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World Mental Health Day: spotlighting serious mental illness and financing hope

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Every October 10, World Mental Health Day reminds us that serious mental illness must be visible, diagnosed early, and supported with coordinated clinical and financial strategies. This is not only compassionate — it’s smart economics. In 2019 about 970 million people worldwide were living with a mental disorder, with anxiety and depression the most common. World Health Organization

Why early detection? Timely diagnosis and care reduce clinical, social and economic burdens. Early intervention programs for psychiatric conditions (for example, first-episode psychosis) have been shown in studies and systematic reviews to be cost-effective: they lower societal costs and produce better clinical outcomes compared to standard care. PubMed+1

The most tragic consequence of unmet mental health needs is suicide. More than 700,000 people die by suicide every year; it’s the third leading cause of death among 15–29-year-olds globally. Early diagnosis and treatment in young people is a key strategy to lower this risk and the large human and financial costs that follow. World Health Organization

In Mexico and the United States the problem is acute: Mexico recorded roughly 8,837 suicides in 2023 (INEGI), and the U.S. saw about 49,000 suicide deaths annually in 2022–2023. These are not just numbers — they are lost lives, family trauma, productivity losses and future care costs. Mexico Business News+1

Practical strategies from a financial coach’s perspective

  1. Early prevention and screening: embed mental-health screening in schools, primary care and workplace programs. The payoff is fewer hospitalizations, better return-to-work rates, and reduced long-term costs. PMC+1

  2. Integrated care packages: combine psychotherapy, medication when needed, social support and community services. For families, this reduces emergency expenses and income disruption.

  3. Appropriate insurance and financial products: encourage insurance coverage for ongoing mental-health care and disability protection so families are not bankrupted by chronic conditions.

  4. Crisis response and hotlines: fund crisis lines and first-responder training and reduce stigma so help is sought early.

  5. Monitor outcomes and evaluate ROI: track indicators (attempt rates, adherence, return-to-work) and measure social and economic returns. Health-economics literature shows favorable returns for early prevention and intervention investments. PMC+1

A direct call to action for families and advisors

If you notice prolonged mood changes, withdrawal, declining school or job performance, or suicidal thoughts — act. Early assessment can save lives, protect family income and reduce lifetime costs. Check professional resources, school programs, community services and your insurance coverage.

Motivational close (personal and family focus)

Mental health is the foundation for personal achievement, family stability and financial resilience. Prioritizing it protects both lives and livelihoods. As your coach and financial advisor: take action today — an assessment, a family conversation, or an insurance review — and turn prevention into protection. Recovery and stability are possible; investing in them is investing in your family’s future.

Bibliografía 

World Health Mental Day

The Key to Communication: Empathy in Action

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«With the right key, you can say anything; with the wrong key, nothing works. Striking the right key is essential.»
—George Bernard Shaw

Communication as the Core of Human Life

Communication is the central act of human interaction. It is possible because everything—whether external or internal—can be represented and expressed. Yet, as Lewis Carroll highlighted in Alice’s Adventures in Wonderland: “One of the hardest things in the world is to convey thoughts accurately from one mind to another” (Carroll, 1865/2009).

This difficulty shows that communication is far from simple. It requires not only transmitting information but also ensuring that meaning is understood.

The Communication Process

Human communication involves two main steps:

  1. Understanding and transmitting a situation or fact.

  2. Choosing and delivering the right signs to express it.

Every message must be encoded by the sender and decoded by the receiver. The success of this process depends on whether both parties share the same code. For example, the word soul in “I love you with all my soul” carries a different meaning than in “Man is composed of body and soul.”

This highlights a crucial truth: the receiver’s code sets the rules, not the sender’s. Anyone who seeks to influence others—whether in politics, religion, or business—must adapt to the language their audience understands.

Beyond Information: A Communion of Meaning

Communication is not merely the exchange of words—it is also a sharing of emotions, impressions, and attitudes. It is an invisible thread that can unite or divide human beings.

Even objective information often carries emotional weight. Consider a CEO announcing company performance results. The figures themselves may trigger anxiety, fear, or even shame. If communication remains purely objective, barriers arise that prevent understanding.

However, if the leader acknowledges emotions—such as recognizing an employee’s frustration over negative feedback—then both parties are more likely to grow from the experience. By validating emotions, facts become easier to accept.

The Role of Empathy in Communication

Effective communication requires more than clarity—it requires empathy. Listening without judgment and stepping into the other person’s perspective is the foundation of healthy interaction.

As Covey (1989) emphasized, “Seek first to understand, then to be understood.” Empathy transforms communication from a transactional exchange into a relationship of trust and comfort.

When trust exists, misunderstandings diminish. For instance, when a supplier delivers late, empathy allows us to interpret the delay not as disrespect, but as the result of workload pressure. In such an atmosphere, both parties share information freely, improving collaboration and strengthening human connection.

George Bernard Shaw: A Voice on Human Understanding

George Bernard Shaw (1856–1950), Irish playwright and journalist, exemplified the power of words. Self-taught after leaving school at sixteen, Shaw became a critic, writer, and eventually one of the most influential dramatists of his time. His reflections on communication and human behavior remain deeply relevant.

Some of his most inspiring words include:

  • “If you have built castles in the air, your work need not be lost; now put foundations under them.”

  • “Freedom means responsibility.”

  • “You see things and say, ‘Why?’ But I dream things that never were and say, ‘Why not?’”

Conclusion: Empathy as a Leadership Skill

Communication is not simply the transfer of information—it is the exchange of meaning, emotions, and trust. Leaders who practice empathy build stronger teams, foster collaboration, and overcome barriers to understanding.

Ultimately, empathy is not just a social virtue. It is an essential leadership skill, especially for project managers and business leaders who must navigate complex interactions. Empathy turns communication into connection, and connection into results.

References

  • Carroll, L. (2009). Alice’s adventures in Wonderland (Rev. ed.). Harvard University Press. (Original work published 1865)

  • Covey, S. R. (1989). The 7 habits of highly effective people. Free Press.

  • Shaw, G. B. (n.d.). Selected quotes.

The Key to Communication: Empathy in Action

The Power of Now for Entrepreneurs and Startups: How the Present Drives Your Business and Your Life

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Introduction

In the business world, especially within the fast-paced startup ecosystem, speed and pressure are the norm. Founders are constantly projecting themselves into the future: the next product launch, the next funding round, the next strategic client. At the same time, many carry the weight of the past: a failed pitch, a rushed decision, or a partnership that didn’t work out.

This constant oscillation between what has already happened and what has not yet arrived often leaves little room for the most important dimension of all: the present.

The present is where real decisions take place, where action happens, and where ideas materialize. For that reason, applying the philosophy of The Power of Now by Eckhart Tolle is not only a path toward personal well-being but also a strategic tool for entrepreneurs and startups aiming to build sustainable and innovative businesses.

This article explores how living in the now can positively impact entrepreneurship, offering practical guidance to help founders reduce mental noise, strengthen decision-making, and lead their ventures with greater clarity.

The Entrepreneurial Mind: Friend and Foe

The first obstacle to the present is the mind itself. For entrepreneurs, the mind works like a relentless machine of ideas, scenarios, and possibilities. This is useful in the creative phase, but it becomes a burden when excessive thinking leads to anxiety, distraction, and burnout.

An entrepreneur might be sitting in a team meeting but mentally worrying about next week’s investor presentation. Or while working on the business model, they relive past failures and freeze in fear of repeating them. This noise prevents them from noticing the opportunities right in front of them.

Adopting the Power of Now means realizing that you are not your mind and learning to observe your thoughts instead of being consumed by them. This separation allows something critical for business: strategic clarity.

The Duality of the Entrepreneur: The Public “Self” vs. the Real “Self”

Every founder manages two sides: the one they show to the world—confident, optimistic, visionary—and the one they live privately—tired, insecure, full of doubts. Recognizing this duality is essential because many business decisions are made to protect the external image rather than serve the company’s actual needs.

For example, clinging to a product that doesn’t work just to preserve pride is a trap of the ego. By contrast, a founder who connects with their authentic self can acknowledge mistakes, pivot when necessary, and redirect resources to what truly creates value. This internal honesty translates into authentic leadership and stronger trust from others.

The Present as an Antidote to Startup Chaos

Uncertainty is the rule in the startup ecosystem. There are no guaranteed results, which creates a constant mental storm: Will funding be enough? Will a competitor move faster? What if scaling fails?

Practicing presence means letting go of hypothetical future scenarios and focusing on what can be solved today. If you are in a client meeting, the best thing you can do is truly listen in that moment—not drift into what objections they might raise later.

This mindset reduces stress and improves productivity because energy is focused on actionable steps today rather than dissipated into endless “what ifs.”

Emotions and Business: Detaching from Fear and Anxiety

Entrepreneurs face intense emotions: excitement, frustration, fear, hope. When these emotions dominate decision-making, mistakes multiply.

For instance, fear of losing a deal can push a founder to accept unfair terms. Anxiety about being “the first” can lead to launching prematurely.

Practicing presence allows you to notice emotions without letting them control your actions. If an investor rejects your pitch, instead of drowning in frustration, you can analyze what you learned and apply it to the next opportunity.

Fear and Ego on the Entrepreneurial Journey

The most common fear in entrepreneurship is not financial failure—it is the blow to the ego: being perceived as someone who didn’t make it.

When you understand that the ego is not your true self but a mental construct, failures stop being personal attacks and become valuable lessons. The present reminds you that every mistake only happens in a specific moment and does not define your entire trajectory.

Learning from the Past Without Living in It

Entrepreneurs often say things like “I tried that, and it didn’t work” or “I failed with something similar before.” The danger is allowing the past to dictate today’s choices.

The past offers lessons and perspective, but the present is the only place where execution happens. Every iteration, test, and meeting is a fresh opportunity, not a replay of past failures.

Conscious Decision-Making and Accountability

The Power of Now emphasizes that every problem leaves you with two choices: accept it or resolve it. What is useless is resisting it mentally and turning it into drama.

If a co-founder consistently underperforms, you can either accept it (and adapt) or address it directly through clear conversations, new agreements, or even separation. Pretending the problem doesn’t exist only drains energy.

Conscious decisions do not guarantee perfect outcomes, but they provide peace of mind because they are aligned with present realities rather than imagined futures.

Relationships and Teams: Love, Pressure, and the Present

Startups are not just ventures; they are networks of relationships. Founders, co-founders, employees, investors, and clients create an emotional web. Excessive attachment or unrealistic expectations often damage those bonds.

Living in the present helps you value what exists now without pressuring others to meet future projections. A co-founder may not be “perfect” in every aspect, but they can still be appreciated for what they contribute in the moment.

This approach fosters healthier, longer-lasting relationships both inside and outside the business.

Living with Purpose in Business

Many entrepreneurs confuse purpose with goals. A goal might be to raise a funding round, but purpose is the deeper reason driving your business. Living in the present means remembering that purpose in each action, instead of getting lost chasing only results.

When you work from purpose, even small tasks become part of something meaningful. And when purpose is alive in the present, your business becomes more sustainable and attractive to both clients and collaborators.

Practical Tools to Apply the Power of Now in Your Startup

  1. Conscious breathing: Before any important meeting, take one minute to breathe deeply and focus on the moment.
  2. Pause rituals: Schedule short screen-free pauses to check in with yourself and regain clarity.
  3. Present meetings: Instead of obsessively planning for all future scenarios, focus on what can be resolved today.
  4. Short meditation: Just five minutes a day can help you detach your thoughts from your identity.
  5. Present journal: At the end of the day, write down three moments when you were fully present and what you learned from them.

Conclusion

For entrepreneurs and startup founders, The Power of Now is more than a philosophical concept—it is a business strategy. By living in the present, you reduce the weight of the past and the anxiety of the future, make clearer decisions, lead with authenticity, and truly enjoy the entrepreneurial journey.

Success does not come only from what you will achieve tomorrow but from what you can consciously do today. That is the real power of now in business: turning every moment into a solid step toward the vision you want to create.

References

Tolle, E. (2004). The Power of Now: A Guide to Spiritual Enlightenment. Novato, CA: New World Library.

Covey, S. R. (2020). The 7 Habits of Highly Effective People. New York, NY: Free Press.

Goleman, D. (2013). Focus: The Hidden Driver of Excellence. New York, NY: HarperCollins.

Sinek, S. (2011). Start with Why: How Great Leaders Inspire Everyone to Take Action. New York, NY: Portfolio.

Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. New York, NY: Random House.

Ready to transform your life Discover the power of the present

Problematizing to Innovate: Foucault’s Lessons for Entrepreneurs

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Introduction

When we talk about innovation in the entrepreneurial world, we usually think of new technologies, agile methodologies, or disruptive business models. Yet, we rarely reflect on something deeper: how we think about problems. This is where Michel Foucault’s idea of problematization comes into play. Although it may sound like an abstract philosophical concept, it can actually become a powerful tool for entrepreneurs seeking to stand out in a competitive environment.

In this blog, we’ll explore what it means to problematize in Foucault’s sense and how this approach can be applied to innovation management in startups and new ventures—with practical examples and actionable advice.

What Does It Mean to Problematize According to Foucault?

For Foucault, problematization was not simply about criticizing; it was about deep inquiry. Instead of taking ideas at face value, he asked:

  • Why do we consider this to be a problem?

  • What discourses, powers, or historical contexts turned it into a “truth”?

  • Could there be other ways of understanding or solving it?

In practice, problematizing means challenging what is taken for granted, dismantling assumptions, and realizing that what looks “natural” is often a product of history and power relations.

From Philosophy to Entrepreneurship

So, how do we translate this philosophical lens into the world of business? Quite simply: entrepreneurs constantly face dominant narratives about how companies “should” work. For example:

  • “To be successful, you need big investors from the start.”

  • “The customer is always right.”

  • “Innovation depends on advanced technology.”

These statements seem like universal truths—but are they? Foucault would analyze them as “effects of truth,” meaning claims that have become dominant thanks to specific power dynamics and interests. By questioning them, entrepreneurs can open up new ways of creating value.

Managing Innovation Through Problematization

Innovation management is not just about having creative ideas—it’s about strategically organizing resources, processes, and people so that those ideas become viable realities. Problematization offers entrepreneurs a practical toolkit:

1. Uncover hidden assumptions

A problematizing entrepreneur doesn’t take market rules as fixed. For example, if everyone assumes products must be sold through intermediaries, why not try a direct-to-consumer model? Companies like Tesla and Warby Parker were born from questioning exactly those assumptions.

2. See opportunities in historical contingency

Foucault emphasized that practices are contingent, not natural. For entrepreneurs, this means what seems “normal” today might be outdated tomorrow. Streaming services arose by questioning the “normalized” cable TV model.

3. Break free from normalization

Norms often act as barriers to innovation. Take the once-dominant belief that work must happen in offices from 9 to 5. Startups like GitLab and Basecamp challenged that and proved that remote work could actually be more productive.

4. Question industry “truth effects”

Every sector has its dominant narratives about what “works.” By analyzing them through a Foucauldian lens, entrepreneurs can uncover blind spots. Airbnb emerged by challenging the idea that hotels were the only safe and legitimate way to travel.

Practical Tips for Entrepreneurs Who Want to Problematize

  • Ask uncomfortable questions: Why do we do it this way? Who benefits from this practice? What interests are behind this “truth”?

  • Seek alternative voices: talk to underserved customers, observe marginalized sectors, or study cultural practices different from your own.

  • Don’t cling to absolute truths: innovation demands mental flexibility. What works today may lose relevance quickly.

  • Integrate problematization into your strategy: before launching a product, analyze which assumptions you’re taking for granted.

Conclusion

For entrepreneurs, learning to problematize in the Foucauldian sense is not an abstract academic exercise—it’s a practical innovation strategy. By questioning dominant “truths,” you can discover opportunities invisible to those who simply follow the rules of the game.

In today’s crowded startup ecosystem, success doesn’t come from replicating proven models but from those willing to dismantle the established and propose alternatives. As Foucault might say, innovation emerges when we learn to think differently—and in that difference lies the real breakthrough.

References

Foucault, M. (1975). Discipline and punish: The birth of the prison. Vintage Books.

Foucault, M. (1984). The history of sexuality, Volume II: The use of pleasure. Vintage Books.

Foucault, M. (1992). Microphysics of power. Routledge.

Schumpeter, J. A. (2008). Capitalism, socialism and democracy. Harper Perennial.

Tidd, J., & Bessant, J. (2018). Managing innovation: Integrating technological, market and organizational change (6th ed.). Wiley.

Foucault, problematization and innovation

Business Information Systems: A Strategic Advantage for Entrepreneurs

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In today’s competitive environment, entrepreneurs must make fast and accurate decisions to differentiate and grow. This is where information systems become critical tools, turning raw data into valuable insights that support both daily operations and long-term strategies.

What are information systems?

An information system is a structured process that collects, processes, and distributes information to support decision-making within organizations (Gómez Vietes & Suárez Rey, 2007). In simple terms, it transforms data into actionable knowledge that allows entrepreneurs to identify risks, opportunities, and improvement areas.

Types of information systems and their value

Information systems operate at different organizational levels (Proaño, Orellana, & Martillo, 2018):

  • Operational level (TPS): manage daily transactions such as sales, payments, or inventory.
  • Knowledge level (KWS and Office Systems): support professionals who create and manage information, fostering productivity and innovation.
  • Management level (MIS and DSS): provide reports and decision-support tools for managers, helping them analyze alternatives and scenarios.
  • Strategic level (ESS): used by executives for non-routine, complex decision-making.

Additionally, specialized systems offer unique benefits for entrepreneurs:

  • ERP (Enterprise Resource Planning): integrates finance, operations, logistics, and inventory into one system.
  • CRM (Customer Relationship Management): strengthens customer relationships, attracting and retaining valuable clients.
  • SCM (Supply Chain Management): optimizes supply chains, improving efficiency and reducing costs.
  • GIS (Geographic Information Systems): analyze location-based data for strategic decision-making, such as logistics or marketing.

Applications for entrepreneurs

Information systems not only improve efficiency, they also enable growth and innovation. Their value depends on how they are embedded into the company’s culture and how strategically they are used (Stair & Reynolds, 2010).

For entrepreneurs, these systems mean:

  • Better control over operations.
  • Reliable information for faster decision-making.
  • Greater agility to respond to market changes.
  • Competitive advantages in cost efficiency, service, and differentiation.

The internet and ICT (Information and Communication Technologies) have accelerated this transformation, making information systems indispensable for businesses aiming to compete globally.

Conclusion for entrepreneurs

Running a business without information systems is like navigating without a compass: you may move forward, but with a high risk of losing direction. Accurate and timely information is the most valuable resource for making strategic decisions, identifying opportunities, and adapting to market changes.

If you are starting your business, begin with simple solutions—like a CRM or inventory management software—and expand to more comprehensive systems as your business grows. Remember: competitive advantage does not come from having data alone, but from interpreting and using it to create value.

Entrepreneurs who integrate information systems into their strategy not only manage their businesses more effectively but also build a strong foundation to scale, innovate, and sustain long-term success.

References

Gómez Vietes, A., & Suárez Rey, C. (2007). Los sistemas y tecnologías de la información en la empresa. México D.F.: Alfaomega.

Lapiedra, R. A., Devece, C. C., & Guiral, J. H. (2011). Introducción a la gestión de sistemas de información de la empresa. España: Universitat Jaume.

Proaño, M., Orellana, S., & Martillo, I. (2018). Los sistemas de información y su importancia en la transformación digital de la empresa actual. Revista Espacios, 39(1).

Stair, R. M., & Reynolds, G. W. (2010). Principios de sistemas de información: un enfoque administrativo. México D.F.: Cengage Learning Editores S.A. de C.V.

Information Systems for Entrepreneurs

Think Like Amazon: Lessons for Entrepreneurs in the Digital Age

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In today’s highly competitive business environment, traditional strategies are no longer enough. Companies that remain relevant are those that, like Amazon, embrace innovation, agility, and an uncompromising obsession with the customer. John Rossman, in Think Like Amazon, shares principles that can serve as a roadmap for entrepreneurs looking to build strong and scalable businesses.

Leadership with Purpose

Amazon has built its growth around 14 leadership principles, ranging from customer obsession to delivering measurable results. These principles don’t work in isolation; they require balance and strategic application. For entrepreneurs, this means focusing not only on generating sales but on creating long-term value—for both the customer and the business.

The key lesson: constantly challenge the status quo, uphold high standards, and think big without losing sight of the details that directly affect the customer experience.

Agility and Innovation as Competitive Advantages

In the digital world, speed and agility are essential. Speed ensures precise execution, while agility provides the flexibility to adapt quickly to market shifts. A business that combines both doesn’t just survive—it leads.

For entrepreneurs, this translates into designing flexible models, leveraging data intelligently, and fostering a culture where fast failures are seen as learning opportunities rather than setbacks. True innovation emerges from experimentation and constant adjustment.

Genuine Customer Obsession

One of Amazon’s most defining traits is its radical focus on the customer. This involves deeply understanding customer needs, identifying friction points, and anticipating expectations. Entrepreneurs can apply this mindset by:

  • Using metrics that capture the full customer journey.

  • Listening to the “voice of the customer” and turning feedback into action.

  • Spending time on the frontlines to truly grasp customer experiences.

The guiding question is: Are you solving a real problem, or just building another product?

A Culture That Drives Results

Sustainable growth doesn’t depend solely on products or marketing—it comes from a culture that nurtures innovation, transparency, and collaboration. Amazon achieves this by managing dependencies effectively, encouraging frugality as a driver of creativity, and reducing organizational barriers that slow problem-solving.

For entrepreneurs, this means building small, empowered, and accountable teams where everyone clearly understands how their work impacts the company’s mission.

Practical Strategies for Innovation

Rossman encourages tearing down rigid structures and fostering creativity with tools like hackathons, internal challenges, and idea incentives. Frugality is not about cutting corners—it’s about using constraints to spark innovation.

A practical example: ask yourself how you could cut costs by 50% while simultaneously improving customer satisfaction. Such challenges often lead to transformative ideas.

Leading Digital Transformation

Being digital isn’t about surface-level technology adoption—it’s about integrating technology into the core of the business. This requires experimenting, learning from failures, and decentralizing innovation by bringing technology closer to the customer and the product. Leaders must be hands-on, not distant.

Ultimately, digital transformation is cultural. It demands humility to learn, courage to experiment, and discipline to execute.

Conclusion

Entrepreneurship in the digital age requires more than a good idea. It takes continuous learning, the courage to disrupt the status quo, and the discipline to deliver with excellence.

Amazon’s success shows that true growth comes not only from technology but also from radical customer focus, a culture of accountability, and leadership committed to evolution.

If you choose to “think like Amazon,” you’ll be equipped to turn vision into action, build a resilient business, and stand out in a market that rewards innovation and agility.

References

Rossman, J. (2019). Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader. McGraw-Hill Education.

10 steps to Create a Successful Project

Differences between Plan, Program, Project, Activity, and Task

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What do we mean by “Project”?

A project refers to a set of specific, interrelated, and coordinated activities, carried out with the purpose of producing certain goods or services that meet people’s needs or solve problems. For example, a course for senior citizens or an educational initiative.

When the planned action is complex, it may require a program that includes several projects. On the other hand, a simple task may be developed through a single project.

What does it mean to design and develop a project?

There is no rigid standard, but rather a set of guidelines to help organize ideas, define objectives, establish courses of action, identify specific activities, and set evaluation criteria. The general principles to consider include:

  • Defining what is to be achieved.

  • Effectively implementing decisions using both human and non-human resources (e.g., materials, technology, etc.).

  • Following a course of action that leads to specific results or deliverables.

  • Establishing criteria that allow for systematic evaluation of the outcomes.

Differences between: Plan, Program, Project, Activity, and Task

Let’s break down each concept to understand how they differ yet relate to each other:

Plan

Example: Training and Development Plan

A plan involves high-level decisions that express key political or strategic guidelines, priorities derived from those decisions, and the allocation of resources aligned with such priorities. It outlines the action strategies and tools to achieve the proposed goals. A plan defines the desirable and probable course of national or sectoral development (economic, social, or cultural).

Plans generally include multiple programs and projects, and act as the overarching technical and political framework within which programs and projects are developed.

Program

Example: Supervision Program

A program refers to an organized, coherent, and integrated set of activities, services, or processes, usually expressed through multiple interrelated or coordinated projects. Programs translate plans into action by implementing targeted efforts to meet objectives within a specific timeframe.

A program consists of one or more projects of similar nature, grouped under a broader plan.

Project

Example: Park Reforestation Project

A project is the intent or plan to execute a specific work or initiative. It involves forecasting, organizing, and planning a series of activities that combine human, material, financial, and technical resources to achieve a specific goal or result.

These activities are interconnected and coordinated. Every project is designed to produce a defined output or result, within the constraints of time and budget.

Key Features of a Project:

  • Has a defined duration (unlike ongoing services).

  • Combines human, technical, financial, and material resources.

  • Aims to achieve a specific result based on well-defined objectives.

Activity

Example: Conducting a Requirements Survey for Plant Operations

An activity is a means of intervention, consisting of sequential and integrated actions that help achieve the specific goals and objectives of a project. It is the functional unit that connects a project’s strategy to its execution.

Task

Example: Preparing Necessary Equipment

A task is the most concrete and specific element. It operationalizes an activity into actionable steps. A set of tasks makes up an activity.

Summary with Examples

Concept Example
Plan Social Services Plan
Program Childhood and Family Program
Project Organizing a Summer Camp
Activity Planning a Field Trip
Task Packing clothes and shoes

Final Thoughts

 

Plans, programs, and projects are strategic and administrative tools commonly used by institutions, particularly those involved in research, education, and development. They serve as essential conditions for achieving scientific or social objectives, often from the perspective of institutional planning and execution.

References

  • Chiavenato, I. (2006). Administración de proyectos. McGraw-Hill Interamericana.

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.

  • PMBOK® Guide. (2021). A Guide to the Project Management Body of Knowledge (7th ed.). Project Management Institute.

  • Zapico, E. (2001). Diseño y Evaluación de Proyectos Sociales. Editorial Trillas.

Differences between Plan, Program, Project, Activity, and Task

International Youth Day: Youth, Entrepreneurship, and a Future Built from Innovation

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Every year, on August 12th, the world celebrates International Youth Day, established by the United Nations General Assembly in 1999 through Resolution 54/120 I (United Nations, 1999). This is not merely a symbolic date. It is a critical opportunity to highlight the challenges young people face — and more importantly — to showcase the immense potential they hold as drivers of innovation, entrepreneurship, and sustainable development.

U.S. Youth: A Demographic with Untapped Power

According to the U.S. Census Bureau, there are more than 42 million young people aged 10 to 24 in the United States (U.S. Census Bureau, 2023), representing nearly 13% of the total population. This demographic is not only the most diverse in American history but also the most digitally native, globally connected, and socially conscious.

Yet, this generation faces mounting challenges. According to the Bureau of Labor Statistics, the unemployment rate for youth (16–24 years old) was 7.8% in July 2023, more than double the national average of 3.5% for all workers (BLS, 2023). Many young people are underemployed, juggling part-time jobs that do not match their skills, education, or aspirations.

Why Entrepreneurship Must Be a Youth Strategy

In this environment, entrepreneurship emerges as both a response and a solution. But let’s be clear: youth should not be forced into self-employment due to economic desperation. Instead, they should be empowered to create meaningful ventures through access to education, mentorship, capital, and policy support.

Young entrepreneurs across the U.S. are building innovative startups, launching social enterprises, and redefining the future of work. However, the path remains uneven. A report by the Kauffman Foundation highlights that only 7.4% of entrepreneurs in the U.S. are under 30 (Fairlie, 2022), despite their high potential and creative drive. The barriers? Lack of funding, business knowledge, networks, and institutional support.

Education, Equity, and Entrepreneurial Skills

In the United States, access to higher education remains a double-edged sword: while more than 60% of recent high school graduates enroll in college (NCES, 2023), student debt surpasses $1.7 trillion nationally. The traditional academic model often fails to prepare students with practical, entrepreneurial, and digital skills needed in today’s economy.

Entrepreneurial education — from high school classrooms to university incubators — is essential. But it must be equitable and inclusive, especially for youth from underserved communities. Closing the racial and economic gaps in access to entrepreneurship programs is key to building a stronger, more diverse economic future.

Mental Health: A Barrier and a Priority

As former UN Secretary-General Ban Ki-moon stated in 2014:
«We must begin to talk about mental health in the same way we talk about our overall health.» (United Nations, 2014).
Today, this message rings truer than ever. A 2023 survey from the CDC reveals that 42% of high school students report persistent feelings of sadness or hopelessness (CDC, 2023). Mental health is not just a youth issue — it’s an economic and entrepreneurial issue. Building a venture, navigating uncertainty, or advocating for change requires emotional resilience.

For youth entrepreneurs, mental wellness must be supported alongside financial literacy and business development. Community, mentorship, and institutional care play crucial roles in shaping confident, emotionally stable leaders.

Youth Are Not the Future — They Are the Present

As Irina Bokova, former Director-General of UNESCO, once said:
«Youth should be seen as drivers of change, not just beneficiaries or targets.» (UNESCO, 2015).
This shift in perspective is essential. Young people are not waiting for permission — they are already creating businesses, movements, technologies, and cultures that shape our lives.

Supporting youth entrepreneurship is not charity — it’s smart economics. It fosters innovation, reduces inequality, revitalizes communities, and builds resilience in the face of future crises.

Conclusion: Building a Secure and Innovative Future

On International Youth Day, let’s move beyond celebration toward collective action. The United States has the resources, institutions, and talent to become a global leader in youth-led innovation and entrepreneurship. But to do so, we must eliminate systemic barriers, provide access to capital, and integrate entrepreneurship into our educational systems.

Let’s not just imagine a better future for youth — let’s build it with them, and through them. Because when young people lead, the entire world moves forward.

References (APA Style)

Bureau of Labor Statistics. (2023). Employment and Unemployment Among Youth – July 2023. U.S. Department of Labor. https://www.bls.gov/news.release/youth.nr0.htm

Centers for Disease Control and Prevention (CDC). (2023). Youth Risk Behavior Survey Data Summary & Trends Report: 2011–2021. https://www.cdc.gov/healthyyouth/data/yrbs/index.htm

Fairlie, R. (2022). The State of Entrepreneurship in the United States. Kauffman Foundation. https://www.kauffman.org/

National Center for Education Statistics (NCES). (2023). Digest of Education Statistics. https://nces.ed.gov/

U.S. Census Bureau. (2023). QuickFacts: United States. https://www.census.gov/quickfacts/fact/table/US

United Nations (UN). (1999). Resolution 54/120 I: Policies and programmes involving youth. https://undocs.org/en/A/RES/54/120

United Nations. (2014). Secretary-General’s Message on International Youth Day 2014. https://www.un.org/en/observances/youth-day

UNESCO. (2015). Irina Bokova’s Speech on International Youth Day. https://www.unesco.org/en/articles/message-unesco-director-general-youth-day

International Youth Day

10 Steps to Build a Successful Project (Including Starting Your Own Business)

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Launching a business is, in essence, a project—a temporary endeavor aimed at delivering a unique result. Applying structured project management principles can significantly increase your chances of success. Here are the 10 essential steps to guide your journey, whether you’re launching a startup or managing an internal project.

1. Identify the business need

Every project starts with a reason. Ask yourself: What problem am I solving? What opportunity am I pursuing? This clarity sets the foundation for focus, team alignment, and funding.

2. Define a SMART goal

Your goal must be: Specific, Measurable, Achievable, Relevant, and Time-bound. Choose a project name that reflects its purpose and can be used for branding and internal alignment.

3. Describe the deliverable

What will you deliver at the end? Be it a product, service, or system, having a well-defined deliverable helps measure project success effectively.

4. Identify stakeholders and communication needs

Stakeholders include clients, investors, team members, and even the community. Define their roles, expectations, and how you’ll communicate with them throughout the project.

5. Define the project scope

Clarify what the project will and will not include. This prevents scope creep and keeps the delicate balance between Scope-Time-Cost.

6. Establish assumptions (premises)

These are the conditions we assume to be true during planning. For example, “the market research will validate demand” or “we will receive permits on time”.

7. Recognize constraints

Time, budget, legal frameworks, resource availability—constraints define your playing field. Identify and document them clearly.

8. Identify and assess risks

What could go wrong? How likely is it? What would be the impact? Design mitigation strategies to deal with high-impact or high-probability risks.

9. Document and communicate the project plan

Your project plan should include a timeline, responsibilities, risks, budget, and progress reports. Maintain a project log and update stakeholders regularly.

10. Build and empower your project team

People are your most important asset. Share your vision, foster healthy communication, maintain work-life balance, and build a resilient, positive culture.

🔚 Final Thought

Entrepreneurship is both an art and a discipline. With the right structure, a collaborative team, and a clear plan, your idea can become a reality.

We invite you to join our community, co-create with passionate professionals, and bring your entrepreneurial spirit to life. Let’s build the future together!

 

📚 References (APA Format)

  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
  • Ries, E. (2011). The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Business.

10 steps to Create a Successful Project

Principios Básicos de los Seguros: Fundamentos, Tipos y Regulación

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Capacitación esencial para asesores financieros y aseguradores en formación

Introducción

En un mundo donde la incertidumbre es constante, el seguro surge como una herramienta fundamental para la protección financiera. No se trata solo de un contrato legal, sino de un mecanismo mediante el cual las personas transfieren un riesgo económico incierto a una aseguradora, a cambio del pago de una prima. Este intercambio permite al asegurado enfrentar posibles pérdidas futuras sin comprometer su estabilidad económica. Así, los seguros no solo protegen, sino que también actúan como pilares esenciales dentro de la planificación financiera personal y empresarial.

¿Qué papel juegan los seguros en la sociedad?

Los seguros cumplen una función social clave al indemnizar a los asegurados tras una pérdida cubierta. Esta indemnización —que busca restaurar la situación financiera previa al siniestro— ofrece seguridad, tranquilidad y continuidad a familias, negocios y comunidades. Entre sus beneficios más destacados están:

  • La eliminación de los costos inesperados derivados de eventos catastróficos.

  • La creación de una economía más estable y predecible.

  • El respaldo a proyectos personales y empresariales al mitigar el riesgo financiero.

Sin embargo, el seguro también implica costos: administración, regulación, fraudes y mal uso del sistema. Por eso, su operación debe estar cuidadosamente supervisada y estructurada.

Tipos de compañías aseguradoras

El sector de seguros es diverso y comprende múltiples tipos de entidades. Podemos clasificarlas en:

1. Aseguradoras privadas

Pueden ser compañías por acciones (no participantes) o mutuas (participantes).

  • Compañías por acciones: Propiedad de inversionistas; emiten pólizas no participativas; buscan la rentabilidad para sus accionistas.

  • Mutuas: Propiedad de los asegurados; reparten excedentes en forma de dividendos de póliza.

2. Sociedades fraternales y recíprocas

  • Fraternales: Organizaciones sin fines de lucro, que ofrecen seguros a miembros unidos por etnicidad, religión o nacionalidad.

  • Recíprocas: Grupos en los que los asegurados asumen riesgos colectivos sin una entidad aseguradora como tal.

3. Aseguradoras cautivas

Establecidas por una empresa matriz para asegurar sus propios riesgos. Su existencia ha crecido por razones de control y costos.

4. Reaseguradoras

Aseguran a las aseguradoras, permitiendo que estas limiten su exposición al riesgo ante pérdidas significativas. Los contratos pueden ser:

  • Facultativos: Específicos y no automáticos.

  • De tratado: Reparten riesgos bajo acuerdos constantes.

Otros modelos y entidades del mercado asegurador

  • Grupos de Retención de Riesgos (RRG): Compañías creadas para asegurar a miembros con un interés común, reguladas por el estado de origen.

  • Grupos de Compra de Riesgos (RPG): Compran seguros a nombre de sus miembros.

  • Líneas excedentes: Coberturas no disponibles en el mercado autorizado, ofrecidas a través de corredores especializados.

  • Autoaseguradores: Empresas que establecen sus propios fondos de cobertura ante pérdidas.

Distribución y comercialización de seguros

Los seguros pueden venderse a través de:

  • Agentes designados: Representan a una o varias compañías.

  • Corredores: Representan a los asegurados.

  • Sistemas de agencia: Desde agencias de carrera hasta agencias independientes, cada una con sus propias estructuras y objetivos.

  • Marketing directo y digital: Utilizado cada vez más para llegar al consumidor final de manera rápida y eficaz.

Funcionamiento interno de una aseguradora

Una compañía de seguros cuenta con departamentos especializados:

  • Suscripción: Evalúa riesgos y define condiciones.

  • Actuarial: Calcula tarifas, reservas y dividendos.

  • Siniestros: Procesa y paga reclamaciones.

  • Ventas y marketing: Contacto directo con el cliente.

Además, figuras como los productores, ajustadores y suscriptores juegan un papel esencial en la operación y servicio al cliente.

Marco regulatorio de los seguros

La regulación del sector busca proteger al consumidor y garantizar la solvencia del sistema. En EE. UU., la supervisión está descentralizada a nivel estatal, aunque con respaldo federal cuando es necesario. Casos emblemáticos y leyes como la Ley McCarran-Ferguson, la Ley de Informes de Crédito Justos o la Ley USA PATRIOT han moldeado esta estructura.

Organismos como la NAIC (National Association of Insurance Commissioners) y la NCOIL (National Conference of Insurance Legislators) elaboran modelos normativos y estándares éticos para asegurar la transparencia y eficiencia del sector.

Ética, calificación y responsabilidad profesional

El comportamiento ético de los productores incluye:

  • Vender productos adecuados a las necesidades del cliente.

  • Divulgación clara y precisa.

  • Servicio continuo post-venta.

  • Documentación y seguimiento.

Además, agencias como A.M. Best califican la solidez financiera de las aseguradoras, ayudando a los consumidores y reguladores a tomar decisiones informadas.

Conclusión

Los seguros son más que contratos: son una red de seguridad, una herramienta de estabilidad financiera y un motor de confianza en el desarrollo económico. Comprender sus principios, actores y regulación es esencial no solo para quienes trabajan en el sector, sino también para cualquier ciudadano que desee tomar decisiones financieras responsables.

Bibliografía

National Association of Insurance Commissioners (NAIC). (2024). NAIC Model Laws, Regulations, Guidelines and Other Resources. https://content.naic.org

McCarran-Ferguson Act, 15 U.S.C. §§ 1011–1015 (1945).

U.S. Department of the Treasury. (2023). Insurance Sector Profile. https://home.treasury.gov

Insurance Information Institute. (2024). How Insurance Works. https://www.iii.org

Best, A. M. (2024). Insurance Ratings and Financial Strength. https://www.ambest.com

Proteccion para cuando la vida cambia