July 5th, 2007 — Blogging, Entrepreneurship
In its issue of June 28, CG Lynch commented in CIO — Wikipedia founder Jimmy Wales discusses what it takes for effective groups to work, why speed is a big deal and more.He summed up: the 5 winning strategies of online collaboration.
1) You need mechanisms in place for effective collaboration. Certainly, people can post bad things onto a wiki, a message board, or a mailing list. The real question is, what systems are in place to deal with this? The mechanisms of a wiki have proven highly effective and have to do with the ability of the community to revise the content or revert to a prior state, and the ability to block communication by people who are causing trouble.
2) Online identity is important. But requiring people to use real names online seems to be a solution to a problem that doesn’t exist. When people decide to interact anonymously with no stable identity, then bad behavior is the usual result. The safeguard mechanisms mentioned above can address such a situation. Meanwhile, contributors who use a steady pseudonym can and do gain reputation capital in a way that establishes credibility just as a real name would offline.
3) A successful collaboration requires a shared vision. A good example of this is a successful wiki called wowwiki.com , a wiki about the online computer game World of Warcraft. There, participants work together successfully because they have a shared vision of the kind of work they are trying to complete: a comprehensive guide to all things World of Warcraft. We see the same pattern over and over: A charitable goal like that of Wikipedia is not necessary. Neutrality is not necessary. But a shared vision is.
4) Organizations are becoming flatter. Flat hierarchies are incredibly powerful and, due to technologies like wikis that allow peer-to-peer communication without a lot of barriers, flat hierarchies are taking hold across the business world. Maybe some people are hesitant, but there is an overwhelming adoption of collaborative technologies going on right now. If old-fashioned CIOs are not seeing this, they should be replaced.
5) Speed is incredibly important. A fast and flexible system will always beat a paranoid system that wants to get everything right before publication.
July 4th, 2007 — Chinois, People
Last week with great pomp Hong Kong celebrated the 10th year of the reunification of Hong Kong to mainland China. I eagerly watched the celebration ceremonies on both CCTV9 and the BBC during the past weekend. A few days ago, on the French radio, I heard an interview of the director of Alliance Francaise in Hong Kong giving his views on the one country 2 systems as lived in the (SAR) Special Administration Region.
On the one hand, I am still in admiration of Deng Xiao Ping’s idea of creating the one Country 2 systems in the SAR, on the other hand have to admit that it is not an ideal situation whilst democracy is flouted on and off by the central government. I do accept that it is a transitional period signed for 50 years with the SAR communities that has brought economic expansion to Hong Kong and the relative peace to all concerned.
Of course, the situation, as in most compromises, does not bring complete happiness to either side. Not quite a Win-Win situation which brings satisfaction albeit bliss on each side.
Political Democracy
The democratic party of Hong Kong, whose aim is to reach full democratic representation with an independent government, continues to press the central government to reduce the number of nominees in the SAR’s government. SAR’s residents enjoy freedoms which are far greater than their fellow citizens of the main land. Depending on one’s lieu of abode though being in the same country one would enjoy differentiated fundamental freedom rights and be subjected to another set of constitutional(basic) law.
Freedom of Speech
They have a freedom of expression and views, unacceptable on the main land, yet not as extensive as a full western democratic country would allow. China Government does not allow any opposing view to their policy and will suppress any attempt to any criticism.
Freedom of Religion
In opposition to the main land rule, SAR’s residents are free to adhere to any religious denominations. Hong Kong’s Catholic Cardinal Zen is allowed to voice out and comment on China’s action. He has been subjected to high pressure from the central government but still allowed to perform his duty. In China the Patriotic Catholic Church is under the government’s control and the Roman Catholic Church with allegiance to the Vatican is officially not recognised.
Cardinal Zen has long been known as the “new conscience of Hong Kong” for his unflinching defence of human rights, political freedom, and religious liberty in the face of criticism from China’s communist government. He has bluntly said that the Chinese crackdown on pro-democracy protestors in Tiananmen Square was “a big mistake,” and called on the government to “tell the truth” about those events. He was also a leading opponent of Hong Kong Basic Law Article 23, a since-shelved national security bill, which in 2003 prompted an anti-government protest by half a million people. Zen is a vocal proponent of a push for universal suffrage in Hong Kong, telling his flock in a 2005 homily that “a path will appear when enough people walk on it.” He has publicly called on officials in Hong Kong to support the aspirations of the people, rather than functioning as spokespersons for the central government in Beijing. At a personal level, he is described by John L. Allen Jr., a Vatican watcher, as “a gracious, humble man, a moderate on most issues. (Extracted from Wikipedia)
Freedom of Entreprise
It would appear that Hong Kong has made its mark as the premium location for Finance and services. Hong Kong financial services’ platform is reckoned to have channelled 60% of FDI of China. At some stage, Hong Kong feared that it would have been superseded by the power and large invested in Shanghai. By the way, let us not forget the ever existing rivalry that has always existed between the north and south population.
So far so good for SAR Hong Kong.
One French commenter said that “You would have thought that main land China with its will and power would have souped up tiny Hong Kong, on the contrary Hong Kong is influencing China to move to greater freedom. With its economic success coupled with the ingenuity, flexibility, efficiency and swiftness the people Hong Kong have become a model for the whole country.â€
Who knows may be one day Hong Kong might lead the main land to a new form of Democracy? The Moon Festival,a Chinese traditional has not reentered the Chinese Culture in China from Hong Kong after having been banned by the communist China for decades.
July 3rd, 2007 — Chinois, Entrepreneurship
My early work life in aviation has given me a continued interest in the world of aviation. I lived in the 60’s the transition from the propeller aircraft to the jets and the transition when air transport was of the domain of the select few ‘rich and mighty’ to the domain of almost all.
It is forecasted that China would require some 2900 wide bodied aircrafts by 2025 for its needs, based by the trend drawn from the curve of the last decade. No wonder the two world aircraft manufacturers, Airbus and Boeing are focusing on the China market. China itself with such a large market and having achieved a level of technology, it would be natural for China to eye entering the aircraft manufacturing market. From last week world news, it would appear that Boeing is ahead of the game as they have entered into an agreement with the Chinese authorities for exchange of know-how to allow China to enter the industry. Analysts at Airfinance Journal are now evaluating when China will be the number three world plane maker?
The Boeing Company recently held a conference in Beijing to discuss the design and construction of its new 7E7 jetliner. The 7E7 is to be a super-efficient, long-range aircraft pushing the edge in aviation technology. Boeing China president David Wang was quoted in China Daily as saying that Boeing wants more Chinese participation in the program because it sees Beijing as a strategically important part of its globalization strategy. “Boeing should become more Chinese in China,” said Wang, “Twenty years from now, China will view Boeing as a global China brand, not just a global brand….We must be more Chinese in our leadership, and in content… have more designs, capability coming from China in the long term.”
Extracted from China Brief of James town Foundation
At the 2007 Paris Air Show, where Airbus booked firm order of over 400 aircrafts, it was reported that Russian aircraft manufacturers seem to have made some progress in re-organising themselves. The Italians have signed in with the Russians for a fleet of medium size aircraft. Would there be a market large enough for this type of aircraft for China to get involved?
July 2nd, 2007 — Messe, Reflexion
Lc 9,51-62.
Comme le temps approchait où Jésus allait être enlevé de ce monde, il prit avec courage la route de Jérusalem.
Il envoya des messagers devant lui ; ceux-ci se mirent en route et
entrèrent dans un village de Samaritains pour préparer sa venue.
Mais on refusa de le recevoir, parce qu’il se dirigeait vers Jérusalem.
Devant ce refus, les disciples Jacques et Jean intervinrent : « Seigneur, veux-tu que nous ordonnions que le feu tombe du ciel pour les détruire ? »
Mais Jésus se retourna et les interpella vivement. Et ils partirent pour un autre village. En cours de route, un homme dit à Jésus : « Je te suivrai partout où tu iras. » Jésus lui déclara : « Les renards ont des terriers, les oiseaux du ciel ont des nids ; mais le Fils de l’homme n’a pas d’endroit où reposer la tête. »
Il dit à un autre : « Suis-moi. » L’homme répondit : « Permets-moi d’aller d’abord enterrer mon père. »
Mais Jésus répliqua : « Laisse les morts enterrer leurs morts. Toi, va
annoncer le règne de Dieu. »
Un autre encore lui dit : « Je te suivrai, Seigneur ; mais laisse-moi
d’abord faire mes adieux aux gens de ma maison. »
Jésus lui répondit : « Celui qui met la main à la charrue et regarde en
arrière n’est pas fait pour le royaume de Dieu. »
Je lis dans le texte de ce dimanche l’appel que nous fait le Seigneur. Même si nous voulons le suivre à l’image de cet homme qui dit qu’il le suivra partout ou Il ira, il nous faudra du courage car le Seigneur semble ne pas avoir de lieu où reposer sa tête. Lui-même, il lui a fallu du courage pour prendre la route de Jérusalem et d’assumer sa pénible mission.
Par trois fois, Le Seigneur nous démontre les difficultés que nous aurons à surmonter. Nos liens avec les choses humaines, comme enterrer son père et dire adieu aux gens de la maison ou regarder en arrière, sont des freins à suivre le Seigneur. La lettre aux galates, nous indique bien que suivre le Christ notre Seigneur c’est vivre sous la conduite de l’Esprit. Se défaire des tendances de la chair est le challenge. Fort heureusement, IL a parcouru le chemin avant nous et nous a promis son aide et assistance si nous nous laissons conduire par son Esprit.
. De vivre ma mission à la suite de Jesus est mon obseession.
Je vous le dis : vivez sous la conduite de l’Esprit de Dieu ; alors vous
n’obéirez pas aux tendances égoïstes de la chair.
Car les tendances de la chair s’opposent à l’esprit, et les tendances de
l’esprit s’opposent à la chair. En effet, il y a là un affrontement qui
vous empêche de faire ce que vous voudriez. Mais en vous laissant conduire par l’Esprit, vous n’êtes plus sujets de la Loi.
July 1st, 2007 — Entrepreneurship, Toastmasters
Last Friday, I attended the Port Louis Toastmasters annual dinner at the Caudan Water front Ocean restaurant. It is traditional at each business year end for the out going president to close his year with a sum up of the activities during his tenure and for the newly elected president to present his team and to share his or her focused objectives for the coming year.
We thus saw outgoing president Eddy Tong Sam remitting symbolical the gavel to the in coming president Wairimu Kanja-Ristic. Wai, as she is called by most of the members, has committed this year’s team to give non members of Toastmasters the taste of learning and growing through playfulness by organising public targeted events.
This being the direction taken by the Port Louis Toastmaster club, I thought that I had to comment on Toastmasters to my blog readers and to raise your level of awareness in possibilities that are offered to each one of you , where ever you may be in Mauritius or else where in the world to join in a Toastmasters club.
Do find out: how Toastmasters can enhance your people skills: both communications and leadership skills? Discover: How fun it can be to be part of a world wide well structured self-development club? Enjoy the fellowship of friends, value the uniqueness of each person, and be cross pollinated by the difference in style, thinking, upbringing and cultures.
I for one have gained a lot from Toastmasters. My biggest wins were: 1. to become more structured in my thinking, 2.to become a better communicator by being a better listener, 3. and to deliver in a sequence that is optimum to my audience’s receptivity.
June 29th, 2007 — People
This morning I had the time to scan through the world demography web page which published the July 07 estimates. Whilst Mauritius birth rate is given as 15.26 per 1000 population, it is worth to note that the top score is held by Niger at 50.16 per 1000 population, i.e over three times that of our country whilst Hong Kong trails at 7.34 per 1000 population i.e.half of our rate.
Â
The world population stands at 6,602,224,175 with a growth of 1.167%. The sex ration figures are telling.
Sex ratio
at birth: 1.07 male(s)/female
under 15 years: 1.064 male(s)/female
15-64 years: 1.024 male(s)/female
65 years and over: 0.781 male(s)/female
total population: 1.014 male(s)/female (2007 est.)
These are some of the some indicators that interested me.
Religions
Christians 33.03% (of which Roman Catholics 17.33%, Protestants 5.8%, Orthodox 3.42%, Anglicans 1.23%), Muslims 20.12%, Hindus 13.34%, Buddhists 5.89%, Sikhs 0.39%, Jews 0.23%, other religions 12.61%, non-religious 12.03%, atheists 2.36% (2004 est.)
Languages
Mandarin Chinese 13.69%, Spanish 5.05%, English 4.84%, Hindi 2.82%, Portuguese 2.77%, Bengali 2.68%, Russian 2.27%, Japanese 1.99%, Standard German 1.49%, Wu Chinese 1.21% (2004 est.)
note: percents are for “first language” speakers only and therefore do not add to 100%
Literacy
definition: age 15 and over can read and write
total population: 82%
male: 87%
female: 77%
note: over two-thirds of the world’s 785 million illiterate adults are found in only eight countries (India, China, Bangladesh, Pakistan, Nigeria, Ethiopia, Indonesia, and Egypt); of all the illiterate adults in the world, two-thirds are women; extremely low literacy rates are concentrated in three regions, South and West Asia, Sub-Saharan Africa, and the Arab states, where around one-third of the men and half of all women are illiterate (2005 est.)
June 28th, 2007 — Uncategorized
Way back in 1997, when I attended a month long course in the beautiful mountains of Colorado, at Winter Park, I met with Jane Rogers. A very brave English lady who migrated earlier to Nova Scotia, Canada, with her family followed the same course to improve her skills. We shared a few meals together and exchanged views on raising a family.
Few months after, Jane got in touch with me and requested for some assistance for her son, Joe who just graduated from university in marketing & psychology. Joe wanted to have some international experience before starting a career. After we set up a meeting in Montreal Canada, Joe decided to take up the challenge of spending a year at Rogers & company as a management trainee at the Consumer & Retail cluster.
During his year in little Mauritius, he had the opportunity to work on different projects to hone his skills. The small and almost intimate surrounding of the Mauritian business environment yielded a large and enriching experience to him. It was possible to learn from many sectors of the business and to have a first hand experience in different fields: Fuji photoshops, white goods retailing, supermarkets, car dealership…etc..
He thereafter found no difficulty in securing a job at Leeds, in the UK in a business strategy and design consultancy firm. Today he is heading the Australian branch of an international firm renowned for having won numerous awards.
The good news is that after at absence of 7 years, Joe is back for a short surf and kite surfing holiday. Joe renewed with his friends and rekindled the friendship with the lot he left to pursuit his career.
Last week, I met him with great pleasure. He has become an international businessman braving the big names of the industry he wages in. Steadily and surely he is climbing the ladder of success. Now based in Melbourne, he has managed to double up the size of his branch in less than a year and a half and captured markets of big names of the like of Nike, Coles, Fronterra….
Joe yesterday shared his experience with a group of entrepreneurs. He focused particularly on his thinking for the “Coles Chain of supermarkets: Creating emotions to the brand. “What are you famous for?†was the take home punch line of his enriching presentation.
Thank you Joe.
June 28th, 2007 — books, Entrepreneurship, People
Your true feeling of success will only come from what you give to the world through your work and love. Entertainment is based on what you can get from the world.
That explains why people who don’t worry about what they’re going to get are the ones who always seem to get the good stuff. And those who come to get something wonder why they can’t obtain it. They wonder why life always feels so unfair.
The hands-off manager models, inspires and nurtures this giving approach. He or she mentors contribution. When you take your hands off people’s lives and let them give what they’ve got, you’ll be allowing them to succeed. They will look to see what’s inside them and they will look to see how they can give that to the world.
I like the idea of Giving creating Success. Most sensible humans will be glad to help you out when asked. Would you open your purse when an appeal is made to you for a noble cause? I certainly will. Steve Chandler & Duane Black in ‘The Hands-off Manager‘ drive this idea. “We can allow the results to emerge in the world outside of us if we take care of this world inside. And there’s so much less stressâ€
Creating Results: The Benefits of Hands-Off Management
Duane Black has seen company after company in the home-building business focus only on their percentage of profit in every final sale. That’s what they think about all day long because that’s what they think they’re in business for and how they’ll be successful.
Every one of them had their profit margins decline over the years, because all they focused on was the end result. So they found themselves in an ever more competitive environment delivering an average level of product, an average level of customer service and an average level of community and environmental involvement. But customers don’t want to pay a premium for “average.” Customers don’t get excited about “average.”
So these companies ended up not making big margins. Soon they had to do bigger volume to try to offset their mediocre product. And their volume negatively affected their quality, so the spiral went downward and it wasn’t long before they were in real trouble. That’s the tragedy of the outside focus.
Duane’s many years in the highly successful SunCor Development Company have been characterized by the company’s inside focus. SunCor decided long ago not to obsess on volume of sales. They trust that volume will occur naturally; they let volume show up when volume is appropriate.
They’re more focused each day on perfecting the inner system that will create great communities and phenomenal land planning. For example, they insist on always having really good architecture, they don’t build unless they have great locations and they always have a staff of people who love what they do and are aligned with it and therefore are naturally, effortlessly committed to doing a great job.
Duane doesn’t want his people to have an attachment to results so that not getting them will make them feel discouraged. Instead, he trusts the universe to reward the inside game. It’s a process of being who you want to be right now, instead of straining to reach a future goal.
The absence of stressful external goals and never focusing on how many houses they were going to sell to accomplish this level of success – they had the ingredients of success built in. It was an inner process they committed to, followed through on and delivered.
SunCor’s enduring desire was to build a quality product and to provide good customer service. The other goals – the goals of result, the goals of success – weren’t needed. Things occur naturally from the inner desire of who we were going to be.
We can allow the results to emerge in the world outside of us if we take care of this world inside. And there’s so much less stress. You never need be disappointed when you have a “down month” in results. Down months happen. There’s nothing wrong with them. But if your quality of work keeps evolving upward, better and better results over the long run will show up.
June 27th, 2007 — Entrepreneurship, People
All enterprises have to innovate; more so in the fast changing world where alternatives to your products or services are plentiful, ready to replace you and the market finicky and not loyal. Morten Hansen writes about the innovation value chain. The chain starts with idea generation, but then moves to prioritising and funding ideas, to converting those ideas to products and finally to diffusing those products and business practices across the company.
His thought which is condensed in an article available on the net is worth reading. A three prong look at innovation namely: in products and services; new business models and best practices has captured my attention. Today whilst reflecting and proposing an innovation scheme to a company, I used the three prong methodology and came up with some interesting innovation areas to roll out.
June 26th, 2007 — Uncategorized
Daniel Robin looks at negativism in an interesting way. A visit to his company website has given me a couple of ideas to increase positivism in an organisation.Identifying ‘negatizers’ in organisation and making use of their ideas brings positivism. Enjoy the extract I have to share with you today. A negative attitude or deed I was told could well be a positive one to have at some other time and in some other context.
One Person’s Lemon is Another’s Lemonade
Two people could approach the exact same challenge; one will swim, the other, drown.
- The one having a tough time would filter out all the good stuff (“What good stuff?”) and pay exquisite attention to only the obstacles or difficulty. Often, this person’s reaction is more determined by their prior mood, stress, and energy levels than by the true severity of the issue. In extreme cases, the mood itself comes from habitually seeing the worst in everything – just lemons everywhere. If I pay attention to the clouds that accompany every stinking silver lining, eventually, there are only clouds.
- The one who would swim through the adversity will have the ability to step back, define the issue, look for root cause(s), evaluate options, and take action to change it or adjust to it. Even if it’s the wrong action, any sincere attempt to resolve the situation will be better than drowning in it.
Outlook or Outbreak
Let’s make a distinction between folks who stay in the negative out of habit – a negative predisposition – and those who occasionally find something major to complain about.
If a coworker who is usually positive and upbeat goes on a momentary tirade, suddenly gets afflicted with an outbreak of “this sucks and let me tell you why,” you know it’s for a reason, and can usually be sorted out. With half an invitation to vent, out it all comes, including whose fault it is, and then magically, just like the hijacking never occurred, normal breathing resumes and the person returns to their original upright position.
But if someone has been waking up on the wrong side of their life for months (or years?), they can “poison the pond” without even noticing how it is affecting others. Indeed, when down for the count, it would be momentarily satisfying if the entire department became just as disgusted as they are. Perhaps this inspired the saying “misery deserves company.”
We’re In This Soup Together
The “negatizer” is often so unpleasant to be around that few sane people would volunteer to coach or mentor them. First instincts would be to run away screaming, give quick “fix it” advice, or tell them to seek therapy. Keeping a healthy boundary prevents their stuck-ness from spreading like a contagion. Of course, if you get hooked by or complain to a third party about this “difficult person,” yet another problem arises.
If you focus on what’s inside the “circle of influence” (and abandon what is not); it helps free up resources for rising above it.
II. Gripe to Grip
Most of the workplaces I’ve known are in a state of perpetual chaos and disrepair … they are immense and never-ending exercises in surfacing problems and (in some cases) actually solving them. By contrast, highly bureaucratic or rigid organizations simply do not allow problems (denial anyone?). However, allowing personal attacks, emotional overwhelm, or whining endlessly doesn’t help either.
There’s a balance point between chaos and order, bureaucracy and anarchy, and the key to handling problems comes from involving employees as if that negativity is stored potential for organizational improvement – as if there’s a positive intention behind even the most annoying critical comment or seemingly irrelevant complaint.
Indeed, research suggests that the human side of handling workplace negativity – skill and diplomacy with people – is even more important than the perfect business plan or strategy.
At best, skillfully dealing with negativity in others can be challenging and fun – if criticism, crankiness and complaints are shaped into a constructive forum for change. At worst, if left unstructured, such negativity can be frustrating and painful to be around.
Perhaps the goal is to complain and criticize constructively – without casting blame, without adding interpersonal friction to the catalog of work-related roadblocks – so you can get intended messages across and get breakthrough results. This column outlines a series of practical tips to get at the fun and payoff while skipping that other stuff.
Dealing with Habit Negatizers
Although people who focus on the negative to the exclusion of all else have a hard time staying employed, they do occasionally land in a workplace that happens to include you. With a reputation as a troublemaker or a complainer, they aren’t likely to be taken seriously (which, ironically, reinforces their negative predisposition). Pick a moment when they aren’t completely bent to offer these suggestions:
1. Pick the largest and most important issue, and compartmentalize the rest. Writing down all the dislikes and putting the entire list in “storage” seems to help.
2. Define the problem or issue. Perhaps this effort alone will help put things in perspective.
3. See if anyone else shares the concern. Suggest that they bounce the topic off others -preferably neutral sounding boards – before escalating or developing a proposal to management. Build constituency and avoid going to the boss solo unless the issue is personal or personnel-related. If there’s baseline support for the idea, …
4. Develop a proposal that defines the problem (with supporting evidence based more in objective fact than in opinion), and outline a goal with two or more ways to reach it.
5. Make an appointment to present and discuss the proposal and get feedback.
Encourage them to find creative ways of venting and clearing layers of frustration out of the way, first, so they don’t “poison their pond” at work. Negatizers pay a huge price for emotional seepage – far greater than they probably realize.
So, rather than griping or complaining (“You know what bugs me the most?!”), make it constructive (“With these changes, we’ll get far better results….”).
If we assume that people are already motivated to do productive work, then we need only structure the day-to-day environment and interact respectfully to unleash this vast ocean of human energy – to rise above the problems – to accomplish great things with ease.