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2015年12月22日 星期二

2015/12/22 「搞懂這3個Excel觀念,報表幾秒鐘就能做完!」

個人成長

搞懂這3個Excel觀念,報表幾秒鐘就能做完!

摘錄自:經理人 每日學管理 電子報                        2015/12/21
2015-12-10 17:30  採訪‧撰文 韋惟珊 

經理人 每日學管理 電子報 - 20151222


「幾乎所有企業和職位都需要用到Excel,學會正確地使用它,工作效率可以倍數來計算!」企業內部訓練講師、Microsoft MVP微軟全球最有價值專家王作桓,一句話說明了學Excel的好處。

在超過20年幫企業做電腦培訓的經驗裡,他發現,許多人只知道個別公式和功能的用法,不懂得整合運用,或是根本沒搞懂過Excel運作的邏輯,所以才總是選錯工具和方法,導致事倍功半。其實,「只要觀念正確,很多報表是幾分鐘就能做好的。」

如果你常常用到Excel,卻抱怨它很複雜、難操作、浪費時間,可能得回頭想想,究竟是Excel的錯,還是你的觀念出錯了!以下是王作桓每次講課時,一定會提到3個必備觀念:

必備觀念1:分析資料一定要是資料庫格式

這是造成Excel分析資料缺乏效率、卻又最常被忽略的關鍵原因。資料庫格式是指:在Excel輸入資料時,必須將第一列設為資料內容的標題,每筆資料再由上往下、一列列輸入,中間不可以預留空白列或空白欄,最好也不要使用函數;而且單一工作表中,只能有一份資料表。假如是「員工打卡紀錄表」,就不能在表格之外的欄位,再建置「本月遲到員工」等其他表格。

王作桓解釋,Excel本來就是用來處理資料庫的軟體,任何原始資料都應該以資料庫的格式留存。即使主管請你製作一份客製化的報表,也不要一開始就照著公司給的格式輸入資料,而應該運用之前的資料庫整合分析,否則Excel很容易誤判資料範圍,導致後續使用分析工具時出現錯誤訊息,又必須回頭檢查和修改,非常耗時。

必備觀念2:以內建工具為優先,處理不了才用函數

很多Excel使用者都有這樣的偏見:以為會用函數的人就是高手。對王作桓來說,懂得用內建工具的人,才是真正的效率達人,因為「有些軟體本身的功能就能解決的問題,幹嘛費心力輸入落落長的公式?」像是排序和篩選,都是很容易上手,又可以快速分類整理資料,得出你想要訊息的實用工具。

要說有哪個內建工具非學不可,「絕對是樞紐分析!」只要原始資料是資料庫格式,就算是新手,都能在30秒內產出想要的報表。至於精熟樞紐的人,大概只要10秒,就能輕鬆分析和比較資料內容。就王作桓的觀察,樞紐分析已足以應付85%以上的報表問題,實用性比函數高、學起來也容易,「只有樞紐分析做不出來的報表,才應該考慮函數。」

如果使用函數的能力已經很強了,更進階的就是要自己撰寫程式語言的VBA(Visual Basic for Applications),它的功能也很強大,能讓Excel自動處理繁瑣的步驟,但是大多數人其實用不到,除非你真的很有興趣,否則不需要額外花時間學習。

必備觀念3: 公式設定一次就好,無須每一格都改

想要提升效率,在使用函數時就要追求「設定一個公式,Excel就幫忙複製到其他需要的儲存格,無需手動修改公式內容」。Excel在複製貼上公式時,本來就會自動調整計算的資料範圍,比方說,在第二列資料的末端使用加總函數(計算第二列資料的總和),再把函數複製到「第三列」後,公式會改為計算「第三列」總和。

但有時候,公式複製貼上後卻算不出想要的結果,主因是輸入公式時儲存格的「位址」設定有誤,因此想追求做報表的效率,一定要搞懂「位址」的用法。

要從「會用Excel」進階成為「使用Excel節省工時」的高效工作者,先以這3個觀念做基礎,再深入學習Excel實際操作的用法,就能真正靈活運用,讓Excel變成製作報表和分析資料的重要幫手。

Microsoft MVP微軟全球最有價值專家 王作桓

台灣微軟Microsoft Office內部訓練暨支援大型客戶訓練資深講師、Microsoft MVP微軟全球最有價值專家。20年企業電腦課程規畫和訓練,曾在鴻海、華碩、友訊、中鋼等數十大企業授課,教授的學員人數超過2萬5000人。

圖片來源 / StockSnap














2014年9月12日 星期五

2014/9/12 「讓微軟頭痛的中國市場」

讓微軟頭痛的中國市場

摘錄自:天下雜誌每日報電子報                        2014/9/9
2014-09-09 Web only  作者:德國之聲

天下雜誌每日報電子報 - 20140912
圖片來源:德國之聲
美國科技巨頭微軟在中國做生意並非易事,Windows作業系統盜版問題愈加嚴重,反壟斷部門登門造訪,現在高層又被百度「挖牆角」。

微軟公司在中國的業務再度受挫,上個月剛剛遭中國國家工商總局反壟斷詢問,現在中國業務的高管又跳槽,而且是去微軟的競爭企業百度。

《德新社》援引《南華早報》報導說,百度公司發言人8日向該報證實,張亞勤將於今年9月10日起擔任百度新的業務總裁。《南華早報》稱張亞勤離開微軟投奔百度對後者來說是「一大勝利」。今年5月,百度已經從谷歌「挖」走高層主管吳恩達,加盟百度出任該公司首席科學家,管理百度在加州的科研中心,負責研究深度學習演算法。

即將加盟百度的張亞勤此前是微軟全球資深副總裁,兼任總部在北京的微軟亞太研發集團的主席。他的團隊主要負責科技創新、産品開發和戰略合作。張亞勤的離開,對微軟來說正發生在其中國業務進展不順的時刻。多年來,微軟在中國面臨盜版産品嚴重的困境。儘管微軟在中國正版産品銷量並不高,但由於大量盜版軟體充斥市場,以至於微軟的作業系統實際上仍是中國用戶首選,不過這種情況很快就會改變。

今年10月,中國將推出國產電腦作業系統,試圖取代微軟的主導地位 。此外,微軟中國分公司上個月再度遭到中國工商總局反壟斷詢問。微軟已經表示願積極配合調查。在中國,配合調查有可能減輕懲處力度。

與此同時,百度正在爲成爲中國網路頭號巨頭展開攻勢。截至目前,擁有6億多網民的中國網路市場幾乎被百度、阿里巴巴和騰訊平分。百度主要主導搜索引擎,阿裏巴巴是電子商務,騰訊則幾乎包攬社交媒體和網路遊戲市場。不過隨著智慧手機的飛速發展和大量新增的創新型公司,中國網路市場原有的份額分配也被打亂。

中國軟體市場也發展迅速。去年電腦軟體銷量同比增長23.4%。中國國家統計局提供的資料顯示,2013年中國軟體業務年收入高達3萬億元人民幣。

(本文轉載自「德國之聲」網站,本文僅反映專家作者意見,不代表本社立場。)



2014年7月17日 星期四

2014/7/17 「彭博:微軟將宣布5年來最大規模裁員」

彭博:微軟將宣布5年來最大規模裁員

摘錄自:天下雜誌電子報                        2014/7/15
2014-07-15 Web only 作者:史書華編譯

天下雜誌電子報 - 20140717
圖片來源:Microsoft
 據《彭博社》(Bloomberg)最新消息,微軟預計在本週五之前,宣布近5年來最大規模的裁員計劃。

據《彭博社》(Bloomberg)最新消息,微軟預計在本週五之前,宣布大型裁員計劃。這有可能是2009年裁撤5800名人力之後,微軟近5年來最大規模的裁員計劃。

目前可能調整的人力,部分來自行動單位。去年9月,微軟宣布收購Nokia手機業務之際,曾承諾在交易完成後18個月內,降低年度支出6億美元。在接收Nokia新加入的3萬名人力後,微軟員工數達12萬7104名。由於Nokia部分人才與微軟現有組織重疊,精簡行動單位人力,可能是為了達成收購承諾。(相關報導:Nokia 手機再見!Microsoft 將手機部門更名為微軟行動)

另一塊裁撤名單,據消息來源指出,有可能是行銷部門,例如全球Xbox團隊的銷售單位,目前整併原因不明。

最後一個整併組織,矛頭指向工程團隊。傳統上,微軟將工程人員分為專案經理、開發工程師和測試工程師,但從微軟執行長納德拉(Satya Nadella)上週對內發表的「微軟核心宣言」來看,當微軟開始站在「雲端」上開發軟體後,勢必要精簡工作流程、整合開發和測試功能,工程團隊預計將納入這波人員整併計劃中。




2014年4月11日 星期五

2014/4/11 「微軟停止支援 Windows XP邁入終點」

微軟停止支援 Windows XP邁入終點

摘錄自:天下雜誌 經濟學人電子報                        2014/4/11
2014-04-10 Web only 作者:經濟學人

天下雜誌 經濟學人電子報 - 20140411
圖片來源:flickr.com/photos/kisocci/
4月8日之後,微軟停止Windows XP的技術支援。微軟在2015年7月前還是會繼續更新在XP上運作的防毒引擎,但除此之外,XP的使用者都得靠自己了。似乎還有不少人仍堅持使用XP;NetMarketShare指出,全球約有28%的個人電腦仍使用XP,僅次於Windows 7的49%。

XP的使用者以小企業和個人為主,他們通常把升級視作花費高昂、可以晚一點再做的事,但也有不少人認為,各種強調XP系統弱點的說法,只不過是微軟和電腦安全企業的策略。

確實,軟硬體製造商帶動了一定程度的FUD(恐懼、不確定性、疑慮),希望能讓使用者更換軟體和硬體。FUD在1999年「千禧蟲」之時相當有效果,現在似乎仍舊有效;全球個人電腦銷售在2013年第3季逆勢上升,較前一年同期增加了5%。

即使如此,許多XP使用者還是不願升級,他們相信,只要持續更新防火牆和防毒軟體、改以Chrome作為預設瀏覽器,並停用Java和Flash,就什麼事都不會有。他們只對了一半;這麼做當然可以減低風險,但只要出現一項安全漏洞,使用者的資料就有可能遭竊。

XP系統中毒的機會,是新版Windows系統的6倍,因此,升級還是比較好的選擇。想留在微軟陣營的,就不必考慮Windows 8或8.1了,它們的硬體要求太高,也被許多人視為Windows Vista災難重演;若不想改變使用習慣和硬體,最好的選擇就是升級至Windows 7。

比較有冒險心的人,則可以升級至Linux的諸多版本之一。Linux免費、硬體需求較低,而且駭客通常不會攻擊Linux,因為安裝的人並不多。在數百個Linux發行版本中,最適合取代Windows XP的有三,亦即Ubuntu、LinuxMint和Zorin。

然而,轉換作業系統自然得面臨妥協。能有看起來、用起來都像XP的介面當然好,但最終還是得看新作業系統的應用程式品質。如果是從XP升級至Windows 7,這不是什麼大問題,但改用麥金塔或Linux系統,問題就會比較大。文書處理、電子郵件、瀏覽器等軟體一定找得到,但最讓人懷念的,通常是那些難以取代的小工具。只有在離開Windows平台之後,使用者才會真正體會到Windows平台是多麼地豐富又多元。(黃維德編譯)

©The Economist Newspaper Limited 2014



The Economist

Difference Engine
End of the road for Windows XP

 By The Economist
 From The Economist
 Published: April 10, 2014

Apr 9th 2014, 18:00 by NV | LOS ANGELES

THIS week sees the last batch of bug fixes and security patches that Microsoft will issue for Windows XP. After April 8th, computers using the 13-year-old operating system will continue to work just fine, but all technical support for XP—whether paid or otherwise—will cease. In a change of heart, Microsoft has at least agreed to continue issuing updates for its Security Essentials malware engine, which runs on XP, until July 2015. Apart from that, users who continue to rely on the thing will be on their own—at the mercy of mischief-makers everywhere.

More than a few seem determined to stick with it. According to NetMarketShare, a web-analytics consultancy, Windows XP runs on 28% of the world's PCs, making it even today the second most popular operating system (surpassed only by Windows 7, with 49%). Over 400m machines will therefore be left exposed. Included in that number are 95% of all the cashpoints (ATMs) in the world. Windows XP and Embedded XP also power a lot of cash registers.

At least most banks, stores, petrol stations and other retail chains have plans in place to migrate their point-of-sale (POS) terminals from XP to Windows 7 or Linux. Many have delayed doing so for financial reasons. POS terminals cost anything from $15,000 to $60,000 apiece, so they tend to be left in place for ten years or more. Besides, new rules will soon require the American versions of these terminals to be upgraded anyway, so that they can handle the more secure "chip-and-pin" credit cards popular in Europe.

Most of the holdouts are small businesses and individual users. Typically, they view the job of upgrading as a costly chore that can be deferred (it ain't broke, so why fix it?). But more than a few consider all apocalyptic talk of XP's vulnerability as scaremongering by Microsoft and computer security firms.

It is certainly true that hardware makers, as well as software firms, have encouraged a fair amount of FUD (fear, uncertainty and doubt), hoping to scare XP users at least into replacing much of their software, if not their hardware as well. Older XP computers can run Windows 7, though at nowhere near the spritely rate of newer ones. Few older machines, however, can run Windows 8 or 8.1 without upgrading crucial components. And the FUD factor worked in 1999, when the mythical "Y2K" millennium bug spurred a world-wide computer-buying spree. Once again, FUD seems to be working. Global PC sales have been in free-fall recently, as people embrace iPads and Android tablets, but the downward trend went into reverse in the third quarter of 2013, in which sales were up 5% from the same period the previous year, according to analysts at Citigroup. And this was not just a one-off. Year-on-year sales in the fourth quarter of last year were up 10%.

Even so, a lot of XP diehards refuse to be swayed. They believe that as long as they keep their firewalls and anti-virus software up-to-date, use Chrome as their default browser instead Internet Explorer, and disable Java and Adobe Flash, they will be OK.

They are half right. Doing so will certainly reduce an XP machine's risk of being infected or hijacked. But all it takes is one security breach for a hapless user's identity, social-security and credit-card details to be stolen. Scans of real-world installations show that XP systems get infected six times more often than computers running later editions, including Windows 8. Better by far to upgrade and have done with it.

But to what? For those determined to stay in the Microsoft camp, forget Windows 8 or 8.1. Not only do they demand too much in the way of hardware, both have been been written off as a debacle as bad as the Windows Vista disaster. With their touch-based design, they require users to do things differently from the way they are familiar with. Microsoft is now hurrying out Windows 9 in a bid to pre-empt a mass migration to Linux or Macintosh.

The best choice for those reluctant to change their habits and their hardware is to upgrade to Windows 7. This can be made to look and feel exactly like Windows XP, while offering far better security. Unfortunately, because this upgrade leaps a generation—avoiding the ill-fated Windows Vista—the migration is not as straightforward as one might hope. If precautions are not taken, the process will wipe out all of a user's software applications, program settings and data files. These have to be moved from the hard-drive to a separate disk beforehand, so that they can be transferred back intact after the installation is complete. Fortunately, there is a handy software tool, well worth its $30 price, that simplifies the process (see "Say farewell to XP", September 6th 2013).

One of the attractions of migrating to Windows 7 is that it has a "compatibility mode" which lets users run all their legacy software. People can also set up a "virtual machine" on a Windows 7 system that will emulate their old Windows XP environment, quirks and all. But be warned: running Windows XP on a virtual machine inside Windows 7 does not magically make XP more secure. It will still be as vulnerable to exploitation as it was when running undisguised.

An alternative for more adventurous souls is to upgrade to one or other of the many flavours of Linux. Not only are all the popular Linux distributions free, they make fewer demands on hardware and run faster. They are also mercifully free of infection. For the same reason that Macintosh computers were once thought immune to viruses and other malware, hackers tend to leave Linux systems well alone: their installed base (1.5% of all computers) is too small to bother with.

Of the hundreds of Linux distributions, three stand out as solid replacements for Windows XP. The most popular by far (when all its derivatives are taken into account) is Ubuntu, followed by LinuxMint. Both stress ease of use and offer desktop environments that Windows XP users will feel comfortable with. And both will work on even relics from computing's iron age. All they ask for is a 700-megahertz processor, 512 megabytes of random-access memory, five gigabytes of hard-drive space and a graphics card capable of just 800-by-600 pixels of resolution. On anything better, Linux will run rings around comparable Macs or Windows machines.

The third stand-out, an interesting alternative to Ubuntu and LinuxMint, is Zorin. This has gone out of its way to emulate Windows XP. For computer users fleeing Microsoft, Zorin OS 8 could be the perfect drop-in replacement for Windows XP. Unfotunately, Zorin's installation process is not as idiot-proof as those baked into Ubuntu and LinuxMint.

Babbage's favourite Linux of all remains LinuxMint, because it comes with all the "drivers" and "codecs" (including various proprietary ones that open-source purist Ubuntu refuses to include) that let it function without a hitch straight out of the box. He recommends newcomers from the world of Windows adopt the version with the Cinnamon interface—XP users, in particular, will feel right at home.

Rather than junk XP altogether, though, Babbage suggests users set up LinuxMint alongside Windows, in a separate partition on their primary hard-drive. LinuxMint even asks users whether they want to do that during installation, and will then automate the process for them. With a dual-boot machine, users can then choose which operating system to load at start up. Having the two operating systems installed side by side provides access to the file systems of both. It is also a handy way for people to find out which one they prefer. If they do not like what they see, they can simply delete LinuxMint and go back to Windows XP. When upgrading his XP desktops to Windows 7, Babbage ran both operating systems side by side for several months until he was happy with the result. He did the same when moving a couple of old laptops from XP to LinuxMint.

Inevitably, though, the move from one operating system to another—whether to Linux or Macintosh or simply to a later version of Windows—entails niggling compromises. Having a user interface that looks and feels like Windows XP can be comforting, but ultimately it is the quality of the applications available for the new operating system that make or break a migration.

That is not so much a problem when upgrading from XP to Windows 7. It is bigger one when migrating to Macintosh or any Linux system. Equivalent programs for all the usual applications—wordprocessors, e-mail packages, browsers, media players and the like—can invariably be found. But it is the handy little software tools that are often irreplaceable and missed the most. Only when moving off the the Windows platform can users really begin to appreciate how rich and diverse it is.

©The Economist Newspaper Limited 2014



2014年1月20日 星期一

2014/1/20 「挖角失敗 微軟下任執行長難產」

挖角失敗 微軟下任執行長難產

摘錄自:天下雜誌 經濟學人電子報                        2013/1/17
2014-01-10 Web only 作者:經濟學人

天下雜誌 經濟學人電子報 - 20140120
圖片來源:flickr.com/photos/michigancommunities/
福特汽車執行長穆拉里(Alan Mulally)再也不必處理那個煩擾了他好幾個月的問題:他會不會離開福特,成為微軟的新任執行長?答案是:不會。

微軟執行長巴默(Steve Ballmer)計畫於8月退休,穆拉里則是最有可能的接任人選。穆拉里、福特和微軟數月來一直迴避此問題,而此問題很有可能掩蓋福特在北美國際汽車展中的光芒。這或許解釋了為何穆拉里終於在星期二的訪談中表示,他不會離開福特。

穆拉里接任福特執行長之時,福特正面臨極為嚴峻的挑戰;他上任後的第一項任務,就是宣佈福特史上最嚴重的虧損。但在福特的管理層週會上,所有的新管理者都強調一切正常;穆拉里這才了解,福特那高度政治的文化,讓高層管理者難以承認問題,解決此事也成為他的首要目標。到了下一次週會,當時的福特北美總裁費爾茲(Mark Fields)舉起手,報告新產品推出的問題,穆拉里給出肯定的回應,促使其他高層管理者報告他們遇到的問題。

沒多久之後,穆拉里就得簽署費爾茲等高層人員的計畫,抵押公司的一切以取得數十億資金,讓公司得以渡過嚴重衰退;事後證明,這個決定極具先見之明,福特是唯一一間避免破產命運的底特律汽車製造商。

穆拉里的另一項重要決定,就是創造了「一個福特」策略,出售旗下所有的非核心高階品牌,並將相對獨立的區域業務,整合為真正的全球化產品開發及製造系統。其成果十分豐碩;穆拉里上任後,福特已創造329億美元的稅前淨利。

微軟並未公開討論巴默的接任人選,但報告亦指出,微軟將一個福特視為對抗蘋果、Google等競爭對手的模範。分析師和投資人似乎同意這樣的看法:穆拉里留任福特的消息傳出後,微軟的盤後股價下滑,福特則上升。

事實上,穆拉里或許不會在福特久留。2012年末,他將費爾茲升為營運長,並將日常營運交給費爾茲,自己則將心力放在長期策略之上。費爾茲得處理品質評等下滑、2014預估利潤下滑等問題,處理是否得當,將決定費爾茲有沒有機會成為穆拉里的接班人。(黃維德譯)

©The Economist Newspaper Limited 2014



The Economist

Ford Motor Company
Mulally ends his dilly-dally

By The Economist
From The Economist
Published: January 10, 2014

Jan 8th 2014, 16:14 by P.E. | DETROIT

EXPECT to see Alan Mulally, boss of Ford Motor Company, wading through a crowd of journalists next Monday, as he unveils a new version of the firm's big F-Series pickup truck to kick off the North American International Auto Show. Amid the hubbub, the one question he will not have to deal with is the one that has been dogging the 68-year-old executive for months: will he be leaving for a new job as chief executive at Microsoft? He will not.

A long-time executive at Boeing, Mr Mulally was seen as the front-runner to replace the software giant's outgoing boss, Steve Ballmer, who plans to retire by August. Mr Mulally, along with Ford and Microsoft, had been dodging the issue for months, and it threatened to overshadow Ford's big announcement at the Detroit show. This may explain why he finally opened up on Tuesday in an interview with the Associated Press. "I would like to end the Microsoft speculation," he declared, "because I have no other plans to do anything other than serve Ford." Asked directly whether this meant he was going to remain at Ford as planned, Mr Mulally added that, "You don't have to worry about me leaving."

With an aw-shucks manner and the boyish looks of a schoolkid from his native Kansas, Mr Mulally seemed an unlikely choice to be the carmaker's chief executive when Bill Ford, a family heir, decided to relinquish the role in 2006. Mr Mulally, who trained as an aeronautical engineer and was heading Boeing's commercial aircraft operations, certainly could not have chosen a more challenging moment to move to Detroit. Like its cross-town rivals, General Motors and Chrysler, Ford was haemorrhaging cash and one of the new chief executive's first jobs was to announce the biggest loss in the firm's history.

Yet, during the company's regular weekly management meeting, all his new managers insisted everything was fine. Ford's highly political culture made it dangerous for an executive to admit to trouble, Mr Mulally realised. Fixing that became a priority. By the next Thursday meeting, things began to change. Mark Fields, then Ford's president of the Americas, raised his hand to report a problem with a new product launch. "Good exposure," Mr Mulally responded, triggering other executives in the room to reveal issues they also were facing.

Things were about to get tougher. Mr Mulally soon had to sign off on a plan devised by Mr Fields and several other top executives to raise billions in cash, which they hoped would see the firm through a deep recession. But it meant mortgaging everything the company owned, even its Blue Oval logo. It proved to be a prescient move. The anticipated downturn was far deeper than anyone expected. With its cash line, Ford was the only Detroit maker to avoid bankruptcy—something analysts say has helped both its reputation and sales.

Mr Mulally's other big move was creating the One Ford strategy. This meant selling off the carmaker's non-core luxury brands, including Volvo, Jaguar, Land Rover and Aston Martin, while consolidating a network of relatively independent regional operations into a truly globalised product development and manufacturing system. The payoff has been handsome, helping to generate $32.9 billion in pre-tax profits since Mr Mulally came to Michigan.

Microsoft has not publicly discussed the candidates it has interviewed to replace Mr Ballmer. Nonetheless, reports suggest the company saw One Ford as a model for rallying its own balkanised operations against competitors like Apple and Google. Analysts and investors seemed to agree: Microsoft's stock slid in after-hours trading when word got around that Mr Mulally was staying put. Ford shares rose.

In fact, he may not be around much longer in any case. In late 2012, he promoted Mr Fields to chief operating officer and handed day-to-day running of the firm to him. Mr Mulally, meanwhile, is focusing on longer-term strategic issues. And there are plenty of challenges for him to ponder, including a late start in booming China.

In his new role, Mr Fields will be addressing issues such as Ford's recent decline in quality ratings, as well as a forecast decline in 2014 profits. How he handles these challenges will determine whether he gets a shot at the top job when Mr Mulally finally decides to retire.

©The Economist Newspaper Limited 2014