Leadership can not be taught in business schools. It is more practiced and learned in organizations. How much of it practically happens? How many leaders are actually grooming their people to become next generation leaders? Look at the growing number of head hunters to find those exceptionally well business leaders and are always behing these highly skilled executives. Look around you, the MNCs are now filled with foreign CEOs who are filling the vaccum of good business leaders.
How many managers in Indian companies are able to groom nexgen biz leaders is a big question for me. Leadership skills can not just be transferred in a 10 session classroom. The leader has to take his team through a consistent set of values he/she believes in and stick to them during all times. Honesty, belief and trust create the right environment for leaders to grow. A leader must dream of the impossible and make it happen with his team. Always keep the team inspiring and let the team dream of high aspirations. I really really wonder how many leaders or people managers actually practice this !!
Friday, November 25, 2005
Thursday, November 03, 2005
Outsourcing & Europe
When business outsourcing started in early nineties in USA, Europe was not largely interested in it. Then came the dot com burst, economic recession and those who are still in business wanted to test the outsourcing waters and they wanted to do it real hard.
Globalization and outsourcing has largely affected the lives of many in US and Europe, especially those whose jobs have moved to many miles away. But, large corporations could not do anything else to survive the competetion. They had no other choice than to move those jobs that could be done remotely. Though Europe has joined this model after US, Europe has a different challenge to face. As more and more Eastern Europe countries with struggling economy have joined EU in 2004, the low skilled jobs from France, Germany and Italy were grabbed by citizens of these countries. There is a large difference in the wages among the big brothers of EU and those who joined in 2004. This has caused a real concern on job security for those living in developed nations of EU. The recent political turnout gives clear mandate of this change in people perception. Angela Merkel who has been supporting free market is believed to win the German election has to settle with 'grand coalation' with limited capacity to carry out any economic reforms. Its hard for the politicians to predict or know what exactly people want. Its the basic nature of democracy. Things take time, and the transition period is the most horrible experience for the people. Things are not bound to time and confusion prevails in both the people and leaders.
This is the biggest challenge that EU has to manage now. The people of US and the leaders could successfully manage the transition phase or currently managing it effectively. Bush won again despite of outsourcing topic being used as one of the campain topics. Its a matter of time and consensus between people and leadership that must bring stability in socio economic situation in EU.
Globalization and outsourcing has largely affected the lives of many in US and Europe, especially those whose jobs have moved to many miles away. But, large corporations could not do anything else to survive the competetion. They had no other choice than to move those jobs that could be done remotely. Though Europe has joined this model after US, Europe has a different challenge to face. As more and more Eastern Europe countries with struggling economy have joined EU in 2004, the low skilled jobs from France, Germany and Italy were grabbed by citizens of these countries. There is a large difference in the wages among the big brothers of EU and those who joined in 2004. This has caused a real concern on job security for those living in developed nations of EU. The recent political turnout gives clear mandate of this change in people perception. Angela Merkel who has been supporting free market is believed to win the German election has to settle with 'grand coalation' with limited capacity to carry out any economic reforms. Its hard for the politicians to predict or know what exactly people want. Its the basic nature of democracy. Things take time, and the transition period is the most horrible experience for the people. Things are not bound to time and confusion prevails in both the people and leaders.
This is the biggest challenge that EU has to manage now. The people of US and the leaders could successfully manage the transition phase or currently managing it effectively. Bush won again despite of outsourcing topic being used as one of the campain topics. Its a matter of time and consensus between people and leadership that must bring stability in socio economic situation in EU.
Thursday, October 27, 2005
Google does it again!!
Google creates online database of mail order catalogues. The vendor can submit the content to google or can potentially make his content retrieved by google. This means the vendor does not need to have an ecommerce site, can continue to do brick and mortar business but in a different way with increased order flow perhaps.
Are you slowly getting to the point??????? Do you mean, Google is getting slowly into eBay's space?? Or to that matter any other ecommerce site? I think yes. Look at it... Google is finding out the best things that can happen to Internet and combining them in one site i.e. www.google.com.
Are you slowly getting to the point??????? Do you mean, Google is getting slowly into eBay's space?? Or to that matter any other ecommerce site? I think yes. Look at it... Google is finding out the best things that can happen to Internet and combining them in one site i.e. www.google.com.
Thursday, October 06, 2005
One of the leadership qualities - Strong belief in winning idea
the scene... employee staff meeting of a software company
the speaker just finished his speech and is open for questions. The speaker holds second highest position in the company.
the question came from one of the employee and related to a new project that is so much talked about in the company. The question was what if the new project fails !, do you have an alternate plan.
And the answer has come in notime. You cant win the war if you are losing it. Obvious !! But the essense is the belief. Belief in the team, in the idea, in the market, in the success rather in making the idea a success. First of all this project would not have been selected if its not a winning idea. And even if its slowly slipping the leader has great ability to bring it back on to the foot and make it a winning.
I salute the leader.
the speaker just finished his speech and is open for questions. The speaker holds second highest position in the company.
the question came from one of the employee and related to a new project that is so much talked about in the company. The question was what if the new project fails !, do you have an alternate plan.
And the answer has come in notime. You cant win the war if you are losing it. Obvious !! But the essense is the belief. Belief in the team, in the idea, in the market, in the success rather in making the idea a success. First of all this project would not have been selected if its not a winning idea. And even if its slowly slipping the leader has great ability to bring it back on to the foot and make it a winning.
I salute the leader.
Wednesday, October 05, 2005
Google !! The ubiquitous name in the byte world.
I dont know how and where to start this. Google (NASDAQ:GOOG) is making news all over. Every morning I click on Google News button on Google toolbar, I see some news on some innovation that Google does. Though to many net visitors google is just a search engine there are many more applications that this tiny giant is into. Just did a search for Google in Google Search Engine and it fetched 728,000,000 results (in 0.12 seconds). Microsoft scores 733,000,000 and Yahoo scores 413,000,000. That explains the spread of Google.
And look at the diversity of Google's projects. Search Google NASA, Google SUN, Google Microsoft, Google Satellite, Google Outsourcing, Google Productivity, Google Scholar, Google Pictures ... the list continues. Do you think Google is offering various tools and services on its web page that come packaged in a GUI Based operating system (read that as Windows or Mac OS X or ...). You have everything available on the internet. Including 2GB of space today. May be more tomorrow. Why would I buy a demanding piece of hardware and install more demanding piece of software? I would rather buy a thin client with Internet connection (probably a bare minimum laptop with wireless connection) and everything else computed over the web. Do we see some radical changes in near future?
Send in your comments
And look at the diversity of Google's projects. Search Google NASA, Google SUN, Google Microsoft, Google Satellite, Google Outsourcing, Google Productivity, Google Scholar, Google Pictures ... the list continues. Do you think Google is offering various tools and services on its web page that come packaged in a GUI Based operating system (read that as Windows or Mac OS X or ...). You have everything available on the internet. Including 2GB of space today. May be more tomorrow. Why would I buy a demanding piece of hardware and install more demanding piece of software? I would rather buy a thin client with Internet connection (probably a bare minimum laptop with wireless connection) and everything else computed over the web. Do we see some radical changes in near future?
Send in your comments
Friday, July 29, 2005
Making elephants dance - Business Innovation
Following write up talks about innovation that large companies are adapting to succeed in future. This information is taken from BusinessWeek online.
The Knowledge Economy as we know it is being eclipsed by something new -- call it the Creativity Economy. Even as policymakers and pundits wring their hands over the outsourcing of engineering, software writing, accounting, and myriad other high-tech, high-end service jobs -- not to mention the move of manufacturing to Asia -- U.S. companies are evolving to the next level of economic activity.
What is unfolding is the commoditization of knowledge. We have seen global forces undermine autos, electronics, and other manufacturing, but the Knowledge Economy was expected to last forever and play to America's strengths: great universities, terrific labs, smart immigrants, an entrepreneurial business culture.
The U.S. has a lead in this unfolding Creativity Economy -- for the moment. The new forms of innovation driving it forward are based on an intimate understanding of consumer culture -- the ability to determine what people want even before they can articulate it. Working in what is still the largest consumer market in the world gives U.S. companies a huge edge. So does being able to think outside the box -- something Americans still do better than most.
A New DanceFor managers, the biggest challenge may be making the leap from their Six Sigma process skills to new ways of thinking. For corporations, transforming themselves will require new sets of values and organizational principles. Have you heard of design strategy? It's probably the Next Big Thing after Six Sigma. How about consumer-centric innovation? It may be the most powerful way to raise a company's innovation success rate. Do you know what innovation metrics your company needs? Have you heard of CENCOR (calibrate, explore, create, organize, and realize)? It's the post-Six Sigma dogma GE is spreading far and wide among its managers. Are B-schools on top of all this change? Not really, but Stanford University is starting a "D-school" -- a design school where managers can learn the dynamics of innovation. Teaching elephants to dance is never easy, but that's the task ahead if you want your company -- and your career -- to prosper.
There is, in fact, a whole new generation of innovation gurus. They are not the superstars of the '90s, such as Clayton Christensen, who focused on what might be called macro-innovation -- the impact of big, unexpected new technologies on companies. The new gurus focus more on micro-innovation -- teaching companies how to connect with their customers' emotions, linking research and development labs to consumer needs, recalibrating employee incentives to emphasize creativity, constructing maps showing opportunities for innovation.
When creative mojo gets going, it can explode into innovation. An example: the mundane mop. Cleaning used to be done with mops and water. Design Continuum Inc. in West Newton, Mass., researched cleaning for P&G and observed that water tends to slop dirt around, while dry rags pick it up (thanks to electrostatic attraction). Ergo, the Swiffer. In the design-speak of the Creativity Economy, this is paradigm shifting. Design Continuum helped P&G shift the cleaning paradigm. Now the Swiffer may become P&G's newest $1 billion brand.Think out-of-the-box consumer experiences, and you get the idea of paradigm shifting. Old paradigm: corner coffee shops. New paradigm: Starbucks (SBUX ). Old: radio. New: satellite radio. Old: crowded electronics stores. New: Apple Computer (AAPL ) stores. Old: grungy, smelly circuses. New: Cirque du Soleil. Old: any airline. New: JetBlue Airways (JBLU ). Old: Macy's (FD ). New: Target (TGT ). Old: Earth-toned Birkenstock sandals. New: colorful beach "Birkis."
The evolution of the economy toward creativity has been underway for some time. Steve Jobs, of course, has turned Apple into the paragon of the creative corporation. Companies throughout the world are deconstructing Apple's success in design and innovation, and learning the lessons.
Storytelling is very important. Designers have found that placing a potential new product within an emotional story that connects with consumers raises the chances of success. The design of the new line of MINI_motion watches and driving shoes, for example, captures the story of the Mini Cooper's cool urban driving experience. It's about the driver, not the car.
The Knowledge Economy as we know it is being eclipsed by something new -- call it the Creativity Economy. Even as policymakers and pundits wring their hands over the outsourcing of engineering, software writing, accounting, and myriad other high-tech, high-end service jobs -- not to mention the move of manufacturing to Asia -- U.S. companies are evolving to the next level of economic activity.
What is unfolding is the commoditization of knowledge. We have seen global forces undermine autos, electronics, and other manufacturing, but the Knowledge Economy was expected to last forever and play to America's strengths: great universities, terrific labs, smart immigrants, an entrepreneurial business culture.
The U.S. has a lead in this unfolding Creativity Economy -- for the moment. The new forms of innovation driving it forward are based on an intimate understanding of consumer culture -- the ability to determine what people want even before they can articulate it. Working in what is still the largest consumer market in the world gives U.S. companies a huge edge. So does being able to think outside the box -- something Americans still do better than most.
A New DanceFor managers, the biggest challenge may be making the leap from their Six Sigma process skills to new ways of thinking. For corporations, transforming themselves will require new sets of values and organizational principles. Have you heard of design strategy? It's probably the Next Big Thing after Six Sigma. How about consumer-centric innovation? It may be the most powerful way to raise a company's innovation success rate. Do you know what innovation metrics your company needs? Have you heard of CENCOR (calibrate, explore, create, organize, and realize)? It's the post-Six Sigma dogma GE is spreading far and wide among its managers. Are B-schools on top of all this change? Not really, but Stanford University is starting a "D-school" -- a design school where managers can learn the dynamics of innovation. Teaching elephants to dance is never easy, but that's the task ahead if you want your company -- and your career -- to prosper.
There is, in fact, a whole new generation of innovation gurus. They are not the superstars of the '90s, such as Clayton Christensen, who focused on what might be called macro-innovation -- the impact of big, unexpected new technologies on companies. The new gurus focus more on micro-innovation -- teaching companies how to connect with their customers' emotions, linking research and development labs to consumer needs, recalibrating employee incentives to emphasize creativity, constructing maps showing opportunities for innovation.
When creative mojo gets going, it can explode into innovation. An example: the mundane mop. Cleaning used to be done with mops and water. Design Continuum Inc. in West Newton, Mass., researched cleaning for P&G and observed that water tends to slop dirt around, while dry rags pick it up (thanks to electrostatic attraction). Ergo, the Swiffer. In the design-speak of the Creativity Economy, this is paradigm shifting. Design Continuum helped P&G shift the cleaning paradigm. Now the Swiffer may become P&G's newest $1 billion brand.Think out-of-the-box consumer experiences, and you get the idea of paradigm shifting. Old paradigm: corner coffee shops. New paradigm: Starbucks (SBUX ). Old: radio. New: satellite radio. Old: crowded electronics stores. New: Apple Computer (AAPL ) stores. Old: grungy, smelly circuses. New: Cirque du Soleil. Old: any airline. New: JetBlue Airways (JBLU ). Old: Macy's (FD ). New: Target (TGT ). Old: Earth-toned Birkenstock sandals. New: colorful beach "Birkis."
The evolution of the economy toward creativity has been underway for some time. Steve Jobs, of course, has turned Apple into the paragon of the creative corporation. Companies throughout the world are deconstructing Apple's success in design and innovation, and learning the lessons.
Storytelling is very important. Designers have found that placing a potential new product within an emotional story that connects with consumers raises the chances of success. The design of the new line of MINI_motion watches and driving shoes, for example, captures the story of the Mini Cooper's cool urban driving experience. It's about the driver, not the car.
Thursday, July 14, 2005
Whats Hot? Is CNOOC's Bid for Unocal a Threat to America? - Knowledge@Wharton
On June 23, CNOOC, the third-largest oil company in China, made an unsolicited $18.5 billon bid for U.S.-based Unocal. The bid has caused concern in the U.S. Congress because CNOOC is a government-owned company attempting to buy a natural resource that is important to national security. But ultimately, some say, there appears to be no sound reason why the U.S. government should move to block the deal, if Unocal shareholders decide it is in their best interests. At the same time, observers note the unresolved ambiguity that exists in the minds of both ordinary Americans and government officials responsible for U.S. foreign policy. Should China be viewed, as it was during the height of the Cold War, as a foe of American interests? Or should it be seen as a trading partner that is embracing free-market principles?
http://knowledge.wharton.upenn.edu/article/1240.cfm
http://knowledge.wharton.upenn.edu/article/1240.cfm
Monday, June 06, 2005
Tune in Tomorrow for the Digital Living Room? - Knowledge@Wharton
Following article gives an insight into Digital Living Room. I want to add a piece of my own to this concept. XBOX or mini Mac..., I just want to install my software that controls home. It controls all electrical appliances, tracks and calculates device wise monthly usage and bills, lets you control your home from your mobile, alerts local police incase of break-in and what not !! You just name it, I will add it.
Tune in Tomorrow for the Digital Living Room? - Knowledge@Wharton
Tune in Tomorrow for the Digital Living Room? - Knowledge@Wharton
Thursday, May 19, 2005
Tag Team: Tracking the Patterns of Supermarket Shoppers - Knowledge@Wharton
Another very good application of RFID in retail industry.
Tag Team: Tracking the Patterns of Supermarket Shoppers - Knowledge@Wharton
Tag Team: Tracking the Patterns of Supermarket Shoppers - Knowledge@Wharton
Friday, May 06, 2005
Eight Great Business Plans, But Only One Is the Winner ... - Knowledge@Wharton
Check out the winners of Wharton Business Plant contest. And take a guess who won after reading each idea.
Eight Great Business Plans, But Only One Is the Winner ... - Knowledge@Wharton
Eight Great Business Plans, But Only One Is the Winner ... - Knowledge@Wharton
Friday, April 29, 2005
Giving Employees What They Want: The Returns Are Huge - Knowledge@Wharton
A very good article. This is true in most of the organizations.
Giving Employees What They Want: The Returns Are Huge - Knowledge@Wharton
Giving Employees What They Want: The Returns Are Huge - Knowledge@Wharton
Friday, April 22, 2005
Thursday, April 21, 2005
'Computon' - Nexgen way of computing
Economist.com MONITOR
This article is about SPU - Sun Processor Units. Find out how on-demand computing is realized.
This article is about SPU - Sun Processor Units. Find out how on-demand computing is realized.
Thursday, April 14, 2005
Learn, leverage and lead
Following are the excerpts from an article published in www.economictimes.com today.
---------------
LEARN: When you are on a project, spend an hour with the team in learning what the rest are working on, speak to your manager and learn what the project has to do with the company, the customer, the business, the market. Get the big picture. You will immediately know what this project is a trend for, and can plan to learn new skills. If you plan to learn a new tool or software simply because your neighbour got a job in that field, you may not get very far.
LEVERAGE: When you are stuck in a project, you think it is your duty to solve it all by yourself. Wrong! If you have spent sufficient time in building your network of people (not technology!), all you need to do is throw this problem onto a network and wait for solutions to come pouring in. Ignore this free education, and you are shutting yourself in Ekalavya’s forests. But if you can return this by contributing towards solving someone else’s problem, you have won a name for life.
LEAD: The normal career path in any large firm seems to be like this—code for four years, become a senior coder, code some more, become an expert, then a project lead, and finally a project manager. It is almost routine, and you are disappointed when your next cubicle occupant has become an expert in three years, whereas you haven’t. Promotions are a sign of leadership—unless you are already acting like an expert, don’t expect to become one or be granted such a position. Find out opportunities within your project where you can show your style of expertise—which in turn demands that you have learnt quite well about this project and can leverage all resources to lead the team to solve a problem. MBA degrees, skill sets, technologies all matter. However, in the long run, what matters is what you bring to the table—your learning abilities, your leveraging abilities, and your leadership abilities. Technology serves a dual cut—while it unites businesses to customers and revenues, it has isolated the people behind it from each other. If you think your PC, coding, and your cube are the best friends in your world, come on out and take a walk. The world is still full of people who wish to know you, and be known to you.
---------------
LEARN: When you are on a project, spend an hour with the team in learning what the rest are working on, speak to your manager and learn what the project has to do with the company, the customer, the business, the market. Get the big picture. You will immediately know what this project is a trend for, and can plan to learn new skills. If you plan to learn a new tool or software simply because your neighbour got a job in that field, you may not get very far.
LEVERAGE: When you are stuck in a project, you think it is your duty to solve it all by yourself. Wrong! If you have spent sufficient time in building your network of people (not technology!), all you need to do is throw this problem onto a network and wait for solutions to come pouring in. Ignore this free education, and you are shutting yourself in Ekalavya’s forests. But if you can return this by contributing towards solving someone else’s problem, you have won a name for life.
LEAD: The normal career path in any large firm seems to be like this—code for four years, become a senior coder, code some more, become an expert, then a project lead, and finally a project manager. It is almost routine, and you are disappointed when your next cubicle occupant has become an expert in three years, whereas you haven’t. Promotions are a sign of leadership—unless you are already acting like an expert, don’t expect to become one or be granted such a position. Find out opportunities within your project where you can show your style of expertise—which in turn demands that you have learnt quite well about this project and can leverage all resources to lead the team to solve a problem. MBA degrees, skill sets, technologies all matter. However, in the long run, what matters is what you bring to the table—your learning abilities, your leveraging abilities, and your leadership abilities. Technology serves a dual cut—while it unites businesses to customers and revenues, it has isolated the people behind it from each other. If you think your PC, coding, and your cube are the best friends in your world, come on out and take a walk. The world is still full of people who wish to know you, and be known to you.
Thursday, April 07, 2005
Thursday, March 24, 2005
Thursday, March 10, 2005
Jeremy Siegel's Latest Book Lays out the Future for Investors - Knowledge@Wharton
Jeremy Siegel's Latest Book Lays out the Future for Investors - Knowledge@Wharton: "should get 4.9% -- Korea, 0.9%; Taiwan, 0.5%; China, 0.4%; Brazil, 0.4%; Mexico, 0.3%; India, 0.3%; Russia, 0.2%; and other emerging countries, 1.9%."
Wednesday, March 02, 2005
Product release strategy
One strategy for quickly penetrating a market, is to produce the core, or stripped down, basic product, adding features to variants of the product to be released shortly thereafter. This release strategy is obviously also beneficial in information systems development, staging core functionality for early releases and adding features over the course of several subsequent releases.
As the world is moving towards service delivery concept, it is possible for the service provider to add features while the users are actually using the service without any interruptions. This is really a cool feature. Read 'Getting Real' from www.37signals.com.
As the world is moving towards service delivery concept, it is possible for the service provider to add features while the users are actually using the service without any interruptions. This is really a cool feature. Read 'Getting Real' from www.37signals.com.
Tuesday, February 08, 2005
Technology is just enabler
In my view, technology is never an alternatvie. Technology helps Business to run more efficiently.
Internet for example. Internet has changed the face of many companies. Dell, Apple (iTunes), Browser companies, Advertising and what not! I feel a computer that is not connected to network is as dumb as a calculator. That is the kind of impact Internet has made. Internet has changed the way Business is done traditionally. It challenged the most sound distribution systems that ever existed. Companies that realized the potential of Internet made best use of it.
Internet for example. Internet has changed the face of many companies. Dell, Apple (iTunes), Browser companies, Advertising and what not! I feel a computer that is not connected to network is as dumb as a calculator. That is the kind of impact Internet has made. Internet has changed the way Business is done traditionally. It challenged the most sound distribution systems that ever existed. Companies that realized the potential of Internet made best use of it.
Wednesday, February 02, 2005
Epica Award Winning Ads for 2004
http://www.epica-awards.com/assets/epica/2004/winners/film/flv/01043.htm
http://www.epica-awards.com/assets/epica/2004/winners/film/flv/02011.htm
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http://www.epica-awards.com/assets/epica/2004/winners/film/flv/18037.htm
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http://www.epica-awards.com/assets/epica/2004/winners/film/flv/25170.htm
http://www.epica-awards.com/assets/epica/2004/winners/film/flv/26147.htm
Monday, January 24, 2005
METRO Group Achieves 99% RFID Pallet Tag Read Rates
METRO Group, the world's third-largest retailer and an RFID pioneer announced the implementation of RFID readers and tags at METRO Group's largest and busiest distribution center in Germany. With more than 50,000 pallets read to date, METRO has 99% tag read-rates, as well as complete compliance with ETSI radio standards for operation in Europe.
The distribution center is equipped with Intermec IF5 Intelligent RFID readers and RFID tags powered by Intermec. RFID is a complement to the current bar code-based tracking systems. RFID automatic data collection typically does not require line of sight or manual scanning as do most bar code-based systems.
The distribution center is equipped with Intermec IF5 Intelligent RFID readers and RFID tags powered by Intermec. RFID is a complement to the current bar code-based tracking systems. RFID automatic data collection typically does not require line of sight or manual scanning as do most bar code-based systems.
Oracle Details PeopleSoft Product Roadmap
Oracle unveiled the combined Oracle and PeopleSoft product roadmap and support plans in "Project Fusion.” Oracle stated it retained approximately 90 percent of PeopleSoft's development and support team to ensure continuity for PeopleSoft Enterprise, JD Edwards EnterpriseOne and JD Edwards World products. The "Project Fusion" architecture will leverage Oracle technology.
This estimated release timeline was provided:+ PeopleSoft Enterprise 8.9 will be completed in 2005+ Oracle E-Business Suite 12 (2006)+ PeopleSoft Enterprise 9 (2006)+ JD Edwards EnterpriseOne 8.12 (2006)+ Ongoing JD Edwards World enhancements+ Project Fusion data hubs and transaction bases in 2006+ Initial "Project Fusion" applications available in 2007+ "Project Fusion" applications suite delivery in 2008
Support milestones include:+ Oracle will provide support for the PeopleSoft Enterprise, JD Edwards EnterpriseOne and JD Edwards World product lines through at least 2013+ Oracle is extending JD Edwards EnterpriseOne XE and 8.0 support to February 2007+ For PeopleSoft's other products and versions, including JD Edwards World, Oracle has adopted PeopleSoft's current retirement policies+ Oracle will also continue to maintain currently supported hardware platforms, databases and operating systems.
Sid Snitkin, VP, ARC Advisory Group, commented, "Telephone lines and web connections were jammed by over 17,000 people for the recent Oracle event where they announced these plans for the merged company. This is testament to the size of the customer base that could be up for grabs if Peoplesoft and JD Edwards customers lose confidence in the future viability of their investments. Product support and product roadmaps are central to maintaining confidence and Oracle has done an excellent job in laying out a solid plan to address both of these issues."
Mr. Snitkin continued, "Most customers seem to be satisfied for now to continue their journey with Oracle. But the clear challenge is to maintain this confidence boost by delivering on promises and continuing to reinforce the message that the merged company is the way to get to the best destinations. The Oracle train will pass through many stations and there are competitors waiting at each stop with enticing alternatives."
This estimated release timeline was provided:+ PeopleSoft Enterprise 8.9 will be completed in 2005+ Oracle E-Business Suite 12 (2006)+ PeopleSoft Enterprise 9 (2006)+ JD Edwards EnterpriseOne 8.12 (2006)+ Ongoing JD Edwards World enhancements+ Project Fusion data hubs and transaction bases in 2006+ Initial "Project Fusion" applications available in 2007+ "Project Fusion" applications suite delivery in 2008
Support milestones include:+ Oracle will provide support for the PeopleSoft Enterprise, JD Edwards EnterpriseOne and JD Edwards World product lines through at least 2013+ Oracle is extending JD Edwards EnterpriseOne XE and 8.0 support to February 2007+ For PeopleSoft's other products and versions, including JD Edwards World, Oracle has adopted PeopleSoft's current retirement policies+ Oracle will also continue to maintain currently supported hardware platforms, databases and operating systems.
Sid Snitkin, VP, ARC Advisory Group, commented, "Telephone lines and web connections were jammed by over 17,000 people for the recent Oracle event where they announced these plans for the merged company. This is testament to the size of the customer base that could be up for grabs if Peoplesoft and JD Edwards customers lose confidence in the future viability of their investments. Product support and product roadmaps are central to maintaining confidence and Oracle has done an excellent job in laying out a solid plan to address both of these issues."
Mr. Snitkin continued, "Most customers seem to be satisfied for now to continue their journey with Oracle. But the clear challenge is to maintain this confidence boost by delivering on promises and continuing to reinforce the message that the merged company is the way to get to the best destinations. The Oracle train will pass through many stations and there are competitors waiting at each stop with enticing alternatives."
On Demand Business
Following is a briefing on 'On Demand Business Model'. In my view SAP is placed much ahead of this evolution. I feel with NetWeaver as a technology platform, On Demand Business Model can be enabled in a faster way for complex business solutions. And if required, it will not be difficult for SAP to operate some of the business in this model.
Briefing: The On Demand Business Model; Software Vendors Should Tread Carefully!
By Steve Banker, ARC Advisory Group
The On Demand business model has gotten a lot of publicity in the last year - IBM's commercials, SalesForce.com's successful IPO, and probably most significantly, Merrill Lynch's announcement that they would begin tracking software companies with an On Demand business model.
The On Demand business model, as we define it, involves selling a solution based on monthly service charges. One instance of software is hosted centrally by the software vendor, most customers use Internet browsers to access their application.
Merrill Lynch argued that the traditional way of measuring software companies, growth in software license, was becoming increasingly less relevant in this mature industry and that new methods of measuring software vendors were needed. It would, be easy to conclude that the On Demand business model can save best of breed software suppliers.
Be careful! One of the markets ARC is studying is Location-based Business Solutions. These are GPS based solutions that help companies track and manage fleets or people in real time. Where historically trucks would have a GPS enabled "black" box in the cab, now suppliers have created On Demand services based on hosted applications and users in the field with GPS-enabled Nextel cell phones. Two years ago, many companies paid about $50 per month per vehicle. Last year a number of companies were charging about $25 per month per vehicle (or user). And this year some vendors are selling stripped down tracking for as little as $15 per month per node.
In short, instead of the On Demand model providing a stable and predictable long term stream of cash, it is providing, in at least this market, brutal cost competition and customers as fickle as the mobile phone users who switch whenever a new plan offers better savings.
Where does the On Demand model offer some protection for vendors? For vendors who have services where content changes all the time. For example, Vastera’s service is constantly being updated with changing customs regulations; Management Dynamics services continuously changes as ocean freight assessorial charges change. These types of services offer the promise of strong customer retention. Services based on connectivity also offer strong lock-in. So for example, by using Lean Logistics as a TMS solution, you are automatically linked to hundreds of carriers and do not have to manage integrating to carriers on an ongoing basis.
Briefing: The On Demand Business Model; Software Vendors Should Tread Carefully!
By Steve Banker, ARC Advisory Group
The On Demand business model has gotten a lot of publicity in the last year - IBM's commercials, SalesForce.com's successful IPO, and probably most significantly, Merrill Lynch's announcement that they would begin tracking software companies with an On Demand business model.
The On Demand business model, as we define it, involves selling a solution based on monthly service charges. One instance of software is hosted centrally by the software vendor, most customers use Internet browsers to access their application.
Merrill Lynch argued that the traditional way of measuring software companies, growth in software license, was becoming increasingly less relevant in this mature industry and that new methods of measuring software vendors were needed. It would, be easy to conclude that the On Demand business model can save best of breed software suppliers.
Be careful! One of the markets ARC is studying is Location-based Business Solutions. These are GPS based solutions that help companies track and manage fleets or people in real time. Where historically trucks would have a GPS enabled "black" box in the cab, now suppliers have created On Demand services based on hosted applications and users in the field with GPS-enabled Nextel cell phones. Two years ago, many companies paid about $50 per month per vehicle. Last year a number of companies were charging about $25 per month per vehicle (or user). And this year some vendors are selling stripped down tracking for as little as $15 per month per node.
In short, instead of the On Demand model providing a stable and predictable long term stream of cash, it is providing, in at least this market, brutal cost competition and customers as fickle as the mobile phone users who switch whenever a new plan offers better savings.
Where does the On Demand model offer some protection for vendors? For vendors who have services where content changes all the time. For example, Vastera’s service is constantly being updated with changing customs regulations; Management Dynamics services continuously changes as ocean freight assessorial charges change. These types of services offer the promise of strong customer retention. Services based on connectivity also offer strong lock-in. So for example, by using Lean Logistics as a TMS solution, you are automatically linked to hundreds of carriers and do not have to manage integrating to carriers on an ongoing basis.
Friday, January 21, 2005
Initial specs for ultimate gaming PC
Processor: AMD AthlonXP 2600+ 2.08 GHz >> The Athlon XP remains far and away one of the best-value solutions you can get.
Mobo: Biostar M7NCD Pro >> Has nForce2 400 chipset. With its dual-channel RAM interface, NVIDIA's nForce2 Ultra 400 is still the performance champion. But not everyone can afford to spring for a new processor, a motherboard and two DIMMs in one fell swoop. nForce2 400 chipset is the next best bet.
RAM: I prefer two 512 MB Kingston DDR 400MHz PC3200 SDRAM.
Cooler: The Coolermaster Aero7 looks very cool indeed and also includes a front or rear mountable dashpot that lets you alter the speed of the fan.
Graphics Card: The ATI Radeon 9600 XT 8X AGP card has 128 MB DDR memory to speed the graphics to the screen as well as a fan to keep it cool while it's doing its thing.
Monitor: I prefer an LCD or a 21" CRT Monitor.
OS: XP ... but depends on your choice.
Mobo: Biostar M7NCD Pro >> Has nForce2 400 chipset. With its dual-channel RAM interface, NVIDIA's nForce2 Ultra 400 is still the performance champion. But not everyone can afford to spring for a new processor, a motherboard and two DIMMs in one fell swoop. nForce2 400 chipset is the next best bet.
RAM: I prefer two 512 MB Kingston DDR 400MHz PC3200 SDRAM.
Cooler: The Coolermaster Aero7 looks very cool indeed and also includes a front or rear mountable dashpot that lets you alter the speed of the fan.
Graphics Card: The ATI Radeon 9600 XT 8X AGP card has 128 MB DDR memory to speed the graphics to the screen as well as a fan to keep it cool while it's doing its thing.
Monitor: I prefer an LCD or a 21" CRT Monitor.
OS: XP ... but depends on your choice.
Courtsey: THG.
Wednesday, January 19, 2005
Monday, January 17, 2005
Where to invest in 2005
An excellent article on how to think smart and invest in 2005.
http://www.businessweek.com/magazine/toc/04_52/B39140452invest.htm
Building Sustainable Startups in the Developing World
If creating a startup is one hell of a job, then sustaining that business is also a herculian task. Look at this article on how to sustain a startup.
http://knowledge.wharton.upenn.edu/index.cfm?fa=viewArticle&id=1084&specialId=24
http://knowledge.wharton.upenn.edu/index.cfm?fa=viewArticle&id=1084&specialId=24
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