tag:blogger.com,1999:blog-9191730641423118632024-02-07T05:41:51.046-08:00Pranav Personal RamblingsIt is my diary under my pen name Pranav, wanted to talk to the world all my thoughtsAnonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.comBlogger16125tag:blogger.com,1999:blog-919173064142311863.post-57941607661757601012014-01-05T10:05:00.000-08:002014-01-05T10:05:47.351-08:00Nexus of Five - Social, Cloud, Mobile, Big Data and Artificial Intelligence (5F) Intro<div dir="ltr" style="text-align: left;" trbidi="on">
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Traditional Companies planning to go Social and to leverage
the amount of data generated internally and externally - are they really Ready
to be able to manage such data ?<o:p></o:p></div>
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Managing entire data layer for a Large Insurer , thought of
how the Infrastructure needs to be designed for better management When My_Customer
embarks on social strategy. <o:p></o:p></div>
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<b><u>Gear up their
Infrastructure</u></b> for such needs <a href="http://www.cio.com/article/704354/How_to_Implement_Next_Generation_Storage_Infrastructure_for_Big_Data">Link</a><o:p></o:p></div>
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This means terabytes’ of storage, if not more. Additional
storage means more cost to already huge company’s spend in Storage , which we have been showing some innovative
ideas like compression etc to save and also have Stringent process which almost
takes three months to get a chunk of storage – more Storage admins – more
storage failures Note: they do have
sizable Hardware failures every other day and more and more storage is going to
just aggravate the issue if not taken care <o:p></o:p></div>
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<u>Challenge
</u>: Data needs to be stored in huge quantities and also available (with
performance) at a Low Cost (Mutually exclusive unless taken proper measures)<o:p></o:p></div>
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<u>Answer</u> :- Raid Arrays
- not exactly , they could add to problem of Cost being replicated 5 times.
Larger chunk for efficient usage of power would mean lot of time to replace
full parity - <b>erasure codes<o:p></o:p></b></div>
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Reed-Solomon erasure codes were originally used as forward
error correction (FEC) codes for sending data over an unreliable channel, like
data transmissions from deep space probes. Using erasure codes, a piece of data
can be broken up into multiple chunks, each of them useless on their own, and
then dispersed to different disk drives or servers. At any time, the data can
be fully reassembled with a fraction of the chunks, even if multiple chunks
have been lost due to drive failures.<o:p></o:p></div>
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Clever safe - dispersal coding uses erasure codes with location info. <o:p></o:p></div>
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<li><span style="text-indent: -0.25in;">Width- The number of pieces you generate. </span><span style="text-indent: -0.25in;"> </span></li>
<li><span style="text-indent: -0.25in;">Threshold - minimum number needed to put it back
together.</span></li>
<li><span style="text-indent: -0.25in;">Width – Threshold
determines its reliability. The highest amount of reliability you can get with
RAID is dual parity. You can lose two drives. That's it. With our solution, you
can lose up to six</span></li>
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An Erasure code is scalable as it
is software-based technology. When a
drive fails or goes offline, storage infrastructure is able to mark it as
unavailable and route data around it while recovering data on that drive
transparently- Instead of an "all hands on deck" situation.<div>
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Reliability has some thoughts, How about Performance ? </div>
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<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="font-family: Symbol;">·</span><span style="font-family: Symbol; text-indent: -0.25in;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -0.25in;">Database Structure </span><a href="https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=11&cad=rja&ved=0CHoQFjAK&url=http%3A%2F%2Fdare.uva.nl%2Fdocument%2F129215&ei=6-jIUq32N8KLrQf-joAg&usg=AFQjCNGFOakjlvYNQVPjG8C2duW2ef4RWg&sig2=AY-4wWFY0WmR7mI1Rn5FTA" style="text-indent: -0.25in;">Link</a></div>
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<o:p></o:p></div>
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</span></span><!--[endif]-->Partition….<o:p></o:p></div>
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Parallel to technology how the Business strategy should be for the Nexus of Force (
Social, Mobile, Cloud, AI and BigData)<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: "Courier New"; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->How they should approach Social presence<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: "Courier New"; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->What BIG Data initiatives they should embark? BIG
Data in 2014 is on trough wave of disillusionment <o:p></o:p></div>
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How they could do IBO<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: "Courier New"; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->How they should leverage Cloud (Private and
Public) not to recreate available resources outside ?<o:p></o:p></div>
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</span></span><!--[endif]-->Just done a pricing for a Private cloud unit
based pricing <o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-family: "Courier New"; mso-fareast-font-family: "Courier New";">o<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->How to leverage Machine learning help the same
in general and Insurance in Specific<o:p></o:p></div>
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</span></span><!--[endif]-->List of use cases ?<o:p></o:p></div>
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</span></span><!--[endif]-->Important as data increases Artificial Intelligence
is built in conjunction else resources needs will be needed heavily<o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-33383780524476156702012-08-06T21:11:00.003-07:002012-08-06T21:15:26.004-07:00It's a Job for Batsmen<div dir="ltr" style="text-align: left;" trbidi="on">
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Below is article from Cricket tournament organized by Me and My Friends<br />
<a href="http://www.youtube.com/watch?v=3Hud5dKoWWg">http://www.youtube.com/watch?v=3Hud5dKoWWg</a>
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It's a Job for Batsmen</div>
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Cricket, alive and well in Hartford, even if you don't know the rules</div>
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By MICHAEL MCGRATH, Hartford Advocate Staff Writer</div>
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October 11, 2007</div>
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The Hartford Cricket Hall of Fame was housed in the now defunct Sportsmen's Athletic Club, on the corner of Cleveland and North Main Street, uptown. It is a one-story brown building sandwiched between a busy Jamaican restaurant and a closed Caribbean grocery store. The doors are locked and there are orange parking cones in front of them. Someone has stenciled on the front of the building, "Don't get mad, get money!" Two deflated balloons hang from a railing. Across the street, I ask the woman behind the counter of the hardware store whether she knows about the Hall of Fame. She looks at me like I'm wasting her time, conditioned by other sports to imagine a Cooperstown, a Canton, even a Springfield. "There's no Hall of Fame around here," she tells me.</div>
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Despite the lack of a local physical shrine, the sport of cricket is alive and well in the city of Hartford, and never was this more evident than early Saturday morning, Oct. 6, as I tried to make heads or tails of the game while a record-breaking Indian summer burned off the fog that settled over Elizabeth Park. The TCS Hartford Cricket League was holding their championship match, following a 10-team, month-long tournament.</div>
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The league is largely made up of Indian men who live in and around Hartford while working for IT companies. These men, dressed in track pants and non-matching T-shirts, strolled down the hill from the parking lot as their teammates and opponents warmed up within the large oval marked by plastic orange cones. The match was to be played on the park's baseball field, with the pitch set up just above first base. The pitch is the central focus of the match, and consists of two three-pronged wickets placed 22 yards apart. The majority of the action takes place between these two wickets, as a "bowler" from one team hurls the ball toward the "batsman," who is stationed just in front of his team's wicket. The batsman swings, and if there is contact, the batsman runs to the second wicket. In turn, another batsman, the "non-striker," runs from the second wicket towards the first, with the two batsmen passing each other as the other team scrambles after the ball. As they switch off in the pitch, their team accumulates runs.</div>
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I had the good fortune of watching the match with a print-up of the rules hidden in my notebook, but even then I had difficulty following the rhythm of the game, or even keeping score. Luckily I also had Sathish, who sat between me and the trophies on the dugout bench, and who kept my head just above water as the Aspen Bulls took on NIIT for the TCS Championship. Sathish explained the rules to me as I looked for familiar movements; the game of cricket seems to contain elements of baseball, croquet and the shot-put, as the bowler skips and hops towards the pitch before firing a heavy ball towards the opposite end. During TCS matches a tennis ball is used, due to safety concerns, but the bowler's motion remains unchanged.</div>
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Even without a thorough understanding of cricket's rules, a spectator can appreciate the sport. There is a symmetry to the game. The hits usually resemble a bunt, or even a hard foul, but there is the occasional shot into the sky that floats over the many fielders and breaks the invisible threshold of the orange cones. There is the pop-fly, and the pressure on the fielder. Twice a sheepish man in a striped shirt caught arcing balls, and the fielders rushed toward their hero.</div>
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The players' enthusiasm was infectious as the match came down to an exciting conclusion. Sathish had told me that a tie was a possibility, and this was the first time that the sport seemed truly foreign to me, as it would to any American accustomed to watching extra innings, or sudden death shoot-outs. For a game that can last all day, it seemed important that a victor be declared. Fortunately one team did prevail, with NIIT seizing the title, and the celebration that followed would be recognizable to any sports fan. The men gathered excitedly in the center of the field, to the left of the trampled pitch. Soda cans were shaken and then let loose. Gatorade baths followed for the captains. A couple walking their dog stopped to watch the scene as it unfolded before the backdrop of Asylum Avenue. It must have looked familiar to them, even if they were clueless as to which sport had preceded it.</div>
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<span style="font-family: Tahoma;"><span style="font-size: 11px;">Courtesy Hartford Advocate</span></span></div>
</div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com10tag:blogger.com,1999:blog-919173064142311863.post-18159359206850536062012-05-10T17:42:00.002-07:002012-05-10T17:43:47.873-07:00Focus on what you control and important - Ignore Noise<div dir="ltr" style="text-align: left;" trbidi="on">
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Good Depiction </div>
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<a href="http://under30ceo.com/how-to-win-by-ignoring-the-noise/"><img alt="Ignore Noise and Prioritize" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5CKjNPEUEw6TWa3X18UbRF5fTGccdULF5xee3kQr29DBLkcpUE5LGzwbBiTSPT8F-cuXHrmy1N-5stJVe4jD2RE3XLnUQ49XzfhzBK6BAWsEkIzDsd8az4Nx5K7TuZQD5d_SECy44C8A/s1600/How+to+win.jpg" title="Ignore Noise and Prioritize" /></a></div>
<a href="http://under30ceo.com/how-to-win-by-ignoring-the-noise/">LINK</a><br />
<br /></div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-53455923726498171852012-01-24T17:25:00.001-08:002012-01-24T17:25:58.273-08:00My Enterprise Newspaper<div dir="ltr" style="text-align: left;" trbidi="on">
<a href="http://paper.li/tagoreghanta/1327108424">My Enterprise Newspaper</a></div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-81391233617260710402011-05-21T16:01:00.001-07:002012-07-12T21:37:02.358-07:00GOAL : Architecting like Adi Shankaracharya ?<div dir="ltr" style="text-align: left;" trbidi="on">
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<span class="Apple-style-span" style="font-family: Arial, sans-serif; font-size: 12px; line-height: 13px;">Events in life destined to happen in an interesting order and has hidden message in them. You realize them only when you intrigue these. I felt this info is related to ME and not pertaining to any abstraction of roles I play– thus felt to update in all my 3 blogs.</span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;">Recently watched a movie on<a href="http://www.blogger.com/goog_1663954014"> </a><u><a href="http://www.youtube.com/watch?v=3ePzneq-Wnk">Adi Shankaracharya</a></u> and prepared for TOGAF part-I exam.<o:p></o:p></span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;">Most number of architects in humanity is from INDIA and is from Hinduism. Hinduism is not a religion of one but is a continuum, where many have realized the god in themselves. It is not one or two books but numerous artifacts written over centuries by these God-realised Yogis/Sadhus. Pre Adi Shankaracharya era these numerous artifacts were interpreted in as many number of ways causing confusion on what they ideally meant.<o:p></o:p></span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;">Adi Shankaracharya (in Film) looks at heap of Vedic documents in a cave of his guru and asks why they are in this state. Guru explains threat to them and inspite his noble and best efforts he couldn’t maintain these well and make them available to general public. People with no proper knowledge were taking not so correct interpretation of these texts were following few blind believes. Adi Shankaracharya embarks on his mission not only to re-engineer the artifacts but also make a continuum to dissipate correct information on what actually Hinduism core principles were. To him the prophesy was “bring his friends, family and community from cult behavior and establish a continuum to avoid the same beyond his life time”. He went onto bring Advaitam meaning of Hinduism, Defy many Blind-Believes in community by himself and establish Four Maths to sustain Hinduism’s true message come out for centuries. Can we do at least 1% what Adi Sankaracharya did centuries back. I feel I would be blessed even if we could do 0.1% of what we wish to do.<o:p></o:p></span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;">Challenge of current period is lack of time !? Advent of Internet and Web2.0 data has been ever increasing but when it comes to get right information we have the similar issue of having numerous interpretations but not sure if have the right answer required.<o:p></o:p></span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;">What is it to club these numerous artifacts being built/written through aspirants interpretation of the core epics along with these Epics. “Hindu Arch Repository”. Classify documents- what would be ABB, SBB? What’s the scope or enterprise ? What is the “Archtecture work” to start an TOGAF-ADM cycle. Is the answer is to have active blogs by categories like Karma, Yoga, Varnam, Varnasankaram, DHarmanm, Nyayam, Rules of Balyam-Komaryam-Bhramacharyam-GruhaPrasatham-Vanaprastham-Sanyasam etc.,<o:p></o:p></span></div>
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<span style="border: 1pt none windowtext; font-family: Arial, sans-serif; font-size: 9pt; line-height: 13px; padding: 0in;"> <u>Goal is to enhance the Primal Vedic Literature(Literature its manifestation to Upanishads and its essence of these illustrated by Gita) through an state of art architecture (creating respository) using collaboration of aspirants/knowledge-seekers under guidance of Gurus – Thus provide mos accurate and relevant information.<o:p></o:p></u></span></div>
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</div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com1tag:blogger.com,1999:blog-919173064142311863.post-11210709767850721672010-11-30T20:35:00.000-08:002010-11-30T20:35:18.942-08:00Shareholder vs Stakeholder<div style="text-align: justify;"></div><div style="text-align: justify;">Future of Indian IT Industry with growing Salaries and reduced billing rates lesser Dev projects due to “buy instead of build” strategy?</div><div style="text-align: justify;"></div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">One of my favorite Leader has seems taken oath to find an answer on how to manage Indian IT which is caught between raising Cost (Employee Demands) , Reduced Bill rates due to competition, Decreased build needs with Buy strategy – Thus challenging the sustainability of Indian IT reign for/till next generation. While his thought is primarily to drive points like Company needs to be profitable end of day to sustain against acquisition or extinction. To do that we need to see how we be cost efficient, Value adding to customer to raise top-line and work through this Buy strategy of various industry through various differentiating roles.</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">Stepping back we will come through different perspective - One of the Ten Strategic thought or schools is “Organizational Purpose” as per management books. Tension on this is Profitability vs Responsibility. Perspective is pulled between shareholder and stakeholder. [[[Note not sure why people can’t catch a fact that shareholder is one party of many that constitutes stakeholders]]]</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">One more perspective - For initial few years of My company gone public in 2004, I wondered why it is not faring well compared to its next biggest IT company. Profit – was the unanimous answer then, as long as you are not most profitable you are not going to get better visibility and mileage than your competitor who is nowhere near your revenue (note NOT profit). I also felt my company was lacking marketing, but what marketing you need than your P/E ratio. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">It is undisputed fact that we need to be Profitable to satisfy shareholder, but not at the cost of key stakeholder employees (or as they officially called as “associates” to make people feel that they are not COST to company but assets). It is pendulum though it might achieve profit for a while but would come back a blow to other side as attrition evident through recent Attrition rate of the other company which I envied all along. But I could see same situation round the corner to my company unless stringent steps are taken to do something rather than go on jolly ride for a while satisfying shareholders at cost of stakeholders (customers, Employees, Society etc.,).</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">Interestingly there are many views that Profits are proportional to market share</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">It’s easy to point the problems! So what’s the solution??? </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">Ever understood why Japanese industries are far more successful than Corporate American peers post Second World War during 70’s. Industry after industry, including steel, watches, ship building, cameras, autos, and electronics, the Japanese were surpassing American and European companies. Initially one key factor Management Gurus felt was the cost structure is in advantage of Japan, but after detailed study it seemed that Japan’s cost structure is inferior to American. SO there is some beyond Cost which is behind the avalanche of Japanese success.</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">7S Model – Is the answer for this question (<a href="http://www.mindtools.com/pages/article/newSTR_91.htm">Link</a>)</div><div style="text-align: justify;"><br />
<div></div></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBn3WnjWvGW3QJEMaWaSMxfy93EHfFPDqXH6BVHMCDeMtrUqlChgHCgSVD-UGaGVmD9PBP1FmJ0Ror1K8Fxcz0D2bJosCJ02cjyY7uOcTTqr8qpEtbhDCvNIQiHFVS7U3rncMQhCBFPyg/s1600/mckinsey.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" ox="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBn3WnjWvGW3QJEMaWaSMxfy93EHfFPDqXH6BVHMCDeMtrUqlChgHCgSVD-UGaGVmD9PBP1FmJ0Ror1K8Fxcz0D2bJosCJ02cjyY7uOcTTqr8qpEtbhDCvNIQiHFVS7U3rncMQhCBFPyg/s1600/mckinsey.jpg" /></a></div><div style="text-align: justify;"><br />
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<div></div></div><div style="text-align: justify;"><table border="1" bordercolor="#cccccc" cellpadding="4" cellspacing="0" style="width: 450px;"><tbody>
<tr><td bgcolor="#dadada" bordercolor="#999999" width="50%"><div class="bodytext"><strong></strong></div><div>Hard </div><div>Elements</div></strong></td><td bgcolor="#dadada" bordercolor="#999999" width="50%"><div class="bodytext"><b>Soft </b></div><div>Elements</div></b></td></tr>
<tr><td bgcolor="#ffe5cc" bordercolor="#999999" valign="top" width="50%"><div class="bodytext">Strategy</div><div class="bodytext">Structure</div><div class="bodytext">Systems</div></td><td bgcolor="#ffe5cc" bordercolor="#999999" valign="top" width="50%"><div class="bodytext">Shared </div><div>Values</div><div class="bodytext">Skills</div><div class="bodytext">Style</div><div class="bodytext">Staff</div></td></tr>
</tbody></table><br />
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<div></div></div><div style="text-align: justify;">• Strategy: the plan devised to maintain and build competitive advantage over the competition. (<u>We will go into Porter and Blue Ocean Thoughts in detail later</u>)</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Structure: the way the organization is structured and who reports to whom. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Systems: the daily activities and procedures that staff members engage in to get the job done. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Style: the style of leadership adopted. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Staff: the employees and their general capabilities. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">• Skills: the actual skills and competencies of the employees working for the company. </div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">Though Americans had greater control on hard parameters and Japanese mastered on the soft parameters and the results speak. Shared Values: Great value on <a href="http://en.wikipedia.org/wiki/Corporate_culture">corporate culture</a>, shared values and beliefs, and social cohesion in the workplace. Style: In Japan the task of management was seen as managing the whole complex of human needs, economic, social, psychological, and spiritual. Pascale also highlighted the difference between decision making styles; hierarchical in America, and consensus in Japan. </div><div style="text-align: justify;">Many Management guru's are thinking that era of hierarchial management started after second world war is ended - I think key of current IT orgs change should be aligned to non-hierarchial model for it to sustain the gain momentum and not fall into any other industrial sector where process managment dominated innovation (innovation in tranditional industries are done mostly at R&D labs ?)</div><div style="text-align: justify;"><br />
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<div></div></div><div style="text-align: justify;"><strong><u>VALUES – The epicenter</u></strong></div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">I always wondered if companies’ values (should be shared) are epicenter contributing to centrifugal and centripetal binder for the wheel of success (Fortune?), is this values valued to the extent its required ? Not being critic, but I feel the Values are paper protected these days. Take for example “Respect for Individual” retrospect the same. What goals on this Value is cascaded to the middle management, except for profitability and Growth? I wondered can we get back the confidence of employees fear and resentment that hangs over many employees, still tender from years of layoffs, salary freezes, pay cuts, Promotion delay and furloughs. Liked the answers @ HBR blog . Forget gaining Trust work win-win</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">“The organization will provide interesting and challenging work. The individual will invest discretionary effort in the task and produce relevant results. When one or both sides of this equation are no longer possible (for whatever reasons) the relationship will end. So if the organization no longer has interesting or challenging work for the individual to do, or if the individual is no longer willing or able to engage in the work — to invest the levels of discretionary effort required for excellent results — it is in everyone's best interest to part ways.</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">This new equation has significant implications for our talent-management practices. To start:</div><ul><li><div style="text-align: justify;">It reinforces the premium many organizations have wisely put on engagement.</div></li>
<li><div style="text-align: justify;">It calls for new approaches to performance management — ones that gauge the evolving needs of the task, as well as the individual's skills and contributions.</div></li>
<li><div style="text-align: justify;">It requires tighter integration of learning and work.</div></li>
<li><div style="text-align: justify;">It raises the need for on-boarding processes that are quick and efficient and exiting approaches that are nonjudgmental and designed to encourage the individual to return if appropriate work opportunities arise.”</div></li>
</ul><div style="text-align: justify;"></div><div style="text-align: justify;"></div><div style="text-align: justify;">HR has always been tactical in many ways needs to innovative in implementing this with consensus in phased manner.</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;">(Thoughts are flowing and to be continued)</div><div style="text-align: justify;"><br />
<div></div></div><div style="text-align: justify;"></div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-64926807041890544242010-11-16T18:33:00.000-08:002010-11-16T18:33:45.989-08:00Cloud9 or Passing Cloud<div style="text-align: justify;">Cloud Computing (CC) is perceived to be a most disruptive force in the IT industry today, the most evaluated technology as per Gartner 2009 and is at “peak inflated expectation” in Hype cycle 2010. </div><div style="text-align: justify;"></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Simplest definition of it is “CC allows users to use only a web browser to receive computing services via internet, also enabling users only to pay for services they actually use”. CC concept is as old as free email services like Hotmail, Yahoo mail. Reincarnation of CC is driven by advances in Virtualization technologies (like VMWare Xen etc), Web Technologies and Infrastructure technologies. Virtualization has evolved from Consolidation through Agility to Alternate sourcing (CC).</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Clouds could vaporize if Security (Not less secure than ‘on premise’ but risk is high), Performance (Bandwidth, Latency), Compliance (SOX, HIPPA etc regulations scope not addressing Cloud) and Availability (Inevitable outages and its costly alternatives) challenges are not addressed effectively. Cloud vendors are positioning TCO as value where as many customers are looking business agility as driver. Cloud is still maturing and it is gauged on three fronts Elasticity (Slow vs Brisk, Large vs Granular), Service (Standard vs Custom) and Market (Closed vs Open).</div><br />
OLAP applications have been adopting CC comparatively well, architectures are still evolving to address transaction processing. SOA and Integration capabilities are deemed to be key foundational competencies required for IT to be successful at CC. <br />
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</div><div style="text-align: justify;">Lets see some stats:- Market for public cloud products and services is estimated at $16B in 2010 growing to $56B by 2014(IDC). Gartner predicts cloud market be $150B by 2014 and Merillynch estimates $160B by 2011. Various acquisitions to align. Microsoft, Yahoo is building massive data centers in Quincy, WA. Google which currently controls 2% of all servers in world (1 million servers) plans to have upwards of 10 million servers in the next 10 years. Quick moves and acquisitions happening to capture CC potential opportunity. Ubiquitous computing is reality with Mobile web set take over Desktop web by 2015. Many organizations already embarking some sort of virtualization or private clouds, including The Hartford, a key step in one among of three approaches towards CC.</div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;">Looking at these statistics and moves of major player’s it is promising that CC not just a passing “Cloud”, for sure it is going to rain if not pour and certainly play a disruptive force days to come. CC has lot of challenges yet for c-level management and vendors before jumping onto “Cloud” Nine.</div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-69874854069046026122010-11-09T21:17:00.000-08:002010-11-09T21:17:53.691-08:00<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsGyNsPfCOfGjASUG4y_n4HTiGr6Wb5fNTnFp-ZnrsRncm9hUIlWHLwoOHvy0vL02wM7BKHvh0-uoop90Wg-GFN0cwre94jp1RmSwe4ZzuW2F5lFm9XZ39qn50UE996u29xQ4mPuPaLa4/s1600/Ready+to+takeoff.jpg" imageanchor="1" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="400" px="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsGyNsPfCOfGjASUG4y_n4HTiGr6Wb5fNTnFp-ZnrsRncm9hUIlWHLwoOHvy0vL02wM7BKHvh0-uoop90Wg-GFN0cwre94jp1RmSwe4ZzuW2F5lFm9XZ39qn50UE996u29xQ4mPuPaLa4/s400/Ready+to+takeoff.jpg" width="228" /></a></div><br />
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<span style="color: #741b47; font-size: x-large;">Quiescent or Preparing for takeoff ?????</span>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-50052139950380937822010-09-09T19:13:00.000-07:002010-09-09T19:14:41.047-07:00True Leader - QUalities of LeadershipLeaders and Leadership is one area always makes me think and ponder. Is just being a tough task master makes a good leader? I feel yes for moment and no the next. Admire a lot of qualities in people around with unique attributes worth inspiring. No one is perfect – but I have special respect for those leaders who know their gaps and constantly work on them and at end of it they are "<u>modest and down to earth</u>".<u>People should talk about them much but not themselves.</u> Below is good articulation of what makes a good leader. Always wondered why though I wanted to be a good leader but not a manager, I seem to have an answer “Past few months/years I am not sharing the same values of my Org”. As manager you need accept them as there is no way org accept yours ;-). I have constant battle in my mind can you be a leader without having power (Manager) – I feel yes most of the times.. It’s time to decide if my view changes.<br />
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<strong>You make a difference –</strong> You should believe that you can make a difference <br />
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<strong>Credibility Is the Foundation of Leadership - </strong>Team should believe in you, Do what you say, say what you do/<u>did</u>. <u>You often hear Leaders (?) boast them doing something where actually they dint do it ?</u> <br />
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<strong>Values Drive Commitment – </strong>You, Your Team and Your Org should share same values. <u>Ringing some bells Friend</u><br />
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<strong>Focusing on the Future - </strong>Big dreams that resonate with others inspire and energize.<br />
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<strong>You Can’t Do It Alone -</strong> Leadership is a team sport, You cant do it alone and dint do it alone. Engage others in the cause. You need to enable others to be even better than they already are.<br />
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<strong>Trust Rules -</strong> Build mutual trust; you must trust others too.<br />
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<strong>Challenge Is the Crucible of Greatness - </strong>Change invariably involves challenge, and challenge tests you. It introduces you to yourself. It brings you face-to-face with your level of commitment, your grittiness, and your values. It reveals your mindset about change<br />
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<strong>You Either Lead by Example or You Don’t Lead at All.</strong> You have to go first as a leader. That’s what it takes to get others to follow your lead.<br />
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<strong>The Best Leaders Are the Best Learners.</strong> Learning is the master skill of leadership. Leaders are constant improvement fanatics.<br />
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<strong>Leadership Is an Affair of the Heart.</strong> Leaders love what they’re doing and those they lead. Leaders make others feel great themselves and are gracious in showing their appreciation.<br />
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<a href="http://www.leadershipnow.com/leadingblog/2010/08/ten_truths_about_leadership.html">Link</a> <br />
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<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">“77% of leaders believe their employees are not giving 100%. Employees don’t seem to argue the point. 72% of employees admit that they in fact aren’t giving 100%.” </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"></div><br />
<div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><strong>Working for the Appeaser.</strong> You’re given enjoyable assignments, you’re allowed to spend most of your time on work that plays to your strengths, your boss gives you lots of positive feedback, and your boss seems to care most about making sure you’re really happy. </div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKn4ItUyc6JSpK-dWKLjxneGekynDRyOZiWb2rKC7ecUFEn1y7boXd7jhhoWRL7pR96-mK6f0g9AglrQ41ITCD9QocN01F7NlPWOeam3xF_hmsOpBvTnQuuYrDPWIGy2Bhi-lZSswj6bQ/s1600/100percenters.gif" imageanchor="1" style="clear: right; cssfloat: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" ox="true" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKn4ItUyc6JSpK-dWKLjxneGekynDRyOZiWb2rKC7ecUFEn1y7boXd7jhhoWRL7pR96-mK6f0g9AglrQ41ITCD9QocN01F7NlPWOeam3xF_hmsOpBvTnQuuYrDPWIGy2Bhi-lZSswj6bQ/s320/100percenters.gif" /></a><strong>Working for the Intimidator.</strong> You’re given seemingly impossible assignments; you don’t feel like you’ve got all the skills you need to complete those assignments; when your boss gives you feedback, it’s usually pretty harsh and critical; and your boss seems to care most about achieving his goals no matter who’s with him at the end. </div><br />
<strong>Working for the Avoider.</strong> Your boss doesn’t really force too many assignments on you, you’re not really required to learn new skills, your boss lets you figure out for yourself how you’re doing, and your boss seems to care most about not getting in your way. <br />
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<strong><u><span style="color: #cc0000;">Working for the 100% Leader.</span></u></strong> You’re given really challenging assignments, you’re required to learn new skills even in areas you might not consider to be your natural strengths, your boss gives you lots of constructive and positive feedback, and your boss seems to care most about pushing you to maximize every ounce of your potential.<br />
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<a href="http://www.leadershipnow.com/leadingblog/2010/08/are_you_a_hundred_percent_lead.html">Link</a>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com1tag:blogger.com,1999:blog-919173064142311863.post-59452934400219268392010-09-05T20:14:00.000-07:002010-09-09T19:15:21.846-07:00Presentation Mantras - I should ever remember and PracticeFew I was told, learnt through few sites and <br />
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0) Think "What is It in For Me" from audience perspective<br />
- I always visualise presentations as Film(I am passionate hence so) and as any film, there should be good start , WoW factors in regular intervals, Solid Ending ;-)<br />
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1) Audience want to be entertained, want to learn, And most of all they want you to do well. Your mistakes done during presentaion wont prevent audience from those. Big mistake is you make before you even say a word that matters more. These include the mistakes of not having an interesting opinion, of not thinking clearly about your point, and of not planning ways to make those points relevant to your audience.<br />
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2) Performance skill, and performance means practice, practice & practice<br />
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3) If you can speak a truth most people are afraid to say, you’re a hero - Be honest , you would be interesting<br />
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4) Ability to think and refine rough ideas into clear ones is difference between you, JFK, MartinLutherKing - Not ability in public speaking.<br />
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5) Avoiding Boredom. A speaker must set the pace for the audience if he wants to keep their attention. … Think of your opening minute as a movie preview: fill it with drama, excitement, and highlights for why people should keep listening. Be confident in what you say and do. If your talk consists of several problems important to the audience, and you promise to release the tension created by those problems by solving each one, you’ll score big.Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-76270090876400762902010-09-03T20:04:00.000-07:002010-09-03T20:04:52.793-07:00Only Constant in the world is Change<div style="color: #674ea7; text-align: justify;"><b> I liked the flow of thoughts penned in HBR blog; link mentioned below, added few of my thoughts.</b></div><div style="color: #674ea7; text-align: justify;"><b><br />
“Change is a threat when done to me, but an opportunity when done by me” – Everyone in the team should think this way, and to think that way change should address concerns of each and give each to use the change to address the same. Change would succeed if it is nurtured bottom up.</b></div><div style="color: #674ea7; text-align: justify;"><b><br />
“A journey of a thousand miles starts with a single step” – Do not get overwhelmed by the task, start it with all your will-power (Sankalpam – Sanskrit) after some resistance even five-elements of nature would bow to you (Upanishads)</b></div><div style="color: #674ea7; text-align: justify;"><b><br />
"Change is a campaign, not a decision." – Change is bound to get resistance by virtue of its character, Change should be campaign, with constant communication, tools and materials, milestones, reminders, and rewards.</b></div><div style="color: #674ea7; text-align: justify;"><b><br />
"When you come to a fork in the road, take it." - Yogi Berra </b></div><div style="color: #674ea7; text-align: justify;"><b><br />
"Everything can look like a failure in the middle." </b></div><div style="color: #674ea7; text-align: justify;"><b><br />
"Be the change you seek to make in the world." - Gandhi</b></div><div style="text-align: justify;"></div><div style="text-align: justify;"><br />
</div><div style="text-align: justify;"><a href="http://blogs.hbr.org/kanter/2010/08/seven-truths-about-change-to-l.html">SourceLINK</a><br />
</div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-54659734664140256602010-08-19T07:47:00.000-07:002010-08-19T07:53:13.927-07:00CAPTAIN Vs RATSI just wanted to share some thoughts I had in my mind on various incidents and conversations I had, Not intended to single person rather a group which I am also a part. Rat and Captians a paradigm which I heard in my childhood but never appreciated till I am triggered by few....Note a single person could be captain in a minute and Rat in next<br /><br />A ship which has taken many towards thier destination and has been "next" Home for few for years. RATS and Captain are stakeholders of it.<br /><br /><br />RATS <strong>while thier time </strong> in amusing themselves around <strong>for Good Food</strong>, going here and there based on what tastes better, They <strong>dent </strong>the ship for fun or make <strong>thier way for better </strong>things.<br /><br /><br />Captain (not discussing goodvsBad captain for now take good) has <strong>ownership </strong>has responsibility to make passenger, who has faith to take his ship and have critical needs tonreach destination and have dependants waiting for them. <br />He constantly maintains the ship in good conditions patching up any risks seen. He would also think if it were steam engine what could be better options etc.,<br /><br />For any <strong>Mishap </strong>or Risk foreseen in future<br /> <strong>Rats </strong>are the ones which <strong>run away FIRST </strong>from ship looking for better ship all they need to address is <strong>SURIVIVAL/BETTER FOOD</strong><br /><br /> <strong>Captian ensure </strong>that risk is everted, Ship is brought to noramlcy and is the <strong>LAST to go</strong> or even ready sink owing the responsibility though might not have caused by HIM.<br /><br /><strong><strong>ARE YOU a RAT or a Captain</strong></strong><br /><br />RATS, in example above,are animals which are called so as thier <strong>physical strength is more than Intelect</strong>.But in real life they are <strong>HUMANS </strong>who are not just for PHYSICAL desires they are supposed to have <strong>morals</strong>.<br /><br />This, though,seems to negate our panchathantra story of three fish Bhudhimathi,Kalamathi,Mandamathi and a pond (Who moved your cheese which I feel is thousand years latter merchandised version of it which every one is so gaga about!) but it should be applied to the methodology CAPTAIN should use to deal the situation rather than run away strategy of RAT<br /><br />I am not saying that we should change ship but <strong>change after you ensured it is stable make a difference of RAT vs CAPTAIN </strong>in you.<br /><br />Feel this is also close to Subject-Object Paradigm which goes quite frequently in my mind.<br /><br />I may be wrong but topic is "wecome for critic"Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-38874754675316536362010-06-12T09:36:00.000-07:002010-09-03T20:05:37.592-07:00My Perspective on GoGreen<div align="justify">According to modern earth sceince 4.6 billion year old Earth took 800 Million years to turn BLUE(Archaean Era) from RED(Hadean Era). Took Billion years to to start turning GREEN (Oxegenic Photosynthesis : Neoarchean). Took 2.3 Billion years for modern human to evolve.<br />
But it is taking very few years for Humans to push Earth from GREEN to RED (Global Warming) and BLUE(ICE CAP Melting). </div><div align="justify"></div><div align="justify"></div><div align="justify">IPCC's Third Assessment Report projects that the Earth's average surface temperature will increase between 2.5° and 10.4°F (1.4°-5.8°C) between 1990 and 2100 in "business-as-usual" scenario. Thinking whats big deal, even a modest rise of 2°- 3°F (1.1°-1.7°C) could have dramatic effects. In the last 10,000 years, the Earth's average temperature hasn't varied by more than 1.8°F (1.0°C). Temperatures only 5°-9°F cooler than those today prevailed at the end of the last Ice Age, in which the Northeast United States was covered by more than 3,000 feet of ice !!!<br />
<br />
This reminds us old story of person axing branch on which he was sitting, though this is evidently foolish outright - So is the deeds of us WRT green house gas emmission. In this case niether we have time to fall from branch to prove our foolishness nor we can wait for a miracle to happen to make us Kalidas from a foolish man. <<"Thy helps to those who helps themselves">></div><div align="justify">As an individual every one has power to control most of our choices and, therefore, the impact we create: from where we live to what we buy, eat, and use to light etc can have global impact. With global importance on Green initiatives and corbon credit program a near reality it is becoming important that the IT solutions provided have this aspect considered as one of the strategic driver. </div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-62591574030883216092009-10-03T20:46:00.000-07:002009-10-03T20:59:40.787-07:00Long Tail - Insurance<div style="text-align: justify;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_JxeaUidqSq6BYs5o-pRFGwlggIqmuNYu0rdk1SZgg1XCU18CcmeipnJSunnrNM_KNMyLw3uWI6syKmyKkoAvRnu4DTM1-qe7A8TLnQ42nIV5CE5HKmjLye5Ln8PuwYcR9uldkCo9JcI/s1600-h/LngTl.JPG"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 320px; height: 262px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_JxeaUidqSq6BYs5o-pRFGwlggIqmuNYu0rdk1SZgg1XCU18CcmeipnJSunnrNM_KNMyLw3uWI6syKmyKkoAvRnu4DTM1-qe7A8TLnQ42nIV5CE5HKmjLye5Ln8PuwYcR9uldkCo9JcI/s320/LngTl.JPG" alt="" id="BLOGGER_PHOTO_ID_5388589168525920594" border="0" /></a><br />“The Long tail” is undoubtedly path-breaking theory coined and is making waves in entertainment and media industries. The concept of “sell less of more” has challenged Pareto theory. To summarize, models like Barnes & Noble, Blockbuster, Wal-Mart etc . where products offered are effected by the scarcity of space, are challenged to the extent of extinction by new models of abundance Example: Amazon, Netflix, Rhapsody. The motto of “The Long tail” is "Make almost everything available through Internet for the market place to choose", which is leveraged to reap benefits. Scarcity models compelled providers to pre-filter products that could be made available to consumers, this in turn restricted consumer to choose among available. Abundance models have no pre-filters and made every thing available for the consumers to choose. Thus 20% of the products make 80% of the market (Pareto), now providing rest 80% products through new abundance models have steadily increased their market share beyond 20%. Example Documentaries, which could never make racks of Blockbusters, are market in itself through NetFlix. . This is fueled by the reduced costs of CPU, Storage and memory that enabled flurry of collaboration tools like blogs, social networking, mashups, and RSS.<br /><br />The tail is set to grow with leaps and bounds in the years to come, thanks to the generation ahead. Forrester analysis has shown seniors use Internet for personal use like email and news. Gen X(born between early 60's to late 70's) uses it for reading about products and online shopping. Gen Y(born between early 80's to early 90's) is doing everything, esp. collaboration. Advent of WEB 2.0 technologies (rather say ideologies ?) where Internet has moved from “read-only” to “read-write” by features enabling users to contribute. This has helped producers provide what "market place" is asking for. Though there are sporadic instances to showcase these (Example: Dell providing Laptops with XP as operating systems after looking at their consumers' chat room) with right tools Internet is all set for the next phase Web 3.0 “read-write-execute” and empower tail wag everything away.<br /><br />The thought of long tail in Insurance industry is still in a nascent stage. It is due to the fact “sell less of more” is not the business model insurance works on. Premium to risk determination is critically dependant on the number of insured, hence selling “less” is to be determined with at most care and skill is required by Actuarial department on how much less is feasible. Recent recession has emphasized the fact that Insurance industry has moved its concentration away from its core areas Actuarial, Underwriting and need is evident for them to concentrate back on these. Before building long tail with the restrictions around “selling less” it is important to know what is in scarcity in current models and what is market place asking for. Scarcity is<br /> 1) Varied number of risks that could be provided,<br /> 2) Premium cost against each risk<br /> 3) Agents/prospects time.<br />Agents should be provided web 2.0 portals where they could collaborate (Queries wiki, chat etc) with ease to serve customers better. In turn build knowledge repository which would not only increase their productivity over time but also contribute in community discussions to gauge the needs or trends of industry. Agency self service with web 2.0 features is the key step for Insurers to take as it has ROI through agent satisfaction, more business, build knowledge repository and build systems to analyze the market place. Key to start building web 2.0 portal is to identify communities and provide tools to collaborate and make users visualize the advantages for them. Experience and technology could also be reused to expose same to prospects via direct business. Example: Progressive's service to prospects to share their pets pictures with friends, everyone would guess what they are up to by now. Billing and Claims are also the areas where collaboration could be provided to insured to build communities and ascertain their needs.<br /><br />The journey of building portals to capture thoughts in market place and actuarial or underwriting capabilities to be able to sell less of more risks is time taking. This is the direction to take, viewing positive signs of “long tail” to grow and its impact over traditional models in other industries. The pioneer in this direction would be to have critical advantage over followers as loyalty and attachment towards community once formed is tough to capture unlike market.</div>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0tag:blogger.com,1999:blog-919173064142311863.post-70627911730750598252009-07-01T07:14:00.000-07:002009-07-06T10:09:14.571-07:00Team 2.0<h2 style="text-align: justify;"><span class="Apple-style-span" style="font-weight: normal;"><span class="Apple-style-span" style="font-size: x-small;">My quest for knowledge has pushed me to the extent that I started feeling insecure for any activity happening without getting updates. This is even more if it is my area of interest Business and Technology.</span></span></h2> <p class="MsoNormal"><o:p><span class="Apple-style-span" style="font-size:medium;"> </span></o:p></p> <p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Example: Powerbuilder migration proposal needs some data. Legacy modernization group would like to know the research done by B&A team for them to leverage the efforts. Tools group would also be interested for any tools that would help migration. Similarly Pain points group would like to the business case build by team to showcase pain points of any Powerbuilder application. </span></p> <p class="MsoNormal"><o:p><span class="Apple-style-span" style="font-size:medium;"> </span></o:p></p> <p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Same tasks numerous groups interests involved. Think of the collaboration needs for this activity. Should only one or few core team member need to know all these activities to direct teams for co-ordination? </span></p> <p class="MsoNormal"><o:p><span class="Apple-style-span" style="font-size:medium;"> </span></o:p></p> <p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Listed are the high level actors</span></p><ul style="margin-top:0in" type="disc"><li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">HIPOS groups are formed each targeted to address different areas. (9+)</span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Leads trying to get some info. (No of Projects)</span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Managers for data for various reasons (10+)</span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Team wish know recent happening and probably the work done by HIPOS would help them reduce rework in learning from scratch.</span></li> </ul> <p class="MsoNormal"><o:p><span class="Apple-style-span" style="font-size:medium;"> </span></o:p></p> <p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">It was suggested that for any problem put forth you, we need to start with “If I had unlimited time and resources, and knew I could not fail, what would I choose to do?”. </span></p> <p class="MsoNormal" style="text-align: justify;"><b><u><span class="Apple-style-span" style="font-size:medium;">Write Blogs</span></u></b><span class="Apple-style-span" style="font-size:medium;">:</span><span><span class="Apple-style-span" style="font-size:medium;"> </span></span><span class="Apple-style-span" style="font-size:medium;">Every one part of HIPOS group would blog at regular intervals on their activities around these groups. </span></p> <p class="MsoNormal" style="text-align: justify;"><b><u><span class="Apple-style-span" style="font-size:medium;">TAG Blogs</span></u></b><span class="Apple-style-span" style="font-size:medium;">: Each blog would have base category (tag?) mapped to their group. Author could also tag their content optionally; others could also tag the content (Folksonomy). </span></p> <p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Even use for auto tag generation (say tags created by users are scanned through blog’s content to generate tags , even when not specified)</span></p> <p class="MsoNormal" style="text-align: justify;"><b><u><span class="Apple-style-span" style="font-size:medium;">TAG CLOUD</span></u></b><span class="Apple-style-span" style="font-size:medium;">: Generate Tag cloud and help the users trying to find specific content easily. Provide search facility as well, as Tag cloud could hold limited tags.</span></p><p class="MsoNormal"><span class="Apple-style-span" style="font-family:'Times New Roman';"><img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4pr562HqjoVrOSBiQeRRPsUc1ensYb2yDM26GkuR38cRU6PAYNS4B0-d8EqNuxh-r3vC4k657oOP3Zy7TirOkVZNgijOuLBgM9MFKZHoVSTlCicUrgqE2VBUkPls8ZbfZo7bvq_U5ALg/s320/lowndes-fig2-400px.gif" style="text-align: justify;float: right; margin-top: 0px; margin-right: 0px; margin-bottom: 10px; margin-left: 10px; cursor: pointer; width: 320px; height: 214px; " border="0" alt="" id="BLOGGER_PHOTO_ID_5353497129863611698" /></span></p><p class="MsoNormal" style="text-align: justify;"><b><span class="Apple-style-span" style="font-size:medium;">Advantages</span></b></p><p class="MsoNormal"><span class="Apple-style-span" style="font-size:medium;"></span></p><span class="Apple-style-span" style="font-family:'Times New Roman';"><p class="MsoNormal"></p><ul style="margin-top:0in" type="disc"><li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-family:georgia;"><span class="Apple-style-span" style="font-size:medium;">Every one is trained to articulate their learning</span></span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-family:georgia;"><span class="Apple-style-span" style="font-size:medium;">Hold sense of contribution and accountability by each</span></span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-family:georgia;"><span class="Apple-style-span" style="font-size:medium;">Track the performance (transparency)</span></span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-family:georgia;"><span class="Apple-style-span" style="font-size:medium;">Access to all interested </span></span></li> <li class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-family:georgia;"><span class="Apple-style-span" style="font-size:medium;">Leverage WEB 2.0 features yet to be realized</span></span><span class="Apple-style-span" style="font-size:medium;">.</span></li> </ul> <p class="MsoNormal"><o:p><span class="Apple-style-span" style="font-size:medium;"> </span></o:p></p><p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span class="Apple-style-span" style="font-size:medium;">Till this could be implemented could we have this implemented in available Sharepoint as communities ?</span></p><p></p></span><p></p><p class="MsoNormal" style="text-align: justify;"><br /></p>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com1tag:blogger.com,1999:blog-919173064142311863.post-6832992308348660422007-07-22T14:52:00.000-07:002007-07-22T15:33:04.465-07:00Introduction<p>Every day - I wake up thinking whats in stock for me today. Day starts, more like our workout on a tred-mill , with slow warm up and followed by strenuous jog till evening and cool down phase when I return to home. In bed, few minutes before sleep, I rememebr what happened today - and common and consistent thoughts I have is ....</p><p>What we did, why we did, who are they, is it correct, what is correct and ton of questions.... I ever felt that this material world is not right- where one for material benifits acting the way it would hurt others. Comparing to the journey MAN started are where he heading - is it a right direction where every thing is measured materlisticly.</p><p>All these questions and many more were raised by Arjuna( Indian Hinduism philosophy) before he was supposed to fight his brothers for kingdom. He asks Krishna, whom am I going to fight ?every one infront of me are my relatives and what I am going to acheive by defeating or killing them ? Is Kingdom worth this? I feel me asking the same question who am I fighting with , Is it worth?</p><p>Krishna says " You are created to do a task, do your task with truthfulness and rightful mind and leave the consiquencecs on me", he adds, "Do every task with your heart in it- do not worry if you donot get the anticipated results out of it, they would certainly come to you eventually"</p><p>I cosole with these words and ensure that I do right thing and with all my heart into the task, either it is in the office or at my home. - Every day as long as I am sure that I did this, sure that I am going to get peaceful sleep and be ready to face another Day ahead.</p><p>I always wish I share the thoughts and feelings, I do share with my friends, sharing through this blog feels me think that I am sharing my thoughts to those friends - Like you.</p><p></p><p></p>Anonymoushttp://www.blogger.com/profile/07136642891151013328noreply@blogger.com0