaders take a hard focus on ideation: a commodity that is in short supply due to a glut of pres- sures. For investor-driven oper- ations, this includes the weight of meeting quarterly numbers in an ever-growing, fickle-minded, risk averse climate. The ability to think, plan and execute in a clinical fashion is the key to re- alizing transformation. This is not to be confused with a rigid plan. Rather, it is about thinking through the ideas, experimenting quickly and scaling up. It is about surprising customers with pos- sibilities that they never thought were possible.
All told, the World Economic Forum reports that the global eco- nomic slowdown is forecasted to cost the global economy at least $1 trillion in 2020—and that’s aside from the tragic human con- sequences of the COVID-19 pan- demic, according to the UN’s trade and development agency, UNCTAD. Such a gut-wrench- ing estimate should be motivation enough to take a cold, hard look at your organization’s adaptabil- ity—or lack thereof—and think- tank concerted strategies for a multitude of scenarios—even those that are “highly unlikely but in the realm of possibility.” The best plans will serve as “ideation insurance,” accounting for worlds we don’t yet live in...and, in some cases, hopefully never will.
Hari Abburi is an internationally recognized global consultant to Fortune 500 firms, small to mid-size enterprises and start-ups. He has distinguished himself as a leading expert on businesses and how their leaders can become more agile and strategic, and he’s become a frequent presenter at conferences throughout the U.S., Europe, Asia and India. Through his firm, The Preparation Company, Abburi helps CEOs, Chief Transformation Officers and Chief HR Officers develop strategies that make them more competitive, responsive and multi-platform-based, which allows them to more quickly scale their products and services to reach new customer segments. Reach Hari at www.PreparationCompany.com.
Continued from page 8
Hard Lesson #2: Not having a ‘globalized’ market mindset.
We often hear that we live in an interdependent globalized economy. But situations like the COVID-19 pandemic have re- vealed the vulnerabilities and negative impacts of the closing of geographical borders, countries prioritizing their own needs and leaning hard on multinationals to function nationalistically in their own homelands. However, the problem and the solution are the same. No single company, or country, has all the expertise, experience or skills required to function at the speed of the cus- tomer. Hence sharing, trading and ongoing learning are the key ne- cessities to promote a stable and healthy globalized economy. The key reason we have start-ups dis- rupting large traditional players, or being valued as much as those that have been in existence for multiple decades, is that access to knowledge, skills and capital is truly global.
Hard Lesson #3: Not Identifying the right platform, data and technology.
I hear many arguments on how and why large players have ac- cess to technology due to their deep pockets. While that is true, many traditional business have demonstrated the value of plat- form thinking whereby they build an ecosystem for their cus- tomers to connect their needs despite dissimilar services. This could be your local street corner bakery or an Airbnb. The abil- ity to imagine your business as a platform is key. Otherwise, if you haven’t dealt with how your business can sustain itself if and when there is another pandemic,
you are essentially risking losing it all. This time it was unexpected. Next time, businesses should be better prepared...those who aren’t will suffer a greater toll.
Hard Lesson #4: Not build- ing an augmented workforce strategy.
We can expect COVID-19 to spur huge changes in Robotic Process Automation (RPA) and intelligent automation. Yes, hu- mans doing it alone is rapidly becoming an antiquated concept, like it or not. Objectively speak- ing, augmented workforces are smarter–they learn fast, focus on value adding activities and are overwhelmingly customer-cen- tric. By 2025, I believe that there will be a mix of four to five bots or virtual assistants (or RPA processes) per employee in all types of companies. Almost 30 percent of every job has some level of automation potential. If companies can redefine their strategic workforce planning to beyond just planning productiv- ity with humans, they will mul- tiply their customer value while actually creating more jobs in other areas of the economy.
Hard Lesson #5: Not thinking about the future in a different way.
Those business leaders who be- lieve we will return to “business as usual” are at a huge disadvan- tage. COVID-19 will have perma- nent consequences on the future of every type of company in every type of industry. While many leaders talk about future, very few do something truly effective about it. This is an unfortunate truth even of enterprises with abundant capital. This is due to a combination of factors, includ- ing a lack of imagination or not
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