netrashetty
Netra Shetty
Quantrix is an alternative to two-dimensional spreadsheets and modeling tools. Quantrix is based on the same novel concepts and layout as the seminal Lotus Improv and Javelin Software. Like Improv, Quantrix has been adopted primarily by the financial industry, where its ability to manipulate various “categories” or "dimensions" makes it easy to view forecasts, budgets, and financial projections under many scenarios. In this particular usage, it may be assumed that category or dimension is synonymous with class, a mathematical term. Quantrix allows a user to model financial systems by computing relationships between many classes of data. This capability is a key differentiator which separates it from traditional spreadsheets. Quantrix is used for business planning, forecasting, budgeting, risk analysis and all types of complex data modeling.
A similar Quantrix product was developed by Lighthouse Design for NeXTSTEP and OPENSTEP in the early '90s, which was discontinued when Lighthouse Design was acquired by Sun Microsystems in 1996. Peter Murray, founder and CTO of Quantrix (Subx, inc. dba Quantrix), led the Lighthouse Quantrix development team at the time, but did not go to Sun. He decided in early 2002 to rejuvenate the concept from scratch with modern day technologies, which is when the current Quantrix (Modeler) began to take shape.
Quantrix was acquired by ID Business Solutions in August 2010
CEO
Walter Witoshkin
Director
Shalom Hirschman
Director
Patrick Mooney
Director
Robert Pinco
Treasurer
SA
Research
William Fleming
Diagnostics
CH
The Flattened versus the Inverted Pyramid
The flattened pyramid of the 90s were the rave of the day whereby Fortune 500 conglomerates sought to reduce administrative overhead by re-tooling the organizational structure to weed out managers failing to contribute to the bottom or front lines.
The inverted or upside down pyramid on the other hand is a cultural phenomenon that occurs when the President, CEO and owner of a small business handles repetitive, routine, clerical tasks that are best handled by his employees. How do you manage your time and your employees more effectively so that you do not run into this rut?
Solidify the Corporate Structure
Comical job titles, fluid job duties, teambuilding, quality circles and the increased used of cubicles versus separate office space were strategies employed by huge conglomerates in the 90s to bring out the individuality and creativity of rank and file employees.
Small business owners at this time may have used these tactics as models for replication in their own businesses. Regrettably, for many small businesses, one can not take the risk of too much employee individuation when economies of scale and standardization help to reduce costs and increase profits.
Create Processes for Standardizing your Operation
Standardizing repetitive processes that reduce the time needed for employees to think through a routine task greatly increases the effectiveness and efficiencies of each employee. Further, in minimizing the time required to think through the processes for task completion by each individual employee reduces the likelihood that an employee will on his own, draw the wrong conclusion.
Take the time now to reflect upon the core competencies of your operation. Identify ways in which you might streamline and standardize a proven process to increase financial gains.
A similar Quantrix product was developed by Lighthouse Design for NeXTSTEP and OPENSTEP in the early '90s, which was discontinued when Lighthouse Design was acquired by Sun Microsystems in 1996. Peter Murray, founder and CTO of Quantrix (Subx, inc. dba Quantrix), led the Lighthouse Quantrix development team at the time, but did not go to Sun. He decided in early 2002 to rejuvenate the concept from scratch with modern day technologies, which is when the current Quantrix (Modeler) began to take shape.
Quantrix was acquired by ID Business Solutions in August 2010
CEO
Walter Witoshkin
Director
Shalom Hirschman
Director
Patrick Mooney
Director
Robert Pinco
Treasurer
SA
Research
William Fleming
Diagnostics
CH
The Flattened versus the Inverted Pyramid
The flattened pyramid of the 90s were the rave of the day whereby Fortune 500 conglomerates sought to reduce administrative overhead by re-tooling the organizational structure to weed out managers failing to contribute to the bottom or front lines.
The inverted or upside down pyramid on the other hand is a cultural phenomenon that occurs when the President, CEO and owner of a small business handles repetitive, routine, clerical tasks that are best handled by his employees. How do you manage your time and your employees more effectively so that you do not run into this rut?
Solidify the Corporate Structure
Comical job titles, fluid job duties, teambuilding, quality circles and the increased used of cubicles versus separate office space were strategies employed by huge conglomerates in the 90s to bring out the individuality and creativity of rank and file employees.
Small business owners at this time may have used these tactics as models for replication in their own businesses. Regrettably, for many small businesses, one can not take the risk of too much employee individuation when economies of scale and standardization help to reduce costs and increase profits.
Create Processes for Standardizing your Operation
Standardizing repetitive processes that reduce the time needed for employees to think through a routine task greatly increases the effectiveness and efficiencies of each employee. Further, in minimizing the time required to think through the processes for task completion by each individual employee reduces the likelihood that an employee will on his own, draw the wrong conclusion.
Take the time now to reflect upon the core competencies of your operation. Identify ways in which you might streamline and standardize a proven process to increase financial gains.