A very good article. This is true in most of the organizations.
Giving Employees What They Want: The Returns Are Huge - Knowledge@Wharton
Friday, April 29, 2005
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.
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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.
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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.
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