Civics : Unvalued People should be treated as Valuable

I strategically deprioritise the influence of other parties upon my own well-being. I guess sometimes I forget how much other people depend on the following for their sense of identity:

- branded goods and services

- personal styling

- family

- friends

- personal experiences

I should periodically remind myself that people who value these things are ok. Just because I do not value these things, does not mean there is any objective reason to treat other people who value these things as being themselves of lesser value. So I should treat them as intelligent beings nonetheless.

"Implied Earnings Responsibility" as an Anchor for Financial KPIs

Often, it's too difficult to fully attribute the cost structure of a business. One heuristic we can employ is to separate business activities into "core" and "supporting" value-chains, but even then we get stuck if we try to manage the latter in detail.

Breaking down “supply” into a detailed tree of inputs is quite difficult, given that each individual staff consumes resource inputs from many different business functions, and returns output to many different business functions also.

A simplifying paradigm-shift may be applied here. For any period,

1. We consider the total expenditure on staff ( maintenance@[compensation + administration] + amortised cost of programs booked as capital expenditures ), and call it human capital expenditure (HCE), then we divide net income (NI) by HCE, to obtain a ratio, which we can refer to as the earnings-to-human-capital ratio (EHR)
2. Multiplying the cost of any individual or team (henceforth “team”) by the EHR, then gives us a fraction of NI which that team is responsible for, in an arm-wavvy way, which we can refer to as their implied-earnings-responsibility (IER).
3. Whereas we haven’t PROVEN that a team is responsible for their IER, we can use IER as a nominally equitable heuristic that teams can use to anchor their financial KPIs.

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On Dealing with Break-ups

Grief is a reflection of what you choose to spend your time on.

Indulging in grief engages oneself in the pleasure of valuing something.

But pleasurable indulgences are luxuries - in the world of business, no one makes time to grieve.