Where – means move one step, ) means turn clockwise, ( means turn counter-clockwise, and means repeat 4 times what is inside the square brackets. Then the answer to question 6 could be the following: It is interesting to see what the optimal solution for question 6 is, if we consider as optimal solutions not those with the least number of components but those with the least number of bunny steps. But using the solution from question 5 to solve question 4 is far fetched, so I believe that denoting 7 as the compenent number for question 4 is better as it stands. Of course, since question number 4 can also be solved using the solution from question 5, one could argue that question 4 should have the number 6 (instead of 7) for denoting the components needed. The number in each question denotes the minimum mumber of components needed to solve it. From the image below, we can understand that optimal solutions are those which use the least amount of components. The puzzle does not make it clear what considers as optimal solutions. Obviously, the goal is for the bunny to eat all the carrots. ![]() This puzzle should have been addressed to adults.īy the way, the answer for question 5 can also be used to solve question 4. Then let the kids give you orders to guide you where they want you to go.īut Google should have never produced such a difficult puzzle meant for kids programming. You can create a floor with square tiles and stand in one. The way kids should learn how to program is exactly like that, though. The advantages of modern BP&F software go beyond rolling forecasts, current budgets, and continuous planning sprinkle in some other advanced solutions and watch as your entire financial management becomes more secure, flexible, and potentially even more economical.Today () Google published a doodle that has to do with programming for kids.Īlthough this is the way kids should learn how to program, the doodle is incredibly difficult and should address only seasoned programmers. For an all-too-recent example, just think about organizations today, basing their plans and strategies on data generated pre-COVID and wondering why their predictions were so far off their current revenue. Modern cloud-based systems allow organizations to update and review budgets, plans and forecasts in almost-real-time, rather than being reliant on reports generated several quarters earlier when the world looked very different. Markets, competition, trends, and sociopolitical environments now shift rapidly and unpredictably. While reporting, planning and forecasting annually may have cut the mustard decades ago, it simply isn’t fit for purpose in today’s VUCA business landscape. The primary issue with doing BP&F on spreadsheets is that it’s enormously static and reactive. Just because something isn’t defective doesn’t mean that it can’t be vastly improved upon. “If it ain’t broke, don’t fix it,” you might say. Substitute the monitor for ledger paper, and those companies are managing their financials in the same way as managers were doing it more than 100 years ago. While cloud-based SAAS solutions have improved efficiencies right across organizations, 70 percent of companies still confess to relying heavily on spreadsheet reporting for BP&F, with 40% using spreadsheets exclusively. ![]() But that’s still no excuse for still using Excel for all your budgeting, planning and forecasting. In the three-and-a-half decades since Microsoft first launched it for the Macintosh (Windows didn’t follow until two years later), Excel has undoubtedly established and cemented its reputation as one of the all-time great business tools and software. Forecasting combines planning and budgeting with historical performance and the current economic and market conditions to provide a financial prediction of a company’s performance over the next few quarters of years.Įxcel turns 35 this year.
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