From Galaxy players to coaches, Greg Vanney, Kevin Hartman and Dan Calichman have restored a winning culture – and the payoff is Saturday's MLS Cup final
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Bula Two stories make the front page of The Fiji Times for Wednesday, November 27. THE Ministry of Employment will not leave any stones unturned in their inspection of Grace Roads Group operated businesses located across the country. Employment Minister Agni Deo Singh says labour officials will be deployed to every outlet in their inspections following a report on alleged breaches of labour laws. Meanwhile, GRG has confirmed they will cooperate with the Ministry during the inspections. BUSINESSES can plan for the future using generational projections seen through the lens of emerging generations and understanding respective trends to get a sense of what the next few decades ahead will hold. Author, social researcher and TEDx speaker Mark McCrindle made these comments to business executives at their TOPEX Conference that ended in Nadi last Saturay. Mr McCrindle said leaders needed to work effectively with people of different generations, “therefore, with the sense of generational humility, we can include the next generation and prepare for what’s next”. Full report on Page 13 Kaila! We have the special Kaila! edition every Wednesday inside The Fiji Times! Synopsis Cut out the big talk, make a difference! Prime Minister Sitiveni Rabuka believes no community in Fiji is exempt from what he terms the pervasive issue of gender-based violence. Marking the beginning of the 16 Days of Activism Against Gender-Based Violence, which runs from November 25 to December 10, Mr Rabuka called for a national commitment to combat violence against women and girls. He referred to the theme: “From Prevention to Justice, Ending Violence, Impunity Against Women and Girls in All Spaces.” Gender-based violence, he said, was a serious issue that demanded collective action, not just during the 16 days of activism, but every day of the year. Preventing violence, he said, was not just about policies or programs. It was about values we hold in our homes, and lessons we teach our children. The PM makes a point about us all having a role to play in challenging harmful attitudes that normalise abuse or discrimination. That’s when we are de-sensitised to the abuse and discrimination. That’s a stage we don’t want to reach. As parents and guardians, he notes, we must make a commitment to teach our sons and daughters that no one has the right to harm or belittle any other person. We agree there must be respect, fairness and compassion which are the pillars of a strong family, and a strong nation. Mr Rabuka has called on Fijians to unite in creating a safer environment for women and girls, where justice is not merely a promise, but a reality. As we reflect on this campaign, it is important to appreciate the role we each can play in fostering a culture of safety and respect. The 16 Days of Activism offers us an opportunity to raise awareness, engage in discussions, and take positive steps toward ending gender-based violence. We should see this as an opportunity to encourage sustained efforts and unwavering dedication. Mr Rabuka’s call to action should encourage us to re-evaluate our roles within our families and communities, appreciating that change begins at home. The campaign serves as a reminder of the importance of supporting survivors of gender-based violence. We should be talking about effective laws, access to justice, and support services as a means to address this issue. Let’s see the 16 Days of Activism Against Gender-Based Violence as an opportunity for us all to unite in the fight against this pervasive issue. Let’s commit to speaking out against violence and working together to encourage a culture of respect and justice. Let’s cut the big talk, and take that first step towards making a difference!From Galaxy players to coaches, Greg Vanney, Kevin Hartman and Dan Calichman have restored a winning culture – and the payoff is Saturday's MLS Cup finalProtesters demanding the cancellation of the Bihar Public Service Commission (BPSC) exam held on December 13 were dispersed by the police on Sunday, resorting to water cannons and lathi charge. Protesters had gathered at Patna's Gandhi Maidan earlier in the day, where they were joined by Jan Suraaj founder Prashant Kishore. Later in the evening, their attempt to march towards the chief minister’s residence resulted in police action, said district magistrate Chandrashekhar Singh. He added that the protesters attempted to jump over barricades while marching from Gandhi Maidan towards JP Golumber. “The protesters gathered at Gandhi Maidan despite the administration's warning that any demonstration there would be considered unauthorised. The district police has registered an FIR against 21 known persons, including Prashant Kishore, his party president Manoj Bharti, city-based tutor Ramanshu Mishra and 600-700 unknown persons for organising a gathering of students at Gandhi Maidan even after denial of permission by the authorities”, PTI quoted Singh as saying. Kishore arrived in the afternoon and stayed for about an hour, criticising chief minister Nitish Kumar for prioritising a private visit to Delhi over addressing the concerns of the youth in his state. Read: ‘GDP gira, Bihar me Pul gira aur ab...’: Khan Sir joins BPSC students' protest He also proposed that students begin a “relay fast” to reduce the number of people risking their health for the cause. “The chief minister does not have time to listen to the grievances of the protesting aspirants and has gone to Delhi. The protest will continue till their demand for the cancellation of the exam is not accepted. I am always with the protesting students”, Kishore said while addressing the BPSC aspirants. Some protestors were detained by police near JP Golumber when they refused to vacate the roads. “Water cannons and mild force were used to disperse protestors as some of them blocked traffic by lying on the roads near JP Golumber”, the DM said. “The government has been sensitive towards the concerns of the youth. The chief secretary has agreed to meet a five-member delegation approved by BPSC aspirants who have been pressing for an audience with the CM or some highly placed official. But protestors seemed to be disorganised and unable to nominate five persons,” the district magistrate added. Talking to reporters, a BPSC aspirant said, "We never expected that the government would treat us like this. We are fighting for our own rights...we have nothing to do with those who are coming here to support our stir for political gains". Police also arrested two Patna-based tutors — Ramanshu Mishra and Rohan Anand — on charges of instigating students, said a top police officer of Patna district. “Both are out on conditional bail and are undergoing treatment as they are not well,” said an official. The candidates, who have been protesting for days, are seeking the cancellation of the 70th Integrated Combined Competitive Examination (CCE) due to allegations of a question paper leak in all centres, arguing that re-examination in just one centre would be unfair. With PTI inputsJSW Group is in talks with multiple potential partners, including Chinese majors like Geely and BYD, in a quest to launch electric cars and e-trucks under its own brand, multiple people aware of the plans said. The Sajjan Jindal-owned group is looking for collaboration/s that may include potential licensing agreement or technology transfer for a full-fledged mobility company in addition to the existing JV it has with China's SAIC Motor, they said. ET Year-end Special Reads What kept India's stock market investors on toes in 2024? India's car race: How far EVs went in 2024 Investing in 2025: Six wealth management trends to watch out for With "high ambitions in the EV space," JSW has been holding "discussions with multiple established industry players in China" and the final plans-including the nature and areas of collaborations-are expected to be firmed up in 2025, one of the sources said. The paint-to-steel conglomerate has even selected platforms-two each for electric cars and commercial vehicles-for its own EV drive, people cited above said. The business is likely to be housed under JSW Green Mobility . Though the existing JV, JSW MG Motor India will have synergies with JSW Green Mobility, the two will have independent operations, the sources said. Queries related to the new business plan and talks with Geely and others sent to JSW over a week ago remained unanswered till the publishing of this report. 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BYD has a direct presence in India's emerging EV market. Led by electric two and three wheelers, India's EV market reached 1.87 million units in the first 11 months of 2024 and may end the year just short of the 2-million mark. JSW Green Mobility plans to invest ₹27,200 crore in central Maharashtra's Chhatrapati Sambhajinagar to make electric and hybrid cars. It would produce 500,000 electric cars and 100,000 commercial vehicles per annum. This was one among the seven projects approved by the state Cabinet in September 2024. In September, it appointed Rajiv Mehta as the chief of business. It has also hired Manoj Surana, a senior executive from electric bus maker Olectra Greentech , as head of homologation and technical. Nominations for ET MSME Awards are now open. The last day to apply is December 31, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. 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SEATTLE , Dec. 18, 2024 /PRNewswire/ - Wunderdogs, a brand consultancy and digital studio, announced the release of a report, Climate Compass. The report, produced in collaboration with investors and industry experts from True Ventures, Wireframe Ventures, Planeteer Capital, Activate, Prelude Ventures, Limelight Steel, SOSV, The Nature Conservancy, and The Ad Hoc Group, offers a look at the next generation of climate technology startups driving the shift to a decarbonized, resilient, and sustainable future. "This report represents a major step in understanding the evolving climate tech space," said Daria Gonzalez , Wunderdogs ' co-founder. "By bringing together insights from leading venture capital firms and industry experts, we're helping to shape a view of what lies ahead for the next generation of climate-focused startups." The report is the result of a collaborative effort between Wunderdogs and a network of forward-thinking investors and entrepreneurs across the climate tech space. Over the past several months, Wunderdogs worked closely with venture capital firms and experts to research, design, and compile insights into the most promising startups and technologies that are shaping the future of climate tech. The full report is available to view here: climatecompassreport.com . About Wunderdogs Since its inception in 2017, Wunderdogs has been at the forefront of brand and digital strategy for the technology sector, collaborating with over 140 technology firms and 30 investment companies. Wunderdogs combines strategy, design and technology to create award-winning brands and digital platforms aimed at making a lasting impression. View original content: https://www.prnewswire.com/news-releases/wunderdogs-unveils-report-on-the-next-generation-of-climate-tech-startups-in-collaboration-with-true-ventures-wireframe-ventures-planeteer-capital-activate-and-prelude-ventures-302335407.html SOURCE Wunderdogs
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SCOTTSDALE, Ariz. — Even when Penn State quarterback Drew Allar gets some praise, it's usually a backhanded compliment. They say he's a good game manager and stays within himself, or that he doesn't try to do too much. They mention he might not be flashy, but he gives the team a chance to win. And here's the thing about Penn State since Allar stepped under center: The Nittany Lions have won games. A lot of them. Sometimes that's hard to remember considering the lukewarm reception he often gets from fans. "I get it — we have a really passionate fan base and they're a huge part of our success," Allar said Sunday at College Football Playoff quarterfinals media day. "For us, we always want to go out there every drive and end with a touchdown, so when we don't do that, there's nobody more frustrated than us." The polarizing Allar is having a solid season by just about any standard, completing more than 68% of his passes for 3,021 yards, 21 touchdowns and seven interceptions while leading the sixth-seeded Nittany Lions to a 12-2 record and a spot in the Fiesta Bowl for Tuesday's game against No. 3 seed Boise State. But in a college football world filled with high-scoring, explosive offenses, Allar's no-frills performances often are the object of ire. The Penn State offense is a run-first bunch, led by the talented combo of Nicholas Singleton and Kaytron Allen. "If we had a nickel for every time there was a Monday morning quarterback saying some BS stuff, we'd all be pretty rich," offensive coordinator Andy Kotelnicki said. "I think part of being a quarterback, especially at Penn State but really anywhere, is how you respond to and manage criticism." The 20-year-old Allar has made strides in that department after a trying 2023 season that finished with a 10-3 record. He says that's largely because once fall camp started back in August, he logged off the social media platform X. Allar said negative online experiences wore on him last year, and his phone number was leaked a few times, which added to the stress. He finally realized that controlling outside narratives was impossible, so the best course of action was to eliminate a needless distraction. "I've been more mentally free, as much as that sounds crazy," Allar said. "I think that's been a huge difference for me this year." The biggest criticism of Allar — and really Penn State as a whole during the 11-year James Franklin era — is that he isn't capable of winning the big games. He's 0-2 against rival Ohio State and threw a late interception against Oregon in the Big Ten title game earlier this month, which sealed the Ducks' 45-37 victory. He wasn't great in the CFP's first round, either, completing just 13 of 22 passes for 127 yards as Penn State muscled past SMU 38-10 on a cold, blustery day to advance to the Fiesta Bowl. But the quarterback is confident a better performance — aided by a game that will be played in comfortable temperatures in a domed stadium — is coming. "For me, I just have to execute those (easy) throws early in the game and get our guys into rhythm," Allar said. "Get them involved early as much as I can and that allows us to stay on the field longer, call more plays and open up our offense more. That will help us a ton, building the momentum throughout the game." Allar might be a favorite punching bag for a section of the Penn State fan base, but that's not the case in his own locker room. Star tight end Tyler Warren praised his quarterback's ability to avoid sacks, saying that the 6-foot-5, 238-pounder brings a toughness that resonates with teammates. "He's a football player," Warren said. "He plays quarterback, but when you watch him play and the energy he brings and the way he runs the ball, he's just a football player and that fires up our offense." Now Allar and Penn State have a chance to silence critics who say that the Nittany Lions don't show up in big games. Not that he's worried about what other people think. "I think it's a skill at the end of the day — blocking out the outside noise," Allar said. "Focusing on you and the process and being honest with yourself, both good and bad." Get local news delivered to your inbox!Moment of silence for former President Jimmy Carter held before the Falcons-Commanders game
Man City collapse ‘difficult to swallow’ – Pep GuardiolaSouth Korean president apologises, saying he won't shirk responsibility for attempt at martial lawKatra, Dec 29: Deputy Chief Minister, Surinder Kumar Choudhary, today visited Katra to assess and address the issues and concerns of local residents. During the visit, several delegations called on the Dy CM and apprised him of their grievances and demands as well seeking prompt redressal of the same, an official press release said. The Dy CM also visited Shalimar Park and Katra Bus Stand and took stock of facilities there. While interacting with the deputations, the Deputy Chief Minister said the government stands firmly with the people and is fully committed to their welfare and development. The Dy CM assured the people that their grievances and demands will be looked into on priority for redressal. Acknowledging the importance of addressing public grievances, he assured the delegations of the government’s commitment towards welfare of the people. “The government remains committed towards upholding the rights of every individual while ensuring no one is deprived of the benefits of schemes being implemented by the UT administration,” maintained the Dy CM.
Diamcor and Tiffany & Co. Canada Sign Agreement to Amend Outstanding LoansWhat you need to know: BASKING RIDGE, N.J., Dec. 18, 2024 (GLOBE NEWSWIRE) -- Throughout 2024, public safety agencies across the nation responded to everything from severe weather events like tornadoes and hurricanes to devastating wildfires and more, all under some of the most austere conditions imaginable. During this challenging year, the Verizon Frontline Crisis Response Team helped provide mission-critical communications support to the first responders on the front lines of these disaster response operations. Composed primarily of former public safety and military personnel, the Verizon Frontline Crisis Response Team is dedicated to supporting first responders and government agencies during emergencies at no cost to the supported agencies. In 2024, the team: Major response efforts this year included: Wildfire Response: To help enable mission-critical voice and data service during fire mitigation efforts in locations across the country, the Verizon Frontline Crisis Response Team delivered close to 2,000 Verizon Frontline solutions to public safety agencies conducting wildfire response operations in 2024. The Verizon Frontline Crisis Response Team responded to close to 250 requests for support from wildland firefighters battling blazes everywhere from New Mexico to Oregon and Washington . Hurricane Response: The Verizon Frontline Crisis Response Team supported public safety agencies and the communities they serve during three major hurricanes in 2024: Helene , Milton and Beryl . Hurricane Helene alone saw more than 600 Verizon Frontline solutions delivered to over 115 public safety agencies in Florida, Georgia, South Carolina and North Carolina as they dealt with the aftermath of the storm. Tornado response: The Verizon Frontline Crisis Response Team responded to more than 30 requests for support from public safety agencies in 10 different states following tornadoes. The team delivered more than 300 Verizon Frontline solutions to first responders on the front lines of emergency response operations following these severe weather events. Additional 2024 Responses: Verizon Frontline solutions were also deployed in support of public safety agencies: In addition to the Crisis Response Team support, Verizon Frontline also debuted two new deployable assets in 2024. 2024 also saw Verizon Frontline announce a partnership with the National Oceanic and Atmospheric Administration (NOAA), signing a three-year Cooperative Research and Development Agreement to explore new strategies to rapidly deploy uncrewed aircraft systems to collect and distribute imagery of damage resulting from severe storms such as tornadoes or hurricanes. Verizon Frontline is the advanced network and technology built for first responders – developed over three decades of partnership with public safety officials and agencies – to meet their unique and evolving needs. Verizon Communications Inc. (NYSE, Nasdaq: VZ) powers and empowers how its millions of customers live, work and play, delivering on their demand for mobility, reliable network connectivity and security. Headquartered in New York City, serving countries worldwide and nearly all of the Fortune 500, Verizon generated revenues of $134.0 billion in 2023. Verizon’s world-class team never stops innovating to meet customers where they are today and equip them for the needs of tomorrow. For more, visit verizon.com or find a retail location at verizon.com/stores. VERIZON’S ONLINE MEDIA CENTER: News releases, stories, media contacts and other resources are available at verizon.com/news . News releases are also available through an RSS feed. To subscribe, visit www.verizon.com/about/rss-feeds/ . Media contact: Chandler Baker chandler.baker@verizon.com 757 725 4806
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Online auction of confiscated booze features hard-to-find bottles of Kentucky bourbonsLucknow: Reacting to RSS chief Mohan Bhagwat's advocacy for a three-child norm, BSP president Mayawati on Friday said that the RSS's advice is the latest attempt to distract people and hide the failures of the BJP govts at the Centre and in states. "RSS is always ready to help BJP to gain power at the Centre and in states and not let the Constitution be implemented in its right spirit," Mayawati said. Paying tribute to Dr BR Ambedkar on his death anniversary on Friday, she said that ‘bahujans' were the rightful claimants of power. "Their welfare is possible through constitutional means, and it will be possible only when they come to power," Mayawati said. She called out the BJP and the Congress for neglecting the interests of ‘bahujans' (SCs, STs, OBCs, and religious minorities) and indulging in politics. "People have seen the 75-year-long rule of Congress and BJP, but their dream to get their constitutional rights for social, economic, and political development to live with self-respect has not been realised yet due to the anti-people and dishonest intent of these parties," he said. Mayawati cautioned ‘bahujans' against the moves of political parties to weaken BSP and its movement. Speaking on the ongoing farmers' protest, she said, "The country has a lot of small farmers, who are as distressed as unemployed people and small traders, given the apathetic attitude of the govt. Their interest also lies in ‘bahujan' unity and not with casteist parties." Stay updated with the latest news on Times of India . Don't miss daily games like Crossword , Sudoku , and Mini Crossword .Share Tweet Share Share Email Collaboration in Big Data Projects: 16 Recommendations for Your Business Navigating the complex landscape of big data projects requires more than just technical know-how; it demands collaboration and innovation. This article presents practical recommendations, distilled from the wisdom of industry experts, to ensure success in your big data endeavors. By implementing these expert insights, businesses can transform data challenges into opportunities for growth. Establish Cross-Functional Data Squads Create Data Translator Roles Use a Shared Workspace Build Mutual Trust and Respect Adopt Unified Data Sources Implement Data Sprint Partnerships Secure Executive Sponsorship Hold Data Democracy Days Create a Shared Data Dictionary Identify Important Topics Develop a Unified Data Strategy Align Team on Project Vision Standardize Data Practices Decentralize Execution Share Dashboards and Hold Data Syncs Promote Continuous Learning Establish Cross-Functional Data Squads As the Founder and CEO of Zapiy.com, I’ve found that fostering collaboration and communication among different departments working on Big Data projects requires a unified framework that aligns goals and encourages transparency. One of the most impactful strategies we’ve implemented is establishing cross-functional “data squads” for Big Data initiatives. Data squads are small, cross-functional teams composed of members from different departments—such as data analysts, IT, marketing, operations, and sales—working together on a shared Big Data project. These squads ensure that everyone’s perspective is heard and that the data insights directly serve the organization’s broader goals. Every Big Data project should have a well-defined purpose, such as improving customer segmentation or optimizing supply chain processes. All departments involved must understand and agree on the project’s objectives from the start. At Zapiy, we ensure that kick-off meetings clearly align the project goals with business priorities. A common pitfall in Big Data projects is siloed data. By using shared tools—such as a centralized data warehouse or platforms like Snowflake or Tableau—our teams can collaborate in real time. This eliminates confusion about the validity or accuracy of data and ensures everyone is working from the same baseline. Weekly check-ins, facilitated via tools like Slack or Microsoft Teams, allow data squads to address roadblocks, share insights, and stay aligned. We also use dashboards to visualize project progress so all team members can track outcomes at a glance. Each department brings unique expertise to a Big Data project. By hosting periodic “data debriefs,” where teams share their challenges and findings, we create a collaborative environment that fosters innovation and prevents bottlenecks. Big Data projects often involve complex dependencies across departments. By building cross-functional squads with shared goals and transparent processes, we break down silos and empower teams to co-create solutions. For instance, a recent project involving customer churn analysis succeeded because marketing provided behavioral insights, IT ensured seamless data access, and data analysts built actionable models—all working cohesively. Max Shak , Founder/CEO, Zapiy Create Data Translator Roles Want to supercharge collaboration on Big Data projects? Focus on creating “data translators” – team members who bridge the gap between technical and business teams. These people act like interpreters, helping data scientists and business units actually understand each other instead of talking past one another. Imagine your data science team finds some exciting patterns of customer behavior. However, if they cannot explain it in terms the sales team understands, that insight goes nowhere. Data translators translate complex findings into actionable business strategies, but also help translate business requirements back into technical specifications. And most importantly, these bridge-builders tend to emerge naturally—possibly from business analysts who learned how to code or from data engineers with a deepened grasp of business strategy. This has proven to work miracles for one retail company in their company where their business-savviest data scientist joined meetings in the strategy formulation meetings in marketing. The customer segmentation models stopped becoming pure abstract exercises—the actual models are now put to good use by the marketers themselves. What this means for you: Look around your organization for people who already naturally translate between technical and business teams. Give them the official time and space to serve this role. You’ll find projects moving faster, fewer insights getting lost in translation, and teams building solutions that solve real business problems instead of just interesting technical puzzles. Justin Abrams , Founder & CEO, Aryo Consulting Group Use a Shared Workspace One tip is to make collaboration easy and transparent by keeping everything in one shared workspace. For Big Data projects, we’ve found that having a central hub where teams can share updates, track progress, and store resources makes a huge difference. At Taskade, we use our platform to break silos by letting everyone contribute in real-time, whether they’re from engineering, marketing, or data science. Another key is clarity. Define goals, roles, and expectations upfront so everyone knows how their work fits into the bigger picture. Regular check-ins or async updates help teams stay aligned without unnecessary meetings. When everyone feels like they’re part of the process, collaboration becomes natural. John Xie , Co-Founder and CEO, Taskade Build Mutual Trust and Respect I can tell you from experience that building mutual respect and trust is absolutely crucial when it comes to fostering collaboration between teams working on big data projects. In my years working with various organizations, I’ve seen that when teams trust each other, they’re more likely to share valuable insights, ask for help when needed, and work together toward a common goal. This starts with acknowledging each team’s expertise, whether it’s the data scientists, engineers, marketers, or finance teams. Every department has its own strengths, and when people feel respected for their contributions, they’re more motivated to work together and contribute their best. Creating an environment of trust also means encouraging open communication and ensuring that everyone’s voice is heard. If one department feels like their input isn’t valued, they might become disengaged or reluctant to collaborate. This lack of respect can easily lead to misunderstandings or siloed work. In my experience, the key is to foster an atmosphere where team members can express their ideas freely, ask questions without fear of judgment, and learn from each other. When trust is in place, it enables smoother collaboration, faster problem-solving, and ultimately, more successful big data projects. Kevin Baragona , Founder, DeepAI Adopt Unified Data Sources A key component of fostering collaboration is ensuring that all teams-from underwriters and claims specialists to data engineers and analysts-are looking at the same, consistently defined data. At NOW Insurance, we unified our data sources by adopting a Data Lakehouse architecture built on cost-efficient cloud storage and modern data management tools. Specifically, we leveraged Apache Hudi for data versioning and time-travel queries, maintained a centralized AWS Glue Data Catalog to govern schema definitions and access controls, and utilized AWS Athena as a serverless, SQL-based query engine. This combination ensures that every stakeholder can securely access the same data sets without having to navigate siloed or duplicated data stores. In addition to a unified platform, we established strict column naming conventions and standardized metadata indicators to clearly communicate a data set’s origin and purpose. Whether it’s underwriting data, marketing funnel metrics, or risk analytics, these standardized naming conventions help analysts and data scientists quickly understand the context and lineage of each table or field. As a result, cross-functional teams spend less time unraveling data complexity and more time generating insights and making strategic decisions. Jonathan Sims , VP Data & Analytics, NOW Insurance Implement Data Sprint Partnerships We blend SEO data analysis with marketing strategy. I transformed our cross-team collaboration by introducing “Data Sprint Partnerships.” We pair SEO analysts with content strategists for two-week sprints focused on specific client campaigns. Last month, this approach uncovered valuable insights when our technical team spotted search patterns our content team hadn’t considered. They found that users searching for “SEO services” also frequently looked for pricing comparisons – knowledge that reshaped our content strategy. The magic happens in our daily 15-minute stand-ups where both teams share their unique perspectives. Our analytics team explains technical findings in plain language, while content specialists help translate data into actionable marketing strategies. This partnership model lifted client campaign performance by 30%. Structured collaboration beats sporadic meetings. When specialists from different departments work side-by-side on shared goals, they naturally develop mutual understanding and respect. Breaking down these department walls turned our big data projects into unified business solutions. Marc Hardgrove , CEO, The Hoth Secure Executive Sponsorship In my experience working on a project with stakeholders in different departments or teams within an organization, fostering collaboration and communication among them takes a lot of work. Your first goal is to enroll the company’s top executives in the project; you need them to sponsor the project, giving it the resources it needs to succeed. Second, you need to gain the buy-in of each leader of the departments and teams involved and have them sponsor the initiative, making it a top-down approach. After that, the challenge is to make the project address at least one crucial pain point for each department or team involved. Once you clarify that collaboration is in their best interest, you must create a structure of cooperation and communication. The third step is to have leaders of departments and teams nominate an employee as the focal point for the project. Take the time to assess whose job the project will impact more carefully and have the leader appoint this person as the focal point for the project so you can have passionate people as the focal points. The project manager will be the leader of the focal point group and will decide the frequency of the meetings of this group and the agenda of these meetings. Other tricks I have used are to deliver the feature of the least interested focal point first to spark interest and maintain momentum. Succeeding in a project like that is how well you manage people, their egos, and personal interests. The project is never their main job; it is often a side goal. Having executives periodically ask for updates is another way to keep everyone motivated. Once this structure is in place, the project manager aims to establish a shared understanding of the project goals, metrics, and data definitions across all involved departments. A shared “data language” minimizes misinterpretations and ensures everyone works towards the same outcome, facilitating smoother communication and collaboration. Other activities that may help include: Creating a glossary of terms. Holding joint workshops to align on objectives. Establishing regular cross-departmental meetings to track progress and address challenges collaboratively. Steve Fleurant , CEO, Clair Services Hold Data Democracy Days Establish “Data Democracy Days” – a structured yet dynamic framework that transforms how departments collaborate on big data projects. This approach has consistently delivered remarkable results in breaking down silos and accelerating project outcomes. Here’s how it works: Every two weeks, schedule a focused half-day session where all stakeholders (data scientists, business analysts, department heads, end users) come together in a structured format: Hour 1: Data Story Sharing – Each department presents one key data insight or challenge – Focus on real business impact, not technical details – Share actual use cases and pain points – Highlight cross-departmental dependencies Hour 2: Solution Workshop – Break into mixed-department small groups – Each group tackles one specific challenge – Combine technical and business perspectives – Document actionable solutions Hour 3: Integration Planning – Teams present quick solutions – Vote on priority implementations – Assign cross-departmental “data buddy” pairs – Set concrete next steps Why This Works: 1. Creates Shared Understanding – Business teams learn data capabilities – Technical teams grasp business needs – Everyone speaks the same “data language” 2. Builds Trust Through Transparency – Regular face-to-face interaction – Shared ownership of solutions – Visible progress tracking – Clear accountability 3. Drives Practical Results – Focus on actionable outcomes – Quick wins build momentum – Regular follow-up ensures implementation – Measurable impact on projects Key Success Factors: – Mandatory attendance from all departments – Executive sponsor participation – Focus on solving real problems – Follow-up accountability The beauty of this approach lies in its simplicity and scalability. It’s not just another meeting – it’s a systematic way to break down barriers, build understanding, and create lasting collaborative relationships. We’ve seen this method reduce project timelines by 40% and increase cross-departmental solution adoption by 65%. The key is consistency and follow-through. Most importantly, this framework creates a culture where data collaboration becomes natural and expected, rather than forced and complicated. It transforms “your data” and “my data” into “our data,” leading to more innovative solutions and better business outcomes. The goal isn’t perfect collaboration from day one, but rather consistent improvement in how teams work together with data. Nirmal Chhabria , CEO/Author/Professor Create a Shared Data Dictionary One key tip for fostering collaboration in Big Data projects is establishing a shared data dictionary and centralized knowledge hub. When all departments operate with a common understanding of data definitions, metrics, and goals, it reduces silos and miscommunication. Pair this with regular cross-functional meetings where data scientists, marketers, and analysts can align on priorities and outcomes. This approach not only ensures clarity but also fosters a culture of shared ownership over data-driven insights and decisions. Jayanti Katariya , CEO, Moon Invoice Identify Important Topics As a starting point, I would suggest that companies identify a topic that is important to both your business and teammates. For nearly 25 years, AvidXchange has been dedicated to automating accounts payable processes for middle-market businesses. As part of our commitment to innovation, we’ve introduced AI-enhanced solutions that simplify AP tasks for our customers and create opportunities for our teammates to deliver smarter, more efficient results. However, in this current AI boom, there are so many questions that our teammates are justifiably asking from a place of both curiosity and concern. We’re hearing everything from “How can we better use AI?” to “Will AI take my job?” Knowing that AI is such a hot button for our organization both internally and externally, we implemented new programming with the intent for our teammates to feel more educated and comfortable with AI while feeling empowered to ask questions to address concerns. We also introduced ways for controlled experimentation. We have created spaces like hackathons and innovation labs where teammates can experiment with new AI tools in low-risk, controlled environments. For example, we recently held a hackathon where we evaluated new technology that we wanted to bring in to automate business operation tasks. By working with new software and technology directly, we’re able to maintain data integrity of new technology while driving a unified approach to learning. Additionally, we introduced quarterly AI All Hands meetings where teammates can learn, ask questions and collaborate on different AI initiatives. Secondly, we’ve launched an AI Center of Excellence, where teammates across disciplines can come together to collaborate and learn how each department utilizes AI and how to best streamline practices. At many companies, AI is investigated at the department level, which creates inefficiency and duplication of efforts. This Center of Excellence helps enable knowledge to be shared across the company, reducing silos and staying compliant. Any group in the organization can present their AI use case or value driver to this cross-functional group, which reviews each one to look for opportunities to expand AI ideas into actionable use cases across the organization. Creating the framework for teammates to regularly experiment in Big Data projects in ways that are important to the business is an effective way to foster collaboration and provide reassuring communication to your teammates. Angelic Gibson , Chief Information Officer, AvidXchange Develop a Unified Data Strategy Creating a unified data strategy has been crucial for improving collaboration and communication across our teams. When working with Big Data, especially in the realm of identity management and security, it’s crucial to have a standardized approach to how data is collected, stored, and accessed. By implementing clear protocols for data handling, we ensure that all departments, from development to compliance, are on the same page and can easily share information without running into technical roadblocks. A unified data strategy also helps us avoid inconsistencies and miscommunication, particularly when sensitive information is involved. For example, our security and IT teams work closely together to ensure that our data encryption methods align with the standards set across the company. This alignment not only improves efficiency but also helps ensure compliance with regulations. By prioritizing a unified approach to data, we’ve created a more streamlined and secure environment where teams can collaborate more effectively and focus on delivering better solutions. It’s a key practice for scaling up while maintaining data integrity and security. Binod Singh , Founder, Cross Identity Align Team on Project Vision Having led numerous Big Data projects as the founder of a software development company, my top tip is to ensure that the entire team understands the project’s vision and objectives. This includes data scientists, engineers, and business analysts all being aligned with the KPIs and expected results. Holding regular meetings to align everyone on a common goal. Arslan Naseem , CEO, Kryptomind Standardize Data Practices Standardizing data practices can dramatically improve collaboration and communication in Big Data projects. One of the biggest challenges in these projects is the inconsistency in how data is stored, accessed, and interpreted across different departments. To address this, we implemented clear data governance policies, ensuring everyone understood data ownership, access rights, and security protocols. This eliminated confusion and reduced friction when teams needed to share or analyze data. We also standardized our data models, using consistent formats and naming conventions. This made it easier for our technical and non-technical teams to work together without getting bogged down by translation issues. Regular training sessions helped align everyone on these practices and improved data literacy across the organization. By creating a unified framework, we not only streamlined workflows but also fostered a culture of trust and transparency, key ingredients for successful collaboration in Big Data initiatives. Rob Stevenson , Founder, BackupVault Decentralize Execution Most consultants will tell you to establish a centralized data governance framework with shared goals, but too often data governance turns into a “one ring to rule them all” initiative, focused on the means instead of the ends. It gets worse when someone claims they can “establish governance” by purchasing licenses for a technology platform. What makes big data projects work is a clear, simple, and powerful specification of the project’s goals and resultant customer experiences. This specification should be generated through thoughtful customer research, senior technical expertise, and knee-deep alignment with business leadership. After you create a compelling core, decentralize execution, organizing into small pods with representatives from each department. Each pod can be accountable for delivering a part of the end specification. This enables faster decisions, and thus, rapid results. The storage of data; the compute cycles required to analyze the data and train models; the platforms required to inventory, manage, and deploy APIs associated with machine learning models; monitoring and logging; auditing-these things aren’t cheap. The smartest thing any leader can do before running up a technology bill is thinking carefully about what really needs to happen to create, validate, or deploy an idea. Too often, a “big data” problem turns out to be something that “small data” could have remedied faster and cheaper; analysts in search of “firepower” embark on an expensive boondoggle while the rest of the business taps their foot waiting for what seemed like an easy and quick solution. Joe Sutherland , Founder, J.L. Sutherland & Associates Share Dashboards and Hold Data Syncs In my experience, shared dashboards and regular “data sync” meetings work miracles. Throughout the years, I’ve found that when different teams have access to the same data in real-time, it positively impacts their collaboration. As a result, when our marketing, sales, and product teams all look at the same customer journey metrics, it creates this natural bridge for collaboration. For example, at Adverity, we introduced an initiative called “data coffee chats,” which are basically 30-minute bi-weekly meetings where the different departments share one key finding they’ve made from our data. Nothing fancy or too technical, just a quick, straight-to-the-point discussion. Sometimes it’s us (marketing) that shares which campaigns are bringing in the most engagement from users, other times it’s the product team showing how a new feature they’ve introduced is being implemented. I think what makes it work is that these sessions keep things simple and focused on the business outcomes rather than getting lost in all the little technical details. When our sales team sees how our marketing data directly impacts their approach to prospect clients, or when product managers understand how the customer behavior data influences marketing strategies, the inter-departmental collaboration becomes effortless. This way, all the teams naturally start bouncing ideas off of each other and are motivated to share insights because they can see the direct impact on their day-to-day work. It’s fascinating. This approach has really helped in removing barriers between teams. Now, everyone works with the same numbers and facts, rather than each team having their own separate data. Ira Prevalova , Growth Marketing Director, Adverity Promote Continuous Learning Dealing with big data projects is always a difficult process, where cooperation between departments can contribute to success or, conversely, delay it. To avoid the second scenario, I advise you to establish constant communication between teams, not just when needed. Organize joint meetings, after-hours visits, and training sessions that can strengthen team spirit and show all employees that they have a common goal. One of the most common barriers to interdepartmental collaboration is the gap between the knowledge of different specialists. A technical employee may have difficulty understanding marketing strategies, and a PR manager may have difficulty setting up a program. Therefore, it is important to promote the idea of continuous learning, not only in a specific area, but for a general understanding of the main points. This will help eliminate the complexity of communication and facilitate the process of working with big data. And do not forget to use common platforms that contain all the information about the project from each department. We work with Worksection, where each department can see the information they require at any time, without waiting for a response from a specific person and distracting them from their work. Your team should see the big picture and feel involved in the success of the project. Finally, open and positive communication is the engine of the process. Big data projects are complex and difficult, and therefore require constant discussion and coordination. And this can only be achieved if your employees respect each other and share a common goal. Evgen Kushnirchuk , Marketer, SEO Expert, and CEO, Hire Developers Biz Related Articles Azure — a game changer for Big Data projects – TechBullion The Role of Big Data in Making Smarter Decisions – TechBullion Collaborative Strategies for Building Strong and Sustainable Business Related Items: Big Data , collaboration Share Tweet Share Share Email Recommended for you Shaping the Future of BigData and AI Innovation: The Pioneering Journey of Venkata Suman Doma. 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The Minister of Aviation and Aerospace Development, Festus Keyamo, has been nominated as The Sun Newspaper’s Minister of The Year Award for 2024. According to a statement signed by Odutayo Oluseyi, Head (Press and Public Relations), Federal Ministry of Aviation and Aerospace Development, this was announced on Friday by the Managing Director of The Sun Newspaper, Mr Onuoha Ukeh, who led a high-power delegation of his management team on a courtesy visit to the Minister in Abuja. While receiving the letter of nomination and invitation for the award, Keyamo described the nomination for award as The Best Minister of The Year as encouraging and exciting, he said his commitment is not with the aim to receive accolades but that he sees himself as a servant of the people. He said Aviation is a customer-centric sector that is visible and judged by all. Stating that all problems in the sector are not yet solved, Keyamo said policy generation and implementation coupled with communication of such policy to the Nigerian public has in no small measure helped the Aviation Ministry to become better in service delivery. Keyamo, said further, that the endorsement by The Sun Newspaper, one of the leading media organisations in Nigeria is a testament that people are feeling the impact of the progress achieved in the Aviation industry. He said two other leading Newspapers in Nigeria have also written to nominate him for the same award. Speaking earlier, the Managing Director/Editor-in-Chief of the Sun Newspapers, Onuoha Ukeh, said the Nomination of the Honourable Minister by the Board of Editors of The Sun Newspapers was solely based on merit. He chronicled the achievements of the Honourable Minister since his appointment in 1999 to date, particularly in the Aviation Ministry. ”In line with the vision of the Aviation Ministry “to be the best aviation industry in Africa and one of the best in the World” and the mission “to build a safe, secured and efficient Aviation Industry focused on making Nigeria a hub that meets international standards and best practices for the African continent,” you came with a five-point agenda focused on advancing safety, infrastructure, support for local operators, human capacity development, and revenue generation in the sector. Under your stewardship, Nigeria’s aviation sector has witnessed a remarkable transformation” “A historic moment arrived recently with the Nigeria Civil Aviation Authority’s (NCAA) signing the updated Procedure for Recordation of Irrevocable Deregistration and Export Request Authorisation” Onuaha stated. Commenting on the recent Operation AirClean, approved by the Minister, for the dismantling of multiple physical checks by various security agencies at international airports aimed at curbing the menace of harassment of travellers by various agencies of government with such checks now to be handled using technology and cameras, Onuoha said the decisive action has instilled confidence in the future of the aviation sector. He said the award slated for the 1st of March, 2025 at Eko Hotel, Lagos will be one of the first and largest gatherings organised by The Sun Newspapers, and they’re looking forward to receiving the Honourable Minister and his entourage in person.