Corporate Culture, Governance, Leadership & Longevity

Freedom

2008-12-01T09:21:00.001-08:00

Freedom, originally uploaded by Philippe Sainte-Laudy.

Philippe Sainte-Laudry is a great artist & member on www.flickr.com

...renewal...

2008-07-03T12:00:00.001-07:00

...renewal..., originally uploaded by singhsardar.

Click on the photo & read more.

Singhsardar is a great artist & member on www.flickr.com

Do Employers FEAR Experienced Employees?

2008-07-02T10:46:00.001-07:00

Do Employers FEAR Experienced Employees?, originally uploaded by ensyn39.

Do Employers FEAR Experienced Employees?

Why do experienced people fail 2 find work?
Could it be that employers management fear them?
When you send an intelligent persons job offshore - do employers feel accountable?
If there is such a technical shortage, why is experience being ignored, are managers ignorant or fearful?
Fear is a strong motivation, high tech companies such as nortel and Motorola have give away our high tech knowledge for money to such countries as China and wonder why they lose market share - is this just pure greed.
Bullying in the workplace may create damage to a persons self image - is this form of prejudice in disquieting to you? Is it legal to cause a burden on society by belittling people - are companies turning sadistic?
Experienced employees understand these techniques, is this a reason not to Hire them?

Uploaded by ensyn39 on 5 Apr 08, 8.36AM PDT.

Take One With The Heart

2008-06-25T11:57:00.001-07:00

Shine on Me, originally uploaded by pitik101.

There are many paths to enlightenment. Be sure to take one with a heart. - Lao Tzu

Pitik101 is a great artist & member on www.flickr.com

Focus On 1

2008-06-24T10:33:00.001-07:00

Focus On 1, originally uploaded by CharlieBrown8989.

In life, matters that arising are in difference magnitude.

The only way to stay on top of it is to focus on one!!

Wisdom of Team Work - Taipei Dragon Boat race...

2008-06-18T10:26:00.001-07:00

Taipei Dragon Boat race..., originally uploaded by *dans.

Running a corporation or business, is just like padding a boat....

I have used this analogy on my paper of "creating An Excellence New Philips Corporate Culture

* dans is a great artist & member on www.flickr.com

Like An Eagle ( Original Title 2007-6-29---eagle big beef-sea beck 110)

2008-05-27T10:31:00.001-07:00

2007-6-29---eagle big beef-sea beck 110, originally uploaded by JonR2007.

What Corporate Citizen can learn from Eagle??

JonR2007 is a great artist & member on www.flickr.com

Team Work ( Original Author - Free Sensation)

2008-05-26T13:35:00.001-07:00

Free Sensation, originally uploaded by Patiblue.

In the Big or Small Corporation; Team work shall be always adhered.

Manager shall process the skill of the leadership position within the team & manage it with human & people skill.

Patiblue is a great artist & member on www.flickr.com

Canon Canada Service Center in Calgary SUCKS

2007-11-28T04:42:00.001-08:00

Canon Canada Service Center in Calgary SUCKS, originally uploaded by blumpy.

This is the persistent repair of one of my fan's on flickr.

I am requesting Canon Senior management to look into the quality of the service issue urgently.

Such standard of service certainly going to cost Canon more in the long run.

TaoTeh The Way of the Heart - Chinese traditional character set - because Heart has not been taken out of the words.

2007-11-12T04:52:00.001-08:00

TaoTeh The Way of the Heart - Chinese traditional character set - because Heart has not been taken out of the words., originally uploaded by En Sync.

The way of the Heart though under copyright is free to use in it's unchanged form
TAO TEH CHING
les mots classiques de TAO et TEH
LA MANIÈRE DU COEUR

traduit par de John L. A. Trottier
copyright 2005

1

Tao n'est pas Tao, Tao peu commun.

TAO (LA MANIÈRE DU COEUR) peut être parlé, mais pas le Tao éternel (manière).

Nom non nommé, nom peu commun. Des noms peuvent être appelés, mais pas le nom éternel.
(vous ne pouvez pas contenir l'infini.)

Comme origine de la ciel-et-terre, elle est invisible

En tant que "mère" de toutes les choses, elle est descriptible.

Nous désirons comprendre le mystère,
particulièrement l'invisible infini.

Nous désirons comprendre les choses que
nous observons, en particulier ce qui est
qu'on peut répéter.

Ces tous les deux existent, de la même source
le Tao.

C'est mystérieux pour la même raison.

En outre la source est spirituelle et
mystérieuse.

C'est la porte à un grand nombre de mystères

(la source de commencement de l'univers
a créé les lois de l'univers.)

TAO TEH CHING
The Classic Words of TAO & TEH
THE WAY OF THE HEART
Translated by John L. A. Trottier
Copyright 1995
1
Tao is not Tao, unusual Tao.

TAO (THE WAY OF THE HEART) can be talked about,
but not the Eternal Tao (Way).
(“The Map is not the Territory’)

Name not name, unusual name.

Names can be named,
but not the Eternal Name.

(You cannot contain the infinite.)
[“The Model is not the Reality”]

As the origin of heaven-and-earth,

it is invisible:

As “the Mother” of all things,

it is observable.

We desire to understand the mystery, especially the infinite invisible.

We desire to understand the things we observe, especially what is repeatable.

These both exist, from the same source the Tao.

This is mysterious for the same reason.

Furthermore the source is spiritual and mysterious.

This is the gate to great numbers of mysteries

(The source of the beginning of the Universe created the laws of the Universe.)

This great shot by En Sync, a great artist & member on www.flickr.com

Leadership & Echelon Formation

2007-11-06T04:32:00.001-08:00

Honk!!! Honk!!! Honk!!! :))), originally uploaded by denis collette.

This observation share the common explanation in my paper to Philips Corporate Supervisory Board & Management Board 1989 & 1990;

Creating An Excellence News Philips Corporate Culture

Be it in the Army or in these flying Geese. They know the important of leadership. The Vision & Mission.

The team work. The echelon formation.

The important of mutual supporting in the company or corporation.

About Win or Loose!!

2007-11-02T07:44:00.001-07:00

Violet Peace, originally uploaded by CharlieBrown8989.

This is the answer I given to one of my fan's regarding win of Loose!!

your work quality is not depend on flickr Explore; it is depend on you yourself set

Your own goal.

keep learning ;

keep improving;

keep refinding;

keep innovating;

Keep creating;

Keep self-motivating;

Keep-Positive Thinking..etc.

Then You truly exploring your own future & defining the New Frontier.

Explore can be a very disturbing algorithm & made one crazy & hate flickr explore Algorithm.

As Lao Zi Said:

One should not have the heart & mind on "Win or Loose" ; one should have selfless & blend with Nature.

That is Dao & Theorem (Fa) In Nature!!

道法自然

Team Work

2007-11-01T08:29:00.001-07:00

分享~Divide, originally uploaded by <~剎那回憶~>.

This two Orangutans, they know how to team together , look for food & then one goes to the pond to pick up the orange. Yet the elder one know how to lend the younger one his hand. To make sure that the young old is safe.

The great shot by Allen, a great artist & member on www.flickr.com

Free

2007-10-23T07:53:00.001-07:00

Free, originally uploaded by Patiblue.

In this competitive world. Nothing is Free!!

However, For an individual to excel. One must be have freedom.

Freedom to thdo whatever is moral.

Freedom to reach the star!!

This great shot by Patiblue, a rising star & member on www.flickr.cpm

Teamwork

2007-09-17T06:43:00.001-07:00

Teamwork, originally uploaded by Ms Ladyred.

Teamwork

When the best and brightest come together, the possibilities are endless.

Which one are you?

Uploaded by Ms Ladyred on 13 Sep 07, 4.18AM PDT.

This great shot by Ms Ladyred, a great artist & member on www.flickr.com

Fire Fighting

2007-09-13T17:29:00.001-07:00

Fire Fighting, originally uploaded by CharlieBrown8989.

Executive In a corporation shall not be a fire fighter.

As an executive or leader in any corporation. One must be able to anticipate event before it is happening & then act timely before the wild fire taken place.

Unfortunately, most of the corporation today still have their executive's as the commander of the fire fighting task.

Looking at the events in HP; Yahoo are the recent examples in today corporate world events.

Give Flickr back it's Wings to Fly Free!!*****

2007-06-20T12:56:00.001-07:00

Give Flickr back it's Wings to Fly Free!!*****, originally uploaded by BillyWarhol.

This great shot by Billy Warhol, a great artist & member on www.flickr.com

www.mabicious.com Steal CharlieBrown8989 Works On www.flickr.com/photos/charliebrown8989/

2007-06-19T15:42:00.001-07:00

www.mabicious.com Steal CharlieBrown8989 Works On www.flickr.com/photos/charliebrown8989/, originally uploaded by CharlieBrown8989.

Today, I am informed by markus, that www.mabicious.com steal my works.

http://www.mobicious.com/wallpapers/89536-charliebrown-the-glow-within#

Apparently, it have been found that many flickr member are affected by such activities.

there is a forum covering this topic on http://www.flickr.com/help/forum/en-us/43447/

As on now, flickr staff said they are "looking At it!!"

is these unbelievable??

Yahoo Chief, Jerry Yang should look into the issue of the Germen Censorship & those issues let these urgently.

Otherwise, More dismay result would have happen!!

Yahoo! CEO Terry Semel considers resigning??

2007-06-18T13:22:00.000-07:00

This article I found on Yahoo! Terry Semel Consider Resigning

Well, it is expected he would be doing so under the pressure & stress from the Shareholders & the Board of director.

As in the Sun Zi Art of War.

A hero Need to know when to go forward & when to withdraw!!

Terry Semel reaching this stage is exactly what I wrote earlier in my blogs, If he don't act fast enough, it would be too late for both Yahoo! & himself.

Yahoo shareholders protest CEO's $107 million pay

2007-06-17T17:17:00.000-07:00

I was browsing the report on flickr Censorship on Germany AgainstCensorship.....

Then I found this article.

I am appending for you all to read.

In my paper on "Creating Excellence New Philips Corporate Culture!!" I have a chapter touch on the Senior executive compensation for tech company.

Which over almost 17th years ago I made such a bold statement against the Money as a motivation terms for the Senior executives of a Corporation. Which is still valid today.

For most corporate culture adviser today they are with many years of experience in changing the corporate culture,. However, to get one that understanding about the balance of Money & the intangible mindware to be on the leadership position like late Winston Churchill & Mao ZeDong is very impossible to find today.

If the leadership on the top of the corporation is motivated by Money, then the whole corporate culture would be based on money. Then such corporation would never have soul & culture after all.

Update on Censorship Issue On flickr

2007-06-16T20:43:00.000-07:00

Yahoo - flickr = Censorship

2007-06-15T21:56:00.000-07:00

[I'm CEO of Zooomr]

Well it is with great disappointment that I found myself yet again a victim of censorship on Flickr. Early today while engaging in a debate about Flickr's recent censorship in Germany I had over a dozen of my comments permanently deleted out of a debate by Flickr staff.

You can see the references to my involvement in the debate here and here among other places.

It's ironic that of all places that Flickr would choose to censor me would be in a thread protesting their censorship. And without any warning even or explanation.

This is not the first time I've been censored by Flickr.

The points that I was making in my debate about censorship on Flickr had a lot to do with what I see as problems at Yahoo. The fact that their CEO is the highest paid CEO in the United States, the fact that Yahoo 2 days ago rejected an important shareholder proposal denouncing censorship. And yes this most recent issue of censorship where people in Germany can only access Flickr in "safe mode."

Now some might say that it's not right for me as a competitor to Yahoo to be critical of their practices. But let me point you to the screen shot above. It comes from Flickr employee Dunstan Orchard's public zipline on Zooomr. Dunstan and other Flickr employees have been on Zooomr disparaging our site for the past week. So to me it seems a tad hypocritical that when I legitimately object to censorship on Flickr that I would have my words censored, while Flickr staff seems to feel that it's perfectly appropriate to disparage Zooomr over at Zooomr.

It's not right. And what Flickr doesn't understand is that by censoring your critic you only make him stronger. I'm sure it's probably only a matter of time before I get kicked off of Flickr entirely. All my photographs destroyed and deleted as well. Over 40,000 comments from many good friends.

This is the difference though between me and flickr. When Dunstan and other Flickr employees disparaged Zooomr I let their words stand. Rather than censor them, I took the high road and did not. Meanwhile flickr continues to build a name for itself: Flickr = censorship. Silencing me will not change this and it's a sad state of affairs to see happen to the flickr that I once loved so much and that even now professes to "love me" on the little icon above my page.

Censorship is borne out of fear and weakness. This is something always to remember.

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My Comments is as follow:

I have been a supporter of flickr like TH all along. Although I have a Zooomr account, but I am not too active.

To me, These events are a history repeated by itself of flickr-Yahoo.

Yahoo - flickr = Yahoo!

TH is a user of flickr. However, flickr have the Supreme God & goddess. Whom decide who should be censored; block or deleted...etc.

I have experience that since Sept 29, 2005 till today.

To me flickr is a great photo management community, but over time the Power - politics seem to be happening in both internal & external which are the "customers".

If the management on the top is assuming the imperialism management or authoritarian style then e-gangsterism or e-hooliganism would born naturally.

TH is good heart by sounding out for flickr to improve. It means well & good. However, that is not really appreciated as my earlier experiences.

Perhaps it is the same as what I have been served & f-team God think that it is a threat to their existence.

Especially, TH have commented at his own flickr. Which they have the power to do what they want. Anytime a violating the TOS can just created. & then they can exercise their power.

flickr junior staffs messing at Zooomr site are totally un-professional in the web2.0 era.

In my opinion, Yahoo CEO Terry Semel should need to come forward to the front to assume the leadership to iron out those censorship issue including Germany, China, Hong Kong, Singapore, Korea & also those blockage, suspensions, deletions, harassments; oppressions; bully to the Yahoo customers..etc. before it is too late.

Yahoo - flickr Censorship & leadsership

2007-06-14T10:59:00.001-07:00

The recent events on Censorship, That to me is not new.

Sept 29, 2005 I was suspended by flickr .

Read
www.flickr.com/people/charliebrown8989 for the details of my encounter.

Now off late with the censorship on China, now Germany :

Read:

http://ebusiness-ecommerce.blogspot.com/

http://power-politics.blogspot.com/ it is a lesson for major search engines & the community to learn.

Yahoo Stake holders & senior management really have to review the management & leadership issues within 1st.

In my paper to Philips on Creating Excellence New Philips Corporate Culture. I have highlighted the important of the "Put Customers' 1st" at the outset.

For the internal issue the No 1 need is to re-examine the management & leadership; Act & change Timely!!

Terry Semel really have to take these initiatives before it is too late for himself!!

Yahoo Chief Terry Semel : Please Read: Flickr's new censorship system

2007-05-19T21:45:00.000-07:00

The following is my comments With regards to

Flickr's new censorship system

Malingerlin

It is great of you to stand up for your rights!! & get the deserved response.

My Experience on flickr is right from the beginning in May 2005. My pro account was suspended because I have too many contacts.

I was accued for using scripts to make flickr members to knee down & become my contacts!!

The management team & the egangsters in the forum have using abusive XXXX language on the flickr Central forum & my sites to harrass, bully, oppressive....etc to both me & my daughter.

There is one quote, we voted you out you XXXX off, there is no human right for you here!!

I do notice that with the messengers & emails, all ganged up to against me & my daughter. Subsequently, those abusive & racist & ...were deleted by the team.

I have wrote to Terry Semel sent by Fedex, & called his office but no answer.

I am not even know what is NIPSA till later this year. But I do get feed back from contacts that my contacts are not able to views mysite or people search for "CharlieBrown8989"

Few months back, when one of my photo which is a macro shot, was deleted after nearly 250 comments, I then send a email to flickr team. the reply later they told me a unbelieable reply that, their record shown , I delete it myself.

I have never post any artsy nude till Mar 4th 2007 to conducts the flickr view rates & behaviourals Science.

Been brought up in a close society I know what is the do & don't in my mind.Especially on porn & frontal; genital parts. However, I was accued for posting frontal nudity & expose genital parts of a human body, which in the whole truth, I never be!!

Then my site is moderated & totally black out from public. After along appeal then now is OK. But the people search for "CharlieBrown8989" on flickr remains un founded.

On the experience of Rebekka, she is very fortunate to get covered by many blogs & internet medias, the most remarkerable is she get coverage
by BBC news.

Gail Orenstein case is a classic significant on the internet history among all, her account is totally deleted with over 1 millions views & over 15X testimonials. However, her case is not covered by the major news medias.

As a person having many years of experiences with fortune 100 corporations. I have ever seen the unbelievable events like these. But I did predicted that the internet would be experiencing the same as the happening in real life back in the early 90's.

Yahoo bought over flickr, infact there is no change on flickr management, as we all love flickr & the community that is why we are here, by voicing out is with the hope of the management should think possitively to improve rather then the negative feeling & thus the follow-up detrimental actions.

It is not only Yahoo senior management should reviews those happening, it is major search engines like MSN, Google & Alta-Vista alike to learn from the community as the masses are with the ecommunity.

It is the people who make an intiatives or business successful. Not the other way!!

[32] Posted by: Charlie C. Tan | May 19, 2007 9:43 PM

One More Makes Two

2007-05-12T10:34:00.001-07:00

One More Makes Two, originally uploaded by LorriM.

In the creating excellence Philips corporate culture.

I have quoted the example on the Nature of motherhood of bird's.

How a bird after giving birth , nurture the babies & then when during the old age, the adult bird have been serving the ageing mother or father.

In the corporation , the departmental & divisional competition are always present, However, a corporate culture must follow the nature beings filial doing.

Rather than killing each other on both the vertial & horizonal axist!!

N.B.
This great shot by Lorri M, a great artist & member on www.flickr.com

Yahoo!/Microsoft! merger! talks! fail! (and game over)

2007-05-08T11:55:00.000-07:00

This is a interesting article!!

Below is my comments:

In my opinion.

It is unlikely that Micorsoft would merge with Yahoo @ the present health of Yahoo.

Microsoft have the financial power & talents to re-luanch their online business encompassing the business like Google attempted to build.

When Bill Gates said internet is a joke in the early 90's, then later he is quick to realise that statement is in-correct & Microsoft quickly move in the the Browser the Internet business is the sure prove of what Microsoft capable to do!!

Google is attempting to model itself to be an network computing company. As it's CEO said Computers Is the Network.

This is the Era of Computers; Communications ( which includes the Sight - Images, Sound which are commonly know as Multi-Medias) converge!!

The market size would be of the 3 Kingdoms of the Chinese Legend.

If the market is going to be shared by 2 giants, then it would not be good for the netcitizens.

Read more:

http://www.computerworld.com/blogs/node/5474#comment-49135

Yahoo Need To Change!!

2007-05-06T04:31:00.000-07:00

Looking at this article , I can recalled that I did blog onthe subject Yahoo need to look at the conflicting & competing Business units, complete their process of merger & acquisitions.

What Brad see is my history revisited in 1989 about the state of afair of Philips.

The key issue is not only on the integrations of the buy in's, it is far more a melting & producing one corporation with a highly distributed & yet cohesive organization.

Read More!!
Yahoos-Brad-Garlinghouse-makes-his-power-move/

REPORTERS WITHOUT BORDERS!! "PHOTOJOURNALIST SAVED! AFTER LESS THAN 1 WEEK OF ORENSTEINS FLICKR SITE ABORTED WITHOUT ANY NOTIFICATION OR EXPLAINTION- SHE HAS HAVE HIT OVER 10,000 VIEWS!! " THE CELL SMELLED HORRIBLE"

2007-04-30T16:43:00.001-07:00

REPORTERS WITHOUT BORDERS!! "PHOTOJOURNALIST SAVED! AFTER LESS THAN 1 WEEK OF ORENSTEINS FLICKR SITE ABORTED WITHOUT ANY NOTIFICATION OR EXPLAINTION- SHE HAS HAVE HIT OVER 10,000 VIEWS!! " THE CELL SMELLED HORRIBLE", originally uploaded by gailorenstein.

EPORTERS WITHOUT BORDERS!! "PHOTOJOURNALIST SAVED! AFTER LESS THAN 1 WEEK OF ORENSTEINS FLICKR SITE ABORTED WITHOUT ANY NOTIFICATION OR EXPLAINTION- SHE HAS HAVE HIT OVER 10,000 VIEWS!! " THE CELL SMELLED HORRIBLE"

Thank you very much for your support-i am deeply saddened to say that i am receiving e-mails from other flickr members that had their accounts taken down without any notification or warning-i lost 20,000 comments and 153 testimonials and 3,453 photos that i am working hard to rebuild-

thanks!!!!!!!!!!!!!!!

Uploaded by gailorenstein on 30 Apr '07,

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Posted 66 minutes ago. ( permalink )
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johncoxon Pro User says: name reply / icon reply

OK your are back in my contacts active thumbs !
Posted 42 minutes ago. ( permalink )
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CharlieBrown8989 says: name reply / icon reply

johncoxon

I understand that they are few fotolog ex-staffs are on the flickr team!!

Well even before Mar 4th, 2007 I start to post Artsy nudes to conduct study & research about view rates.

But I was suspended & NIPSA.

So there is not much difference rights??

You need to be in the book of The flickr god & evils, then you would be OK!!

That means that in the good book.

I did the research, all major search engines their revenue are from Porn & Sex sites.

So that is the truth of the whole truth that only the emperor & king is in control.!!
Posted 9 minutes ago. ( permalink | delete | edit )
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CharlieBrown8989 says: name reply / icon reply

gailorenstein

I s lots of hard works.

Our resources, our times, energy.... is lots of monetary terms involved while helpping Yahoo-flickr to have contents for their members!!

We are not getting our ROI.

Just attended the Search engine university on ROI of cost per click.

Some of the cost per click are over $127 you see that.

Even for me to click on the member's here, there is the cost on each & it is on us, they become rich!!

So porn site paid as high as $30.00 per click to the search engine.

Now you see that our work are invalueable & we give it for free. They make their money, we get stab & kill.

This is the world of Digital Divided, Have & Have Not!!

Internet world is control by medias.

Medias Giants would make love & we suffer!!

Medias Giants at War we suffer too!!

But as the creator's of contents it cannot be always living in poverty.

That is the reason I said:

Change is A constant!!

All would return to emptiness!!

Einstein suffered from dyslexia! Teachers thought he was borderline

2007-04-27T10:33:00.001-07:00

Einstein suffered from dyslexia! Teachers thought he was borderline retarded. Albert did not listen to them. He moved to a different type of school. This school de-emphasized rote memorization. Unlike his old school, they stressed creative thinking

Einstein suffered from dyslexia. He is a clear example of a person who would be labeled as learning disabled in today's educational system. With the right approach to education, these labels cannot prevent great accomplishments, as proven by Einstein and others.

Children with learning disabilities have one or more processing or learning weaknesses. At Einstein Montessori School, we would rather not use the term "learning disabled," because many of our great thinkers had dyslexia--geniuses and statesman like Alexander Graham Bell, Thomas Edison, Leonardo de Vinci, George Washington, Thomas Jefferson, Winston Churchill, Walt Disney and so many others. Most of us do not think of these men as having been "disabled."

In fact, Time Magazine named Einstein as the most important person in the twentith century.

Imagine Einstein attending a typical Florida Public School. Most of these schools have adopted a varying exceptionalities or VE classroom model, where one teacher teaches several subjects. This Exceptional Student Education or ESE teacher is certified to teach every subject in Kindergarten through 12th grade.

However, an ESE teacher's training in mathematics may end with algebra, and science and social studies training may be basic. How would someone like Einstein possibly benefit from learning math from such a teacher?

Also, many VE classrooms put dyslexic children in with children who have emotional or behavioral problems. What happens to a child who is faced with a teacher who does not have adequate training? How easy is it for these children to concentrate and learn among peers who have significant emotional or behavioral problems? Bright children with dyslexia often emerge from these traditional placements with low self-esteem, minimal improvements in reading skills, and a woefully inadequate education. Alternatives do exist, like the school that Albert Einstein's parents found. This school had the most effective educational system of any school that Albert Einstein ever attended. In this system, hands-on and creative thinking, rather than rote memorization were embraced. This school was a perfect match for Einstein's tremendous creative and reasoning abilities.

Source: Albert Einstein

Students with dyslexia are often bullied in school and potentially face cyber bullying in Web 2.0 environments. There is real concern that people's contributions will be supressed by cyber bullies who use the condition as a means to insult and humiliate people.

It is fortunate that there are some excellent organisations working to fight the ignorance and bias that many uninformed people have towards this condition. A partial list of such organisations are:

The British Dyslexia Association
Dyslexia The Gift looks at the positive cognitive talents which lead to dyslexia

Generally I have held my own Dyslexia to myself, but seeing the extent to which people with the condition are bullied on social networks I would like to join Prince Harry and make public my condition and the pain it has caused me. To the millions of creative people out there suffering from this condition you don't have to suffer alone, and you don't have to feel bad about yourself because of a limited number of cyber-bullies.

Uploaded by gailorenstein on 26 Apr '07,

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Posted 22 hours ago. ( permalink )
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CharlieBrown8989 says: name reply / icon reply

gailorenstein

"Students with dyslexia are often bullied in school and potentially face cyber bullying in Web 2.0 environments. There is real concern that people's contributions will be supressed by cyber bullies who use the condition as a means to insult and humiliate people.

It is fortunate that there are some excellent organisations working to fight the ignorance and bias that many uninformed people have towards this condition. A partial list of such organisations are: "

Cyber bullying is not only in the student or in schools.

We the adult & our communities are also facing the oppression, harrassment & bulling constantly by the Emperors of the Web 2.0 era.

That is exactly my vision when I talk about the future of Worldwide web in the 90's. The Digital Divided & Those who Have & Have Not!!

I recommend read Alvin Toffler Book:

War & Anti-War!!

Thanks......

Porn Profits: Corporate America's Dirty Secret! Companies like Time Warner and Marriott earn over 10 billion in revenue by piping adult movies into Americans' homes and hotel rooms, but you won't see anything about it in their company reports.

2007-04-26T14:52:00.001-07:00

Porn Profits: Corporate America's Dirty Secret! Companies like Time Warner and Marriott earn over 10 billion in revenue by piping adult movies into Americans' homes and hotel rooms, but you won't see anything about it in their company reports., originally uploaded by gailorenstein.

These is a unequal world!!

is another segment of Digital Divided.

Porn Profits: Corporate America's Dirty Secret! Companies like Time Warner and Marriott earn over 10 billion in revenue by piping adult movies into Americans' homes and hotel rooms, but you won't see anything about it in their company reports.

Photo-Gail Orenstein-Porn shop-porn flicks in Hebrew outside a shop in Jaffa-Israel.

May 27, 2004 Pornography has grown into a $10 billion business — bigger than the NFL, the NBA and Major League Baseball combined — and some of the nation's best-known corporations are quietly sharing the profits.

Companies like Time Warner and Marriott earn revenue by piping adult movies into Americans' homes and hotel rooms, but you won't see anything about it in their company reports.

And you won't hear them talking about the production companies that actually make the films — or the performers the producers hire, men and women as young as 18, for sex that is often unprotected.

"We have an industry that is making billions of dollars a year, is spreading to cable television and to the Internet, and yet their employees are considered to be throwaway people," said former Surgeon General C. Everett Koop.

Only a handful of "high end" production companies require condoms, leaving the majority of performers vulnerable to AIDS and other sexually transmitted diseases. While some companies require performers to take HIV tests, there is no government regulation mandating tests across the industry.

Koop — noting that performers' sexual activity off the set, with spouses or lovers, can spread disease beyond the industry — says America's big corporations are complicit in a public health hazard: They want the profits from pornography but "they don't want to get involved."

Nor do the fans, according to Koop. "Even the people who enjoy looking at pornography really despise the people they're watching, and they have no sense of protection for them," he said.

Bringing It Into Homes and Hotels

According to Adult Video News, an estimated 11,000 hard-core porn movies are produced in the United States annually, many of them in California's San Fernando Valley, where modern porn was born.

The production companies market them over the Internet and to distributors who feed them to video stores — the industry claims that more than 30 percent of all video rentals on the East and West coasts are sex films — and to giant cable and satellite companies.

Source: abcnews.go.com/Primetime/story?id=132370&page=1

Uploaded by gailorenstein on 25 Apr '07, 11.37pm PDT.

Flickr Aborts Gail's Orenstein's original site. Was it the Boobs or the politics?

2007-04-23T22:03:00.001-07:00

Flickr Aborts Gail's Orenstein's original site. Was it the Boobs or the politics?, originally uploaded by gailorenstein.

Flickr Aborts Gail's Orenstein's original site. Was it the Boobs or the politics?

click here to post to Blog

Title:

Photo Size: Thumb Small Medium Include description
Visit official site for more info and document. Posting this photo to your blog......
Comments
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BillyWarhol Pro User says: name reply / icon reply

jesus christ*

i am livid*

oh mano*

I hope U had yer shit backed up Gail*

it was some of the Best + most enlightening Discussions ever on Flickr*

Hugs Sweetie* Billy xoxoxooooooooooooooo

--
Seen on your photo stream. (?)
Posted 2 hours ago. ( permalink )
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jefray2006 says: name reply / icon reply

Thank you for coming back....the bastard are mad to delete you...
Posted 2 hours ago. ( permalink )
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bodofotoz Pro User says: name reply / icon reply

Seems a consenting adult section is needed. Some things interest me, some don't, but it should be my decision to check it out, or not. No one forced me to read your work, I did because I wanted to. I can see kids need to be weeded out....but to just flip the switch, pull the cord, kill the site for politics, or whatever reason is one sided censorship.

Now if you were writing about say, Yahoo, which owns Flickr, and there stance on censorship concerning the State censorship on the internet, as in China, and such, and their lust for the almighty yen in the Chinese market, bet you'd been shut down a lot sooner. Flicker ain't no democracy. Then...what izit????

I will miss the freedom of speech Gail, and freedom of thought, and ones indivdual aspect of beauty and interests. You put a lot of work into this Flickr thing. I need to back my shit up. Not that it tests the proprietors censorship, but where does this stop? If they don't like ya...they terminate yer account?
Posted 2 hours ago. ( permalink )
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Manhattan Observer Pro User says: name reply / icon reply

I am so sorry Gail and you know how many of us spent countless hours debating each other. We all know there is no real Freedom of Speech in the US or elsewhere just an illusion of it.

Anyway, Your followers are loyal and will find you have no fear and I do hope you somehow kept track of all your contacts?
Posted 2 hours ago. ( permalink )
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contopuser says: name reply / icon reply

This machine kills fascists.
Posted 79 minutes ago. ( permalink )
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daveinLV says: name reply / icon reply

First of all, I do lament to loss of your site, but you have to remember that flickr is a business---a BIG BUSINESS---especially since the purchase by Yahoo. Freedom of speech is an essential element of the US culture and you can have all you want on your own site. As a part of the big business cog, Flickr will attempt to silence anyone with an opinion contrary to the business of making money. Doesn't matter if it's liberal or conservative, if it detracts from their business, they'll shut you down. And you know what? They have the right to do that.

That said, I will protest to Flickr because I enjoyed to debate on your site. It was rarely personal and always interesting. I come from a more conservative point of view, but I always enjoyed the views of others, whether I agreed with them or not. And I can't see how debates like this or even a few boobs would mean that Flickr's business would be threatened.

So more power to you, Gail. I am going ot spread the word once again!!!
Posted 69 minutes ago. ( permalink )
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gailorenstein Pro User says: name reply / icon reply

daveinLV

Well if Flickr is going to censor everyone's discourse and art based on their profit model its probably a good idea to get that information out to the public so they can decide as to the future of Flcikr.

Also I would point out your telephone company does not delete your phone conversations now does it, and blogger is owned by Google and does not engage in this kind of behaviour.
Posted 65 minutes ago. ( permalink )
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BillyWarhol Pro User says: name reply / icon reply

Blogged*

Peace*

--
Seen on billiondollarbaloney.blogspot.com (?)
Posted 52 minutes ago. ( permalink )
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vangruvie Pro User says: name reply / icon reply

Puritanical Bush (the person) loving dictators!!!!!!! I'm with you Gail.
Posted 48 minutes ago. ( permalink )
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NickFun says: name reply / icon reply

I am outraged! I suspect it was he politics. Though our American government is also decidedly anti-tit.. Fuckr is not the only one cowering before an inflated, paranoid government.

You are not the only one being censored Gail. There is something rotten going on. For the second time in two years my Gmail password has been reset - that was today! I couldn't log on to get my email! In my case it's most probably the US government. They have investigated me before by tapping my email, changing the passcode on my phone - twice! - and Homeland Security under the guise of the FBI even investigated me once for something I had written.

We no longer live in a free society. Our rights are being eroded on a daily basis. "Free speech" has become an antiquated catch phrase. Personally, I don't mind speaking up. I wouldn't mind going to prison for it.

Flickr was once a bastion for free speech. It has since been purchased by a huge conglomerate that no longer respects anything more than its bottom line. "Don't make waves" seems to be the phrase of the day.

Disgraceful!
Posted 38 minutes ago. ( permalink )
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www.DaveWard.net Pro User says: name reply / icon reply

I don't think it was the politics at all. I'm very sure it was the breasts. Americans are, in general, terribly puritanical and repressed. Tits scare the hell out of most Americans. While we've a tendency to talk tough about terrorism, an exposed nipple sends us screaming in terror.

The fear of sexuality is even more intense when it comes to American businesses. Oh no! Somebody posted a photo that shows a bare breast on the Internet using our company's servers! Oh, goodness! What are we ever to do?

American companies are complete fucking COWARDS about sexuality. Seriously, utter pussies. They're terrified of mammary glands and natural human reproductive systems.

'Cos, you know, mammary glands are such a huge threat, right?

Flickr is dedicated to winning the War On Genitalia.
Posted 22 minutes ago. ( permalink )
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film noir anti-hero Pro User says: name reply / icon reply

I have been enjoying your photo postings. I am sorry you were deleted, Ms. Orenstein. My understanding of the policy is that you must tag your stuff if it has content so it cannot be seen by those who have left their filters up. If you do not tag after being asked to, you are nipsa'd, which means all your work is tagged to be filtered, regardless of content. So, did you tag? If not, why weren't you just nipsa'd? This is the first I've heard of someone being deleted.
Posted 7 minutes ago. ( permalink )
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CharlieBrown8989 says: name reply / icon reply

gailorenstein

I am Sorry Gail.

These should not happen.

Perhaps again "The System Issues"!!

Look just after Sept 25, 2005 my account have been re-instated after 20 hours of suspension. Because I have too many contacts within 5 months!!

Call me a liar!! the gangsters using FXXX to me & my daughter; openly said there is no human rights for me, no freedom; no respect of individual; they vote me out!! There is not demoncracy for me......

I swallow.... Then my account continue to be NIPSA , I not even aware of such term till Mar 8, Billy told me about the term.

But I did get feedback from contacts & friends that they cannot search for me on flickr & my contacts have been deleted by the "System".

Mar 4th , 2007 is the 1st time I use Artsy Nudes & is is a sihoulette of the back of the pic, but I am served a warning email saying I post frontal Nudes & expose genital.....

I have been grown up in the Ironman hand from baby time, when I return to Asia, my artsy nudes books were confiscated at the custom,
Even I appeal to the Minister of Art & his boss - the Ironman , I still cannot get back the manuals. As the custom officers already cover their track.

Although as a American now, I am still live my the habbits & fear, also the principle of against porn & exposing genital part taking a deep roots into me. Therefore, I have not post such pics on the internet nor promoting otherwise.

So the culture & facts is clear & deep in the conscious & sub-conscious mind!!

One thing I am sure the Legend Guru Said:

If one going to find a bone in a Tofu, it can be done so!!

Another saying is:

Hatred is Created by person.

There is a Loaner & There is a Borrower.

So once you understand the wisdom then you understand that the real reason & the being behind.

In the contacts of here, we are just a sub-domain under the provider of the services.

The events happening is just a nature of Gurus' wisdom revisited in our life time.

We shall be re-examing ourself & the future like the water than the rock!!

May I qoute Lao Zi Say:

The most Peaceful & honest things is Water!!

My apologist for saying to much here & I am sorry about the situation we are in!!

Peace...Peace....Peace.....
Posted 6 minutes ago. ( permalink | delete | edit )
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CharlieBrown8989 says: name reply / icon reply

I featured this on

ebusiness-ecommerce.blogspot.com/

Thanks.....

What Kind of Corporate Culture ?? My Account Moderated

2007-04-13T12:25:00.001-07:00

My Account Moderated, originally uploaded by CharlieBrown8989.

anything though)
Posted 9 hours ago. ( permalink | delete )
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CharlieBrown8989 says: name reply / icon reply

Phil_B

Thanks Phil

Just to let you know. I have Mentioned the "Study & Research" into the flickr members view rates & behavioural science from Mar 08, 2007.

I have announce & written to the flickr team that I would not post the Nudes shot here & would be on www.flickr.com/photos/charliebrown9898

However, it is oneway traffic.

Even before I did my research, I already recorded the membership profiling & stalking on my account.

I have contacts from all over telling me that they are unable to search for me.

The contacts numbers appeared in fd flickr toys shown that I have over 10,XXX contacts, whereas, in flickr inspector it show 958.

I have not reciprocate any contacts sign me up unless I am going to write a testimonial for them.

I have not use flickr mail to invite anyone to joint groups.

I requested the team to delete those dead members on their database. But ......

These are the hard facts to be known.

I help members without asking for any returns.

Somehow, Imperialism still alive!!

They exist a god & goddess that decide the live of member's.

Thank you once again for your visit & encouragement!!
Posted 19 minutes ago. ( permalink | delete | edit )
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CharlieBrown8989 says: name reply / icon reply

I have declaired & shown on my post on my research with regards to flickr.

I always say good about flickr is still the best. I never take side.

By blocking people to viewing mysite before Mar 8, 2007 (which I start to use Artsy Nudes to conduct my research.)

As a person grown up in the environments that run by the Ironman, I am certainly know what is porn what is Art!!

I don't envy people who become milions & billions in the cyber space. I alway congratulate them & wish them well.

It is unbelieveable that in the land of freedom, while doing good course in my ownway, yet I have been continue facing the various high handed treatments.

As a American, I vow to defend my rights & my Nation Constitutions.

The above is the continue oppression; profiling, suspression, harrassment... I believ that is not the corporate culture of Yahoo!!

In any corporation, if any of their Div chief attempted to work by whim, then The life of their business would be ??

It is the Board management interests & the shareholder interest to re-examine their corporate culture!!

Flickrs new filtering sytem panders to Chinese censorship market? Reason for change-profits and Censorship? Yahoo annouces today launch of Chinese version of FLICKR-China censors online information it deems politically sensitive.Flickr expects ten-million

2007-04-12T16:36:00.001-07:00

Flickrs new filtering sytem panders to Chinese censorship market? Reason for change-profits and Censorship? Yahoo annouces today launch of Chinese version of FLICKR-China censors online information it deems politically sensitive.Flickr expects ten-million, originally uploaded by Gail Orenstein.

photo added to the group.
Posted 31 minutes ago. ( permalink )
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CharlieBrown8989 says: name reply / icon reply

Gail

"Your account has been reviewed as moderate by Flickr staff. (What does that mean?)

www.flickr.com/photos/charliebrown8989/

CharlieBrown8989's Most Interesting Images for 21 Months On flickr

The following Image Explain About the View Rates"

CharlieBrown8989's Most Viewed Images for 24 Months On flickr

As I understand, China have their own filtering system on the Net. Nudes Art is not block in China. Pornographies Yes, is illegal, the offender can be sentence to death as I believe. If an US or European Union based company have been enlisted by China to work on the security & filtering system for China.

Alibaba is controling over the Yahoo China, in outside of China, it is not under the juridiction of China to Control over the Internet sensorship or news media security issue.

(China as a giant, they know that. China would never want to behave a giant bully a minor like what is happening here. It is also not their Culture & Moral value, For what I understand during my various talk at all level on Internet issue they said they have enough issues to work out then eating other people food!! or step into other foots!!)

If a foreigner or foreign company have been enlisted by China to work on the China interest,

Then that would be the interest of the US State Dept & Cocom to investigate & enforce the Nation & Home Land security of this nation.

The whole truth is on here, even you set it to Safe:off, the Systems team still can & have the authority to set in to whatever classification they like!!

I have contacts from all over including the free world that they cannot search for me on flickr search. Contatcs have written to flickr on these. But so what?? This is not new. These have been happening far before I conduct my research & study on Artsy Nudes on here say 6 weeks ago!!

The facts & truth is clear that the imperialism still rules!!

Flickrs new filtering sytem panders to Chinese censorship market? Reason for change-profits and Censorship? Yahoo annouces today launch of Chinese version of FLICKR-China censors online information it deems politically sensitive.Flickr expects ten-million

2007-04-10T22:31:00.001-07:00

Flickrs new filtering sytem panders to Chinese censorship market? Reason for change-profits and Censorship? Yahoo annouces today launch of Chinese version of FLICKR-China censors online information it deems politically sensitive.Flickr expects ten-million, originally uploaded by Gail Orenstein.

This is the comments I make with regards to Corporate Culture & Virtue on the incidents happening between Yahoo - flickr & the selected or targeted members by the "System Team":

Yahoo is a Corporation

flickr is a department or Business services unit of Yahoo.

So it is clearly shown that human elements are the key of the Rules , What T & C; Cause & Effect!!

Just as the old Chinese Provert said , when the Emperor want one to Die, One would have to Die!! Otherwise, someone would execute on behalf or in the name of the Emperor.

The incidents happening clearly exhibited the ethics & conducts of the executives of the corporation within.

I am sure this is the Senior executives & board of management need to clean up the entire corporation & the system. I start to think is that the corporate Cultre of Yahoo?? Certainly Not.

Is the people!! Is The People!!

I am certain that whatever I do I do it with Virtue!!

Talking about Virtue then please read & practise Dao De Jing:

acc6.its.brooklyn.cuny.edu/~phalsall/texts/taote-ex.html

N.B.

I have contacts telling me that they cannot even search for my photos & Now I found even , I cannot search for my own photos. I have wrote to flickr in friendly manner under oppression. I sure they are enjoying what they have imposed on me & those they hand picked to "Work-On"!!

Really we are returning to the Old days of Imperialism!!

Please visit Gail site for more comments!!

61st Cavalry Regiment of the Indian Army at Sunrise

2007-04-07T09:14:00.001-07:00

61st Cavalry Regiment of the Indian Army at Sunrise, originally uploaded by Captain Suresh.

Running a corporation is just like Running of an army.

Therefore, Sun Zi "Art of War" is an important Sutra for any Leader of the corporation to learn.

This image by Captain Suresh, a great artist & member on www.flickr.com

damn budget cuts! this always happens around xmas time

2006-12-21T12:23:00.000-08:00

damn budget cuts! this always happens around xmas time, originally uploaded by Scuzzi.

In my paper to the Supervisory Board & Operating Board of Philips International 1989.

I said that:

Penny Wise

Pound Foolish!!

Philips-site

2006-10-27T14:21:00.000-07:00

Philips-site, originally uploaded by ie-fotografie.

Please click on the photo & read the write up about corporate culture & my vision ....

This great shot by ie-fotografie. A great artist & member on www.flickr.com

About Philips Present On Asia & Corporate Culture

2006-10-24T18:02:00.000-07:00
The following is my answer to one of the enquiries from Netherland regarding Philips B.V. present in Asia:-

Philips have been in Asia the four Tigers or dragons for many many years.

When i was there, I wrote the paper "Creating Excellence Plilips New Corporate Culture" Then they have a the Operation centurion after then disbanded my division.

In fact Sony & Matsushita have the contracts to ptroduce the products under their own labels. Then I was ask to be the bad guy for the divorce.

Then after I booted, they partner with L.G. on CDI & Set top box for T.V.

If you recalled that in the 90's the have the Sologan "let's Make It Better" was alteration from my work 'Achieve Better Together!!"
In english you cannot command people to do things better!!

Next you see their today sologan "Simplicity @ It's Best!!" that is from my paper again on "Back To Basic!!"

My papers on Corporate culture was done in 1989, far before the Gurus' of the present claim.

I never claim that I am the Guru, as I always respect that those philosophies are from those great Guru of the legend i.e. Christ, Gotama, Confucious, Mencious, Lao Zi, Sun Zi; Gandi; .... many many real Gurus before our time.

My territeries cover from Japan to New Zeland.....

Well you must know that the China is the power house for the Manufacturing & Huge market. So not only Philips would have to relocate their factories 7 offices in China.

You also see that Chinese Corps.. would become the partner's & stock holder of major Multi-National corporation of the west today.

They would become gaints multi-National in the next 10 years.

You see Lenovox purchase of IBM PC Co. as the example.

Haier & many Chinese Multi-National would need the partnership & management; Operational; marketing & sales expertise of the western multi-national to excel... Otherwise, they would fail.

The cultural conflict would not only a issues for China, it is also for the develope countries like USA, Europe & Australia....

You see in the knowledge economy era, the have & have not is becomming a wide gap.

There would be more Chaos .. more lay off, more conflict; more..social unrest..... until the dust settle then the harmonies & happiness would return.

I hope you share these vision......

Choose your Character !

2006-08-18T12:06:00.000-07:00

Choose your Character !, originally uploaded by J.lolover.

This is a great image for individual to self review the character one belong.

This great shot by j.lolover, an artist & member on www.flickr.com

Opportunistic overflow

2006-05-27T11:51:00.000-07:00

Opportunistic overflow, originally uploaded by Ahmed Zahid.

From this great shot by Ahmed Zahid, can you realized the mood & power of water??

How the character of water can be applied in the corporate & leadership.....

Societal Mission @ Whole Foods

2006-05-03T08:04:00.000-07:00

Societal Mission @ Whole Foods, originally uploaded by coolmel.

“When you fully understand the need to simultaneously satisfy the stakeholders, you'll see that business enterprise and non-profit enterprise are far more alike than different, and they have much to teach each other.”

That is true.

As Sun Zi said, managing a big army is the same as the small army!!

Water

2006-03-28T21:49:00.000-08:00

ThE BoaT, originally uploaded by T Glow.

Water could carry & set sail of the boat.

Bee Eggs

2006-03-26T13:31:00.000-08:00

Bee Eggs, originally uploaded by chrissie2003.

Looking @ this pic, what is the wisdom that you can learn from the Bees??

Think; Seee, Speak No Evil

2006-03-26T09:09:00.000-08:00

Kommunikationstraining :-), originally uploaded by arjuna_zbycho.

This is the old Chinese teaching, how one can or cannot apply in Corporate culture??

Thinking

2006-03-20T07:45:00.000-08:00

thinking, originally uploaded by *Stephanie.

As a Leader & responsible person, one must always review the past & think about the future.

Thinking is the mintue way of life.

Soar

2006-03-17T10:32:00.000-08:00

Soar, originally uploaded by Yentadeevart.

Looking at this post.

What can a Leader of Corporation learn??

Mother & Baby

2006-03-09T13:51:00.000-08:00

Mulheres., originally uploaded by Eneida Castro.

What is the wisdom behind this picture on
the Corporate Culture & leadership??

Ocean - Water

2006-03-07T06:35:00.000-08:00

( ( ((O)) ) ), originally uploaded by StanleyChang.

Each single drop's of water accumulated over times, that would become the Ocean.

Can you see the Wisdom that related to this Blog Title.

Lao Zi :

The Most Flexible Thing In The World is Water!!

Fire Fighting

2006-03-06T08:04:00.000-08:00

无语问苍天, originally uploaded by Wang HL.

Now, just think about it??

How many President & CEO are actually doing Fire Fighting today!!

Safety First

2006-02-28T06:18:00.000-08:00

Factory - Safety First, originally uploaded by shutupyourface.

Be it In the factory

Be It On The Road;

Be It In The Office;

Safety 1st is Number 1 priority of everyone.

How a leader shall lead by example??

Leadership: The Tough Job of Top CEO

2006-02-24T11:00:00.000-08:00
In my opinion:

A CEO is the seasoned Leader who shall know when to go forward & when to retreat!! Be responsible for what his/her action.

As Sun Zi said:

An Army Commander's Must Know when to seize the Opportunity & Take Risk!!

A Hero need to know when to go forward & when to retreat!!

Leadership: who wants the tough job of top CEO?

The global transition to an information-based economy is making top leadership jobs even tougher than in the past, reports Geoffrey Colvin in Fortune. According to the author, this shift creates two key challenges for today’s leaders:

The outdated business model: in the past companies could rely on the same business model for decades. Now business models, which are no longer tied to physical assets, are changing continually and leaders need the courage to face this reality.
Increased customer and investor power: Access to better information on prices and global overcapacity in many industries has shifted the balance of power firmly in favor of customers. Investors, more likely to be big institutions than individuals, are also gaining influence.

The CEO position has been further weakened by the growing power wielded by boards of directors and highly skilled employees as the global talent war intensifies, explains the author. While these leadership challenges may lead to company decline in some cases, there are also great comebacks waiting to happen, notes the author. Leaders like Steve Jobs at Apple Computer and Lou Gerstner at IBM should be an inspiration, encouraging managers to embrace challenges, rather than fear them, concludes the author.

Full story. Geoffrey Colvin: "Who Wants to Be the Boss?” in Fortune (8 February 2006).

Power of Water

2006-02-22T05:29:00.000-08:00

Winter rough sea, originally uploaded by luisa_m_c_m_cruz.

Can you visualized the wisdom of:

Power of Water??

Team Work!!

2005-12-20T09:32:00.000-08:00

Push!!!, originally uploaded by cgmh86.

In a corporation, team work is a very very important!!

Looking at this; even ants can achieve team work together, why people cannot??

Looking Ahead . . . Looking Within

2005-11-12T09:15:00.000-08:00

Looking Ahead . . . Looking Within, originally uploaded by Lady-bug.

This is something that everyone need to do !!

Everyday & Everynight!!

Water Wisdom

2005-10-30T22:24:00.000-08:00

Water Wisdom, originally uploaded by CharlieBrown8989.

You may wonder why I put this motivational words here??

In a corporation or a Nation, people is just like the water.

The longevity of corporation or Nation's are dependant on their people.

Like the Water Wisdom mentioned by Lao Zi:-

Water Can Carry The Load of A Boat;
Water Also Can Capsize A Boat!!

There is a young guy asking me why I post this with the www.flickr.com/groups/wales/

I replied that wisdom is for everyone.

However, he comeback & said that is nothing to do with "Wales" the topic is not right for the group.

I hate to said that in this world , theere are full of ignorance people like these.

That is exactly what Confucious said:

Such People cannot be taugh!!

Honesty & Speak The Truth!!

2005-10-12T22:18:00.000-07:00

Golden Son's Rise, originally uploaded by CharlieBrown8989.

Honesty & Truth is the the most important characters in the Corporate Culture.

This is More so for Leader's.

Today, Leadership is not restricted to the people on the management team.

My opinion is that today, corporation Leadership is involve all the people in the corporation.

Cracking Your Next Company's Culture

2005-10-04T08:17:00.000-07:00
This is what I found after sign up with

www.rojo.com

Cracking Your Next Company's Culture

Here's what not to do: Dress up like the FedEx dude and eavesdrop on a prospective employer's meetings. Or spike your potential coworkers' coffee to get them dishing on the boss.

We understand the temptation. We've all said yes to what we thought would be our dream job, only to discover that by the time we have oursecurity-card photo taken that it looks very different on the inside. But unless you'd like the cops involved, such covert tactics are hardly the way to complete the picture.

Sure, any smart job hunter does the standard detective work: Dissect a company's annual reports, track down former employees, and Google the new boss to make sure there aren't hate sites devoted to his name. But there are other stealth (and very legal) ways to get beyond the glossy surface and make sure any potential employer's sales pitch matches up with reality. "When you're interviewing for a job, you're typically thinking about your new title, the big-name company, and the money it will bring you," says Billie G. Blair, a Los Angeles-based organizational psychologist and management consultant. "What you really should be doing is stepping back from that and paying attention to all the small things." So rev up those five senses. You'll need them to weed out the nightmare jobs and find the one that's the perfect fit for you.

1 The office is your fishbowl

In 2001, Mary Dondiego walked into Connect Public Relations, a firm in Provo, Utah, for an interview, and was immediately startled by the office's overwhelming silence. "There was basically one large room where I couldn't see anyone's head over the cubicles," she recalls. "I thought that was weird initially, but I shrugged it off." Her hunch proved right. Coworkers who sat right next to her emailed instead of talking, and she found the culture stifling and compartmentalized. (Connect's founder and president, Neil Myers, says the firm has a "hard-working, heads-down" culture that's not right for everyone.)

Please read....

Cracking Your Next Company's Culture

Flickr Bully - CharlieBrown8989

2005-09-29T21:48:00.000-07:00
Today, at about 5.00pm Flickr team suspended CharlieBrown8989 pro account!!

I cannot sign into my account!!

I am appending the following email for your reference!!

Hello My Friends

Today, I am given a email by a girl call Ana from Flickr:-

[Flickr Case 35709] Re: About your Flickr account

Hi Charlie,

We are currently evaluating limits on how many contacts a
member can add. You currently have over 10,000 contacts
and the number seems to be growing. I ask at this time
that you begin removing contacts from your list.

We will be putting a limit in place very soon and instead
of us just dumping your contacts, it would probably be
better if you started selecting which ones you prefer to
keep.

Please respond to this email address so I know you've read
and understood this request.

Thank you,
Ana & The Flickr Team

This is getting too much!!

I am sure this is against the human rights. & suppression of minority!!

Moreover this is America!!

This is my friendly advise the Flickr team should stop doing things like these.

Jerry Yang, I am sure this is your job to look at the things now!!

I appreciate that...

Governing People By Fear??

2005-06-12T14:48:00.000-07:00

Silent Passage, originally uploaded by CharlieBrown8989.

Governing People By Fear!!

Governing People Cannot Rule by Fear!!

Rule By Fear, It can only last for sometime.

But Not The Whole Century!!

So you see the wisdom of Tao...

CEOs refuse to get tangled up in messy blogs

2005-05-11T22:06:00.000-07:00
It is interesting to note that:-

Eight and a half million people are writing blogs, up from 100,000 two years ago, and a new one begins every seven seconds, according to search engine Technorati. Some large companies, including Boeing, General Motors, Hewlett-Packard and Sun Microsystems, are letting senior executives blog, but not a single blogger is known to be a Fortune 1000 chairman and/or CEO.

Not a Single blogger is know to be a Fortune 1000 Chairman &/or CEO. As from my research, most of the Chairman & CEO of the present Fortune 1000 Chairman &/ or CEO are belong to the early 60's or the Baby bloomer's group. It is a difference culture in sharing of the thoughts & ideas real time.

Traditionally, Chairman/ CEO are seve by secretary & Public relations officer's in their public papers, speeches..etc. the exposure for their mistake is less they handling the Blog themself.

With the Blogging technology is more friendly then ever today, I am in the opinion that Chairman & CEO must capitalized on the Blog strength to reach not only their employees.. & also to reach the Share holders' , Customers, Supppliers directly by publishing their own Blog.

CEOs refuse to get tangled up in messy blogs
By Del Jones, USA TODAY

Considering how outspoken some CEOs tend to be, you'd think there must be some brave head of a major company out there itching to write a blog. Dell Computer's Michael Dell? FedEx's Fred Smith? Xerox's Anne Mulcahy?

Eight and a half million people are writing blogs, up from 100,000 two years ago, and a new one begins every seven seconds, according to search engine Technorati. Some large companies, including Boeing, General Motors, Hewlett-Packard and Sun Microsystems, are letting senior executives blog, but not a single blogger is known to be a Fortune 1000 chairman and/or CEO.

In part, that seems surprising. Blogs, short for weblogs, are personal Web sites for posting thoughts, rants and opinions in chronological order. One written by a CEO would slice through traditional media gatekeepers and bring him or her unedited to the desktop of customers, employees, Wall Street analysts and competitors. A blog by a prominent CEO would attract instant traffic, could influence public opinion, perhaps steer legislation and maybe sell a few widgets.

But despite all of the power and sway that awaits an early adopter, it's going to take a brave CEO with thick skin to enter the blogosphere. The corporate sphere likes its skeletons packed away, or at least vetted through legal and public relations departments. Companies have been trained to be inoffensive.

The blogosphere, on the other hand, wars against harmony. Its mission is to air dirty laundry. There is even an undercurrent of radical bloggers who say all companies are evil and should be brought down.

The blogosphere is today's Wild West, where people post indelicate responses and react with incivility, known as "flaming." Blog readers can be counted on to hurl insults that insulated CEOs are not accustomed to hearing. Even more civilized blog readers are impatient with executives who are uninteresting or inauthentic.

When high-ranking executives blog, it's often not pretty. Randy Baseler, vice president of commercial airplanes at Boeing, writes a blog called Randy's Journal. But when Boeing ousted CEO Harry Stonecipher for having an affair with Boeing vice president Debra Peabody, Baseler was just the Boeing insider that raucous blog readers expected to post explicit e-mails exchanged between the lovers.

No such luck. Baseler's blog lay dormant for two weeks. When he finally posted, his entry began: "We've had an interesting couple of weeks as a company, that's for sure. But none of that has made a bit of difference down here on the ground. The focus at Commercial Airplanes is, as always, on our customers and on the future."
EXECUTIVE BLOGS
Jonathan Schwartz, chief operating officer, Sun Microsystems; http://blogs.sun.com/roller/page/jonathan
Greg Papadopoulos, chief technology officer, Sun Microsystems; http://blogs.sun.com/roller/page/Gregp/
Randy Beseler, VP, Boeing Commercial Airplanes; http://www.boeing.com/randy/
Alan Meckler, CEO Jupitermedia; http://weblogs.jupitermedia.com/meckler/
Mark Cuban, owner, Dallas Mavericks, co-founder Broadcast.com; http://www.blogmaverick.com/
Rich Marcello, senior vice president, Business Critical Servers, Hewlett-Packard; http://h20276.www2.hp.com/blogs/marcello
Christian Lindholm, director of multimedia applications, Nokia Ventures Organization (Finland); http://www.christianlindholm.com/christianlindholm/
Craig Newmark, founder Craigslist; http://www.cnewmark.com/
Bob Pritchett, president, Logos Bible Software; http://www.bobpritchett.com/blog/
Joe Wikert, vice president and publisher, John Wiley & Sons, Professional/Trade Division; http://jwikert.typepad.com/the_average_joe/
General Motors blog with Bob Lutz, vice chairman, product development; http://fastlane.gmblogs.com

Source: USA TODAY research

The vague nod to the Stonecipher incident brought cries from readers who accused Baseler of wasting their time and cyberspace and making the world a dumber place with platitudes.

"Rumors and innuendos (are) not what this blog is about," Baseler said in an interview, but he has listened to criticism and recently upgraded his blog to permit reader comments — after carefully screening out those judged to be inflammatory. "If someone wants to start up a gossip column, they're welcome. That's not what I want to talk about," he says.

Getting feedback

CEOs are becoming aware that blogs wield power. Blogs all but launched Howard Dean as a presidential candidate, and they contributed to the departure of Dan Rather as CBS anchor. There are some CEO bloggers, but they come mostly from public relations or small tech firms such as Buzznet, Craigslist and Jupitermedia.

Many companies encourage blogging — below the CEO level. Microsoft has 1,800 employees doing it. They include Robert Scoble, who is becoming a cybercelebrity and is read worldwide. But neither Chairman Bill Gates nor CEO Steve Ballmer blog. Nor does Sun Microsystems CEO Scott McNealy, perhaps the most blunt Fortune 500 CEO. McNealy has never been accused of being neutral, but when it comes to blogging, he said in a 2004 speech that he has been advised to be more like "Switzerland." Spokesman Noel Hartzell says McNealy was kidding about Switzerland, but confirms that 1,000 of Sun's 32,000 workers blog, and McNealy isn't among them.

But Sun's second in command and Chief Operating Officer Jonathan Schwartz is among the non-CEO, yet high-ranking, bloggers at large companies. His blog includes open letters to Brazil's president and to IBM CEO Sam Palmisano, missives about a controversial game called Virtual Girlfriend and his father's U.S. intelligence career.

General Motors Vice Chairman Bob Lutz writes a blog, as does Hewlett-Packard Senior Vice President and general manager of business critical servers Rich Marcello.

Lutz's blog rebuts negative auto reviews. And, unlike most executive blogs, he posts numerous reader comments, both supportive and critical. When on April 19, Lutz touted the Buick LaCrosse, a responder named Cody posted: "Yawn!! Buick. Uhhhhh, does anybody buy Buick anymore?"

Corporate blogging consultant Debbie Weil says there's an untapped opportunity for an early CEO adopter with the right touch. A blog would seem a nice fit for Berkshire Hathaway CEO Warren Buffett, who writes annual letters to shareholders with a blogger's flair and might have used the forum to respond to New York Attorney General Eliot Spitzer's probe into American International Group and a deal involving a Berkshire reinsurance subsidiary.

A CEO in the hot seat such as Wal-Mart's H. Lee Scott could answer a lot of criticism with a blog. But it's not surprising that CEOs have so far ruled blogs out. They would create another avenue for critics. The blogosphere would object to dull entries, yet CEOs would still feel obligated to appease everyone from customers to shareholders to regulators. Someone like Scott would likely be pummeled with flamers and perhaps tempted to flame back. He would have to walk the impossible line between risk and readability.

"I would be really disappointed to think that CEOs couldn't blog," Weil says. "But it is a lot more difficult for a CEO to be that open."

Who's welcome

If blogging is the Wild West, blogging purists are the cattle ranchers out to run off sheep-herding executives for trespassing on their space. Baseler says he has received e-mails insisting that he exit, because if there is a place for corporate blogs, it's for employees to expose companies.

H-P, like Boeing, had a high-profile CEO ousting when Carly Fiorina left in February. This is how Senior Vice President Marcello addressed it: "So what was the reaction to Carly's departure internally? It varied. There were many people in HP who believed she was an extraordinary leader during her six years here — I was one of them. She has unbelievable innate leadership skills. She painted a vision for the company and stuck to it."

Again, far too tame for most blog readers, but at least he addressed it, says Dallas Mavericks owner Mark Cuban. Cuban writes an edgy blog read by 1 million and reaches 100,000 via RSS (really simple syndication), where people can aggregate links to blogs onto a single Web page. Cuban says a non-CEO executive such as Marcello can get away with a nod, but if a CEO were to blog, there would be no way to ignore the elephant in the room. Honesty is key, and any CEO thought to be hiding details would only inflame blog readers, he says.

Marcello likes to reference poetry and music in his blog, and in an interview, he said blogs, like lyrics and poetry, must be from the heart. He says he'd ignore orders to tone his down. He says he sells servers for $2 million, and customers of such high-end products like a certain intimacy with the sales agent.

"I write what I believe. It's not really a blog anymore if it's filtered in any way," Marcello says.

Boeing's Baseler sells jets worth 60 times as much as H-P servers. That means his customers, too, probably want to know him well. But Baseler says he must be careful, "somewhat cautionary to make sure my blog has the culture, tone and feel of the company."

Winans International CEO Ken Winans says corporate bloggers are taking a big risk, because everyone from the Securities and Exchange Commission to "ambulance-chasing" lawyers are reading. It's a matter of time before one lands a company in court, Winans says.

"I'm not sure why anyone would sue me," says billionaire Cuban, who writes perhaps the most free-wheeling blog of anyone with deep pockets. "This is the USA, and freedom of speech is still protected," Cuban says in an e-mail, then points out that it was his stab at humor to ask why anyone in the USA would be compelled to sue.

SEC spokesman John Heine says he isn't aware of any SEC initiative specifically targeting executive blogs, but "we're always interested in everything."

"If someone writes on a blog at 3 a.m., is that a forward-looking statement?" asks Technorati CEO David Sifry, himself a blogger. "If that doesn't put fear into you, it should."

Wendell Weeks, who became Corning CEO on May 1, also sees significant legal risk. "You can't endanger the institution," he says. "A blog seems terribly self-absorbed. Maybe it makes me a Luddite," but he doubts if he will ever write one.

Sun's Schwartz recognized the sensitivity of a blog when he started to write an April Fool's Day entry but abandoned the attempt on his legal department's advice.

However, he says a blog is no different from a keynote speech. Those, too, need to be interesting and authentic, but can't be inflammatory. He sees blogs as less dangerous legally than e-mail because executives write blogs knowing they will be publicly available.

Even CEOs who have made peace with the legal risks might find that a blog is not worth the time and effort. Baseler says a good entry can take a couple of hours to write. He says it's worth it, because the more than 50,000 visits he's had since launching Randy's Journal in January are more than he could reach making speeches.

Schwartz says he has 30,000 readers on good days, up from 3,000 to 5,000 six months ago. After Marcello launched his blog before last Christmas, page views were running at fewer than 100 a month. April's page views were 3,176, a 51% increase from the 2,097 in March, which were up 58% from February's 1,326.

While executive bloggers are careful not to offend, there is one topic that appears to be fair game: the competition. Baseler doesn't hesitate to criticize Airbus. Sun's Schwartz said in his blog that one of Hewlett-Packard's operating systems was on its deathbed. A few weeks later, H-P sent Sun a cease-and-desist letter asking for a retraction. Rather than retract, Schwartz seemed to poke fun at H-P by linking to the letter from his blog.

Marcello counterattacked. He said in his blog that "Sun has lost so much money," that he is hearing from Sun customers who are nervous about the company's future and therefore wonder if they should spend millions on Sun servers going forward.

Blogging executives get "fine-grain" reports about who their readers are, and many of the most devoted readers are competitors, Sun Microsystems' Schwartz says. Baseler agrees. He says many readers of his blog live in Europe, which suggests some connection to Airbus.

http://www.usatoday.com/tech/webguide/internetlife/2005-05-09-blog-cover_x.htm

Moon...

2005-05-06T05:49:00.000-07:00

Eid Moon filtered, originally uploaded by sume.

Moon....

Has It's Wane!!

What does that Means In the Philosophy in one Life??

I Shall Continue...

Moon

2005-05-02T21:29:00.000-07:00

moon, originally uploaded by *yuka-chan*.

Moon Has Its Wax;
to be continue.....

Turn your name tag into your best friend

2005-05-02T20:13:00.000-07:00
When I was in school, I always hate to wear a big School-Name Tag.

However, after I complete my study & start working & attend many trade show & seminar. I begin to realized that the Name Tag indeed is a business tool.

The follow is the article for further reading...... enjoy...

Turn your name tag into your best friend

Your name tag is your best friend. It can be a lifesaver in meetings, trade shows and events to start conversations when you meet groups of new people. It will also identify you as well as your company in the minds of others. As a result, you will become more approachable and transform strangers into valuable connections. Unfortunately, name tags can become useless and ineffective when they are designed and worn without careful consideration.

By avoiding these 7 deadly sins of ineffective name tags, you maximize your approachability by making your name tag more visible, more accessible, and more efficient. It invites people to "step onto your front porch"... crossing the chasm between a stranger and a friend, or a prospect and a customer:

1) Size
How many times has someone rudely squinted at your chest desperately trying to make out those tiny letters? This can be self defeating, embarrassing and actually work to decrease your approachability. Not to mention it makes the other person feel ridiculous! So, much like a retail price tag, your name tag should be readable from ten feet away... both the font and the name tag itself.

According to a name tag survey done by David Alder of Biz Bash, 50% of a group of meeting planners claimed that "illegible font size of name tags was a major problem." And, considering the 75 million baby boomers that have reached, or will reach their bifocal days, this should your top priority. The recommended font size is 24 point, which is at least one inch per letter. Also be certain to avoid cursive, script or other fancy lettering.

2) Clutter
Avoid name tags with overly thick borders, unnecessary clutter or too much text. It should be easy on the eyes and all of the information contained should be readable and memorable in less than five seconds. Although including your company name, position and logo is an excellent way to position yourself from a networking standpoint, having some empty background space is vital for contrast. However, if you include anything other than your name, make sure that supplementary text is significantly smaller than the name itself. Remember, they call them name tags because the name should be the focal point.

3) Color
The most effective background color for name tags is white. This will allow maximum visibility for your logo, name and position. Dark blue, green or red backgrounds can be used occasionally, but they have a tendency to "steal the show" from the rest of your name tag.

The font itself should always be black or dark blue. Never use yellow, orange or any other light color. Even if a dark color choice means an aesthetic digression, fashion must be outweighed by your name tag's approachability and visibility! Finally, unless you work in an academic capacity, avoid gold name tags.

4) Turnaround
This is one of the most frustrating problems that most people have faced: "the name tag turnaround." No name. No logo. No company. Just the blank back of the badge! While lanyard or necklace style name tags may reduce clothing damage, there is no doubt these will get accidentally turned around and tangled at some point!

Therefore it is vital to always write the exact same information on both sides. And, if someone who doesn't know your name sees your reversed name tag, they might shrug their shoulders, turn away and find another person to talk to! (NOTE: Writing the information on both sides also eliminates the possibility that some of us will purposely turn our name tags around. "Lead us not into temptation…")

5) Placement
The horizontal placement of your name tag is a function of the context in which you wear it. Name tags will be easily visible in the line of sight correlating to your handshake. Most businesses handbooks will instruct you to wear name tag in this manner. And, it is a good visual aid for people who have trouble remembering names... which is everyone!

On the other hand, for mobile and populated events such as trade shows, expos and conventions, it may be more effective to wear your name tag on your left side. This allows people who approach in your opposite direction to see your name tag with significant ease, since we traditionally walk on the right side of the road/aisle/hallway.

6) Presence
Although horizontal placement of your name tag is an important consideration, vertical placement is certainly the most important visibility characteristic. Wearing a name tag in the middle of your chest is likely to get covered by your arms, papers or some other obstruction. Furthermore, central placement of your name tag will make you unavailable to people outside of your conversation, thus limiting your ability to meet more valuable people.

So, your name tag is pointless if it's worn below your breastbone. The most effective location is two to three inches below your collar bone on whichever side most fitting for your function. This allows maximum eye contact. Furthermore, high vertical placement of your name tag eliminates the possibility that it will be covered by something. For example, if your name tag hangs too low, it will be impossible for other people to read it when you: sit down, cross your arms, wear a jacket, write down information or use gestures while you talk.

7) Maximization
Have you ever seen a five inch name tag with tiny letters the size of sunflower seeds? What a waste! Utilize any and all blank space provided by your name tag. Make it huge! Don't worry about looking silly, because everyone looks silly! And, although font size should be consistently large anyway, don't hesitate to increase the font commensurate with the size of the name tag itself. Imagine your name tag is a personal advertisement. Maximize your space efficiently. Think about this: you will never see a billboard on the highway that only uses half the space provided!

The next time you go to a meeting, convention, seminar or trade show, remember that your name tag is your best friend. In other words, think of your name tag as your "front porch." It invites people. It makes them feel comfortable. And, it initiates conversations that transform strangers into valuable connections. But, like any good front porch, it's important to create and wear name tags that are visible, accessible, and efficient so you can maximize your approachability.

Scott Ginsberg is a professional speaker, "the world's foremost field expert on name tags" and the author of HELLO my name is Scott and The Power of Approachability. He works with people and organizations who want to become UNFORGETTABLE communicators - one conversation at a time. For more information contact Front Porch Productions at http://www.hellomynameisscott.com .

Rising Sun

2005-05-01T04:51:00.000-07:00

Look through 2 the bright side, originally uploaded by !!uAe prince!!.

As in Nature!!

There Is Sunrise;

There Is Sunset!!

These Universal Law Do apply to all lives & Entitities that created as well.

Thus A Corporation hove it's

Birth

Then It Also Have Its

Death

Same goes to the Leadship & Leader's

Just Like

Sun Rise; Sun Set!!

Mountains Goes High; Water......

2005-04-15T06:24:00.000-07:00

, originally uploaded by Deem.

Mountains Goes High;

Water Flows Low;

To Be Continue....

Seagull Leadership - Stay on Target!!

2005-04-14T06:09:00.000-07:00

stay on target stay on target, originally uploaded by fubuki.

From The Nature...

That is where we Learn About Leadership!!

In the Case of Seagull;

Which I research into, when I was living in Swansea, United Kingdom...

I found is:

Seagull have a Team Leader, Seagulls all follows the signal or commuicating Language of their Leader.

Also, once they found the Leader is incapable in the position, they would remove him.

Did Seagull Leader Attended the Elite Business School for MBA or Phd or Dsc??

Absolutely Not!!

What they know is With Food We Travel!!

When I throw the bread out of the window or offering bread or fish at the beach of Swansea Bay. They would rush for the target -- Food!!

The old saying of:

People Go for Death Because of Money;

Birds go for Death Because of Food!!

Garfield & Snail

2005-04-11T11:16:00.000-07:00

Garfield 14/03/2005, originally uploaded by wirjo.

Don't Worries You Are Slow!!

The Wisdom is:

Do Not Worries About You Are Slow;

You Should Concern About You Just Standing There!!

Blogger Down for the last 48 hours

2005-04-08T22:53:00.000-07:00
Due To Blogger server problem. I am unable to Post for the last 2 days.

I will be resume the posting tomorrow.

Stay in tune. Thanks...

CEO pay packages 'business as usual' There is some evidence CEO's are tempering their own pay

2005-04-03T22:42:00.000-07:00
It is for sure that CEO Pay's & Remunerations should tied in with their performance.

However, The so call

Culture Value
http://www.blogger.com/images/bold.gif
bold
Spirit of Giving

Individual Commitments

Leadership Quality

Moral, Ethics & Conducts

Have been replaced by the emphasis of "Monetary Gain" & "Celebrityship" of the individual "CEO"!!

Any individual who can convince the Head Hunter as well as the Board to Hire them, then the "Monetary" & "Celebrity Flame" , once appointed, these 2things are guaranty!!

Looking back at those old time. The King or Emperor is the supreme command or authority in Compensations & Rewards. All the stardome of Minister's or Genral's or Official's are control by the Emperor or the King. Hence the Valuations is done at the very top level. These may look the same for small businesses . But it don't apply to the Midium Size firm's & Big Coporation's today.

As Sun Tze said:
If the Leader or his fellow soldier's have to resort to Bribery, then the country existence would be in danger!!

CEO pay packages 'business as usual'
There is some evidence CEO's are tempering their own pay
BY GARY STRAUSS and BARBARA HANSEN

Big CEO paydays are back in style.

After three years of modest gains, higher corporate earnings and rising stock prices helped many executives post their largest personal financial windfalls since the go-go 1990s.

CEOs pulled in median compensation of about $14 million in 2004, up 25 percent from 2003, according to a USA Today analysis of the largest 100 public companies filing annual proxies through March 25. Compensation includes salary, bonus, incentives, stock awards, stock-option gains and potential returns from fresh option grants. Data were provided by executive-pay-tracker eComp Data Services.

USA Today reviewed several hundred fiscal 2004 proxy statements filed with the Securities and Exchange Commission and found that some of the biggest compensation winners oversee small companies. Coach's Lew Frankfort pocketed $84 million exercising options, and received fresh grants worth more than $130 million, while Forest Laboratories' Howard Solomon gained $90.5 million from exercising options. Across a broad cross-section of companies, there was extensive use of income-boosting retention bonuses, supplemental retirement pay and perks ranging from tax reimbursements to personal use of corporate jets.

"Forget restraint," said Paul Hodgson, analyst for shareholder watchdog group The Corporate Library. "After years of moderate gains, it's business as usual."

Institutional shareholders, the corporate governance movement and tighter regulatory scrutiny mandated by 2002's Sarbanes-Oxley Act have prompted greater corporate oversight by directors and have emboldened more boards to oust CEOs over non-performance, malfeasance, even moral lapses. Despite new Nasdaq and New York Stock Exchange rules mandating board autonomy, directors remain largely beholden to management when it comes to compensation. The era of CEO pay packages befitting royalty still reigns.

Compensation consultants say many boards are more diligent in linking pay for performance and sensitive to shareholder criticism, especially after several slow years on Wall Street. But "there's still a culture that says any sort of positive performance has to be met with a significant increase in pay," Pat McGurn of proxy adviser Institutional Shareholder Services said. "It's become an executive entitlement system."

Since scandals at Enron, WorldCom and other companies, directors share the same liability for corporate collapses as the CEOs they oversee. So it's understandable that most spend more time scrutinizing management over finances than over executive compensation. Standard & Poor's 500 boards averaged nine audit committee meetings in 2003, up from 7.5 in 2002, the latest years tracked by the Investor Responsibility Research Center. Compensation committees
averaged 5.6 meetings in 2003, vs. five in 2002. Based on current proxy data, there's little apparent change.

"There may be more discussion and agonizing over compensation, but CEO pay has not been directly addressed by new regulations," IRRC governance research chief Carol Bowie said. "It's still up to the compensation committees."

Many changes

Many boards have changed pay practices to better align interests with shareholders. PepsiCo, among others, jettisoned traditional stock options for performance-based restricted shares that are worthless unless earnings targets are met. At Merrill Lynch, all but 2 percent of Stanley O'Neal's $32 million pay package is in restricted shares untouchable until 2009. In 2003, almost 50 percent of O'Neal's $28 million pay was cash.

Board consultants contend CEO pay would have been even higher if not for more diligence. "Directors are giving a lot more consideration to what they're handing out," Blair Jones of Sibson Consulting said.

Veteran board consultant Ira Kay of Watson Wyatt agrees. "Keep in mind that what executives are asking for is quite a bit more than what compensation committees are giving. So it could have been worse."

But at most companies, CEOs still wield influence over their pay. "There's no rule that a CEO can't be present when directors discuss his pay," consultant James Reda said. "And if you ask 10 consultants to evaluate performance, there are no standards. It's an area ripe for misjudgment."

At least there's evidence that some CEOs are tempering their pay. Home builder Toll Bros. bases Robert Toll's annual bonus on a profit and shareholder equity formula that should have netted $49.7 million. Toll agreed to take nearly 40 percent less. Citigroup CEO Chuck Prince, noting regulatory setbacks in the USA and abroad, asked directors to cut his incentive award 15 percent.

Other executives remain tied to pay plans regardless of stock performance. Tommy Hilfiger's contract with the apparel marketer that bears his name pays him $900,000 a year. The company's incentive plan pays Hilfiger 1.5 percent of annual sales above $48.3 million, which provided a $17.4 million bonus in 2004, $19.7 million in 2003 and $21.5 million in 2002. Hilfiger shares? They peaked at $41 in 1999. Wednesday's close: $11.64.

The company declined comment.

Given increasing shareholder unrest and some shift in the fraternal culture among directors, "We're seeing some make moral and ethical obligations to shareholders to make sure pay practices are reasonable," said Bill Coleman of compensation tracker Salary.com. "But you've got boards still saying, 'What does the CEO want?' Most directors are in the ostrich crowd, sticking their heads in the sand and doing what they've always done."

Pay, performance

Among companies where pay and stock performance diverged:

Cincinnati-based Fifth Third Bancorp's shares lost 20 percent and earnings fell 12 percent. But CEO George Schaefer received an $825,000 bonus after directors used their "best business judgment" analyzing measures such as the economy, his progress on regulatory matters and leadership objectives, according to its proxy. Schaefer also got options worth up to $17 million and gained $9 million exercising options. The company did not return calls.

"CEOs should take the biggest hits when the company doesn't perform," said retired Medtronic CEO Bill George, author of "Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value." "We get the benefits when business is good. We should take the biggest hit when it doesn't. Boards can't justify incentive pay because management did as well as it could under the circumstances."

Anheuser-Busch shares have been as flat as day-old beer since Patrick Stokes became CEO in July 2002. In setting Stokes' 2004 salary -- up 5 percent to $1.5 million -- directors gauged shareholder return, financial results, market share and CEO pay at 20 companies. That said, "Actual salary determination is subjective in that there are no specific weightings for the variables considered," Anheuser's proxy said. Since 2002, Stokes has received options potentially worth $290 million. But according to Anheuser, Stokes' holdings are currently worth just $37 million.

Anheuser wants shareholder approval to boost the maximum potential annual bonuses to senior managers 50 percent to $6 million. Stokes received a $3.1 million bonus in 2004. The company declined comment beyond what's in its proxy.

"There can be disconnects in incentive pay and actual performance," said Jan Koors of consultant Pearl Meyer & Partners. "When there are so many subjectives to consider, it's all hocus pocus."

Leadership

Eli Lilly's shares slumped 19 percent in 2004, but CEO Sidney Taurel's combined salary, bonus and stock grant surged 74 percent to $4.6 million. Lilly's board said it considered not only shareholder return and financial results but also Taurel's leadership in "important initiatives to improve the company's productivity" and enabling it to "compete in an increasingly challenging business environment." Lilly directors also concluded that Taurel's compensation was "significantly" below that of his peers, giving him 400,000 options the company valued at about $11 million, vs. 2003's 350,000 option grant worth $7.2 million.

"A significant portion of his compensation is at-risk and dependent upon company performance, and Lilly's financial performance and new product flow was strong in 2004," spokesman Philip Belt said.

Merck shares sank 30 percent after the company pulled its profitable Vioxx pain reliever off the market Sept. 30 because of safety concerns. Directors conceded that operating results were below target but gave Ray Gilmartin a $1.4 million bonus after deciding that he'd met his "personal performance objectives." Gilmartin also received options that Merck's proxy said are valued at $19.2 million. He also pocketed $34.8 million exercising options. With Vioxx's revenue stream still dry, Merck directors are lowering the performance bar for 2005 incentive pay. "Merck's focus is now on the future, on renewing the growth of the company," spokesman Chris Loder said.

Coleman said: "What's troubling is that most directors still aren't holding management accountable for bad circumstances. When is a bad event not the responsibility of management?"

A competitive market

CEO pay will likely spiral higher as the hunt for seasoned replacements at companies such as Fannie Mae and Boeing force boards to pony up fat sign-on deals. Hewlett-Packard just hired NCR's Mark Hurd in a four-year deal potentially worth more than $70 million.

Vacancies at a handful of high-profile companies overshadow broader upheaval. Outplacement firm Challenger Gray & Christmas counted 103 CEO departures in February - the first monthly turnover of more than 100 CEOs since early 2001 - and 92 in January.

A robust CEO job market makes retention crucial at other firms, further driving pay. "Boards will err on the side of paying more because there's so much aggravation in recruiting, given the time, cost and disruption," Kay said.

Increasingly, paying up for talent applies to next-tier managers, especially CFOs. Apple directors want shareholders to approve plans to pay key managers up to $5 million in annual bonuses. Without it, Apple said, its executives make 35 percent less cash than competitive market rates. More problematic, governance experts say, are boards boosting potential payouts even when there's little apparent rationale for higher pay, particularly at companies run by founders or long-tenured CEOs nearing retirement.

"Regardless of how a CEO performs, boards are still caught up in this mantra that if we don't pay this guy, he's going," Hodgson said. "But when was the last time a (poor performer) said he was leaving because he was dissatisfied with his pay package?"

Even if boatloads of CEOs aren't threatening to jump ship, base salaries and target levels for bonuses are creeping higher as companies benchmark rivals. Many boards try to keep their CEO's pay above median levels, a practice known among pay critics as the Lake Wobegon effect: where most every CEO is considered above average. Compensation expert and UCLA professor David Lewin said: "Pay keeps ratcheting up because everyone tries to do better than the Joneses rather than just keeping up with them."

Shareholders revenge?

Increasingly, shareholders are challenging boards to temper CEO pay. More than 100 proposals to curb pay, set stringent performance guidelines and limit severance packages are on shareholder ballots this proxy season, said Shirley Westcott of adviser Proxy Governance. Most boards have resisted similar proposals, contending they limit the ability to attract, retain and motivate management. Even when such measures have gotten majority shareholder approval, boards often ignore them.

Also under consideration: Nearly two dozen shareholder proposals seeking to end the boardroom's insular atmosphere where most shareholders have little choice in selecting directors, essentially affirming management's nominees. Most companies reject the idea and recently persuaded the Securities and Exchange Commission to table implementing an open-access measure enabling shareholders to nominate board candidates.

"Shareholders have little influence, if any, because directors literally can't not be elected," Bowie said. "Most are chosen by boards, and there are the same number as board seats. It's like the communist election system: You can't lose."

Until regulators require companies to provide more disclosure on pay practices and open up director elections, boards are under no pressure to change, governance experts say.

"Large pay packages continue to touch a raw nerve," said Harvard professor Lucian Bebchuk, author of 2004's "Pay Without Performance: The Unfulfilled Promise of Executive Compensation." "As long as boards are unaccountable, Corporate America won't change and fundamental problems will remain."

Business

Changing Attitudes Towards Corporate Governance - These All Tie Back To The Corporate Culture!!

2005-03-30T22:35:00.000-08:00
This is a good article which I adapted from SC Magazine.

Patrick Jolly did a very good research report about the Corporate Governance & the 3 S's namely, Scandal, Security & Strategy. The boardroom has become a much more accountable place; transparency and meritocracy are the order of the day.His conclusions is that the Corporate Governance Require of Changing Atitude & it must be in build with the Strategy of the Business as the whole.

Now let me Sum-up on the Corporate Culture with 4 main Criterions:-

1. Corporate Governance - Management Style & Control; Audits & Refinements

2. Leadership Quality & Renewal

3. People includes their Ethics; Conducts; Mindset-Attitude

4. Re-Action to Change Timely

There are 2 type of people elements here. That is the Management Leadership & the floor level people. Looking into the issue of IBM turn arround Lou Gestner take almost 3 years to get IBM to clean up & implement his so call New Strategies.

Now looking at Michael Dell, in view of the Internet age & the PC Technology shift, if Dell have not realised that he need to change the Strategies & Tactics in Business , Dell could have suffer the same faith like any other PC corporation. Michael Dell have tap the expertist of external executive to turn the business arround. The Just in Time manufacturing which they learn a lesson from the Japanese Toyota. Looking at any PC company today, they no longer be the Original Product Manufacturer.

In fact, today; they are all system integrator. Be it Dell, Sony, HP...etc. Even at the software business, IBM is still the larges Software corporation in the world interm of revenue. IBM no longer produce every single code within their corporation. like those year's. IBM have utilized the services of their ex-employee's as well as 3rd parties.

On the subject of Leadership Quality. At the present time, it more a Celebrity & Money Position, it is totally a wrong concept after all, the excutive search firm's shall shoulder some of the failure responsibily in recommending the canditdate to be on the position of Top Executive Post such as Chairman, President & CEO. The quality of a leader cannot be overlook at all time, In the dynamic change & rapid chnage environment, How could a leadship to be identified & be a situation leader take lead of the change??

As mentioned in my earlier article, a corporation is just like a living human entity.. it have the 4 Noble Truth of existence that is

Birth

Growth

Decay

Death

Therefore, be it the level of leadership or the floor employee, none can escape the truth of the above. So the only way out is the self renewal & self improvement. As the Gotama Buddha ( Means the Perfect One; The Enlighten One) & Confucius said the same thing:

Everyday I Recollect Myself 5 Times.

All in All talking about

Strategies, Tacties,

Risks & Opportunities

Ethics, Conducts

Mindset- Attitude

All these are just a technical term, without the "People", the Rank's & File's all these are just an illusions.

As the Old saying the citizen are the Heaven of the Ruling Emperor. His fellow citizen then have Food as their Heaven. With the current high Bait system, there is no fairness in the reward & compensation. That is the main cause of dis-array. Looking at Kingston Memory as an example, Kingston Senior management have maintence a reasonable acceptance gap between the top mangement & the their employees, the performance bonus award the return to employees in the more fair level to all in term of their compensation.

As Sun Tze said, "An Emperor Make The Mistake, He Shall Receive the Same Punishment With His Fellow People"!! Which Carly Florina have made the mistake by firing her 2 field Generals, before the board moving in to evade her. As a commander in Chief, if she would have adopt the Sun Tze philosophy, even though she may not be in cordial relationship with her board, I am sure she would leave a very good memory behind for her people after all.

In my paper on Creating An Excellence Philips Corporate Culture in 1989-1990, Although I have gone after Philips disbanded my operations. However, my paper the details of the spirits & soul are still living. These can be realized from its recent renewal of their New Corporate Culture Sologan.

Finally is the Reaction to Change & Change Timely for the Longevity of the Corporation.

Changing attitudes towards corporate Governance
by Patrick Jolly

Scandal, security and strategy. These 3 S's are reshaping the corporate governance landscape today.

One only has to mention the name Enron to describe the first. The seriousness of the issue is indicated by the extent to which government has acted to prevent such scandals occurring in the future. Apart from the reform of existing company laws, the UK, for example, initiated the Higgs review of the role of non-executive directors. And the US has gone further than most, no doubt since the Enron scandal took place on its doorstep: Sarbanes-Oxley is the toughest regulatory intervention since the 1930s.

The boardroom has become a much more accountable place; transparency and meritocracy are the order of the day. Newly introduced principles and guidelines are encouraging directors to take direct responsibility for corporate data. Auditors are being empowered and their independence reinforced.

When it comes to Information Security, a series of increasingly alarming online threats have moved the issue from being the preserve of the IT department alone right up to the level of the board. Viruses, spam, spyware, phishing and hacks constitute a massive group of 'inbound' concerns, all of which have the potential to impact negatively on the bottom line.

Remote internet access and the proliferation of wireless devices are changing the way we look at Information Security. Allied to this is the question of outbound threats. Research from different sources shows that around 80 percent of outbound breaches, or confidential data loss, originates within the organization and are carried out by an employee. They may be malign but are more commonly a result of human error – hitting the 'send' button on an email by mistake, for example. A recent survey ranked confidential information leakage as the major content issue facing corporations, after spam.

All in all, the Department of Trade and Industry's 2004 Information Security Breaches Survey puts the price of these threats at several billion pounds: the average cost of an incident is £120,000, though the risk is also that a single event might have calamitous consequences. Hence the reason that security is a concern that the board must address. It is a question of governance because maintaining control of security has a direct bearing upon shareholder confidence, brand value and the bottom line.

Many companies have adopted a head-in-the-sand approach, treating network traffic as a 'no go' area for fear of what might be revealed, but this is no longer a viable option and is likely to offer no defence in a court of law. In fact making a conscious decision to 'do nothing' to protect company resources, including employees, is a very dangerous strategy in the current climate.

Security needs to be thought of as an operational risk. The first step towards successful security management is identifying the risk and then controlling and mitigating it. Technology plays a key part in this process but senior management must be in charge of the process; governance is required to provide and implement the business-wide view.

And hence, thirdly, governance is a matter of business strategy. The threats are not trivial. Governance must be built into the overall strategic framework of the business since an error of governance might even lead to the failure of the business. Moreover, the regulatory responses to Enron and the like are aimed at nothing less than a change of culture.

A prime example of the links between strategy and security is the attitude that businesses display towards mobile working. The practice has become increasingly popular over recent years because of the greater degree of flexibility that it offers to the extent that many organizations now advocate mobile working to a significant proportion of their workforce. However, businesses that encourage the practice are not doing enough to protect themselves against the additional threats that mobile working can present.

Worryingly, my company's own research recently found that 60 percent of UK businesses have no plans to implement content filtering for mobile workers. Of greater concern still is the fact that only 20 percent consider the risk sufficiently important to warrant the immediate implementation of content filtering when introducing the practice to the organization. However, security is the backbone of governance and, as such, evolving operational issues like the adoption of mobile working must be incorporated into strategies in a timely manner.

Even where organizations have made the link between security and governance, in many cases it is through a feeling of pressure. In order to adopt and run an effective approach, businesses can adopt an ongoing, three-tiered approach to security based around the principles of policies, education and technology.

Policy - Clearly outline what the company resources can and cannot be used for. Update the existing Acceptable Usage Policy (AUP) to ensure that operational changes, such as mobile working, are covered as they become relevant to the business.

Education - train employees to understand the potential threats posed to both themselves and the wider organization. Clarify the appropriate behaviour that can be used to avoid such instances from occurring and how to deal with them when they do.

Technology - ensure that the appropriate technology is used to enforce the terms and conditions of the AUP and act as a safety net against policy breaches.

In isolation, none of the above measures alone are enough to solve the problem but by integrating them together any organization will ensure that risk is mitigated to the greatest possible extent.

Corporate governance is no longer to be thought of as an extra – a hurdle to leap at the end of the financial year (or when the inspector calls). Good corporate governance needs to become an ingrained process, supported by both policies and Information Security. In order not to just pay lip service, it's advised to consider governance and compliance issues in line with the refinement of frameworks and in terms of the implementation of best practice, of which policy development, educational programmes and technology implementation are all key components. In short, governance requires a change of attitude and must be built into the strategy of the business as a whole.

SurfControl are exhibiting at Infosecurity Europe 2005 which is Europe's number one information Security Event. Now in its 10th anniversary year, Infosecurity Europe continues to provide an unrivalled education programme, new products & services, over 250 exhibitors and 10,000 visitors from every segment of the industry. Held on the 26th – 28th April 2005 in the Grand Hall, Olympia, this is a must attend event for all IT professionals involved in Information Security. www.infosec.co.uk

The author is President EMEA & APAC, SurfControl

SC Magazine

Wal-Mart Director Is Ousted After Probe - To Re-Look It Culture!!

2005-03-27T16:35:00.000-08:00
The integrity of Leadership shall be maintence at all times.

It the Code of Ethic & Conducts & Corporate Culture cannot be exhibit & keep up by it's leader's. Then certainly, you don't expect the employees in the corporation to follow.

The recent Walmart incidents of unfair treatments to its employee & the recent case of fake Invoices & Expenses case, Walmart would need to look at the corporation more closely.

As the corporation grow big & aging. If the Leadership quality, Ethics, Business Conducts cannot be up keep, then there is a need for Walmart to relook at its Corporate Culture & re-examine the Ethics & Conducts of Leader's & the management. Then follow by getting the employees to understand & re implement the Walmart Way in Corporationwide. Otherwise, Death is certain.

Wal-Mart Director Is Ousted After Probe
The Sam's Club ex-chief is asked to quit the board after a company inquiry reported evidence of fake invoices and expense accounts.
By Roger Vincent and Kathy M. Kristof
Times Staff Writers

March 26, 2005

Reflecting stricter ethics in corporate America, Wal-Mart Stores Inc. booted its former vice chairman from its board Friday after an internal probe allegedly revealed padded expense reports, fake invoices and unauthorized use of gift cards.

Thomas M. Coughlin, who retired as an executive of the world's largest retailer in January, was asked to resign his post as a director. Three other Wal-Mart employees, including a company executive, were fired. The company said in a regulatory filing that the amounts in question could total $500,000.

It was unclear Friday whether Coughlin, the former chief of Wal-Mart's Sam's Club warehouse stores, was alleged to have personally been involved in the transactions or whether they simply had occurred on his watch.

The Bentonville, Ark.-based company said it reported the results of its investigation to federal officials. A Wal-Mart representative declined to provide further details. Coughlin could not be reached Friday. An assistant to Robert Balfe, U.S. attorney for the Western District of Arkansas, declined to comment.

Wal-Mart's move is consistent with federal guidelines that were revised in November in response to the Sarbanes-Oxley law, said attorney Keith Bishop, a former California corporations commissioner and a partner at Buchalter, Nemer, Fields & Younger in Irvine. The new guidelines impose stricter standards on corporate ethics.

"The days of 'hear no evil, speak no evil' are over," Bishop said. "You cannot really stick your head in the sand when you hear that there is misconduct by people in your organization."

Nell Minow, editor of the corporate governance website Corporate Library, said it was important for the board to send a signal to employees, suppliers and customers about potential misconduct. Wal-Mart has long had strict codes of conduct and boasts a bare-bones corporate culture in which executives stay in budget motels and employees are forbidden to accept even token gifts from vendors.

"In case there was any doubt, this makes it clear that we are living in an era of zero tolerance of ethical violations," she said.

Coughlin said in his resignation letter: "I leave with warm feelings for the company and all the people who have made it great. I have appreciated the opportunity to serve."

The 55-year-old Coughlin, who spent decades with Wal-Mart, was once considered a candidate to head the company. He started in 1978 in the security division and eventually oversaw the U.S. Wal-Mart stores, Sam's Club warehouse stores and Walmart.com.

He joined the board in April 2003 and had been a member of the board's executive, strategic planning and finance and stock option committees. He had been expected to step down in June.

Coughlin also serves as lead director on the board of ChoicePoint Inc., the Atlanta-based information broker under fire for security breaches that exposed as many as 145,000 personal data files to identity theft rings.

Los Angeles Times: Wal-Mart Director Is Ousted After Probe

Feedster Claims

2005-03-23T12:19:00.000-08:00

No Need to Click Here - I'm just claiming my feed at Feedster

LG Group Re-Engineers Management Approach -- It Have to Be On a Close Loop Servo Monitoring!!

2005-03-23T12:16:00.000-08:00
LG Group certainly have the wisdom for becomming the Top Global Corporation. By lunching it Re-Engineering of Management.

As Mentioned, LG Group yesterday declared the adoption of a
new management road map that stresses fair play, innovation and thorough brand management.

I would rather not to call it the Re-Engineering Approach.

When I join IBM, I am given a Green Book "The IBM Way", That have iven me the 1st cultural inguence of Multi-National & the No 1 Computer Giant then. However, after years IBm have gone into trouble themself of not getting the corporation into one act. That nearly got them under in 1994.

In 1989, my paper on "Creating Excellence Philips Corporate Culture", I have based on the situations & my observations on the Philips as the whole. Which I spell out that the Philips Excellence Corporate Culture Must be built on the below:

Unity

Respecting of Individual

Regardless of Race, Country of Origin

Harmony

Justise

Equality

Excellence In Everything

Then on the Operating & Daily priority of:-

Creativity & Innovations

The strong emphasis of "Human Factors" couple with the Close loop Servo Control & Management system. Only everyone put the act in synchronization, capitalized on strenght of Synergy of all, then together; the Excellence Corporate Culture can be achieved.

However, while the paper is adopted & a 3rd party consultant company is appointed to implement the so call "Operation Centurion", But I am removed.

These taught me a serious lesson about so call the Corporation politics. It also change my career life for the last 16 years.

A big Corporation is just like a single human body, if the cacer cell is not heal as soon, then there is no way that the deadly disease is not going to spread & bring the corporation life to an end. hence, the monittoring & control of corporate culture is not just by lunching the initiative. Without a constant refinement then the process of

Birth

Growth

Decay

Death

Is Certain!! The Law of Birth & Death is always co-exist in any life form.

LG Group re-engineers management approach

LG Group yesterday declared the adoption of a new management road map that stresses fair play, innovation and thorough brand management.

The major conglomerate said it expects the "LG Way" to advance the realization of its goal to become a global top brand.

LG has a long-term vision of cultivating the LG name as one of the top three global brands in the group's core sectors of electronics, information technology and chemicals. Yesterday marked the 10th anniversary of the LG brand. The business group had originally sold products under the GoldStar label.

The conglomerate also hopes that the "LG Way" will establish a strong corporate culture unifying its employees.

LG Group Chairman Koo Bon-moo yesterday declares the "LG Way," a new group-wide management principle. [The Korea Herald]
LG recently completed the separation of its operations between the two founding families to end a 57-year-old alliance. The group is now set to rebuild itself as a global electronics and chemicals leader.

With just nine affiliates under its wing, the newly separated GS Group will focus on energy and retail.

Group chairman Koo Bon-moo yesterday called for thorough brand management amid its growing importance in raising corporate value.

"Brand management should be a core management activity as it has emerged as an important element upon which (a company's) competitiveness depends," Koo said during an address to 400 executives gathered at company headquarters in Yeouido, southwestern Seoul.

"We must only use the LG brand on businesses and products that can be number one. There should be no incident of misuse or abuse of the brand through thorough management," he said.

The chairman also called for employee efforts to make products and services that move people while making LG a company sought after by talented jobseekers.

Microsoft Corp. CEO Bill Gates sent a videotaped message praising LG for providing innovative technology and solutions.

(mhkim@heraldm.com) By Kim Min-hee

The Korea Herald : The Nation's No.1 English Newspaper

Big Blue Propels Alumni to Power

2005-03-21T18:36:00.000-08:00
My 1st job after the Military services, IBM is the 1st corporation that I joint.

I strongly believe that IBM or any of the corporation's do influence a person career path & the Characters in life.

I would write more on this topic. in my later posting.

Big Blue Propels Alumni to Power
March 20, 2005 By Dennis Fisher and Dennis Callaghan

When Sam Palmisano became CEO of IBM in 2002, he was, in many respects, a predictable choice to run a major company. His pedigree included stints running a number of IBM's key divisions, including the Enterprise Systems Group and IBM Global Services.

It's a background Palmisano shares with a number of technology's heaviest hitters, including CEOs John W. Thompson of Symantec Corp., Michael Lawrie of Siebel Systems Inc. and John Swainson of Computer Associates International Inc. While Palmisano rose through the ranks to the ultimate IBM post, the others chose to take their talents and experience on the road. All, however, are evidence of a growing industry phenomenon: the Big Blue boss.

The steady stream in recent years of top IBM executives—many of them veterans of 25 years or more with the company—leaving for the corner office at other major technology companies is not the result of coincidence. Industry observers and former IBM employees say it's the direct result of a corporate culture that emphasizes experience; loyalty; initiative; and, above all, focus on customer needs.

Many companies, both in the IT industry and other markets, profess similar values. But beginning with IBM founder Thomas Watson and continuing for the nearly 100-year history of the company, it has consistently pushed these tenets on its hires, resulting in a cohesive employee base around the world. In recent years, that system has developed into what amounts to a Triple-A system for aspiring CEOs, analysts say.

The result is an industrywide distribution not only of IBM's corporate culture but also of its business thought processes. For good or ill, the IBM penchant for partnership, appetite for acquisition and intolerance for sluggish performance are all becoming the norm in executive suites well beyond Armonk, N.Y.

Swainson, IBM's former vice president of Worldwide Software Sales, took the helm of scandal-ridden CA last month with the goal of restoring credibility to the embattled Islandia, N.Y., company. Early on, Swainson said, he became aware of the stark contrast between IBM's well-defined culture and the lack thereof at CA.

"It's a function of being built by acquisition over the course of a relatively short period," Swainson said of his new employer. "IBM had a chance over 100 years to build a strong culture.

"I'm not consciously trying to bring any parts of IBM culture to CA. Unconsciously, I can't avoid it, I suppose. I certainly was heavily indoctrinated with it," said Swainson, who ran a unit in IBM with more employees and higher annual revenues than CA's.

"IBM does a lot of good things around process and focus on customers and making sure the customers are satisfied," Swainson said. "Those are clearly messages I would bring to CA. They are not unique to IBM. Every successful company has a view of what it takes to satisfy customers."

As successful as IBM alumni such as Swainson, Thompson and others have been, there was a time, not so long ago, when other companies wanted little to do with hiring an IBM executive as CEO. The problem, observers say, was IBM's rigid hierarchical culture that prevented all but the top tier of executives from gaining any meaningful management experience.

"Things have changed now, but the culture was extremely rigid under [former CEO John Akers]. They literally had people carrying the bags of senior executives," said Frank Dzubeck, president of Communications Networks Architects Inc., in Washington, and a longtime IBM observer. "The result was that the lower-level guys couldn't manage their way out of a paper bag. That changed under [Louis] Gerstner [Palmisano's predecessor]. Executives have become more involved and hands-on."

IBM as a training ground.

Part of that cultural shift involved moving senior executives among the various business units within IBM as a way to give them experience with all the company's assets. Palmisano, as well as Swainson, Thompson, Lawrie and other prominent IBM alumni, have traveled this route. Thompson, for example, worked in sales, marketing and software development and, at the end of his IBM career, was running IBM Americas.

"Everybody has passed through various parts of the business, and all of these guys understand development and sales," Dzubeck said. "If you can be successful at a certain level at IBM, the feeling is you can be successful anywhere."

Lawrie said he took the job at Siebel because he wanted to test that theory for himself. "The reason I left IBM was I wanted the challenge of taking what I learned and [applying] that to a company that was in need of a turnaround," he said in an interview at Siebel's San Mateo, Calif., headquarters.

"Siebel was a turnaround situation. I felt before I hung up the cleats, I wanted a chance to take that knowledge and go test it myself in a challenging, vigorous environment, which is certainly what Siebel and the marketplace that Siebel competes in could be characterized as.

"I found IBM to be a great training program and training for everything. Not only leadership skills [but also] technology skills, how to deal with customers. I think in the IT industry you couldn't hope for a better place to learn about the industry from every dimension than working for a company like IBM. I was global, I lived in Asia Pacific, I ran our EMEA [Europe, Middle East, Asia] operation and then I ran our worldwide operation. So from every dimension—global, financial, technology—I think IBM was a tremendous training ground."

Lawrie has modeled himself after Gerstner, under whose tutelage he worked for eight years during Gerstner's own successful turnaround effort at IBM in the 1990s. Lawrie spent more than 26 years at IBM in management positions, most recently as the company's top sales executive. He has also headed IBM's Personal Software and Network Computing Software groups and managed various overseas operations.

"I learned a lot of important lessons and insights from Lou," said Lawrie. "When you work with someone that is turning around a company, I paid very close attention to what he did. How you approach strategy, how we build a new financial model, how we thought about acquisitions, how we thought about divestitures within our portfolio. So how we repositioned the portfolio of IBM."

Perhaps the most high-profile opening in the industry currently is the CEO spot at Hewlett-Packard Co., and many observers have speculated it could be filled by an IBM executive.

Swainson's former boss, Steve Mills, senior vice president and group executive of IBM Software, declined to comment on offers that he's received, especially recent rumblings that he was on a shortlist of candidates to replace the ousted Carly Fiorina at HP.

Is Carly Fiorina going to run the World Bank? Click here to read more.

"No comment," Mills said with a laugh when asked if he'd consider the HP job. "That will be a unique challenge for somebody."

The division that Mills runs is larger than most software companies in the world. Many of IBM's businesses, including Global Services, are the largest of their kind. The opportunity to run businesses of that size is one of the main reasons many observers believe it is difficult to attract Mills or most other current IBM senior managers. There just aren't many other jobs left at IBM that would be a step up.

But Mills said he did note that the biggest job openings in the tech industry frequently turn into opportunities for IBM executives.

"We have a responsible, mature management team," Mills said. "In the information technology area, if you asked where do people get a good education and a solid grounding in business operations, you'd put IBM high on the list. You get great training early in your career and a customer-centric attitude."

IBM alums' upward mobility.

Even well-placed IBM executives with no designs on a corner office elsewhere see the upward mobility of IBM alumni as an endorsement. "It shows the strength of IBM as a company that develops people," said Janet Perna, general manager of IBM's information management business. "It shows the talent of IBMers and the experience and level of maturity of the people. It's a tribute to IBM.

"There's a certain set of values that IBMers share," Perna said. "A lot has been written about IBM values. About our commitment to our clients, our respect for each other and for people we do business with. About our culture of innovation that matters to the world. Longtime IBMers can't be here very long and not espouse these values."

Perna wouldn't comment on the calls she's received trying to woo her from her job in Armonk. "I love being here," she said. "Everyone is motivated by different things. I couldn't think of a better place to be doing what I'm doing. I'm here, and I stay because my personal values map to IBM's values."

But does the strong IBM culture follow those who leave the fold?

"One person does not a culture make," Perna said. "I don't know the effect. Culture comes from within the body of the company, so it's not clear how much influence any one person can have."

Still, it is impossible not to see the influence IBM's culture and business model have had on some of the company's more famous and successful alumni. A prime example is CEO John W. Thompson of Symantec, which recently merged with storage and backup leader Veritas Software Corp.

Click here to read more about the Symantec-Veritas merger.

Since his arrival at Symantec in 1999, Thompson has been reshaping the Cupertino, Calif., vendor into a pure-play, vertically integrated security company. When Thompson took the reins, Symantec was known as a consumer-focused company with a widely scattered product portfolio that included anti-virus offerings, utilities, scanners and sundry other products, none of which was considered a leader.

By selling or killing underperforming or noncore assets and adding other pieces he saw as key to building an enterprise security leader—including managed services and consulting—Thompson has turned Symantec into not just the leader in the security market but also one of the top five software companies in the world.

Symantec's resemblance to IBM is no mistake. In fact, Thompson has imported so many aspects of the IBM way—efficient, no-nonsense leadership; broad product lines with leading offerings in a number of categories; and a trained army of consultants to help customers use it all—that many industry observers call Symantec "Big Yellow."

Even so, Thompson said he is not necessarily interested in following the IBM game plan to the letter. "There are plenty of businesses they're in that we're not. Even with the similarities in managed services, I'm not interested in the disaster recovery and backup business like IBM Global Services," Thompson said. "That's not a business we want to be in."

Check out eWEEK.com's IT Management Center for the latest news, reviews and analysis on IT management.

Big Blue Propels Alumni to Power

Ebbers: What It Means And What It Doesn't -- Only Thy Know!!

2005-03-16T10:15:00.000-08:00
Ebbers was once commendating as an Entrepreneur Icon of the Telecom world. Who raise from a Musician to a Multi-Billions dollar man of the world. Just on one vision & idea!!

But now.. for the past months , he have been going through ordeals in life. For all the Frauds & sins that may be found in Court. As the Guru Bai Ji Yi said:

One person Does or Done, Only Thy Know Him/Her good self!!!!!

Also, As Gotama Buddha said:

It is Greed & Ignorance That cause these bad Karma to Arise!!!!!

Ebbers: What It Means And What It Doesn't
Dan Ackman, 03.16.05, 10:06 AM ET

Whenever a big criminal trial ends, the search for meaning begins, and trends are divined from a sample of one. After the conviction yesterday of former WorldCom Chief Executive Bernard Ebbers on securities fraud and conspiracy charges, the search started anew. It was said that juries will not believe the "CEO doofus" defense and that other CEOs should be worried by Ebbers' fate, which, by the way, could mean 85 years in prison.

The 85 years, however, is just the first fiction. It's the number you get by taking the maximum sentence on each of the nine counts and adding them up. While U.S. federal sentencing rules are in flux due to a recent U.S. Supreme Court ruling, the sentence will certainly be much less. George Newhouse, a criminal defense lawyer with Thelen Reid & Priest in Los Angeles, predicts five to ten years. Douglas Berman, a professor at the Ohio State University law school and an expert on federal sentencing, says so much remains in dispute that the likely sentence is now "unknowable."

In fact, the Ebbers case is a freak by any measure. Start with the simple fact that he went to trial. Of the 82,910 defendants accused in federal courts in 2004, just 3,393, or 4%, stood trial at all, according to the U.S. Office of Court Administration. Securities fraud cases are also extremely rare: In 2004, there were just 116 defendants whose cases were disposed of in the entire U.S., a remarkably small number considering the number of financial restatements, corporate blowups and dream-state analyst reports in recent years. If you are a CEO among the 116, that's cold comfort, but it's not something you really need to worry about.

Worries should dissipate further if your books are clean or if you are truly remote from the crime. "It's not as if he was convicted of something he had nothing to do with," notes G. Jack Chin, a law professor at the University of Arizona. Ebbers was accused of at least knowing and in some ways directing the fraud masterminded by his chief financial officer, Scott Sullivan. While the evidence against him came almost exclusively from Sullivan, the jury was convinced.

Another key fact in the Ebbers case was that he was no longer CEO. The board fired him in 2002, before the fraud was revealed. By the time the company entered bankruptcy, which occurred soon after, the company's board was eager to distance itself from Ebbers and to shift the blame in his direction (and away from the board). Current CEOs don't have this problem.

Some observers say Ebbers lost it by taking the witness stand. Now that he has been convicted on all counts, it is fair to say that the outcome could not have been worse had he stood silent. But his lawyer Reid Weingarten yesterday defended the decision to have the defendant testify, and he is probably right. The "doofus" defense, by the way, was not offered. Ebbers did not claim he knew nothing. He did say he did not know that the WorldCom accounting was fraudulent, and, he noted, many of the company's accountants didn't know that either.

As it was, the case came down to Sullivan's word against that of Ebbers. Without Ebbers testifying, it would have been Sullivan's word against nothing. As it stood, the case was close enough that the jury was out for eight days.

While the jury did not believe him, it's quite possible Ebbers believed himself. Yesterday in an interview, Michael Missal, chief counsel to the examiner in WorldCom's bankruptcy case, said the questionable accounting at WorldCom started well before 2000, when Ebbers' crimes began. The company, which has since emerged from bankruptcy as MCI (nasdaq: MCIP - news - people ), had a practice of overstating reserves set aside after its many mergers. When it needed to show extra income, it would "bleed reserves into income," Missal says.

Other companies do this too, along with other forms of "earnings management." As accepted practices bleed into fraud, it's possible that Ebbers--even if he knew what was happening--thought he was doing nothing illegal.

The Ebbers case does indicate, though, that the Justice Department can win a jury trial on accounting arcana, even against a defendant with all but unlimited resources. This result is not too surprising. Of the eight securities fraud trials nationwide in 2004, the government won six. That's not quite as good a winning percentage as the Justice Department has in other cases, but it's still pretty high. And prosecutors in the Southern District of New York, where Ebbers was tried, have a better record still.

The case also may show that juries are willing to hold CEOs responsible for fraud on their watch--and in the case of WorldCom, the fraud itself was conceded. They proved willing to do this even when the one witness implicating the boss was an admitted criminal. Based on this verdict, Kenneth Lay and Jeffrey Skilling of Enron, and others like them, may indeed grow worried. But the few CEOs in their shoes should have been worried already.

Forbes.com - Magazine Article

2005-03-10T05:50:00.000-08:00
Haloscan commenting and trackback have been added to this blog.

2005-03-09T18:49:00.000-08:00

Joint Socal Business Startups

Sony Breaks With Tradition -- Recognition of Leadership

2005-03-08T05:25:00.000-08:00
When I was with NEC back in early 80's perhaps I am the 1st foreigner to have a desk in front of Chief International Marketing. Then I was working on the papers on the Business Strategies for the total NEC offering.. & the Converge of Computers & Communications. Then in 1983, I am back again to convince the Board to have the PC for MSDOS version, later know as APC (Advanced Personal Computer).

It is a hardwork & relationship affairs for a foreigner to convince those Directors' & Board members, as then I can only converse limited Japanese language. The Hierachical Structure of the Corporate Management system is totally Homogenous as its Nation.

Then, the same saga I have been experienced during my career with ICL now is ICL/Fujitsu!!

Again, in my career with Philips N.V., I have been going thru the same experiences again. In My paper "Creating Excellence Philips Corporate Culture" I have single out the inmportant of having:

Multi-Races Management & Corporate Culture

Continue Process To Identify Leader's for the Longevity of The Corporation

Recognitions of Leadership Regardless of the Races or Country of Origin

BeforeSony; the other corporation have install foreigner to the high office is Nissan.

Installing a Head of Corporation is one thing. Most Important thing is that the Trust & the Freedom for the Leader to perform to it's best. Rather than having the his/her time in fighting for the internal politics within the corporation.Due to the Races & Cultural differences for the Longevity of the Corporation.

Sony breaks with tradition
By David Lieberman, USA TODAY

NEW YORK — After years of losing ground to rivals including Apple (AAPL) and Nintendo, the Sony (SNE) board voted today to make Howard Stringer the first non-Japanese CEO of the Tokyo-based consumer electronics and entertainment colossus.

Sony's board met in an emergency session where Nobuyuki Idei agreed to step down as CEO and turn the company over to Stringer, 63, who has overseen its U.S.-based movie and music operations. (Audio: Sony needs to change, Stringer says)

The change would take place following a shareholder vote June 22. Stringer was also nominated for a seat on the board of directors.

"Sony has an unparalleled legacy of boldness, innovation and leadership around the world," Stringer said in a statement. (Related: Japanese carmakers keep grip on control)

"Together we look forward to joining our twin pillars of engineering and technology with our commanding presence in entertainment and content creation to deliver the most advanced devices and forms of entertainment to the consumer."

The ascension of Stringer, one of the media industry's most erudite executives, would have been unthinkable years ago. Japanese companies rarely give such power to foreigners and often protect each other in cartels known as keiretsu.

But years of restructurings failed to lift Sony's consumer electronics business out of its funk.

Chinese manufacturers have pushed prices down. And Sony has failed to keep up in key markets.

It stuck by its MiniDisc portable music players while consumers flocked to Apple's iPods. And Nintendo has control of the portable video game market.

But the entertainment unit that Stringer oversees has lifted Sony's fortunes.

With help from its blockbuster Spider-Man 2, Sony's movie operation was No. 1 in U.S. theatrical market share last year, with 14.3% of ticket sales. That plus robust holiday sales of DVDs of TV hit Seinfeld sent Sony Pictures Entertainment's operating profit up 232%, to $181 million, on revenue of $1.97 billion, up 12%.

Stringer's been an active dealmaker: He led last year's merger of Sony Music with BMG, and recently led a consortium that agreed to buy MGM. That deal is awaiting approval from European antitrust officials.

That's quite a change from the career originally planned by Stringer, who was born in Wales, became a U.S. citizen in 1985, and was knighted by Queen Elizabeth in 1999.

He's an award-winning journalist who rose up the ranks at CBS News before 1988 when he was named the network's president.

His life as a corporate executive almost ran aground after 1995 when three regional Bell phone companies hired him to run Tele-TV, a firm designed to help them compete with cable. The operation fell apart when the companies shifted their focus to long-distance.

Sony hired Stringer in 1997 to run its entertainment units, including Columbia Pictures and the then Sony Music. Stringer current position will not be filled. The entertainment units will continue reporting to him.

Stringer quickly adapted to the Japanese style of management, which eschews fads and focuses on long-term performance. For example, he avoided major investments in Internet companies, leaving Sony relatively unscathed when the bubble burst.

Idei said the time was ripe to hand over leadership to a new team to ensure Sony continues to grow as a global company.

"I am proud to have been a part of the changes at Sony for a decade, including shifting from the analog to digital era," Idei said in a statement.

Contributing: The Associated Press
USATODAY.com - Sony breaks with tradition

Leadership Quality

2005-03-03T07:08:00.000-08:00
I am on a trip for conference.. I shall be back by Sunday.

Then I would write the article on above.

Thanks for Visiting.

The Key To Turning Around A Troubled Company -- Is People!!

2005-02-28T08:19:00.000-08:00
I my research into The Success of Turning Around A Business or A Nation. I always follow:

Lao Tze said
"When you have the Peoples Heart, then you have the World!!"

People is the Power of Everything.

Computers & Communications, Internet .......are just the tools

In the Contacts of a Corporation, People encompass Employees, Clients/ Customers; Suppliers.

Without the 3 Harmony Namely

Timing

People

Strategic Position

Corporation or Nation would not be achieving success!!!

Hong Kong Native Strives For Career Success in the U.S.
By Kevin Voigt From The Wall Street Journal Online

Being passed over for a management job was, in retrospect, one of the best things that ever happened to John Chen. At the time, the Hong Kong native was a young electrical engineer at a California plant of Unisys Corp. The reason for the rejection? Poor speaking skills. Mr. Chen was told that he wasn't "very presentable." Later, Mr. Chen realized "it was not meant to be a degrading comment -- it literally meant that we don't know how to present the story (to non-engineers)." Rather than give up, Mr. Chen took presentation and speaking classes. Not only was he later promoted, but he eventually became manager of the plant where he was first passed over. Mr. Chen went on to work at Pyramid Technology Corp. for six years, becoming CEO in 1995. In 1997 he moved to software maker Sybase Inc., and as chairman, president and CEO he's led the once-ailing tech firm back into the black. Last year he was named to the board of directors of the Walt Disney Company. A popular speaker, Mr. Chen was recently named vice chairman of the Committee of 100, a Chinese-American group that advocates improving Sino-American relations.

John Chen - lives in San Francisco with his wife, Sherry, and has three daughters -- Jackie, 20, Stephanie, 15, Victoria, 11 -- and 7-year-old son, Justin.

What do you feel is the future of American-Chinese relations?

I'm a strong believer in the relationship between (these) superpowers -- one the most powerful and richest nation, the other the most populous and quickly developing. The historical differences lend themselves to a lot of ups and downs and conflict. I believe (we) should focus more on the people...Americans' understanding of China, not just a mystical East that treats people poorly. In the case of the East, they have to view people and understand the American ideologies.

What's the key to turning around a troubled company?

You have to build the confidence. Most people jump in and talk about strategy, talk about products -- those are important aspects. (But) the most important people whose confidence you need to rebuild is the employees. The second is the customers, then the shareholders. It has to be in that order: If you don't have (confident) employees, the customers will not be well treated, which means they will abandon you, and that will make the shareholders unhappy.

What do you wish you'd known 20 years ago?

Not to be overly cocky. Just because you had good grades and a good education, you sometimes feel you know everything. There is so much to learn from others...no one has a monopoly on all the knowledge and know-how. And the other thing, there is never really a right or wrong way of doing business, other than to have integrity. You read a lot of books about how to set up a business, how to organize, how to set marketing strategy, how to do this or that, but I really don't believe there is a cookbook for it. Twenty years ago I wish I would have listened more.

What mistake have you learned the most from?

On the business side I could think of a number of times where I didn't listen to my gut, especially in dealing with people. I'm a big proponent, almost to a fault, of loyalty. Some of these people have been working for me at three or four companies in the past 20 years.

I'm a terrible person in dealing with the Peter Principle (it states that employees are promoted to a level where they are incompetent, and then they stay there) ... I understand the principle behind it...(but) it's hard for me to pull the trigger.

What is missing in your life?

I think I'm pretty stereotypical, with a background in engineering and business...I'm a byproduct of a typical Hong Kong (mentality), told to study math, science, go to grad school. I've been surrounded by books, mathematics, computers and businesses, which has served me great. I'm blessed with a great family.I wish I had developed more outside interests...I play golf but that's about it. I'd like to learn more about art, learn to cook, just something that is different. Read More....

CareerJournal | Corporate Ladder - How to Get Promoted - Get a Job Promotion">

Wal-Mart loses $7.5 million discrimination suit -- Who Shall Be Responsible??

2005-02-27T21:39:00.000-08:00
It is unbelievable that from a Pharmacy Associate become a trash picking man. & the man is transfer at his will??

I have experience & withness many discriminations in my Corporate careers. & for a gaint corporation like Walmart with over 1Millions employees worldwide. That certainly is causig a big concern. I also witness that all those "An Equal Opportunity Corporation".. all these seem to be the joke of Corporate America.

As Sun Tze said managing a small Arm Force is exactly the same as running the big Arm Force.

Also, Sun Tze said, if the soldiers have been ill treated, then the General in comand shall be resposible.

So the General in command shall be responsible for what have been happening.

You see the cse of HP Ex-CEO Carly Fiorina incident of firing 3 VP's for the failing result is another solid example of the so call "Point Down" finger management.

All the Guru of Management Excellent do they have MBA & Doctoriate??

Look at Confusuis!!

look at Lao Tze??

Look at Sun Tze

Even look at Christ...

Abraham...

Gandi.. ..

Mao

...they are all long dead!!!

The days of Best Business School produce the Best & Brightest Executives are over!!

Where is the Integrity, Virtue, Moral Values of Leadership in Management??

Executives Headhunter's should re-asses the methodologies in their selections & recommendation to their client's for the candidate for the best fit!!

Wal-Mart loses $7.5 million discrimination suit
NEW YORK (Reuters) — A New York jury awarded a former Wal-Mart Stores (WMT) employee who suffers from cerebral palsy $7.5 million in a discrimination lawsuit, the worker's lawyer said Thursday.

The former worker, Patrick Brady, claimed that Wal-Mart transferred him from his job as pharmacy associate to a position picking up garbage and collecting trash in the parking lot after only one day of work, said lawyer Douglas H. Widgor. The case was heard in U.S. District Court for the Eastern District of New York.

Wal-Mart said that the store did not discriminate against Brady and that he was transferred at his request.

"Although the jury has reached a decision, we do not expect the court to enter a final judgment until we have the opportunity to establish how the jury was wrong," the company said in a statement. "We are optimistic that the award will be substantially reduced or eliminated altogether."

Bentonville, Ark.-based Wal-Mart is in the midst of a national advertising campaign to burnish an image tarnished by claims of worker discrimination. The company is facing complaints throughout the world as it seeks to expand.

Public resistance to Wal-Mart's expansion has been particularly strong in California, where the retailer's campaign to improve its image began in 2004. The company's push for its first store in New York City was reported to have hit a snag this week after a real estate developer scrapped plans to include a Wal-Mart store in a Queens shopping center.

USATODAY.com - Wal-Mart loses $7.5 million discrimination suit

Making HP "Old Reliable" Again -- The HP Way

2005-02-22T22:29:00.000-08:00
In my earlier comments about money is Innocent!!

I have quoted the great Guru's of Chinese history.

A great leader is not motivated by money, he or she cannot be swifted by the financial baits.

In the case of Job's, he is different in the sense that Apple is his Baby, & it always is his baby.

In the HP contacts, the Founders are dead. It would take Leader who share the same spirits of the founder's & willing to committed his/her time & resource, energy to lead.

The said leader shall not only have the quality to lead, he should be able to sacrifice one self for the success of the corporations.

Gives the Extreme Useful Values to the corporation, employees, their shares holders, their customers, their business partners...etc.

Be able to React to Change & Change Timely!!

Looking at what is happening today..where to find such individual like you-son?? That is my late mom parting words before she die!!

Making HP "Old Reliable" Again
If the next CEO can capitalize on the best parts of the "HP Way," he or she could reinvigorate profits, innovation, integrity, and credibility
When Hewlett-Packard held a special shareholder meeting to consider the Compaq merger back in 2002, HP engineer Dan Dove decided to attend to see whether the controversial megadeal would go though. He hadn't planned to speak -- until he heard Chief Executive Carly Fiorina argue that contrary to public opinion, employee morale at HP (HPQ ) was in fine shape.

Suddenly, the 22-year veteran found himself standing at a microphone, where he challenged his famous CEO with a directness that brought the room to a standstill. Dove told a story of how the company that had paid for him to get his engineering degree and where he had remained for years despite many lucrative offers from rivals, had just cut the jobs of two people he considered to be among his most effective co-workers. The layoffs and other changes brought in by Fiorina, he said, shattered his and many other employees' faith in HP management.

Now, with the Feb. 10 ouster of Fiorina, HP has a chance to regain the faith of longtime employees and tap into a deep reservoir of devotion to the often-misunderstood "HP Way." This time around, many of those employees are hoping management will see the HP Way as a unique asset to be polished, rather than a problem to be eliminated. "Our corporate culture could have been the best tool Fiorina had to accomplish her goals," says Dove (see BW Online, 2/22/05, "Three Simple Rules Carly Ignored").

"THE ONLY WAY OUT." HP's board should take note. While the HP Way is often derided as an outdated philosophy of interest only to nostalgic HP veterans, that misses the point. In 1939, Bill Hewlett and Dave Packard set out to create a company where talented techies would want to work -- not just for the perks, but because they were given the respect and authority to run their own businesses.

The result was a company that became famous not only for its profits and innovation, but for its integrity and credibility. From taking care of customers to providing secure employment, HP became known as high-tech's Old Reliable. True, its inability to capitalize on fast-changing markets during the Internet boom, when Fiorina was brought in, made it seem hopelessly stodgy. But in today's less overheated market, HP's old traits are back in fashion.

"The core values that made HP great are still there," says Steve Maiwurm, a long-time employee who works in Minneapolis. "Maybe they've been in hiding, but it's time for them to come back to the forefront. It's the only way out of this mess: to go back to what made HP great in the first place."

REPAIRING CONNECTIONS. Of course, HP's management has a lot of making up to do, particularly with investors who had tired of HP blowing past Wall Street earnings expectations in one quarter and then falling short in the next. In that regard, interim CEO Robert Wayman made a great start during the Feb. 16 earnings call with a blunt explanation of rising margin pressures in the printer business.

Many employees believe boring needs to be cool again at HP, at least for a little while. "Let's go back to cold, dead fish," says one staffer, a reference to the old joke that if HP had invented sushi, it would have called it "cold, dead fish."

What should a new boss -- whoever it turns out to be -- do? Along with dealing with investors, repairing those frayed connections with the rank-and-file has to be a top priority. Employees want proof that management is interested in their input.

One idea: Take an extended tour of HP's main campuses. Rather than making speeches, the new boss should arrive with little fanfare, walk the halls, and eat in cafeterias -- in other words, practice some "management by wandering around," a phrase coined by HP's founders. This could provide valuable, unvarnished input from staffers -- and convince HPers that the new CEO didn't arrive with a preconceived formula to fix their broken company.

RETURN TO PROFIT SHARING. The new boss should also roll back some of Fiorina's centralization efforts and push more authority back to HP's many business units. While Fiorina was right to centralize functions such as marketing and procurement, HPers complain that under the current structure accountability is often unclear. Generations of HP managers were trained to manage their own businesses, from R&D to distribution. HP should take advantage of this inbred competitiveness, before it's too late.

Then there's compensation. Back in the options-obsessed 1990s, HP's 50-year-old profit-sharing plan was deemed out of touch. While all employees got a single-digit percentage bonus twice a year, that didn't seem enough incentive to keep HP on a par with Internet highfliers. So Fiorina killed the program and replaced it with a far more complex "corporate performance bonus" (CPB) that was tied to stock appreciation, market share, and other factors.

Since tech's boom days are as defunct as a cold, dead fish, HP should go back to something akin to that old profit-sharing plan. It would create an all-for-one ethos that's badly needed, and it would attract workers who want a collaborative place to work, where financial gains come over time rather than in dramatic stock market swings. "That doesn't mean we're fat and lazy," says Dove. "It just means we value not having to change jobs every two years."

APPLE'S MODEL. And the new CEO should insist that he or she get a true pay-for-performance package. When Fiorina was hired in 1999, she was guaranteed about $65 million to join HP, and she got an additional $21 million in severance to leave -- not to mention a seven-figure bonus for her work in 2004 (see BW Online, 2/22/05, "Dear Carly: Cook Up a Comeback"). Who knows, maybe a symbolic $1-a-year salary is in order, as Apple Computer's (AAPL ) Steve Jobs takes. Granted, he gets plenty of stock options as well. But at least his wealth is tied directly to the interests of shareholders.

None of this is to say HP should return completely to its past. Clearly, this company had seen better days when Fiorina arrived. Still, the board needs to show the rank and file that her ouster wasn't just a boardroom power play. No, directors need to show a broader appreciation for the unique corporate culture that continues to mean so much to HP employees. Sure, it needs to be adapted to the times. But as good tech execs know, smart and motivated employees are the best asset they'll ever have.

Making HP "Old Reliable" Again

"Prosecuting Corporate Crimes" -- Money Is Innocent!!

2005-02-19T20:35:00.000-08:00
In my opinion, I totally agreed with Mensius said:

"If there Are No Law Makers' of Making All The Complex Rules, Then There Are No Law Breakers'!!"

"A Nation Without The External Enemy, Then The People Would Not Be United!!"

"A Leader Must Known; One Task Is To Shoulder The Concerns of Their Nation, Only Death Is The Peace To One Soul!!"

My observations is that it is a total failure of the Education, Personal Conducts & Ethics.

The Current era, corporate leadership selection, reward & recognition system is too much Nail ON Money!!

Money Is Innocent!! Money Cannot Defend Itself

"Money Is The Bait!! Celebrity Is The Bait!!"

"Greed Is The Nutrition For Power & Wealth"

The present Global Leadership generation & Selection system is that; once one is out of the Elite Business Schools' or Elite Corporations', The Elite Head Hunters' would re-profile one to be Best Fit for the Leadership!! Then one Power & Wealth Is Assure!!

Board Room Politics, Corporate Politics, That is War War War everywhere.

Where is the Culture Value of Life??

Where is the Righteous Spirits of A Leadership??

Where is The Ethics & Virtue of Life??

The Guru of Leadership

i.e.

Yao & Shun

Lao Tze

Jiang Thai Kong

Confusius & Mensius

Chun Tze & Soon Tze

Kwei Ku Tze

Sun Tze & Sun Ping

Liu Zher

Chu Ker Conming

Kuan Yi

Li Yeun

Pao Zheng

Su Dong Poi

Gengiskhan

Liu Poi Wen

Zheng He

Kang Si

Yong Zheng

Chien Long

Sun Yat Sun

Mao Zhe Dong

Zhou Urn Lai

..................etc.

are long gong, left those self-proclaimed "Guru's" on the Globe!!

Prosecuting Corporate Crimes

The U.S. Department of Justice is moving decisively to address corporate criminal behavior, using the tools provided by the Sarbanes-Oxley Act of 2002 to crack down on corporate officials and other professionals who abuse their positions to enrich themselves at the expense of all other stakeholders.

Strategies and policies for combating corporate crime are set by the Corporate Fraud Task Force, created by President Bush in 2002 following a wave of corporate scandals in the United States. The task force comprises both a Justice Department group that focuses on enhancing the criminal enforcement activities within the department, and an interagency group that works to maximize cooperation and enforcement throughout the federal law enforcement community. Recent prosecutions illustrate the department's new and aggressive approaches to fighting business-related crime.

Corporate crimes injure investors, employees, and the capital markets that fund the needs of existing firms and promote new businesses. Recent revelations of corporate fraud and other crimes have increased the need to investigate and prosecute criminal activity conducted by corporate officials—and associated professionals—who have abused their positions to enrich themselves while breaching the trust of investors, employees, financial institutions, and the capital marketplace.

The prosecutions for corporate fraud and related misconduct have demonstrated that criminal activity has permeated the highest levels of several major publicly held corporations, brokerage firms, accounting and auditing firms, and others. A few dishonest individuals have damaged the reputations of many honest companies and executives. These wrongdoers injured workers who dedicated their lives to building the companies that hired them. They hurt investors and retirees who had entrusted their financial futures when they placed their faith in the promises of the companies' growth and integrity.

These revelations of a corporate culture of corruption and deception in a number of very prominent corporations have threatened to undermine the public's confidence in corporations, the financial markets, and the economy. They also have magnified the need for a renewed emphasis on effective corporate governance.

ENFORCEMENT ACTIVITIES

To address these and other abuses revealed by recent corporate fraud scandals, such as those related to Enron, WorldCom, HealthSouth, and Adelphia, President George Bush created the Corporate Fraud Task Force in July 2002. The task force, chaired by the deputy attorney general of the Department of Justice, comprises members of the department assigned to enhance criminal enforcement activities within the department, and an interagency group of investigative and regulatory agencies that concentrates on maximizing cooperation and joint regulatory, investigative, and enforcement activities throughout the federal law enforcement community in matters of federal corporate fraud.

The current wave of corporate fraud prosecutions focuses on a variety of criminal conduct, including falsification of corporate books and records, distribution of fraudulent financial statements to the public and to regulatory authorities, creation of "off-the-books" accounts and relationships to conceal fraudulent activity, abuse of high corporate positions for personal benefit at the expense of the corporation, and insider trading. Often, related charges are brought for obstructing and compromising audits and investigations related to fraudulent misconduct, destruction or alteration of corporate records, perjury before grand juries and investigative authorities, and related criminal activity.

On the legislative front, the U.S. Congress passed the Sarbanes-Oxley Act in July 2002. The act constitutes the most comprehensive reform of U.S. business practices in 60 years. It gives prosecutors and regulators new means to strengthen corporate governance, to improve corporate responsibility and disclosure, and to protect corporate employees and shareholders.

The act requires, upon pain of imprisonment, that the most senior officers of a corporation certify that the firm's financial statements truly and accurately reflect its financial condition and result of operations; that auditors exercise their responsibilities to provide an independent examination and certification of the accuracy and reliability of a corporation's financial statements; that employees are protected from retaliation for disclosing improprieties of corporate officials; and that the corporate information available to investors is true and accurate, and free from deception.

INNOVATIVE TOOLS

Recent investigations and prosecutions of corporate fraud cases have been expedited by the use of some of the new tools provided to prosecutors by the Sarbanes-Oxley Act and by strategies and policies developed by the Corporate Fraud Task Force. These innovations include the following:

* Bringing the collective resources and expertise of federal agencies to bear earlier in an investigation in order to complete the investigation and initiate prosecution more expeditiously. This frequently means using the resources of regulatory agencies, such as the Securities and Exchange Commission (SEC), to conduct a joint investigation of corporate misconduct from the inception of an investigation, instead of awaiting completion of the SEC proceedings before commencing a criminal investigation.

* Segmenting complex investigations into smaller, more manageable portions that can be investigated and prosecuted promptly and are more understandable to investigators, prosecutors, and juries. A more narrowly defined criminal investigation often encourages corporate officers and others who are involved in fraudulent conduct to enter plea agreements. A plea agreement is a formal agreement for the disposition of criminal charges between the prosecutor and the defendant pursuant to which the defendant agrees to plead guilty to one or more charges of an indictment or information and the prosecutor agrees to do certain things, such as not to bring or move to dismiss other charges or recommend to the court that a particular sentencing disposition is appropriate under the circumstances. Consequently, instead of spending years investigating a complex scheme of corporate fraud—as would have been the case only a few years ago—cases are now more often investigated and prosecuted in months.

* Using aggressive and innovative means to obtain corporate cooperation before criminal charges are instituted. Usually, the issue of corporate cooperation is intertwined with the criminal liability of the corporation itself. Increasingly, corporations are held accountable through full prosecutions or negotiated resolutions. A corporation or other organization may be fined, placed on probation and ordered to make restitution, and ordered to notify the public and their victims about their criminal wrongdoing. A condition of probation may require the corporation to take actions to remedy the harm caused by the offense and to eliminate or reduce the risk that the harm will occur in the future.

The Department of Justice is also increasingly using deferred prosecution agreements, a less punitive option with reduced collateral harm. These agreements typically provide for the filing of criminal charges with an agreement that those charges will be dismissed after a period of time if the company lives up to its obligations. The agreements usually provide for the company to accept responsibility by acknowledging the acts of its employees, make restitution and surrender ill-gotten financial gains, install effective compliance programs, employ an independent monitor to review future activities, and commit to fully cooperating with the government in its investigation of culpable individuals. A court may add to the fine any gain to the corporation from the offense that has not and will not be paid as restitution or by way of other remedial measures. Any breach of the agreement by the company would subject it to a full prosecution.

On other occasions, the Department of Justice has entered into cooperation agreements with companies. These agreements can encompass most of the attributes of a deferred prosecution, but they do not involve an actual legal action in court. The cooperation agreements allow the company to avoid any potential collateral consequences associated with the mere fact that the company has been charged with a crime, but they still require acceptance of responsibility, restitution and surrender of ill-gotten gains, full cooperation, and implementation of remedial measures.

* Prosecuting those who facilitate fraud and obstruct investigations, either in separate criminal proceedings or in the underlying corporate fraud prosecution.

* Aggressively pursuing civil and regulatory enforcement action, often in proceedings parallel to criminal prosecutions and investigations. This ensures that enforcement actions will be promptly initiated and actively pursued to protect investors and consumers from corporate fraud.

RESTORING PUBLIC CONFIDENCE

Much has been accomplished in the Department of Justice's ongoing campaign against corporate fraud; however, much remains to be done. In order to restore full public confidence in the financial markets, continued strong enforcement will be necessary to increase the level of transparency of corporate conduct and of financial reporting and to strengthen the accountability of corporate officials.

Promoting Growth Through Corporate Governance

Christopher Wray was confirmed on September 11, 2003, as the assistant attorney general of the Criminal Division of the U.S. Department of Justice. He has been with the department since 2001, handling a variety of federal cases and investigations, including for securities fraud, public corruption, racketeering, counterfeiting, and immigration.

Christopher Wray, "Prosecuting Corporate Crimes" , eJournal USA: Economic Perspectives, February 2005

Hewlett-Packard Ousts CEO Carly Fiorina - The Tao of CEO

2005-02-09T07:29:00.000-08:00
In the Wisdom of Lao Tze He said....

A Soothing, Soft Nature Person/ Things Will Last!!

A Strong, Stubborn, tough Person/ Things Would Not Last!!

Now Let us look at what Sun Tze Said about Leadership movement:-

A Hero Know When To Advance & When To Retreat!!

A Saint or Virtue Person Know How to Size-Up The Situation!!

As Pei Ghe Yi said:

" The True or False In One Life, Is Not for Any Individual To Say about.
It is Only Oneself Knowing Oneself Better!!"

Hewlett-Packard Ousts CEO Carly Fiorina
Wed Feb 9, 2005 09:27 AM ET By Eric Auchard

SAN FRANCISCO (Reuters) - Carly Fiorina, one of the most powerful women in American business, was ousted as chairman and chief executive of Hewlett-Packard Co. (HPQ.N: Quote, Profile, Research) on Wednesday after disagreements over strategy at the computer and printer maker.

Analysts said Fiorina's departure would be good for HP, and the company's shares jumped more than 11 percent in pre-market trading.

"This is a good move for the company. I would say there will be a boost to employee moral because internally people had become frustrated, certainly within the printing division," said Shannon Cross, a Wall Street analyst with Cross Research who tracks the printing industry.

Peter Sorrentino, chief investment officer of Bartlett & Co. in Cincinnati, also expressed relief at the management change.

"This was a move that we had long hoped they would take. We thought the stock, just from the imaging business, is worth $24 a share, and you were being impaired as a shareholder because of the other businesses," he said.

Fiorina, 50, who joined HP as CEO in 1999, became the lightning rod of criticism among investors and some in the Silicon Valley establishment for pushing through a merger with rival PC maker Compaq Computer in 2002.

"While I regret the board and I have differences about how to execute HP's strategy, I respect their decision," Fiorina said a statement. "HP is a great company and I wish all the people of HP much success in the future."

Shares of HP, a component of the Dow Jones industrial average, rose $2.30 to $22.44 in pre-market trade on the Inet electronic brokerage system.

Robert Wayman, HP's chief financial officer, was named CEO on an interim basis and appointed to the board of directors of HP. Wayman rose through the ranks at HP after joining the company in 1969.

HP said a search for a new CEO was underway.

Patricia Dunn, vice chairman of Barclays Global Investors and a member of HP's board since 1998, was named non-executive chairman of the board.

MERGER HEADACHES

Critics of the merger with Compaq, including family members of HP founders William Hewlett and David Packard, decried the merger, argued that it diluted the value of HP's crown jewel, its profitable printer and imaging business.

"The fact that everything is back on the drawing board, with respect to (spinning off) the printer business, makes the stock more attractive," SG Cowen analyst Richard Chu said.

Sorrentino said, "HP has never had a cost-effective model in terms of the PC business, they've frittered away their lead in imaging, and their move to services never really panned out even with the addition of Compaq," he said.

Cross said the Compaq deal failed to provide the results promised at the time of the merger and HP's stock has languished since then.

HP also suffered from failed execution, which meant that quarterly results were inconsistent, leading to several sharp sell-offs in the shares in recent years. (Additional reporting by Franklin Paul and Martha Graybow in New York)

Top Technology News Sponsored by Audi | Reuters.com

LEADERSHIP IN MANUFACTURING -- Restoring Credibility

2005-02-03T20:39:00.000-08:00
The Restoring of Credibility to the Shareholders, Board of Directors, Employees & most important partners in Business or Cusotmers is not an easy task for a New leader.

In my point view Ed Breen of Tyco have done well within the period, since he come onboard. I congratulate him for his success.

From my personal Experience & views is that, the Leadership is certainly a critical factor in leading the Change & establish the New Corporate culture.

These "Changes" involve the setting of Vision, Mission, Achievable Goal, Short Term & Long Term Strategic Planning, the next is organize the Team/ Team's, translate these keys into the Human Resources, Financial, Auditing, Operating, Manufacturing, Marketing, Sales, Logistics, Customer Services..etc.

Technology..Tools.. Software...Hardware obviously important. But the single most significant people overlooked is "People".

Very often when come to restructuring is concern. New leader tend to eliminate the layer once seem un-neccessary, it may be ignorance to creating a new structure which is more roots cutting then branches trimming. In the case of the audit committee, it shall be reporting to the Board management committe.

After having the Audit report once it is accepted, there must be a Culture Implementation team to Lead the Change & implementation.

Yes training & education on corporation wide is important, it shall be enlarge to extending the training/awareness to the close partners such as suppliers & customers.

Then, the must be a close root control & monitoring system to measure the efficiencies & effectiveness of each implementation & it's success.

Well, in my experience on the initializing "New Corporate Culture", One need the Skillful Learship, it also need the most significant "People" element & their committed "Mindset" for "Change"; the "Positive Change".

Restoring Credibility
Ed Breen, Tyco International's chairman and CEO, works to gain the trust of investors, customers, government regulators and employees.
By John S. McClenahen

Two years ago, when television portrayed Tyco International Ltd., a Bermuda-incorporated conglomerate, the focus usually was on the alleged misdeeds of previous management. Today, Tyco still is seen on television but in commercials that positively portray the $40 billion company's core products and services. This change is a product of the leadership of Edward Breen Jr., a former president and COO of Motorola Inc. who's been Tyco chairman and CEO since July 2002.

IW: You have said that the biggest challenge you've had since your arrival has been the process of restoring trust in Tyco's leadership. Where are you now in that process?

Breen: When I arrived [just over] two-and-a-half years ago, it was clear to me that the board of directors of Tyco needed to be changed, and we did that with every single person. And the senior corporate management needed significant change, and [now] the whole corporate team is basically new. To me,
No. 1 was [getting] the right leaders in place. On that task we're where we want to be.

The other area we spent a lot of time focusing on was the corporate governance side, and we certainly instituted a lot of structural change. For instance, we now have an ombudsman who reports to the audit committee.

We have doubled the size of our audit team, and the head of audit reports to the audit committee. And we have a head of corporate governance who looks at all our processes, procedures, [and] delegation of authority [and] who reports to the nomination and governance committee of the board. And
then what we have been doing for the last two-and-a-half years is an intense amount of training about what we want our culture to be and our governance to be like. But the fact of the matter is [in] that [area] you are never done.

IW: Why, as a part of restructuring, have you closed 227 facilities, shed 8,100 people, and sold 27 businesses for $2.1 billion?

Breen: When we really analyzed how we were going [to make the company more efficient and save money], we decided that we wanted to do a pretty large restructuring in fiscal '04 [which ended Sept. 30, 2004]. That's [when] we closed those facilities and reduced the head count. Restructuring and efficiency actions will continue in this company, and, quite frankly, will contribute a lot to our profitability over the next few years. [As to] the businesses that we sold . . . we very simply did an analysis of our portfolio and wanted to make the decision on what was core and strategic to the portfolio going forward and what potentially wasn't. When I [say] strategic [I mean] did it fit in one of the four core segments we wanted to grow long term. [Our] core [segments] are fire and security; health care; electronics; and what I would call engineered products or infrastructure services. They are great industries to be in; they have great growth dynamics; and we have a leading global position in these markets.

IW: What roles are Six Sigma and strategic sourcing playing in your building Tyco into an "operating" company?

Breen: When we say we're working to become world-class in operating, what we're doing are two things internally.
We are very focused on organic revenue growth -- where can we drive additional growth in our core businesses without doing acquisitions.

The second area is what I would call the operating excellence or operating intensity area. And under that falls Six Sigma, strategic sourcing, the rationalization of our real estate footprint and our focus on improving working capital. [Operating excellence] is really a catalyst, and what I would say is a culture of how we want to run this company for continuous improvement.

INDUSTRYWEEK: LEADERSHIP IN MANUFACTURING -- Restoring Credibility

Steve Ballmer - Microsoft CEO helps Microsoft enter its 30s gracefully

2005-01-28T21:03:00.000-08:00
I am fortunate to be able to learn about Marketing & Sales, Import & Export, Wholesales & Retails business begining at the age of 7th.

During my childhood days, I have witness many social unrest, arsonal activities, killing between difference ethnic group's. There is also a strong movement of National independance between late 50's & early 70's in South East Asia. Thus it available the opportunities for the situation or circumstances (Political) Leader's to be born.

When I look into the word "Risk" in English term is just "Risk", However, in the Chinese Word, it is spell as 2 character "Wei Chi" translate to english mean "Danger Opportunity"!!!!

So these is the bases for a Nation to Renew Itself for Longevity that need what?? Leader....Leadership....

Stop the violence & barbaric action's...killing...Arsonal's..Murder....that called for redefinethe continuity culture to unite the people underone...

Now, recall back what the Chinese philosopher - Meng Tze said If the Nation is not at the risk of enemy, then there is no ground for a great leader to be born. If the family is not facing any crisis, then there is no opportunity for the Brother's & Sister's to united underone roof.

These theory his actually passed on by "Lao Tze" to "Confusius" then "Meng Tze" then "Kwei Ku Tze" the teacher of "Sun Tze".

As everyone know, Sun Tze is a great Military Strategist. Today his strategies not only applied in military battle front, it also have been used as the guild for political leader's to govern the nation.

In my paper works Creating Excellence Philips Corporate Culture(1989-1990); for Philips B.V.. I have made many reference into Prince Sidhata, Lao Tze, Jiang Tze Ya, Confusius, Meng Tze, Sun Tze, Chun Tze & Kong Ming...idealogy & philosophies, integrate with my exposure with US, Europe, Japan & Local as well as my family culture plus my own divine on Corporate Culture; Leadership & its relationship to Longevity of a corporation.

I believe Steve Ballmer bring along his foundation from P&G, a consumer products corporation. As the evolutions of PC & convergent of Computers & Communications. The timing is just right for him to brand it to the best interest of Microsoft for the present time.

As the Buddha said:

Because of The Past
There is A Present
Because of The Present
There is A Future
&
Nothing is Impermanent

Hence, be it a Nation, Society, Corporation & Family no entity would be excluded on the said phenomenal above.

I will write more on Corporate-Culture-Leadership of this Blog.

CEO helps Microsoft enter its 30s gracefully
By Kevin Maney, USA TODAY

REDMOND, Wash. — The clock says 8 a.m. CEO Steve Ballmer has been up since 4:45, has worked out and been in the office for a while. Tall coffee in hand, he's already his famous self: revved up, voluble, funny, charming and launching into a root-root-root for the home team.

Microsoft does 'amazing things on a regular basis,' CEO Steve Ballmer says.
By Ed Wray, AP

In an interview, Ballmer talks a lot about how, five years after Chairman Bill Gates made him CEO, he is redefining Microsoft for its next phase, making it more disciplined and decentralized. Though Microsoft (MSFT) has a reputation as a bully in the technology industry, Ballmer is trying to make it a better corporate citizen. (Related: Ballmer shares strategy on moving forward)

As the company enters its 30th year, Ballmer, 48, is nudging Microsoft to make a transition to an enduring corporation — a General Electric or an IBM — that can long outlive its founders. To get there, Ballmer has driven structural and cultural change through the software giant.

While it's clear that Microsoft is changing, old behaviors die hard. When Ballmer gets talking about how Microsoft must be first with technology innovations — which, so far in Microsoft's history, has not often happened — the exchange is more like vintage pugilistic Microsoft.

Ballmer: "You've got to be not just first in an area; you've got to be first with important innovations even in areas that you've pioneered."

USA TODAY reporter: "Well, you guys have proved over and over again being first is not necessarily ..."

Ballmer: "We love to be first."

Reporter: "You love to be first but ..."

Ballmer: "We love to be first."

Reporter: "You certainly weren't the first — you know, I mean, here looking at your ..."

Ballmer: "We love to be first. Well, our big success is Windows. We were first. Windows, we were first — and then everybody faded out because there was a period during which the concept was — I mean, Apple stuck around with their concept of that, but everybody else faded out, basically."

Tech people must be scratching their heads. Windows wasn't the first graphical user interface — that was invented by Xerox and was first made popular by Apple Computer. Microsoft didn't have the first browser or video player or cell phone operating system. Time and again, the company has come in late and, in many cases, won the day with tenacity. It is a strength Microsoft could boast about but doesn't.

The yin and yang — past and future — in Ballmer's remarks echo around Microsoft. In interviews with nearly a dozen Microsoft executives, the company sometimes seems to be grappling with which parts of itself to leave behind and which parts it can't live without. Change is happening. But it apparently isn't easy, and it's not yet evident what kind of company Microsoft is becoming.

"The problem isn't that Microsoft can't change," says Jeffrey Tarter, editor of influential newsletter Softletter. "The real problem is it's not at all clear how the company should change."

Four keys to its strategy

For one thing, Microsoft has a mission problem.

Until recently, its underlying strategy was fairly simple: Drive computer sales. Microsoft made most of its money when new computers were sold loaded with Microsoft's operating system and applications such as Word and Excel. Its well-known mission mantra was, "A computer on every desktop and in every home."

But by the late-1990s, computers had landed on most desktops and in most homes, and Microsoft had moved into other markets such as video games and handheld computers. Ballmer has come up with a new mission and strategy, but it's no longer so clear to employees or the outside world. For instance, asked to describe the company's strategy, the head of Microsoft Research, Rick Rashid, chuckles and says: "I'm not sure the company has an overall strategy. It has lots of different strategies."

Microsoft's new mission: "Enabling people and businesses around the world to realize their full potential."

"So you could say, 'OK, that sounds kind of soft and fluffy,' " Ballmer says. "But I would say it is galvanizing and allows us to think appropriately broadly. We know our core competence is software, and we can think broadly about where software can have this sort of big and broad and important impact."

Underneath that mission, Ballmer sees four keys to Microsoft's emerging strategy.

"First and foremost, we are a platform company," he says.

Microsoft makes software that others can build on. Windows is a platform. So are Word and Excel. Third parties build specialized applications on top of those Microsoft products. Microsoft's Xbox, cell phone operating systems and the Media PC are also platforms.

PC sales don't provide enough growth anymore, so Microsoft has to have its software in other devices that have growing sales. That's why it keeps expanding from PCs.

Next, all Microsoft platforms must embrace three capabilities: security (from viruses, identity theft, etc.), communications (helping devices connect to networks) and search and information management (which applies to everything from searching the Web to finding what you want to watch out of 500 TV channels). Microsoft has struggled with security and is behind competitors in search.

Finally, Microsoft products have to integrate with each other. In Microsoft's eyes, that's a benefit to users. The integration makes it easy to move among software programs and devices. In the eyes of many competitors and some government agencies, that can be a way for Microsoft to shut out competition.

A new culture begins to evolve

Ballmer, in a checked shirt, open collar and gray pants, leans way back in his chair and puts his feet on the edge of the conference room table. One-on-one, he's much different from Gates — more relaxed and garrulous. His personality is affecting the corporate culture more than ever.

He seems to want to do something about Microsoft's reputation as a brass-knuckled competitor and as an arrogant or uncaring supplier and partner. Part of the problem, Ballmer says, has been Microsoft's self-perception. It didn't understand how powerful it had become. Taking cues from Gates, Microsoft still thought like an underdog start-up.

"For many years, we did what we saw as our jobs," Ballmer says. "Then we went through a process where we kind of learned that people had expectations for us that were broader than that."

In the past year, Ballmer forged a rapprochement with former archenemy Sun Microsystems and improved a bitter relationship with the European Union. His message to employees is to play hard but be considerate.

"This is a very goal-oriented company," says Alison Watson, a vice president. "It used to be that the goal was to get X number of wins. Now there's more about winning with grace." Time will tell whether competitors feel they've been beaten graciously.

Ballmer seems to be showing Microsoft how to listen rather than dictate. "Since Steve has taken over, they've added a customer-facing DNA like they've never had before," says Mark Templeton, CEO of Citrix Systems, now a Microsoft partner but a company that Microsoft previously tried to crush. "They are listening and acting. It's more of a business point of view, where they used to want to get into a technical shootout."

On the campus, Microsoft's Darwinian culture of competition is easing a bit. One sign: Gates, famous for withering attacks on unprepared employees in meetings, has altered his approach a bit. "Bill still yells at people," research chief Rashid says. "But he's more thoughtful about what he says and how he will affect what will happen."

Going deeper than personalities

Ballmer gets talking about the two broad purposes of his job. First, he says, he's there to run the 60,000-employee company day to day. To describe the other half, he brings up a text that's probably not on most MBAs' reading lists: 19th century sociologist Max Weber's theories on "the routinization of charisma." It's about "how the transitions work from these sort of strong, powerful, charismatic leaders" to a next generation, when the leader is gone or in a different role, Ballmer says.

"That's what we're trying to do," he continues. "We have to be a place that can, with great energy and passion that's baked into the place, do amazing things on a regular basis. We have to be able to predictably do the amazing."

Ballmer recognizes that "predictably do the amazing" can sound oxymoronic. The challenge is to set up a structure and process that allow that to happen, without getting too bureaucratic or losing the passion of the founder, says Yale University's Jeffrey Sonnenfeld, who studies CEOs.

So what is Ballmer's tack?

One key is reducing the Bill and Steve factor inside Microsoft. Gates and Ballmer stay involved in business decisions and technology developments at a deeper level than top officers at many companies. But as Microsoft gets broader and bigger, Gates and Ballmer are trying to be less involved in details.

"I'm steering," Ballmer says. "I'm giving a nudge in directions that I think are important. But at the end of the day, it's not like it was five years ago, where I would have said I have my hands on the levers."

Ballmer in 2002 divided Microsoft into seven business units: business solutions, servers and tools, mobile and embedded devices, home and entertainment, MSN, client, and information worker. Each is responsible for its own profits and losses and even has its own CFO. The structure has helped push decisions out from Ballmer and Gates because managers run their units like somewhat independent businesses — to an extent.

"You don't run Microsoft the way you run General Electric," says Senior Vice President Will Poole. GE is an agglomeration of very different businesses, from jet engines to home appliances. "We have to drive integration across products so they work together and are greater than the sum of the parts," Poole says.

Still, executives say the reorganization is the most profound change Ballmer has brought. Microsoft has long been a product-focused company: Teams worked on Word, Windows, etc. Under the new structure, "People think about their business instead of their products," says Suzan DelBene, a marketing vice president.

"While Gates and Ballmer are still in the middle of the transition, I think they'll be successful in the same way they are with products," says J.P. Auffret, director of technology management studies at George Mason University. "They'll continue to make adjustments" until the company gets it right, he says.

Which, again, is how Microsoft works.

More immediate concerns

"I don't know if (Microsoft is in) phase one or phase two," Ballmer says about Microsoft's transition. "Maybe it's actually phase about three to phase about four, but at least as a bigger company, we're graduating from somehow a phase one to a phase two."

With that, Ballmer grins.

The evolution of Microsoft is not the most pressing issue on Ballmer's desk every day. Microsoft's business is healthy enough financially. Revenue was $23 billion when Ballmer became CEO in fiscal 2000 and hit $36.8 billion in fiscal 2004 — 60% growth in four years.

On other fronts, Linux continues to give Microsoft fits in server operating systems. Open source browser Firefox has been luring away users of Microsoft's Explorer. Microsoft faces powerful competition in cell phone operating systems, game consoles and TV set-top boxes. Read More....

USATODAY.com - CEO helps Microsoft enter its 30s gracefully

Corporate Leadership And Corporate Culture

2005-01-27T14:21:00.000-08:00
Today I annouce the Birth of This Site

Corporate Leadership & Corporate Culture.

I shall share my experience & thoughts...Knowledge with everyone

Stay in tune..........