I recently hit the limit on my 100GB Dropbox account and after a bit of research decided to make the move from Dropbox to Google Drive. In this post, I’ll explain why I did it and some cool unexpected benefits that came from the move and give you a rundown of Dropbox vs Google Drive.
Dropbox and Google Drive are file storage services that sync files between a folder on your device(s) and the cloud. Making it easy to backup and access your files from anywhere.
Up until a few weeks ago I was paying for premium plans for both Google Drive and Dropbox.
According to Harvard Business Review, marketing executives are losing 10-15% of their time due to not automating simple tasks.
Task automation should already be saving you huge amounts of time and effort.
If it’s not, I can only assume that’s because you’re not using it!
If you’re a heavy user of different SaaS platforms, you’ve probably grown tired of having to jump back and forth from one to another to perform simple tasks.
Would it not be easier if you could click one button and the different platforms just spoke to each other and got the job done for you?
Yes, it obviously would be.
In fact, according to Chui, Manyika, and Miremadi writing in the Harvard Business Review, not only could a marketing executive be automating activities which account for between 10-15% of their current time using existing technology, but for 60% of existing US jobs, 30% of their time could be reduced by automation.
You can read the full report, Four Fundamentals of Workplace Automation, at McKinsey.
Note, that this important study is already over a year old, and the speed of technological advancements in available automation software has likely caused those given percentages to rise even further.
Task automation is where you doing one task results in multiple tasks being done. Bit of a mouthful, but let me give an example…
Or, if you want to watch a step by step example, check out this Process Street video about automating client onboarding.
This post is a collaboration between our Process Street Team and Corey Fradin, Founder of QuickBooost. Exploring topics like productivity, time management, and goal setting, QuickBooost helps you better utilize and take control of your time.
The pursuit of productivity is often simplified to a hero’s fable involving the conquest of willpower; the reality might be more about the systems we build around our work, and the clever things we do to make work easier.
You only have 24 hours in a day. You can reduce the problem of productivity to: How many tasks can I get done in that 24 hour period?
What you choose to do with your time – which tasks you prioritize, which you choose to delegate, which you choose to automate, all of these factors are directly the result of the productivity system you build around your work.
You already have a productivity system, you just might not realize. Even if you don’t feel productive, you can still look at what you’re currently doing and understand it in terms of some kind of system.
What that means is, you can break the situation into parts, like your goals, objectives, strategies, and tactics; how all of these things work together amounts to your productivity system.
Take for example David Allen’s Getting Things Done methodology. The GTD method is basically the idea of achieving mental focus by writing down your main tasks, and figuring out how you can break them down into smaller, more immediately actionable tasks.
In essence a productivity system is a lot like a straightforward process that helps you break down your workload into smaller, more manageable chunks, and ultimately do more work, more efficiently.
Microsoft SharePoint is a bit like a Swiss army knife. It has a ton of different functions, some of which are useful, and some that aren’t. If you’re using SharePoint or one of several SharePoint alternatives and you’re not careful, you might wind up with a tool that’s so bloated with features it doesn’t really succeed at any of them.
As SharePoint consultant Jason Masterman says, “Customers are [implementing SharePoint] because they own it. It’s not that they’re doing research and choosing [SharePoint]. They’re doing it because they own it.” In a 2013 survey, only 6% of respondents reported completing a successful SharePoint project. In 2015, that number was up—but just to a mere 11%.
We think more than 11% of users deserve to be happy with their workflow tool. So we looked at 7 SharePoint alternatives and examined how they stack up in terms of price, capability, and user-friendliness. Here’s what we found.
You’ve got a ton of work to do right now. Your to-do list is an unstructured mess of action items, and you’ve only got a faint idea how to prioritize tasks.
Luckily, there are a few (almost automatic) ways to quickly get your to-do list prioritized without much effort. In fact, you can apply one of these methods within 5 minutes and know exactly what to do next. There have been a number of methods over the years, and all have their own quirks and considerations. Which is right for you?
In previous chapters of my task management guide, I’ve taken you all the way through from writing, organizing, and planning your to-do list. Check those out if you haven’t already.
Now, I’m going to take you through a few of the ways I prioritize my tasks as a content writer for Process Street.
No process is perfect; there’s always room to improve. Unfortunately, many teams have no way to identify, test, and deploy the changes they make, meaning each tweak is a roll of the dice.
The savings can be massive, but you need a continuous improvement program to make sure that the changes you make won’t make your operations a whole lot harder.
“1 in 10 improvements save money… [each saving, on average,] $31,043 in its first year of implementation.
1 in 4 improvements save time… [each saving, on average,] 270 hours in its first year of implementation.”
– KaiNexus, The ROI of Continuous Improvement
Most successful changes will also make your employees’ jobs easier (and more enjoyable) to perform. You’ll be saving time and money, but you’ll also be getting far better value out of your current efforts and operations.
However, I’m getting ahead of myself. Let’s start from the top.
While it’s getting more popular lately, Keep is one Google’s of less popular products. It’s been around since 2013, and is a 100% free way to manage your tasks and store information.
Because of this, you can now use Keep and Gmail together to create a lightweight task management system that lives inside your inbox. If you’re the sort of person who likes to start each day on to-do list / inbox zero and you’re striving to be more productive, you’ll love this.
This is a guest post written by Ashley Ferro, a freelance content writer & copywriter specializing in SEO content marketing.
Quick! You have an exam in a week. What’s your study plan?
Will you spend hours reading the material? Take notes? Use flashcards? Cram it all in the night before?
Most people in this situation wouldn’t think very far ahead when deliberating on how to study. They’d just wing it, most likely pull an all-nighter the night before, and hope for the best when the time comes for them to take the exam.
The problem with this is that it’s lazy. And lazy studying only gets you mediocre results (at best).
But this doesn’t mean spending long, grueling hours studying every day is the way to go. In fact, research shows that students that are consistently successful actually spend less time studying than their peers; they just do it more effectively.
So, what should you do then?
In this Process Street article, we’ll walk you through everything you need to know about how to study effectively and efficiently.
To do lists shouldn’t take hours to set up, nor should they be complicated. Every second you spend setting up your task list and preparing for the work ahead is time wasted instead of getting out there and eliminating items from your schedule.
You should be able to jot down your tasks, have just enough flexibility to work how you need to, and then get on with it. After all, aren’t to do lists meant to help improve your productivity?
Well, we here at Process Street decided to save you even more time by providing you with your ultimate to do list template list, including printables and interactive schedules.
“Our human capital stock is ready to go back to work.” – Kevin Hassett
In May 2020, White House advisor Kevin Hassett drew public ire by referring to the American workforce as “human capital stock.” US Representative Alexandria Ocasio-Cortez asserted the term was not only outdated but inherently racist.
Human Capital Stock.
An ugly term w ugly history, but for many powerful ppl it‘s their most honest view of workers: human stock.
By their logic, the moment a person stops being useful to profit motive (retirement, health, etc) they are a liability. That’s the system we live in. https://t.co/ZihhtaI00W
This raised a very important question for employers: How do you measure the output of your employees without treating them like cattle?
In addition to questions about the potential for dehumanizing employees, contemporary theorists question whether or not human capital theory – a product of the mid-20th century manufacturing economy – still has a place in our 21st-century knowledge economy.
In a knowledge economy, an employee’s output is intellectual rather than physical. Human capital theory originated during what is considered a manufacturing economy. As a result, it’s optimized for measuring physical output.
At a clothespin factory, a worker’s productivity is judged by how many pins they produce a day. There’s an established length of time it should take to make a faultless pin. That pin is an example of physical output. At the end of the day, you can count that worker’s pins and have a fairly good idea of their productivity.
A knowledge worker, however, doesn’t produce physical output; a knowledge worker produces intellectual output. I’ll go into this in more detail further on, but – in terms of human capital theory – the question is: how do you know how many “pins” a knowledge worker makes per day?
Obviously, knowledge workers are still given a wage, generally factored according to their value to the company (experience, education, etc.); in other words, using the principles of human capital theory.
But is this an accurate reflection of that employee’s worth? Are knowledge workers being undervalued because their productivity isn’t linked to the number of hours they work? Should intellectual and physical output still be measured on the same scale? Can they be weighed by the same scale?
More to the point, if human capital theory has outlived its usefulness, what language should we be using to describe an employee’s value? Is it fair to consider employees part of a company’s assets?
In this Process Street post, I aim to investigate these questions and explore ways in which the 21st-century employer can assess employees in terms of company value without objectifying the individual contributions.
No process is perfect; there’s always room to improve. Unfortunately, many teams have no way to identify, test, and deploy the changes they make, meaning each tweak is a roll of the dice.
While it’s getting more popular lately, 
