Last year, the global tech acquisitions deals totaled $634 billion, a 91.8% year-over-year increase, according to GlobalData. This year, the mergers & acquisitions market spun to full bloom from the very early days of 2021.

Here are some of the transactions which will most likely reshape the future.

IBM bought Turbonomic to focus on observability for customers

IBM announced the acquisition of Turbonomic at the end of April.

Turbonomic specializes in Application Resource Management (ARM) and Network Performance Management (NPM) software.

This applies to containers, VMs, servers, storage, networks, and databases.

This acquisitions will help IBM offer a greater range of AIOps and observability options for customers.

Microsoft acquired Kinvolk for its managed Azure Kubernetes Service

Microsoft made a move to boost its capabilities in the Kubernetes space with the acquisition of German firm Kinvolk. This also took place in late April.

Founded in 2015, Kinvolk has been building enterprise-grade tools to help developers adopt cloud-native technologies.

Microsoft expects to integrate the Kinvolk team and technology into the team responsible for its managed Azure Kubernetes Service (AKS).

UiPath purchased Cloud Elements to build more effective automations

On March 23rd, RPA vendor UiPath made an addition of its own, picking up the Denver, CO-based firm Cloud Elements.

Cloud Elements specializes in API integration, similar to Mulesoft and Apigee, which are now part of Salesforce and Google, respectively.

For UiPath, a Romanian-born start-up, this capability could allow customers to better link processes that span various enterprise systems.

SAP acquired Signavio for cloud-native solutions

German software firm SAP announced it’s acquiring fellow German firm Signavio, which specializes in cloud-native enterprise business intelligence for processes and management, in late January.

This acquisition adds Signavio-designed solutions to the bundle of existing SAP software and services aimed at offering customers “business transformation-as-a-service”.

SAP will aim to use Signavio’s expertise around business process intelligence to help more customers optimize these processes as they become more digital.

Qualcomm integrated Nuvia for the 5G era

Qualcomm announced it was acquiring Nuvia in early January. This 2021 tech acquisition led the way to the upcoming M&A operations of the year.

Nuvia was founded by a team of Apple engineers and makes high-performance CPU chips.

Together, the two companies will be positioned to deliver a new class of products and experiences for the 5G era.

You might also find interesting: SMEs rely on RPA for business efficiency

Neuroscientists from MIT have discovered that brain activity while coding differs from processing language or doing mathematics.

Coding is matched by many with learning a new foreign language. And, granted, there are certainly many similarities. To the brain itself, however, it seems to be quite different.

Researchers took fMRI brain scans of young adults in a small coding challenge, using both Python and visual programming language ScratchJr. The purpose was to see what parts of their noggins lit up.

Almost no response was seen in the language processing parts of the brain.

Instead, it appears that coding activates the ‘multiple demand network’ of our brains. This area “is also recruited for complex cognitive tasks such as solving math problems or crossword puzzles.”

Yet when solving maths problems directly, slightly different brain activity patterns emerge.

The multiple demand network is spread throughout the frontal and parietal lobes of the brain. Previous studies have found that math and logic problems dominate the multiple demand regions in the left hemisphere. Tasks involving spatial navigation lean on the right hemisphere more than the left.

Coding activates both the left and right sides of the multiple demand network. This counters the belief that coding causes the same brain activity as maths. One interesting fact: ScratchJr activated the right side slightly more than the left.

You can find a full copy of the study here:

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Guido von Rossum launched Python on February 20th, 1991. Python is known as an incredibly versatile language. It is used in developing some of the most popular web applications, from Instagram to Dropbox.

At the same time, it is a gateway language for many in the world of software development.

Moreover, it is frequently taught to schoolchildren and people worldwide who lack any prior programming experience.

Read more details here:

One reason for the popularity of this programming language lies in its simplicity. Its users do not need to understand compilers or assemblers. They also don’t need to understand other tiny details programming languages require.

Feedback is instant, and Python is improving all the time. In addition to its popularity among entry-level users, Python is rapidly becoming a priority within the business environment. It has also found favor for serving as the ‘gluing language’.

Large development projects always have a trade-off between scale and speed. The typical software stack that a large organization uses every day may include code written in several different languages. Moreover underlying data may be stored in numerous formats, languages, and locations.

In such environments, Python has taken root as a subtle, but powerful way to bridge between different applications and code libraries.

When Python is used as gluing code in compiled languages, development cycles are shortened. Results are made more interactive and are quicker to observe. At the same time, the delays caused by things such as long compile times are eliminated.

Researchers from MIT and Intel have created MISIM, an algorithm that can create algorithms. What does that mean for software developers?

For most of us, writing code is like learning a foreign language. But no more! A team of researchers from MIT and Intel are looking to change all that by building a code that will write code.

The new technology is named MISIM (Machine Inferred code Similarity). MISIM studies snippets of code to understand what a piece of software intends to do. It uses a pre-existing catalogue of codes and it can understand the intent behind a new code.

Will this actually help software developers? The Intel-MIT team says yes. MISIM will help developers working on software by suggesting other ways to “attack” a program. MISIM will also aid them in offering corrections and options that will make the code more efficient.

The principle behind MISIM is not new. Technologies that try to determine whether a piece of code is similar to another one already exist. They are used by developers, but they focus on how code is written and not on what it intends to do. MISIM can act like a recommendation system. It suggests different ways to perform the same computation – that are faster and more efficient.

Software development becomes more and more complex. Technologies such as MISIM could have a significant impact on productivity. This was the opinion of Justin Gottschlich, the lead for Intel’s machine programming research team.

More details about the MISIM algorithm here:

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Graph databases store information as nodes and data specifying their relationships with other nodes. They are architectures for storing data with complex relationships.

They have been substantially used, especially during the past decade, despite the fact that companies have considered other NoSQL and big data technologies.

The global graph database market was estimated at $651 million in 2018 and is expected to grow to $3.73 billion by 2026.

Competitors remain in the range of other big data management technologies, including Hadoop and Spark.

Graph databases and query languages

Developers think in objects and use hierarchical data representations in XML and JSON regularly.

For graph databases, although it may be relatively easy to comprehend the modeling of nodes and relationships used, querying them requires learning new practices and skills.

Developers can query Neo4j graph databases using Resource Description Framework (RDF) and Gremlin, but 90% prefer to use Cypher.

The query is elegant and efficient but has a learning curve for those used to writing SQL queries. Here’s one of the first challenges for organizations moving toward graph databases: SQL is a pervasive skill set, and Cypher and other graph query languages are a new skill to learn.

These databases can be used in flexible hierarchy design

Product catalogs, content management systems, project management applications, ERPs and CRMs all use hierarchies to categorize and tag information. Graph databases enable arbitrary hierarchies. Developers need to create different views of the hierarchy for different needs.

To take advantage of flexible hierarchies, it helps to design applications from the ground up with a graph database. The entire application is then designed based on querying the graph and leveraging the nodes, relationships, labels, and properties of the graph.

Databases and cloud deployment – reduced operational complexity

Deploying data management solutions into a data center has to consider infrastructure and operations, security requirements and review performance considerations. These are used to size up servers, storage, and networks. They are also used as replicated systems for redundancy and disaster recovery.

Organizations experimenting with graph databases now have several cloud options. Engineers can deploy Neo4j to GCP, AWS, Azure, or leverage Neo4j’s Aura, a database as a service.

The public cloud vendors have graph database capabilities. These include AWS Neptune, the Gremlin API in Azure’s CosmoDB, the open source JanusGraph on GCP, or the graph features in Oracle’s Cloud Database Services.

When it comes to recruiting, half of professionals in the U.S. are now changing their in-person meetings to either phone or video, for health and safety reasons. And Europe makes no exception; so new times call for new ways to handle such experiences.

There is no doubt about it: in Covid-19 challenged times the way we conduct our professional lives is changing.

As a candidate, you need to know that the questions and conversations are likely to be the same as they would have been in a live one-to-one interview. But an offline interview conducted face-to-face has some differences as against one through a digital screen.

If you’re in the process of getting ready for a job recruiting interview on video, these examples of what NOT to do ahead of and during a video interview for a new job should be best practices to get you set up for success.

Internet connection – don’t leave it to chance

Check your internet connection speed to help ensure your video will come across smoothly – particularly in the room in which you want to be at the time of the recruiting interview. Don’t leave your familiarization with virtual meeting tools up to the time of the interview. You can also download the software used, like Microsoft Teams and Google Hangouts, which are currently being made available for free test runs. Have the virtual meeting tool available both on your laptop, as well as on your smartphone.
Don’t leave it up to the interviewer to remind you to share cellphone numbers – just in case you need to conduct the interview (or parts of it) over the phone.

The space around you 

We recommend you have the interview at home – a quiet, well-lit space with a neutral background is ideal. Despite it being your personal space, choose not to clutter it with home interior accessories, photos of your loved ones or any other type of memorabilia.
Also try to keep pets and family members in another room during the interview.
Make sure you aren’t distracted by your phone and computer notifications (yet there’s the upside that you can have some notes on hand to highlight that you’re the right candidate for the job).

Your attire – don’t get too comfy

Even if it’s a virtual meeting, it’s important to dress as you would if you were going to the interview in person.
Do not use bright colors in your attire and also avoid large pieces of jewelry or statement accessories, other than the necessary headphones.
Also, don’t rely on the fact that your bottom half will not show: make sure your bottom half matches your upper half, in case you need to get out of your seat for any reason.

Don’t dive in the virtual recruiting interview pool without a small practice

Virtual interviews have their challenges. One of the biggest is the conversation flow, which may at times become robotic.
Try to be calm and patient. Pitch in to the conversation with something you have read or documented about the company you are considering joining.
Adjust your body language and don’t sulk (adjust your posture and sit upright, without seeming stiff). Don’t be irritated if the recruiter is taking longer to respond.
Remember that there is a two-way street to the video interview game and that the recruiter is also human 🙂 Loosen the connection with the interviewer and show that you are a team player, capable to adapt to diverse situations.
Have a practice run ahead of the actual interview, as this might prove to be your winning ticket to a new job.

Also take into consideration, ahead of the interview to:

Good luck!

Artificial Intelligence – it goes by many names and it’s definitely here to stay. Whether we call it machine learning, machine intelligence, thinking machine, electronic brain, Artificial Intelligence impacts technology trends and how companies relate to it.

Machine learning is changing companies’ DNA

Over the past 2 years, in particular, there has been a flurry of activity in this respect. Companies have been born carrying the Artificial Intelligence DNA exclusively.

It all makes sense: machine learning is a powerful tool with tremendous potential. It encompasses a staggering range of applications. Off the top of our head, here’s a few: recommendation search engines, fraud identification, detecting and predicting machine failure, optimizing options-trading strategies, diagnosing health conditions, speech recognition and translation, enabling conversations with chatbots, image recognition and classification, spam detection. Basically it can predict everything. From how likely someone is to click on an advertisement, through to how many new patients a hospital will admit.

Therefore at VON Consulting we have a deep interest in how technology impacts software and hardware applications and how it will continue to do so in the future, in particular through our Tech Division. Our team of professionals is able to advise our clients, prior to incorporating new technologies in their business plan, with a healthy validity assessment.

The validity-assessing scheme we propose in AI integration

Step 1: Identifying the problem/opportunity
We recommend you always start with the problem statement. What does your company say it’s trying to do, and is it worthy of machine learning? And how can AI become an opportunity in this framework?

Step 2: Approaching the problem/opportunity
This is where we want to figure out how your company has reframed its problem statement into a machine-learning problem, and determine what data it would need to input into its algorithms.

Step 3: Sourcing training data
Once we know the kind of data your company needs, we want to know how you should go about acquiring it. Most AI applications use supervised machine learning, which requires clean, high-quality labeled data. Who is labeling the data? And if the labels capture something subjective like emotions, do they follow a scientific standard? Knowing the details of this part of the pipeline also helps you identify any potential sources of data collection or labeling bias.

Step 4: Auditing products
Now we should examine whether your company tests its products. How accurate are your algorithms? Are they audited for bias? How often does it reevaluate its algorithms to make sure they’re still performing up to par? If your company doesn’t yet have algorithms that reach its desired accuracy or fairness, what plans does it have to make sure it will, before deployment?

Step 5: Decision call
In this particular step, you should consider the benefits of having this technology available. Also, if they outweigh the potential human rights violations of emotional surveillance. One more question needs to be asked: does your company have mechanisms in place to mitigate any possible negative impacts?

What to do, as a company?

As such, we advise any company with a quality machine-learning product to check off all the boxes above. Basically, it should be tackling a problem fit for machine learning and have robust data acquisition and auditing processes. Also, to have highly accurate algorithms or a plan to improve them and be grappling head-on with ethical questions.
Our team is here to assist you with this evaluation process as well as hands on technology integration, product development and launches.

For all of its potential to increase efficiency, working-from-home also presents unique challenges.
One of the main advantages of working-from-home is that it eliminates certain distractions, however it also opens the door to new ones, temptations to do non-work related things.
One other important aspect to consider is that the home environment itself can be a challenge if it’s not suitable for working. Whereas office buildings are generally designed to enhance productivity, such as with adequate lighting and space, your home probably wasn’t.

With that in mind, we’ve put together a short list of tips that might help you overcome potential hurdles (they helped our team).

Choose the right working space

Setup, setup, setup! It’s a good idea to have a space at home that’s dedicated to work, whether it’s a dedicated room or a defined space, where you can run both a laptop and desktop, if need be, within reach of some ‘perks’, such as your coffee machine (this is how you prevent a coffee making trip from turning into an hour’s time waster). Choose a space that’s airy, spacious enough and comfortable.

Focus on having a working routine

It sounds great; the idea that you can have the liberty to adjust your working schedule. It also may prove to be tricky, as you can end up either burning the candle at both ends, or reduce your productivity. Try to divide your most productive time frames, if your company allows it – for instance, early morning (7-11 a.m.) and then again in the early evening (3-7 p.m). Having a routine lets you focus on work and schedule other stuff in the time you have spare.

Try to allot daily time to offline activities

It can be very easy when you work from home to end up glued to your chair, for work-related, as well as personal tasks. That’s not good for your health or your productivity. Make sure that you build in time to exercise (at least take a walk) and get out of your workspace. Working from home should not mean working round the clock any more than it should mean never working at all.

Don’t disregard healthy eating habits

Sitting on your backside all day at home is fraught with risk anyway. So don’t push yourself any further over the edge by living on a diet of fast food and soft drinks. Granted, we know, this is easier said than done. It’s hard to resist the occasional splurge. It’s still a hard cold fact: the more junk you eat, the harder it is to find any motivation to get stuff finished.

Avoid blurry traps that get you out of the workflow mindset

Whilst you may occasionally prefer to dress down when working-from-home, try to get dressed for it, once in a while. Why? The act of getting dressed is something that you take on in work-from-office life. It reminds you that you are going to work and not just sitting in front of the computer all day. It also prevents you from accidentally surprising colleagues and clients when you answer a video call.


• Design, technical delivery and project management of Central Voice Platforms and Services, in particular, focusing on Central Number Portability Database platform, including:
• Infrastructure design, delivery and testing, including configuration and development of new features and capabilities.
• Review and assess platform status based on best practices, engineering principles and operational key performance indicators.
• Creation and maintenance of the platform capacity plan and executing the capacity planning process.
• Service customers and suppliers on-boarding, including design, delivery and testing.
• 3rd level operational support (e.g. troubleshooting and problem management) during platform operation.


With these activities you will have a great impact on our business:

• Complete platform lifecycle management: definition and maintenance of the platform architecture and design principles, virtualized infrastructure and software releases.
• Management of new service functionalities, from assessment, to implementation, including roadmap release control, feature design, development, testing and acceptance, implementation and performance optimization.
• Customer and supplier onboarding, ensuring service levels and data quality.
• Drive platform’s quality and continuous improvement.
• Operational support (Level 3) and problem management during major incidents.


With these skills you are a great candidate:

• Solid understanding of number portability platforms architecture and functionalities.
• Strong experience in national and international interconnect and roaming infrastructure, including signaling platforms (experience with NetNumber technology would be preferable) and relevant protocols (e.g. ENUM, DNS, SIP, Diameter, SS7).
• Good knowledge of platform infrastructure, including OSs (Linux), database management, IP connectivity and virtualized environments (VMWare).
• Track record of capacity and SW release management incl. planning, delivery and reporting.
• Telecommunications industry and project delivery experience.


We’ve got even more to offer:

•Work from Home – You can have home office 2 days per week
•Medical and dental services
•Life insurance
•Dedicated employee phone subscription
•Special discounts for gyms and retailers
•Annual Company Bonus
•Ongoing Education – we continuously invest in you to ensure you have everything needed to excel on the job and enhance your skills
•You get to work with tried and trusted web-technology
•Getting in on the ground floor of a technology changing company
•Flexible Vacation – Take time off when you need it, we trust you

Dimineață. Aburi de cafea inundă biroul. Te așezi concentrat la birou, dornic să îți începi cu spor treaba. Ca în fiecare dimineață, vocile colegilor tineri de la birou îți ajung pe la urechi și te umplu de nervi. Nu mai contenesc să discute despre ultimele postări pe facebook, sau să se plângă de programul inflexibil de lucru, de colegii rigizi, de numărul de proceduri standard pe care trebuie să le rețină, și nu mai știu câte altele. Îți sună cunoscut?

Ei sunt milenialii – cei născuți între 1984-2000, caracterizați de multe ori drept narcisișți, leneși și detașați. “Crescută cu telefonul în mâna”, această generație are o abilitate nemaiîntalnită de adaptare la nou și de a întâmpina cu brațele deschise schimbările societății, fiindu-le atribuită și descrierea “​digital natives”. Printre caracteristicile acestei generații se numără dorința rapidă de a urca în rangurile organizațiilor, ușurința cu care își schimbă job-ul de îndată ce apare ceva mai bun și o nevoie constantă de aprobare, fiind de asemenea foarte deschiși către inovație.

La prima vedere, categoria millenials poate părea înspăimântătoare la locul de muncă, like too much to handle.În unele organizații cultura este mai permisivă, accentul fiind pus pe cei tineri în timp ce, în altele, cei seniori sunt mai apreciați. Cum putem să colaborăm armonios cu astfel de persoane la job, indiferent de mediul în care ne aflăm?

În primul rând, este important să înțelegem că o parte din personalitatea milenialilor se datorează vârstei. Sunt tineri, abia intrați în piață forței de muncă și dornici să se afirme în față lumii-caracteristici firești pentru oricine aflat în primăvara vârstei. Apoi, personalitatea fiecărei generațîi în parte este marcată de anumite evenimente sau întâmplări din societate. Dacă cei din generația Baby Boomers au întâmpinat instalarea și popularizarea canalelor media și inovației tehnologice, milenialii sunt cei care trăiesc din plin acest fenomen, digitizarea fiind prezentă în toate aspectele vieții lor. Tehnologia a adus cu sine noi metode de interacțiune, de învățare și, în fond, de raportare la societate și a mediul înconjurător, accelerând totodată ideea de unitate, lărgire de orizonturi și conturarea conceptului de cetățean al lumii (​global citizen).

Cu toate acestea, în orice țară există și se manifestă influențe ale valorilor culturale în raport cu ceilalți, care nu pot fi atât de ușor anulate de evenimente externe. Astfel, trăsăturile specifice generației millenials din România diferă, într-o oarecare măsură, de cele ale tinerilor din alte țări.

După Dragoș Iliescu (prezentare din cadrul Romanian Youth Focus, 2015), generația română millennials este una mai individualistă, cu un grad mai ridicat de hedonism și care tinde către decentralizarea puterii, preferând în organizații ierarhii bazate mai mult pe conveniență, mult mai flexibile decât cele tradiționaliste. În ceea ce privește personalitatea, millenialii români sunt mai narcisitsi și cu o stabilitate emoțională scăzută- primind, pe parcursul creșterii și dezvoltării preponderent feedback pozitiv, ajung să se simtă unici și să se aștepte să primească tratamente diferențiate, în egală măsură dezvoltând o toleranță scăzută la critică și răspunsuri negative. Datele arată, de asemenea, că în România millenialii sunt o generație mai extravertă, la care perseverența și conștiinciozitatea sunt în creștere.

Devine astfel evident faptul că o mare parte dintre conflictele apărute la job între mileniali și cei mai seniori sunt o parte firească a neînțelegerilor dintre generații. Însă, această generație reprezintă atât o provocare cât și o oportunitate pentru manageri să își revizuiască și să își pună la punct relațiile cu angajații. În acest sens, un studiu desfășurat recent de PwC ne vine în ajtor cu câteva sfaturi și strategii practice pe care le putem aplica de îndată:

Răspunsul stă în înțelegerea diferențelor de vârstă: este important să avem în minte faptul că este inevitabil să nu apară, măcar o dată, tensiuni între generații la job. Este însă un fenomen care poate fi evitat sau, măcar atenuat foarte simplu, prin încurajarea comunicării deschise și stabilirea unor strategii comune de rezolvat anumite sarcini. Mai mult decât atât, trebuie să acceptăm faptul că tehnologia va fi din ce în ce mai prezentă la bioru, fiind modul preferat al tinerilor de a comunica, în defavoarea întâlnirilor lungi și a convorbirilor telefonice.

Transparență înainte de toate: Nimic nu e mai frustrant decât să mergi la un interviu în care să ți se promită marea cu sarea și apoi, după primele zile de lucru să constați că lucrurile nu sunt cum au fost descrise la început. De aceea, este recomandat să fim deschiși și transparenți cu orice candidat, atât în legătură cu atuurile, dar și cu aspectele mai puțin “roz” ale organizației. Un alt sfat ar fi să revizuim strategiile de recompensare a angajaților. Putem muta accentul de pe recompensele în bani la alte tipuri de beneficii. De asemenea, marea majoritate a angajaților sunt atrași de ideea de a-și customiza singuri pachetul de beneficii, așa că un spectru cât mai larg la îndemână nu poate dăuna.

Încurajează dezvolatarea: Pentru a putea atrage și reține cât mai mulți millenials în companie, trebuie să avem în vedere și să încercăm să ne pliem pe obiectivele lor. Din câte ne arată cercetările, această generație pune din ce în ce mai mult accentul pe creșterea profesională și pe învățatul permanent. Cu siguranță tinerii angajați se vor entuziasma de situațiile în care trebuie să găsească soluții noi la problemele vechi cu care se confruntă compania, deci nu strică să ne folosim de acest prilej pentru a ne provoca angajații să dea tot ce-i mai bun la job. E bine să avem grijă că echipele să fie mixte din punctul de vedere al vârstei, iar task-urile să fie cât se poate de variate. Orice sarcină mai indezirabilă sau neplăcută poate fi prezentată ca o oportunitate de avans în carieră (​career milestone), lucru de care cu siguranță mileniallii se vor simți mândri ulterior.

Feedback feedback feedback Generația millenials își dorește și pune preț pe feedback-ul oferit frecvent. În contrast cu generațiile anterioare, care primeau o evaluare a performanței o dată sau, cel mult, de două ori pe an, milenialii vor să știe constant cum se descurcă și dacă sunt pe drumul cel bun. Recomandarea ar fi ca managerii să ofere feedback onest, în timp real – fără să uite să treacă în revistă și contribuțiile sau progresul angajaților.

Accentul pe flexibilitate: Milenialii apreciază flexibilitatea. Ei se descurcă cel mai bine cu instrucțiuni și target-uri clare. Dacă se știe foarte bine ce se așteaptă de la ei, contează chiar așa mult de unde își îndeplinesc sarcinile sau în ce fel? Atâta timp cât livrează ceea ce promit, recomandarea ar fi să nu se țină chiar atât de mult cont de unde lucrează sau cât timp petrec la birou.

Dezvoltarea unui mediu propice pentru învățare: Tinerii de astăzi sunt o generație care își dorește să se dezvolte și să învețe cât se poate de mult. În sensul acesta, este benefică o cultură de învățare în cadrul organizației. Pe lângă programele formale de training, idei bune ar fi organizarea de concursuri de inovație în cadrul organizației și răsplătite cu un premiu atractiv, institurirea bibliotecii firmei sau a unui program de mentorat eficient.

Creștere profesională într-un ritm alert: Până acum, promovările și avansul în carieră erau rezervate seniorităţii și timpului petrecut în organizație. Milenialii nu văd însă lucrurile așa. Ei pun mai mult preț pe rezultatele obținute decât pe timpul în care pare acceptabil social să promovezi. Așa că, dacă “talenţii” dețin deja abilitățile și competențele pentru a promova, de ce să îi ținem blocați într-un rol în care nu se mai dezvolată? O soluție relativ simplă, precum adăugarea mai multor nivele ierarhice organizației, sau implementarea unei strategii gamificate de progres în cadrul rolului curent ar putea fi suficientă pentru a menține satisfăcută nevoia de învățare continuă a milenialilor.

Acceptarea faptului că totul are și un sfârșit: este nerealist să ne așteptăm ca fiecare angajat (în special cei foarte buni) vor rămâne angajații noștri ​forever.​ Cel mai bine este ne bucurăm de angajați, de performanțele lor și să încercăm să îi creștem cât mai mult, dar în egală măsură să fim pregătiți pentru momentul în care ei vor pleca din companie.