A few years ago I was hired by IndyMac Bank as a Senior Business Analyst Consultant to find potential “breaks” throughout its computing system.
The priority recommendation from the internal team and I was to realign their data storage by moving two thousand data computers off an earthquake fault zone along with other efficiency recommendations.
The executive manager rejected these recommendations saying all she wanted was to cut time for borrowers to fill out mortgage applications, bypassing safeguards for rapid approval. I left the bank.
Recently I read that 100% of their mortgage loans were sub-prime and the bank was taken over by the FDIC.
I recall seeing on CSPAN in 2000 a financial bill sponsored by Senator Phil Graham which established an “Enron loophole” in the banking lending practices, deregulating safeguards for market stability and creating the bundling of sub-prime and prime loans for sale to other financial institutions.
President Clinton signed that bill setting the stage for the financial mortgage meltdown we have now. Senator McCain has stated that Phil Graham would have a prominent place in his cabinet. Phil Graham has a lot of experience. Can we survive the consequences of the experience he has demonstrated?
Lyle K'ang
July 31, 2008
March 11, 2008
CHARLES SCHWAB
ASPEN UNIVERSITY
Charles Schwab
Author: Lyle K'ang (c) 2008, March
A paper written on February 17th 2004, include the following (3) three courses and essay's.
In 2008 - what has changed besides the year - the procedures still work and the subjects more relevant than yesteryear.
Emerging Technologies; Business Ethics; eBusiness
ESSAY #1; EMERGING TECHNOLOGIES
Emerging technologies that have helped Schwab run its emerging.platform of storefronts and Internet presence and other potential technologies are numerous.In order, to improve upon decision making, in the Executive ranks for corporate vision, mission, and efficiency capabilities, including outward and internal cooperation and big picture views (corporation and global), Schwab has to implement an updated customer relationship. Amongst the in-house brokers, customer service representatives, including investment, and plan (401K) managers, infrastructure technology budgets require that their perspective budgets increase to enable infrastructure to meet its customer base expectations because of competition activity from outside through other competing Internet and storefront brokerage firms.
Infrastructure costs, and its financial design, and the technology architectural revamping, including main-frame assessments,and the methodology of processing transactions need infrastructure refinement and in some cases, total change to be competitive. In order to be competitive, further streamlining of infrastructures from a total over-view requires teaming with cross-functional groups and executive buy-in. Project management, processes internal to Schwab, surely would require innovative assessment in emerging technologies, but more importantly- the ability to foster the team evolvement throughout the fact-finding process and revamping of internal processes as a portal for emerging technologies.
Once an assessment has been made with that preliminary function; the process includes
accounting and managerial finance, quantitative analysis and eBusiness structures, the
group meetings are next on the agenda for refinement and collaboration towards e-
Processes which is the e-Schwab's end-deliverable product.
Though the existing customer has at his or her disposable the separate media; phone, and web, there remains the emerging global-vision that the firm must concentrate on. The device infrastructure that will surely be an issue are already finding ways into day time trading with the young, upward-mobile generation, and these technologies have to be integrated as well as assimilated by in-house customers and employees.
Without the KM (knowledge management) of in-house processes, how is e-Schwab to know what emerging technology they are failing to capitalize on? Further more; customer metrics requiring the firm to restructure its technology infrastructure sis paramount for ease of maintenance and customer transactions. The highest value presently ingrained in the firm is the increasing cost of transactional value for the customer.It is still not refined and easy for the customer to access their account via the Web and their abilities to perform change management on their own accounts.
The diverse nature of transactions is becoming more prevalent in customer transaction
activities with the Palms, Mobile phones (M-Commerce), and other upcoming technologies. These Internet, intranet, and Extranet capable technologies are possible
because of application innovation, especially the XML applications which allow the
devices, many hand held, to download forms and view the Web browser on screen
resolutions and sizing no bigger than a match box.
Email is especially popular and must meet the need for customer retention. The present email application that the firm is using should be further interfaced as priority class so that in-house customer representatives acknowledge these emailed customer requests in a timelier manner.
There does appear to be fragmentation in e-customer support because of the applications being presently used. Applications servers, web process farms, email servers have as technological parents, the main frames and the highly non-cost effective, middleware for translation. In other words, all customer transactions in one form or another comes through the mainframe for further processing requiring vast amounts of internal or outsourced technical support. This is a costly endeavor to maintain and will not help to promote the firm as a complete e-Commerce viable company.
Furthermore, the executive cadre' technical formulations owe a lot of innovative insight capabilities to its co-CEO. His vision and technology corporate structure, as I understand it, has emerged and allowed the firm to be somewhat proactive when dealing with the Internet and its capabilities and how its external customers view this technology. Because of his past performances, his ability to ask for increased budgetary expenses will have a better chance of being allocated. The strengths will come now as this request to formulate e-Commerce teams, including project management,and IT Emerging technology teams to finally come together and express their methods of running their respective business entities for compliance to a corporate wide sponsored technology plan. The cross functional leaders and team members can now build their vision from the outside in.
Meaning the customer's methodology and way of handling transactions, inward through
the processes to the end result that these transactions now flow. It is not the end; though emerging applications, hardware and the infrastructure is in place. The requirement for a team to continue in formulation for existing on upcoming
infrastructure is as important as the new budget and its applications. With change it is certain that change it self will change.
The core transaction infrastructure and ERP (enterprise) application is that core that will make or break the firm. The CRM(customer relationship management) application has a task to perform and it's vital that these modules (AI) be designed to exacting performance metrics. These performance metrics must be met before values and certain applications go out to bid in RFP and RFQ fashion.
The most important application beside application technology and mechanical and device
infrastructure is in executive buy-in and his or her champion stamp over the entire project from beginning to sustainment- Yes! there is never an end. Moore's Law and Metcalf's explosion concerning technologies and its abilities to replicate exponentially in as little as 12to 24 months (Moore's), requires firms that do business as c1ick-n-brick,(Schwab's store-fronts) as e-Schwab, presently requires vigilance and a forever eye for future changes, innovations, and processes internal to meet the ever-changing habits of a Web enabled customer.
Schwab's hiring practices need examination in that for it to fully realize a global ethic and corporate ethos that is comparable to the best-of-breed company's, it needs to examine its HR policies concerning global business practices.
For instance, globally interfaced to its growing customer base through the Web is not a fashion but a necessity. Also, is the fact, that if the firm, through its various metrics proves that store-fronts (click-n-brick) are need to viably represent its interests in the overseas market then it cannot just hire its financial services, outsourcers, and internal employees from the San Francisco Bay area.
To foster a global company with all its internal corporate political policies and functional processes we must start from the senior management ranks and into the boardroom. These persons are there to represent the firm in their perspective roles but their other and just as important role is the abilities and understanding they themselves bring to a corporation that prefers to compete in a business structure and global environment.
The logos and core of business now has to consider the firms soul. Not as a buzz-word
that gets tossed around in everyday collaboration and interfacing, but real introspection on the part of the individual. In discovering the meaning of 'what it means' to be soul oriented, and 'who is' supposed to have this time to expose a heart and mind to examination for corporate policy, and 'when' do we practice these new found meanings that reside deep in our ethos or heart, is not up to only the firm and its policies, but the teams, groups, executives, and to an extent, the SCM (selling chain).
Wonderment via introspection and discovery on the way to becoming more global has its
rewards. From a company value, it hires the best in countries where Schwab expects to
increase its corporate branding, and financial expectations.Publishing that fact, that
ethics is demanded in the company and its subsidiaries,vendors, and suppliers, is just the preliminary activity of coming-into-the-light of practicing global ethics. Large companies in fact, have ethics companies in place, which Schwab will do to help train and monitor employee interactions with customers and downside SCM processes.
The encouragement and vitality of a continued plan is not an after-thought for Schwab
but must be a daily activity so that the companies (divisions) as a whole can bear up to public scrutiny when asked to do so. Being in a regulated environment; (ex. SEC, Wall Street) the plan to emerge from a past history into an ethical corporation is very difficult but in-deed a task that needs to be finalized and quickly put into play.
The ethical imperative to promote harmony and world-peace may not be in the firm's
upfront desires but the method and thought that it can sponsor programs that promote
these types of global activities would be in their best interests. Management and the
cadre' of the line of management must be the educators.The educators will prove its
worth by examples in doing and revamping processes that do not comply with global ethic programs. After mandatory training programs, if management refuses to comply
then they need to be terminated immediately.We are building a very fragile process and
in this case, Schwab is dealing with a new process that can deliver its corporate strategy into the 21st century of business ethics.
The problem when following programs that are supposed to be ethics minded is that the
methodologies and formulations have outdated processes and material. In fact, it is up to these global entities, forums, and structures to continue in practice but more so, a calling to its constituents for change. What comes to mind are the intentions and programs wroth with higher-values and are now in need of refinement to progress further.
The WTO and NAFTA are these organizations that were formulated with the good intentions but now need their organizational roles and membership to come forth for
change. Change to match the present values and practices of MNCs as they continue to
practice the old policies of NAFTA and WTO.
The present global corporation or off-shore corporation that migrate from Mexico, the
United States, and other world points to China, India, Pakistan, Viet Nam, and elsewhere all need to visit the WTO and NAFTA policies again. Membership in these groups should be mandated by a higher authority more in line with the IMF. Perhaps labeled as the IMP. The international management partnership organization will have as a mandatory membership, every government,and corporation that does trade on a global and in a routine manner. Formulation of policy that enables capital to flow from the IMF without the present heavy percentage penalties that go on unchecked that are then passed as loans to participating banks in country.The loans that are now supposed to help the farmers of industry are taxed with burdens so huge that there is only bankruptcy and no other corrective alternative.
I am not abolishing the WTO or NAFTA, because other corporations and Schwab
especially need to introduce their wares and obtain life-long memberships to promote
global fair practice in hiring, employee health, and individual sustainability. The practices of the World Trade Organization, and NAFTA now need change, a revampment on
policies that affect the global workers and corporations that take flight because of capital and their race and extreme competition to the bottom for cheap labor.
The Global Organization that has the authority to monitor, fine and terminate
corporations from its membership is a serious description and need of policy for today's corporations if they are to continue in an ethical way by promoting world balance in trade and managerial economics. The ability is not left to a corporation to perform, the ability is left to that IMP or other authority to promote and realize within five years-that drastic change is a necessity and a must if product is to continue to flow across an ethics oriented border for economics and ethics that require continued future trading.
ESSAY #3 eBUSINESS
The functional abilities of an e-Business and e-Commerce firm are its technology. Infrastructure and its ease to acquire and enable this technology for the benefit of its customers and internal corporate processes are inherited not only on visionary senior management but the ability to convince and team across political lines.
The modules that bring awareness to a firm that it is in deed e-Commerce are its
Network, applications, middleware included, and transactional cost metrics. The know how to incorporate a rapid and far-reaching vision for company survival is made possible by the CTOs, CFOs, CIOs, and CEO, as they formulate strategic value.
The formulation and e-Blueprint Planning exercises are mandatory and without these
plans risk increases to that point of no return where it would be foolish to implement a road map for success. More value, less assets, more efficiencies, and cost effective
practices are some of the core values that will need restructuring in Schwab's business case. Its present value chain and its disaggregation and re-aggregation are entrepreneurial endeavors that deliver efficiency through value chain re-aggregation.
The mobile network for customer efficiencies need the PAN, WAN, WLAN, and MAN
infrastructures in place, and likewise, telephony and VoIP, IP, data, voice, and media
need access from the outside. The total infrastructure convergence by decentralizing
management and centralizing design leads to best-in-practice for e-Schwab. Make use of
its extranets for suppliers and vendors and some preferred customer transactions.
Intranets for corporate training, benefits updates, and individual updates on financial and medical benefit packages are just some of the many uses for an e-corporation to compete. We can mention at a lower level, the components and modules that make up these networked infrastructure interfaces by name. There are the applications that allow computing to evolve into sustainment, deliverance, and lowering transactional activities.
The EDP software such as SAP R3, Baan, PeopleSoft, and Oracle are largely at the top
and fierce contenders especially in the Pacific Northwest of Washington state where I am a resident. The increased interaction and business dynamic towards excellence is
operations, innovation, and continuous-innovative missions are now possible because of these applications. When changing the cultural thrust to e-economics and commerce the ability for business functions to cannibalize their supply chain is a must and it is imperative, that this practice be on-going.
Production capability and its models of BTO and JIT shipping, although today it is a gold or killer app, especially when implementing within manufacturing and product distribution paths, these practices will need refinement.
The CRM module of applications perhaps is the largest imitative that e-Schwab will
undertake. The needs for process tie-ins improving customer up-selling by building
stronger relationships is in its best interest. Integrating portals for internals structures as well as customer value can go a long way in keeping its growing customer base. The opportunity to migrate its customer base away from its more traditional, brick-n-mortar establishments to the e-way of doing business is also in its best interest. CRM relationships encompass integration paths that will include billing, marketing, selling, customer services, support, shipping, accounts, and finance.
Creating an DE or opportunity evaluation for front-end process with back-end tie-in to
applications, configurations, lead generation, salespersons, partner inventories,
pricing/promotions, simply spell avenues to realize the least amount of cost and
complexity. To integrate CRM a vision of applications, service support, marketing, and
decision support for internal as well as executives need addressing. Teams that comprise of cross-functional groups enable ideas, innovations,and the end product. From functional integration to integrated sales and service innovation, a closed loop integrated marketing system will drive the data model analysis and a road map to success for e-Schwab.
Developing a business case is imperative to formulate strategy and more importantly,
buy-in from every senior management entity. By being currently ready for aggressive
competition the extracted and needed processes will come to light.
Project Management and implementation assures success when dealing with core
processes towards integration success. ERP and SCM cannot be of value without the above structure in place. It is this sharing of information, marketed data between customer and supplier that virtual fulfillment is possible when dealing with current customer, near term and emerging bases.
Granularity has its purpose in C2P, A2P, P2P and all are methods worth considering for a fully implemented ATP and ERP system when e-Business is at stake.
(c) 2004, 2008 Lyle K'ang All rights reserved.
The above written collection of essay's and pictures are copyrighted, and in the possession of said author. Permission to reprint must be had from said author in writing.
June 29, 2007
Unleashing the Killer App: Digital Strategies for Market Dominance
Just something you should see...
Unleashing the Killer App: Digital Strategies for Market Dominance
 | Author: Larry Downes, Chunka Mui, Nicholas Negroponte List Price: $16.95 Our Price: Click to see the latest and low price ISBN: 1578512611 Publisher: Harvard Business School Press (March, 2000) Edition: Paperback Sales Rank: 16,124 Average Customer Rating: 4.2 out of 5 |
Buy now directly from Amazon.com - 
Customer Reviews
Rating: 5 out of 5Unleashing Technologies
The major principles of this module deal with ideas and methods to increase one's ability to focus on higher levels of information that began as low level mechanization concerned with bits and bytes and how they transform applications into working models. The whole scope of what and how these electronic machinated applications interface with a larger picture is understood as a disruption at best to harmonious interactions within the whole IT and corporate application structure. (Downes, Mui, 2003).
Between the middleware applications and the physical interfaces that bring us computing connectivity, there are numerous processing's, intermingled and costly, which brings us to today's computing networking.
It is the affordability equation, enhanced through Moore's implications and understanding of outcomes such as higher quality, less costly interfaces, and devices that help design interfaces, simply. The ease to operate, at blazing speeds, brought about by higher computing power, and its ideas of mass proliferation have its beginnings with Metcalfe's Law. The economics of sheer computing power, its application infrastructure, is in fact, a Coasean theory of that economics.
Because of the profundity of Moore's Law, and its ability to affect not only the realm of computing, but also industrial, automotive, and aerospace as well, that law, is the 'killer app'.
Killer apps are not just related to new application coded language transformed into cyberware, but ideas, equations, formulas, and entirely new directional thought patterns that lead to unfilled frontier process exploration. The round wheel opened the imagination and innovation of a pre-industrialized world. Watches, clocks, automobiles, gears, rollers, and most things round come from nature, our first architect, but the formula and prescience of the 'wheel', became the 'killer app' within the science of generations to come. The 'wheels' ability to survive as an innovation proves the point, that 'killer apps' must have profound and lasting disruptive affects of visionary quality to an industry or industries. (c)Lyle K'ang, 2003).
Long Haul - A Case in Point!
The Long Haul
What a whirl-wind trip...keeping centered...keeping alert...being calm.
Just got back from Los Angeles County; Hollywood, Marina Del Ray, Burbank, Pasadena, Thousand Oaks, Encino, Universal City, Santa Monica, Beverly Hills, and Venice meeting with the finest and smartest bunch of people in the business. More on that later...what made me so happy was the meetings I had with people so much wiser, more mature and balanced in issues - both politically, in business and in the entertainment field than all my years wading, swimming, staying a float in this sea of mystery.
You see some are moguls in the industry - The GREAT ENTERTAINMENT INDUSTRY!
Yes, sir!
Now back to the intelligent discussion - no not intelligent design but intelligent formulating - strategies, methodologies and outcomes. Does it take big dollars - why of course!
However, before we commit the obvious self-exaggeration followed by diminishing self-worth, let's understand one thing clearly. This is happening in a time in America when the music scene is in desperate measures. Business is struggling - something new is on the horizon of visionary movements such as music and theater. Broad enough for you techno geeks but not enough to keep the tech savvy from saving themselves. You see, everybody here is demanding more attention. YOU want more information...true, we all have a voice.
Generally speaking - when one is dealing with a patent - we are very hush-hush. We are dealing with big marketing this time and results are very promising because when advertising for this product, we found it was not hype, crap or lies - it is pure, unadulterated spiritual connections which fueled these master pieces which in turn transformed itself into an album and business.
Can't deny that...so what? Okay - let's ask a small portion of the real people about the product - ready?!
"This song (To Know You) is a major hit!" Max Anderson - Seattle, WA.
_________"The mix is terrific - sounds are incredible - new sound for the industry." David Lasley - Hollywood, CA.
_________
"... LOVE your music - your site." Becky Morrow - Yakima, WA.
_________
"It is really terriific..." Jessica Marciel - Las Vegas, NV.
_________
".... I love your site. You get your mandate across beautifully. Your use of color is so.... you,man. Makes the eye feel rested and the mind feel clean and interested in taking in more information. Looove the picture of you and Kenny O... Nobody does innocence like you.." Michael Danso - Ontario, CanadaReady for tactical directions - as we descend lower, just high enough for you to click the proper buttons. You have two choices; MP3 or a real CD. So, there!
Lylemyway
I've been thinking - wouldn't it be great to have Cher or Jewel sing a duet or be a trio with me on my song, 'Til The End". It could happen - Oh! it could happen...right David.
Please add your comments - .
..And like all spiritual sources which bring to us music, art, and political pureness, remember there are changes which we undergo while listening to this CD. Changes and information happen rapidly at first but even after listening over twenty-five hundred times, the spirit does not tire but actively takes hidden lessons, deep in one's psyche and uses it to your learning advantage...many times over and over.
Get ready for Lylemyway
February 05, 2007
EFFICIENCY - BREAKS IN PROCESS: CASE IN POINT
These are simple system fixes - really! Let's begin!
The Grand vision has been already established; processes which are set in place and working.
The work flow passes through the system. However, the flow is not so smooth, this is the point which will be examined thoroughly here. We start by examining the process a buyer or customer goes through with any technology today. Not different than yesteryear, only in terms of complexity, nevertheless still reminiscent of past blunders and corporate mistakes which for years have tried to consume the consumer.
We are fast approaching a moment of technological reconciliation so let me add a recent technological working which is so historically linked to past truisms and similar systems - a truth. This is a letter to my friend from her daughter. The mother is having a long time issue with many technologies.
My assessment is that it is not her fault she is having these problems - it is technologies over-reaching and under-supported movement.
The FIX:
____________________
Let me explain: Thanks goes out to anonymous for her contributions today - Customer service (the art of finesse) with real technical help can make a company not only look good in a customer's eyes, they can solve a problem. The issue at hand today is no more complex than 20 or 40 years ago...it is the patience and willingness to those who would venture into the technical fix world to immerse and focus - and the ability to assess a customer's patient level, and take command. If you do not take command through exercising patience and professionalism - the customer hates you, dislikes you and if you sense animosity, you yourself might tend towards defensiveness - though this is temporary, many technicians never learn the fine art of being the best bullshitter with a real fix. This is the secret. Aloha!
___________________
PRECISE REMEDY:
been there done that - people in the biz know what this is all about...Early adopters to any of the electronic/mechanical technologies that have surfaced in the last 20 years know very little of future technologies, there impact on the global community except in terms of the "NO" help desk - somehow the thinking perpetually locked into a specific time-frame containing certain technologies cannot step out of the proverbial box.
To grow within these technologies require these early adopters to continually advance their 'old' found knowledge, continually refreshing educational goals - forever consumed in a technology just to be adept. Continually consumed - how about that - when can we all realize technology for technologies sake?
This is backwards in my opinion. Technology that installs, fixes and updates automatically requires no end-user intervention. Programmable lines of codes, smaller chips, memory and cache storage which require today's applications to function need to work in the background without any front-end intervention.
More so, as technologies mature these early adopters rein superior but because of history within the computing technologies - their demise is evident. They to will see their day of agitation spring on them like it does today for the mother. Technologies gobble up each other and after maturity replacement costs, trouble-tickets, adversity and technology failure becomes evident for these early adopters. Just because some of us get in at the early stage of an unveiling of some new product with introductory technologies destined to be the next DOS, Novel or Microsoft's many left behind OS's, should not discourage the 'old' adopters as well as the younger technocrats. We all strive for simplicity to untangle our complicated life's.
Technology is ever changing but because of poor foresight - scope and process, we will always have mediocre output from products with more hype built in than realistic delivery performance.
So - it will fail - the system is meant to fail until we have a system which is more like Apple, more like a Linux or Linspire, even more like a Subaru, Toyota, Honda, Kia and the like. Even the Volvo's, VW's, and BMW's have their historical bouts with electrical failures. I ask you again - for technologies sake - when can we realize the bliss and profoundness of technological maturity no matter how much it must change? Some say never...I say poppy-cock. The tire is round and spinning - we have resurfaced roads and reinvented this technological wonder over and over again to perfection...Bar none!
Innovation which delivers premium process DELIVERABLES can be manufactured and is being done by competition - America has fallen behind - emerging technologies arise from the giants who have awoken. Why? Well, that's a factual endeavor worth gleaning but not at this moment - maybe if there's movement we can open these few points again.
Let's call these bullets known as ----
** "a constant method to record human intellectual input into a process and product" which contains a break-fix solution, satisfaction and pride.
History has proved that it was not historically nor factually correct to blame the end-user for technologies glitches and hiccups. Systems administrators, technical repair personnel learned that a long time ago. It puzzles me to still see the beast of past mistakes surfacing again in a highly technological world of 45% delivery and 55% marketing hype. Products which win such as the IPod deliver 100% - Charcoal briquet's - 100% - Organic Apples - 100% - no hype just real energy...
The Grand vision has been already established; processes which are set in place and working.
The work flow passes through the system. However, the flow is not so smooth, this is the point which will be examined thoroughly here. We start by examining the process a buyer or customer goes through with any technology today. Not different than yesteryear, only in terms of complexity, nevertheless still reminiscent of past blunders and corporate mistakes which for years have tried to consume the consumer.
We are fast approaching a moment of technological reconciliation so let me add a recent technological working which is so historically linked to past truisms and similar systems - a truth. This is a letter to my friend from her daughter. The mother is having a long time issue with many technologies.
My assessment is that it is not her fault she is having these problems - it is technologies over-reaching and under-supported movement.
The FIX:
____________________
Let me explain: Thanks goes out to anonymous for her contributions today - Customer service (the art of finesse) with real technical help can make a company not only look good in a customer's eyes, they can solve a problem. The issue at hand today is no more complex than 20 or 40 years ago...it is the patience and willingness to those who would venture into the technical fix world to immerse and focus - and the ability to assess a customer's patient level, and take command. If you do not take command through exercising patience and professionalism - the customer hates you, dislikes you and if you sense animosity, you yourself might tend towards defensiveness - though this is temporary, many technicians never learn the fine art of being the best bullshitter with a real fix. This is the secret. Aloha!
___________________
PRECISE REMEDY:
been there done that - people in the biz know what this is all about...Early adopters to any of the electronic/mechanical technologies that have surfaced in the last 20 years know very little of future technologies, there impact on the global community except in terms of the "NO" help desk - somehow the thinking perpetually locked into a specific time-frame containing certain technologies cannot step out of the proverbial box.
To grow within these technologies require these early adopters to continually advance their 'old' found knowledge, continually refreshing educational goals - forever consumed in a technology just to be adept. Continually consumed - how about that - when can we all realize technology for technologies sake?
This is backwards in my opinion. Technology that installs, fixes and updates automatically requires no end-user intervention. Programmable lines of codes, smaller chips, memory and cache storage which require today's applications to function need to work in the background without any front-end intervention.
More so, as technologies mature these early adopters rein superior but because of history within the computing technologies - their demise is evident. They to will see their day of agitation spring on them like it does today for the mother. Technologies gobble up each other and after maturity replacement costs, trouble-tickets, adversity and technology failure becomes evident for these early adopters. Just because some of us get in at the early stage of an unveiling of some new product with introductory technologies destined to be the next DOS, Novel or Microsoft's many left behind OS's, should not discourage the 'old' adopters as well as the younger technocrats. We all strive for simplicity to untangle our complicated life's.
Technology is ever changing but because of poor foresight - scope and process, we will always have mediocre output from products with more hype built in than realistic delivery performance.
So - it will fail - the system is meant to fail until we have a system which is more like Apple, more like a Linux or Linspire, even more like a Subaru, Toyota, Honda, Kia and the like. Even the Volvo's, VW's, and BMW's have their historical bouts with electrical failures. I ask you again - for technologies sake - when can we realize the bliss and profoundness of technological maturity no matter how much it must change? Some say never...I say poppy-cock. The tire is round and spinning - we have resurfaced roads and reinvented this technological wonder over and over again to perfection...Bar none!
Innovation which delivers premium process DELIVERABLES can be manufactured and is being done by competition - America has fallen behind - emerging technologies arise from the giants who have awoken. Why? Well, that's a factual endeavor worth gleaning but not at this moment - maybe if there's movement we can open these few points again.
Let's call these bullets known as ----
** "a constant method to record human intellectual input into a process and product" which contains a break-fix solution, satisfaction and pride.
History has proved that it was not historically nor factually correct to blame the end-user for technologies glitches and hiccups. Systems administrators, technical repair personnel learned that a long time ago. It puzzles me to still see the beast of past mistakes surfacing again in a highly technological world of 45% delivery and 55% marketing hype. Products which win such as the IPod deliver 100% - Charcoal briquet's - 100% - Organic Apples - 100% - no hype just real energy...
January 27, 2007
Recycle The Dollar, Fool! A Case in Point.
They are off and running!
What inspires you to make a profit? Other than staying alive could it be to promote quality in your total organization or a risk managed - task oriented entity? Let me know, I want to know!
Here we are - another Chapter in what really works and what others call continued hype amidst the hundreds of thousands spent on marketing.
Came closer today to core practices and real live processes which turn a dollar over and over again before the system spits it out as used. During the procedure, we learn that if we watch a dollar enter the system, follow its paths throughout the many angles and turns our systems promote, we come to a conclusion that is wanting me to celebrate.
Steersmen - were common throughout the 60's and early 70's and surfacing again. Steer the dollar!! Steer it in and out like a sexual machine - watch it go - pull it out and transfer into a new vessel. Continue the operation until you have a process of elimination of what works and what doesn't. Finding that you can line the walls of many processes until you use the dollar to its maximum value is my focus.
We continue to use this as our mantra - reuse, reuse and recycle. Try it!
No satisfaction - let me know, I can help you for free!!! Just bring your best brain forward - we'll go on that assumption that the systems are fired up and waste is noticed. Anxiety surfaces without answers. We have been there and emerged out of the morass of complexity - give it a go! Recycle the dollar!
What inspires you to make a profit? Other than staying alive could it be to promote quality in your total organization or a risk managed - task oriented entity? Let me know, I want to know!
Here we are - another Chapter in what really works and what others call continued hype amidst the hundreds of thousands spent on marketing.
Came closer today to core practices and real live processes which turn a dollar over and over again before the system spits it out as used. During the procedure, we learn that if we watch a dollar enter the system, follow its paths throughout the many angles and turns our systems promote, we come to a conclusion that is wanting me to celebrate.
Steersmen - were common throughout the 60's and early 70's and surfacing again. Steer the dollar!! Steer it in and out like a sexual machine - watch it go - pull it out and transfer into a new vessel. Continue the operation until you have a process of elimination of what works and what doesn't. Finding that you can line the walls of many processes until you use the dollar to its maximum value is my focus.
We continue to use this as our mantra - reuse, reuse and recycle. Try it!
No satisfaction - let me know, I can help you for free!!! Just bring your best brain forward - we'll go on that assumption that the systems are fired up and waste is noticed. Anxiety surfaces without answers. We have been there and emerged out of the morass of complexity - give it a go! Recycle the dollar!
December 31, 2006
You Have What It Takes: a Case In Point
IDEAS - The fuel of spin-offs; corporate formation, profits and for non-profits, revenue. To get there takes many turns, spins and for some out of control steering.
Let me share with you what I mean. Revenue is always not enough for non-profits, hence the interaction and common consensus to manage projects using a Project Manager and a Project Tool. Eye-opening? Yes! Especially for the many that have operated without using tools which business for profit have been using successfully for some time now.
I'm in both; one as a Consultant to Executive Leadership, where we form strategies for successful corporate business ventures and a Project Manager for the other. I see in both commonality, whereas being in only one of the two can blind you to facts which can be helpful, no matter which entity one decides to form.
Profits for business - is easily translated into a non-profit as revenue to send where and when on the projects which matter the most. Here we'll call revenue sources as donated and/or grant funding sources. You need to realize that to hold on to this revenue is the utmost of priorities. Spending it depletes your savings so to speak. Save for what? You may ask...Why, because these monies can be easily placed into a program which has potential of generating added revenues to the pot.
Thousands and thousands of non-profit money can be saved by you because all it takes is a new mind-set about those limited dollars which are not never-ending.
...And what about for profits? What should be done with cash? Many places to place cash - you need to concentrate on the cash flow(s) of each project because out of the many equals a larger liability and corporate risk. You focus on risk everyday you are open for business because playing catch-up or ignoring risks, including cash flow, employee treatment and ethical corporate behavior, can out-smart you when the attorney's finally find you behind the large corporate veil or several fronts you managed to strategically initialize when first forming your large organization.
That process of formulation is fine, but only one out of many steps taken for corporate anonymity - it has existed for fifteen years or more. We speak more of changing dynamics, like real-time data handling and processes to obtain your goals - not only do we offer the mechanizes explained above, we internalize you energy, your visionary expertise, changing strategies and ventures - we take it from there; whether it is infrastructure or building more avenues and processes; it will always be the ability to make a buck from here to there!
Practicing internal honesty, throughout corporate structures; up, down, left and right includes global ethics - even if none exist, can and will make YOU MY 'Shining Star!'
Let me share with you what I mean. Revenue is always not enough for non-profits, hence the interaction and common consensus to manage projects using a Project Manager and a Project Tool. Eye-opening? Yes! Especially for the many that have operated without using tools which business for profit have been using successfully for some time now.I'm in both; one as a Consultant to Executive Leadership, where we form strategies for successful corporate business ventures and a Project Manager for the other. I see in both commonality, whereas being in only one of the two can blind you to facts which can be helpful, no matter which entity one decides to form.
Profits for business - is easily translated into a non-profit as revenue to send where and when on the projects which matter the most. Here we'll call revenue sources as donated and/or grant funding sources. You need to realize that to hold on to this revenue is the utmost of priorities. Spending it depletes your savings so to speak. Save for what? You may ask...Why, because these monies can be easily placed into a program which has potential of generating added revenues to the pot.
Thousands and thousands of non-profit money can be saved by you because all it takes is a new mind-set about those limited dollars which are not never-ending.
...And what about for profits? What should be done with cash? Many places to place cash - you need to concentrate on the cash flow(s) of each project because out of the many equals a larger liability and corporate risk. You focus on risk everyday you are open for business because playing catch-up or ignoring risks, including cash flow, employee treatment and ethical corporate behavior, can out-smart you when the attorney's finally find you behind the large corporate veil or several fronts you managed to strategically initialize when first forming your large organization.
That process of formulation is fine, but only one out of many steps taken for corporate anonymity - it has existed for fifteen years or more. We speak more of changing dynamics, like real-time data handling and processes to obtain your goals - not only do we offer the mechanizes explained above, we internalize you energy, your visionary expertise, changing strategies and ventures - we take it from there; whether it is infrastructure or building more avenues and processes; it will always be the ability to make a buck from here to there!
Practicing internal honesty, throughout corporate structures; up, down, left and right includes global ethics - even if none exist, can and will make YOU MY 'Shining Star!'
December 27, 2006
COURSE 101 & COURSE 711 VISIONS
The 101 COURSE and THE ADVANCED 711 VERSION OF BUSINESS VISIONS MADE EASY FOR YOU!!
It is that time of year for you entrepreneurs, to scout out the opportunities whether they are present in the Cities and Towns of America or in the High Hills of the High Stakes Vegas landscape, because if you don't, you may lose a wonderful opportunity.
Yes, the opportunities are there waiting just for you; the right visionary to pluck the prize from the other ungracious or over-competitive hands to deliver the nicely wrapped deliverance package to your doorsteps from several land tactical carriers at hand; they may be UPS, FedEx, or the USPS. Ungracious are those who do not see, feel, taste the whole spectrum of goodness. Let's call them - less educated or out of touch, not only with humanity but ethics. Over-competitiveness - win at all costs - damn the torpedoes; take no prisoners.
Whoa, there Cowboy - where are you going with this? Not far, from present reality lies my soul, my business soul. And my business partners' and I may have just been hit by the proverbial lightning strike - still alive and telling the tale.
Speeding through the Internet, Cities, Towns, and Information Technologies Storage Mechanics; by creating a more formative vision in which to lay-down the tactical, almost too real of a work formula - we hit the unexpected! Why? Well, it is not simplistic nor convoluted; it is basic 101. We need to step back.
Create the Business Plan.
Create the Financial Structure.
Formulate with a neutral CPA; DO NOT pick a friend and hope his or her existence into the creation which is the Universe, will help you! Better to have some professional that's out to win your business on a daily, weekly and monthly schedule. Of course, for you - this is generic, depending on your own situation.
And then, we'll sit and discuss, high and mighty - lofty and attainable 711's.
A case in Point: What is the purpose of sucking out your mind; formulating dream visions without first using the proper mechanisms which decrease greatly the opportunities for failure? Risk factor Course 711; remember it is a legal entity so we need to discuss legal terminology, financial accounting gobligoop, and business structure. Once done, we are free to carry-on with magnificent stories for success. Yes, it's the familiar round-table approach. We came prepared, so to speak!
Many do these steps - I've done them - it's called a brain-storming idea, remember? It's not wrong at all, in fact a very necessary formula to find the end, beginning and the who, what, where and when's.
God speed my friend, any friend, God speed!
December 09, 2006
Electronic Data Processing: A Case In Point
This is definitely a business topic which understands that end-users of this technology would rather not or simply cannot develop a rational thought pattern about computers in general; only to slowly, almost as if gently falling like a leaf to the ground, an acceptance that either computing is wholesome for the whole family and there is nothing terrible about computing activities or the far-side; reality pokes you in the face and says directly - you maybe suffering from group-think, blinders being on too tight, and refusing to acknowledge the underlying fact of covert data corruption, retrieval, data-mining and the notorious memory stick; the act of finding specifics.Whether you are a casual or heavy user of a personal computer (PC-Windows or Linux) or a Mac, anyone who uses a computing device (PDA, Blackberry, tablets) are exposing themselves (private information) to the world. The applications and products available are astounding but once in a while, someone finds a way inside.
Anyone who has a history of laboratory research, spent time in a military community, or a related technical focus knows that the ground is always alive with activities that the above-ground dwellers do not or refuse to understand and accept as fact.
We live in a society where tele/cell phone tapping, Internet-web pass-through to data-mining, the passing of viral infected code to your own electronic database and email has been proficient and successful in snatching your own identity.
My government protects me - that is a surface and above-ground dwellers attitude - that's the play you went to and the play you'll leave with; fixed in your head. Is it true? Of course it's true - what about 'Liberty for All' and the Bill of Rights' - truths for the above-ground dwellers.
During the same time frame, the under-dwellers or below-ground activities never stop. They have never stopped and actually picked up steam during 1945, before and after that year. The Internet developed by the U.S. Government to pass information, is a factual, theoretical, and operational success during the Vietnam exercise and others, too plentiful to mention. The practice has grown and what you see today is a global menace for many governments - the Internet.
Back to the main topic of safe computing and the fears of electronic data processing. These topics scare me and if we as users of this technology are not mindful of their destructive power, and only left to a few.
Electronic Data Processing is 'BIG BUSINESS', alive and doing extremely well today, throughout the World. Business data is yours and I assume protected w/ redundancy appliances, circuits with different vendors, backup disaster power supplies, off-site storage and malicious code-breakers and malware.
Anyone today, can pay $25 USD and receive a frightening amount of personal data (electronic data mining - processing) on anyone in the World.
Business needs:
1. Look for Spies Within You Organization...Skeptical of resumes is a good start. Background checks are only the tip of the iceberg and meant to deceive.
2. Trust No One: Especially your executives. Most are their for fattening; their style and future dreams - not yours.
3. When someone is Found To Be Worthy: Good - but beware; moles can appear as brilliant rays of sunshine. Years of loyalty really is not the gauge. What is?
The best gauge which works is plain talk; all subjects NOT off limits, the moderate, the left of center, the center, the left of right and NOT the far-right ranting...We just don't have the time nor the collective inclination to witness another group of people, swallowing hook-line and sinker as meritorious. Can they be saved or do they want to be saved and saved from what? They can help to keep people fully aware that we are being watched through many different electronic processing devices which run the gamut of cell phones, radio frequency interception (WWII), digital scanning, eye biometrics, Internet surfing and where you go, blogs you subscribe too and a whole lot more.
The HAIR play has a line about 'electronic data processing', and it is from this enterprise concept which provides a larger view of what can and has gone wrong (EDP) that I provide this rebuttal. EDP started w/ the larger computing main frames and research will show those inclined to venture closer to the truth, startling appointments and criminal tasks upon our American Civil Liberties were committed using electronics. With today's EDB (electronic data bases), a thousand million trillion of databytes on so many subjects from moon rocks to turtles will overwhelm the uninitiated.
And so it is, a foundation and bedrock of a technology that we as business men and women must be properly engaged and educated to uncover and pin-point not only the above-ground benefits of an emerging technology but bring forth from the shadows the below-ground activities in which we so blithely misinterpret.
To drive this even further into another reality ; Remember the Pringles can of potato chips scenario? An antenna made out of an empty potato chips can which successfully received business transmissions from wireless devices in an airplane manufacturing plant. The signals went over the strong metal fences of an Everett Boeing Plant, were captured and decrypted using an off the shelf product any savvy techno geek can operate. That was sadly, for Boeing a reality and it really happened.
Entertain and be watchful for the other watchful eye in gaining a perspective, perhaps an unfolding for a better business life lays just below your horizon.
December 03, 2006
MDI vs. Process Management
During 1999 - 2000 the County of Yakima developed a process management model that was developed elsewhere which included metrics of a tested and working model with the Department of Transportation. Nevertheless, during 2006, a six or seven year period has elapsed after its initial introduction and execution in which most 'bugs' if they ever existed, should have worked themselves out of the process through constant refinement procedures. You'd think!
During the latter part of 2006, the system and process was again exercised, executed and delivered extremely poor response times, and other issues which are not really in the Mutual Design process. Other problems have arisen and not been addressed for I believe several years now.
This present situation is more like a model which develops forms of micro-management instead of building group and individual innovation and 'think out of the box' theories with working scenarios for the delivery mechanisms which include the technicians and all forms of communication including their own individual check lists which should satisfy their own command post.
During 2000 the Associative Model of Management was introduced to the same group. A contractor was paid a lucrative figure somewhere in the $250K range to deliver a model which promised system fixes, process refinement, elimination of non business redundancy and the immediate need to increase (streamline) IT production and delivery times.
About the same period, the system was not only introduced to another group somewhere in a different part of the State, but implemented with my help in a heavily predominant Microsoft supported region and district entity. This process model worked for the whole of the IT staff and became their new process model to follow, train and refine.
However, the consultant that was paid was told not to implement that design back at the County because the MDI model was a far superior system and his service was no longer needed. Sadly, many of the Associative Model for Business and Information System components that were revolutionary in terms of eliminating the practices of silo management which greatly decrease sharing of communications and information was never implemented.
As end-users to technology can reaffirm, when the support mechanism of technology is not efficient in terms of user-friendliness or plain helpful, who loses? In this case, because it is a governmental structure, the end-user loses. Loses work momentum, gains financial deficits instead of decreased costs per individual worker throughout the system. It will not take a financial management genius to figure out the metrics on this one - instead of decreased worker costs; the MDI system and its flawed process and deficient program management structure, interferes with the whole of the enterprise management model. It would never pass muster in a corporate structure focused on daily operational cost reductions.
Executives every where should be aware of these systems in their midst if a proactive vision to reduce costs, increased fixes and endless buying are out of whack! One of the tricks which work is to implement the help of astute Information Management people who understand performance management. You might also entertain applications like SAP for your enterprise functions. Rely on proven results instead of the school of marketing dollars and its endless plethora of hype.
During the latter part of 2006, the system and process was again exercised, executed and delivered extremely poor response times, and other issues which are not really in the Mutual Design process. Other problems have arisen and not been addressed for I believe several years now.
This present situation is more like a model which develops forms of micro-management instead of building group and individual innovation and 'think out of the box' theories with working scenarios for the delivery mechanisms which include the technicians and all forms of communication including their own individual check lists which should satisfy their own command post.
During 2000 the Associative Model of Management was introduced to the same group. A contractor was paid a lucrative figure somewhere in the $250K range to deliver a model which promised system fixes, process refinement, elimination of non business redundancy and the immediate need to increase (streamline) IT production and delivery times.
About the same period, the system was not only introduced to another group somewhere in a different part of the State, but implemented with my help in a heavily predominant Microsoft supported region and district entity. This process model worked for the whole of the IT staff and became their new process model to follow, train and refine.
However, the consultant that was paid was told not to implement that design back at the County because the MDI model was a far superior system and his service was no longer needed. Sadly, many of the Associative Model for Business and Information System components that were revolutionary in terms of eliminating the practices of silo management which greatly decrease sharing of communications and information was never implemented.
As end-users to technology can reaffirm, when the support mechanism of technology is not efficient in terms of user-friendliness or plain helpful, who loses? In this case, because it is a governmental structure, the end-user loses. Loses work momentum, gains financial deficits instead of decreased costs per individual worker throughout the system. It will not take a financial management genius to figure out the metrics on this one - instead of decreased worker costs; the MDI system and its flawed process and deficient program management structure, interferes with the whole of the enterprise management model. It would never pass muster in a corporate structure focused on daily operational cost reductions.
Executives every where should be aware of these systems in their midst if a proactive vision to reduce costs, increased fixes and endless buying are out of whack! One of the tricks which work is to implement the help of astute Information Management people who understand performance management. You might also entertain applications like SAP for your enterprise functions. Rely on proven results instead of the school of marketing dollars and its endless plethora of hype.
November 04, 2006
Homeless Network
Did I ever realize that working for local government would give me so much pleasure as a human being and professional? Not on your life, but here I am enjoying my new found seat.
My main responsibilities as Webmaster is challenging and thought provoking. My other yet equally challenging position(s) within the same responsibility, is to make sure the groups within the collective brain-storming and formulation of new projects, tasks, activities and plans carry through. As their Project Manager, most larger companies such as Boeing would pay me up above $75,000 per year. Verizon would match that and some with $90,000.00 and Nike would come even closer with a benefit package well above the $115,000.00 per annum mark.
So, let's see what we're talking about - Webmaster, HMIS (Homeless Management Information System) training professional, Project Manager, Technology Liaison Coordinator, projecting a business angle focus on all projects makes me not only responsible but valuable.
Here's the catch folks - where I am employed - most people I work with are the best of professionals, skilled in what they do and willing to mentor the group.
I work for the Homeless Network of Yakima County. http://www.yakimahomeless.org
So long, corporate world - please $$ donate $$ on our Website.
My main responsibilities as Webmaster is challenging and thought provoking. My other yet equally challenging position(s) within the same responsibility, is to make sure the groups within the collective brain-storming and formulation of new projects, tasks, activities and plans carry through. As their Project Manager, most larger companies such as Boeing would pay me up above $75,000 per year. Verizon would match that and some with $90,000.00 and Nike would come even closer with a benefit package well above the $115,000.00 per annum mark.
So, let's see what we're talking about - Webmaster, HMIS (Homeless Management Information System) training professional, Project Manager, Technology Liaison Coordinator, projecting a business angle focus on all projects makes me not only responsible but valuable.
Here's the catch folks - where I am employed - most people I work with are the best of professionals, skilled in what they do and willing to mentor the group.
I work for the Homeless Network of Yakima County. http://www.yakimahomeless.org
So long, corporate world - please $$ donate $$ on our Website.
November 01, 2006
Are These Actions Good Business? Case in Point!
Are These Actions Good Business?
As business finds itself, the cellar door in which we enter can sometimes get slammed shut - finding another way out is impractical so, what remains for business which intentionally hide really bad research from people, those that are human-beings, in most circles, (HR) Human Resources and the Legal departments will have a costly fight to bring about peace - peace that will cost a corporation millions and millions of dollars which may be needed elsewhere - like cash flow(s).
So read on - tell me; are these the actions of sane men and women - especially in Light of the reports from their own research? You tell me! The facts are here!
Are These Actions Good for Business?
Dear ALL,
Military Use of Depleted Uranium, its consequences (intended and unintended) is troubling for a number of reasons: Research and study prior to its use was comprehensive and danger signals were there but the DOD went ahead anyway.
The United States and NATO have worked diligently to avoid extensive investigation of sites contaminated in the Gulf War, Bosnia, and Yugoslavia by independent investigators.
The VA and the Military have given false and misleading information to congressional investigators.
True to type as evidenced in the Agent Orange boondoggle...the VA and the Military are stonewalling and delaying testing and treatment for Gulf War Syndrome...preferring to assign the disorders of the returning solders to “stress”.
According to our own local papers here in the Pacific Northwest the U.S. Navy is currently conducting tests in the fishing grounds off the pacific coast using depleted uranium clad munitions. When questioned by a reporter regarding the possible hazards for this to human and marine life...the navy spokesman say, “Gee I hope not. I haven’t started to glow yet.”
The URLs and the excerpt I have listed here are from credible sources and would give credence to the concerns of many throughout the world. Use of these kinds of sources would eliminate the knee jerk reaction of the hawks and or the extremists who would attack other kinds of sources as the “typical left wing liberal bubble headed thinking of, unpatriotic Peaceniks”...thus effective derailing dialogue and open debate. (A successful talk show strategy),
More as I find them.
http://www.iacenter.org/depleted/du.htm
http://www.who.int/environmental_information/radiation/depleted_uranium.htm
THIS IS REMOVED http://www.aepi.army.mil/Library/AEPI%20Publications/DU/
________________________________________________________________________
THE FOLLOWING URL IS THE MOST COMPREHENSIVE AND EASILY UNDERSTOOD.
The site supports its arguments with facts and with documents, some of which are internal memos and studies from such gov’t agencies as Los Alamos. Worth downloading and reading.
If perhaps you might think that the DOD wasn’t aware of the possible side effects and hazards to soldiers take a look at the U.S. Army study below...published 6 months PRIOR to the gulf war.
IV. BACK TO THE BEGINNING
We shall not ease from exploration and the end of all our exploring will to be arrive where we started and know the place for the first time. T.S. ELLIOT “Little Gidding” July 1990.
Just six months before the Gulf War, the U.S. Army released the Kinetic Energy Penetrator Long Term Strategy Study, a comprehensive report comparing the use of tungsten alloy and depleted uranium in armor-piercing ammunition. This report predicted that the large amounts of DU oxides created during combat could be inhaled by soldiers and civilians. Soldiers in ground combat units were identified as potentially receiving the highest exposures, and the expected health outcomes included cancers and kidney problems. The report further warned that public knowledge of the health and environmental effects of depleted uranium could lead to efforts to ban the use of DU in munitions. Looking back on the ten years since the release of this report, it is remarkable how many of the Army’s predictions have come true.
Appendix D of the 1990 Army report, titled Kinetic Energy Penetrator Environmental and Health Considerations, states:
“[A]erosol DU exposures to soldiers on the battlefield could be significant with potential radiological and toxicological effects. These health impacts may be impossible to reliably quantify even with additional detailed studies. It is not our intention to overstate this issue given other combat risks, nor to imply that the health of soldiers will definitely be compromised. We are simply highlighting the potential for levels of exposure to military personnel during combat that would be unacceptable during peacetime conditions. (AMCCOM, 1990: D(1), 4-5).
The Army assessed the dangers to its soldiers and determined that “under combat conditions, the MEI’s [most exposed individuals] are probably the ground troops that reenter a battlefield following the exchange of armor-piercing munitions, either on foot or on motorized transports.” (Ibid.: D(2), 3-4).
While the immediate risks of combat were noted to be of greater concern than the delayed effects of exposure to depleted uranium, the Army acknowledged that depleted uranium is a “low level alpha radiation emitter which is linked to cancer when exposures are internal, [and] chemical toxicity causing kidney damage.” (AMCCOM, 1990:
D(1), 2-2).” The Army’s prescience did little to affect the behavior of Gulf War commanders.
The Department of Defense now admits that field commanders did not train or warn servicemen and women about the hazards of depleted uranium on the battlefield.
(CBS, Don’t Look, Don’t Find 49 1999). Not one soldier, sailor, airman, or Marine with a known or suspected exposure to depleted uranium was medically tested following the war.
The 1990 report also noted that “assuming U.S. regulatory standards and health physics practices are followed, it is likely that some form of remedial action will be required in a DU post-combat environment. Remedial actions may consist of retrieval of penetrator fragments and decontamination of impact sites such as tanks, rocks, trees, buildings, etc.” (AMCCOM, 1990: D(1), 4-6).
The American equipment contaminated by depleted uranium was cleaned up; some contaminated vehicles were buried in Saudi Arabia and the remainder were shipped to South Carolina for decontamination and disposal. In Kuwait, contaminated equipment was either transported to the Boneyard or left in the Udairi Training Range. Apparently, the government of Iraq has not conducted any battlefield remediation of contaminated equipment. Similarly, clean up of depleted uranium in Kosovo and Serbia has apparently been hampered by NATO delays in the release of the locations and amounts of depleted uranium contamination.
In its darkest but most insightful vision, the report predicted that “following combat, the condition of the battlefield and the long-term health risks to natives and combat veterans may become issues in the acceptability of the continued use of DU kinetic energy penetrators for military applications.” (AMCCOM, 1990: D(2), 3-4).
Prior to the Gulf War, there was no effort to ban the use of depleted uranium munitions. Nine years later, many individuals, community groups, non-profit organizations and political parties in the United States, England, Canada, the Netherlands, Belgium, Germany, Switzerland, Italy, Japan and other nations are working to end the use of depleted uranium in munitions and commercial products.
The more we learn about the use of depleted uranium in the Gulf War, the more accurate the 1990 predictions become. All our exploration has merely brought us back to where we started, but the story is not over. The Institute of Medicine is empowered to write the next chapter about the possible health effects on Gulf War veterans, but the controversy over the use of depleted uranium in munitions is likely to escalate in the years to come.
Additional research and investigation will help decision makers to formulate sound training, force protection, health care and clean up policies, but this may be too little, too late for Gulf War veterans, who have been left twisting in the wind by the Pentagon.
Don’t Look, Don’t Find
RECOMMENDATIONS
1. The Institute of Medicine should investigate the effects that exposures to combinations of chemical, biological, and radiological agents may have on Gulf War veterans’ current and future health. Specifically, the Institute of Medicine should examine veterans’ susceptibility to cancers, immune system damage, neurological effects, reproductive problems, respiratory disease, kidney damage and other health problems resulting from exposure to combinations of depleted uranium, oil well fire smoke, low levels of chemical warfare agents, experimental drugs and vaccines, pesticides and other toxins known to be present in the gulf. Keeping in mind the devastating effects that cancer can have on veterans and their families, the Institute of Medicine should evaluate the likelihood of future increases in cancers without waiting for veterans to develop cancers in statistically significant numbers.
2. The Department of Veterans Affairs should conduct an epidemiological study of Gulf War veterans and civilian contractors who had known or suspected exposures to depleted uranium. The Depleted Uranium Program at the Baltimore, MD VA Medical Center appears best suited to undertake such an endeavor. Areas of inquiry should include:
• The possibility that Gulf War veterans suffered clinical and/or sub-clinical kidney damage due to inhalation or ingestion of depleted uranium, and the significance of these injuries on the long-term health of veterans;
• The reproductive health of both female and male veterans and the implications of these findings on developmental effects in veterans’ children;
• The similarities or differences in health effects from exposure to embedded fragments and exposure via inhalation, ingestion, or wound contamination;
• The applicability of animal study findings on DU’s carcinogenicity, immunotoxicity, neurotoxicity, and reproductive effects to female and male veterans; and
• The development of latent health effects including cancer.
3. In accordance with historical precedent and resolving the many doubts about the scope and severity of depleted uranium exposures in favor of the veterans, the United States Congress should pass legislation granting a presumption of exposure to sufficient amounts of depleted uranium to cause adverse health problems for all veterans who served in or traveled to contaminated areas. The presumption of exposure should be extended to all veterans who:
• Served in or traveled to Saudi Arabia, Iraq, or Kuwait during the Gulf War conflict (August 2, 1990 to July 31, 1991);
• Served at the U.S. Army base at Doha, Kuwait during the July 11-12, 1991 munitions fire, and/or participated in clean up efforts; or
• Served in the Udairi Training Range in Kuwait from 1991 until a date when the
area is certified to be free of depleted uranium hazards.
Don’t Look, Don’t Find
4. Future depleted uranium research should investigate health effects resulting from all possible routes of exposure. Research to date has failed to examine health effects from inhalation, ingestion, and wound contamination. Reliable dose estimates should be developed for exposure through inhalation, ingestion, and wound contamination in a range of realistic exposure scenarios.
5. Future depleted uranium research should investigate the health effects of protracted internal exposure to varying levels of depleted uranium. The shortand long-term effects of low, medium, and high exposures to depleted uranium should be determined.
6. Congress should request a report from the Secretary of Defense on the status of depleted uranium training in the armed forces. Since the Army and Marine Corps do not know if troops deployed to Kosho have received any training or warnings about the hazards of DU, it is likely that troops deployed to Kuwait, South Korea, and other hot spots also have not been trained or properly equipped.
7. Following future conflicts in which veterans are exposed to depleted uranium and/or other chemical or biologic agents, Congress should appoint an independent organization to review evidence of exposures and to make recommendations for research and treatment. If we have learned anything from the last nine years of the Gulf War illness debate, it is that the Pentagon can not be trusted to objectively investigate toxic exposures or to accurately report about the efficacy of experimental drugs and vaccines.
8. An international organization, such as the World Health Organization, should investigate the potential connection between depleted uranium exposure and reports of increased rates of cancers and birth defects in Iraq. There is undoubtedly a large pool of Iraqi war veterans who inhaled depleted uranium oxides or were wounded by depleted uranium fragments that could be studied. In addition, Iraqi children with known or suspected exposures to depleted uranium (e.g., from playing on destroyed vehicles, collecting DU penetrators) should be studied to determine the possible role of depleted uranium in the etiology of increased diseases.
This research could shed further light on the relationship between depleted uranium exposure and American veterans’ illnesses.
9. The United States of America should accept responsibility for identifying, delimiting, and cleaning up all domestic and foreign lands where depleted uranium has been released. The Department of Defense should further issue immediate warnings to civilian populations, relief agencies, and the United
Nations when American armed forces use depleted uranium in training or combat operations on foreign soil.
10. The United States Congress should task the General Accounting Office to determine the life-cycle cost for depleted uranium. The expenses of creating depleted uranium through mining, enriching, and processing uranium should be added to the costs of manufacturing, testing, purchasing and using DU ammunition. The aggregate cost should also include the expenses of safety training and protective clothing for soldiers, medical monitoring of soldiers and civilians for exposure, health care for exposed veterans and civilians, restricted use of contaminated lands, clean up of contaminated soil and water, disposal of DU contamination, and military public relations efforts to deny depleted uranium’s effects. In this way, taxpayers can decide if the bang is worth the bucks.
11. In a demonstration of true leadership and vision, the United States of America should lead an international effort to prevent the manufacturing, development, sale, and use of depleted uranium munitions.
Don’t Look, Don’t Find
APPENDIX A – DU USE IN KOSOVO AND SERBIA
During the 1999 war between NATO air forces and Yugoslav ground troops, American A-10 aircraft fired 37,550 rounds of all typed 30mm ammunition. (USAF, 2000). Assuming each A-10 carried a standard combat mix of 5 DU rounds with 1 high explosive incendiary (HEI) round, approximately 31,300 depleted uranium rounds were shot. Each 30mm round contains a depleted uranium penetrator weighing 0.302 kg or 0.66 lb. (Fahey, 1998: 198). Therefore, US forces released approximately 9,453 kg (9.5 metric tons) or 20,658 lb. (10.3 tons) of depleted uranium during the war. Following the end of NATO’s bombing campaign, the United Nations Environment Programme (UNEP) and the United Nations Centre for Human Settlements (Habitat) (UNCHS) formed the Balkans Task Force (BTF) to assess the impacts of the war. (UNEP/UNCHS, 1999). Within the Balkans Task Force, an inter-agency ‘Desk Assessment Group’ was assembled to investigate the use of depleted uranium munitions.
The Desk Assessment Group’s investigation was hindered by NATO’s refusal to confirm the quantities and locations of depleted uranium expenditure. (UNEP/UNCHS, 1999:
61). Consequently, the group was reduced to conducting a review of published literature and making assessments based on hypothetical exposure scenarios. The Desk Assessment Group noted that people in the immediate vicinity of a DU attack could be heavily exposed to DU by inhalation. This is confirmed by US Air Force testing showing that “findings of past air sampling efforts revealed contamination was localized to within 300 to 400 feet (90 to 120 m) of the [A-10] target area.” (Nellis, 1998: 3-9).
Claims that the release of depleted uranium in Kosovo resulted in vastly increased rates of radioactivity in the air in Bulgaria or Greece are highly improbable. Following the release of the Balkans Task Force report in October 1999, Secretary General of the United Nations Kofi Annan wrote to NATO requesting details about the use of depleted uranium during Operation Allied Force. Five months later, NATO responded that A-10’s shot depleted uranium during approximately 100 missions. “At this moment it is impossible to state accurately every location where DU ammunition was used,” states Lord George Robertson, NATO Secretary General, in the letter to Kofi Annan. (NATO, 2000).
A NATO map released with the letter to Kofi Annan identifies 28 locations in Kosovo where A-10’s are believed to have released depleted uranium (see page 54).
(NATO,2000). However, it is likely that A-10’s also shot depleted uranium at Yugoslav forces in Serbia, though no locations outside the borders of Kosovo are identified on the NATO map. The Balkans Task Force apparently did not make much of an effort to look for or find depleted uranium, but Christian Science Monitor journalist Scott Peterson found depleted uranium in Djakovica, Kosovo and reported its discovery in Vranje and Bujanovac, Serbia. (Peterson, 1999).
http://www.miltoxproj.org/DU/Report.pdf
As business finds itself, the cellar door in which we enter can sometimes get slammed shut - finding another way out is impractical so, what remains for business which intentionally hide really bad research from people, those that are human-beings, in most circles, (HR) Human Resources and the Legal departments will have a costly fight to bring about peace - peace that will cost a corporation millions and millions of dollars which may be needed elsewhere - like cash flow(s).
So read on - tell me; are these the actions of sane men and women - especially in Light of the reports from their own research? You tell me! The facts are here!
Are These Actions Good for Business?
Dear ALL,
Military Use of Depleted Uranium, its consequences (intended and unintended) is troubling for a number of reasons: Research and study prior to its use was comprehensive and danger signals were there but the DOD went ahead anyway.
The United States and NATO have worked diligently to avoid extensive investigation of sites contaminated in the Gulf War, Bosnia, and Yugoslavia by independent investigators.
The VA and the Military have given false and misleading information to congressional investigators.
True to type as evidenced in the Agent Orange boondoggle...the VA and the Military are stonewalling and delaying testing and treatment for Gulf War Syndrome...preferring to assign the disorders of the returning solders to “stress”.
According to our own local papers here in the Pacific Northwest the U.S. Navy is currently conducting tests in the fishing grounds off the pacific coast using depleted uranium clad munitions. When questioned by a reporter regarding the possible hazards for this to human and marine life...the navy spokesman say, “Gee I hope not. I haven’t started to glow yet.”
The URLs and the excerpt I have listed here are from credible sources and would give credence to the concerns of many throughout the world. Use of these kinds of sources would eliminate the knee jerk reaction of the hawks and or the extremists who would attack other kinds of sources as the “typical left wing liberal bubble headed thinking of, unpatriotic Peaceniks”...thus effective derailing dialogue and open debate. (A successful talk show strategy),
More as I find them.
http://www.iacenter.org/depleted/du.htm
http://www.who.int/environmental_information/radiation/depleted_uranium.htm
THIS IS REMOVED http://www.aepi.army.mil/Library/AEPI%20Publications/DU/
________________________________________________________________________
THE FOLLOWING URL IS THE MOST COMPREHENSIVE AND EASILY UNDERSTOOD.
The site supports its arguments with facts and with documents, some of which are internal memos and studies from such gov’t agencies as Los Alamos. Worth downloading and reading.
If perhaps you might think that the DOD wasn’t aware of the possible side effects and hazards to soldiers take a look at the U.S. Army study below...published 6 months PRIOR to the gulf war.
IV. BACK TO THE BEGINNING
We shall not ease from exploration and the end of all our exploring will to be arrive where we started and know the place for the first time. T.S. ELLIOT “Little Gidding” July 1990.
Just six months before the Gulf War, the U.S. Army released the Kinetic Energy Penetrator Long Term Strategy Study, a comprehensive report comparing the use of tungsten alloy and depleted uranium in armor-piercing ammunition. This report predicted that the large amounts of DU oxides created during combat could be inhaled by soldiers and civilians. Soldiers in ground combat units were identified as potentially receiving the highest exposures, and the expected health outcomes included cancers and kidney problems. The report further warned that public knowledge of the health and environmental effects of depleted uranium could lead to efforts to ban the use of DU in munitions. Looking back on the ten years since the release of this report, it is remarkable how many of the Army’s predictions have come true.
Appendix D of the 1990 Army report, titled Kinetic Energy Penetrator Environmental and Health Considerations, states:
“[A]erosol DU exposures to soldiers on the battlefield could be significant with potential radiological and toxicological effects. These health impacts may be impossible to reliably quantify even with additional detailed studies. It is not our intention to overstate this issue given other combat risks, nor to imply that the health of soldiers will definitely be compromised. We are simply highlighting the potential for levels of exposure to military personnel during combat that would be unacceptable during peacetime conditions. (AMCCOM, 1990: D(1), 4-5).
The Army assessed the dangers to its soldiers and determined that “under combat conditions, the MEI’s [most exposed individuals] are probably the ground troops that reenter a battlefield following the exchange of armor-piercing munitions, either on foot or on motorized transports.” (Ibid.: D(2), 3-4).
While the immediate risks of combat were noted to be of greater concern than the delayed effects of exposure to depleted uranium, the Army acknowledged that depleted uranium is a “low level alpha radiation emitter which is linked to cancer when exposures are internal, [and] chemical toxicity causing kidney damage.” (AMCCOM, 1990:
D(1), 2-2).” The Army’s prescience did little to affect the behavior of Gulf War commanders.
The Department of Defense now admits that field commanders did not train or warn servicemen and women about the hazards of depleted uranium on the battlefield.
(CBS, Don’t Look, Don’t Find 49 1999). Not one soldier, sailor, airman, or Marine with a known or suspected exposure to depleted uranium was medically tested following the war.
The 1990 report also noted that “assuming U.S. regulatory standards and health physics practices are followed, it is likely that some form of remedial action will be required in a DU post-combat environment. Remedial actions may consist of retrieval of penetrator fragments and decontamination of impact sites such as tanks, rocks, trees, buildings, etc.” (AMCCOM, 1990: D(1), 4-6).
The American equipment contaminated by depleted uranium was cleaned up; some contaminated vehicles were buried in Saudi Arabia and the remainder were shipped to South Carolina for decontamination and disposal. In Kuwait, contaminated equipment was either transported to the Boneyard or left in the Udairi Training Range. Apparently, the government of Iraq has not conducted any battlefield remediation of contaminated equipment. Similarly, clean up of depleted uranium in Kosovo and Serbia has apparently been hampered by NATO delays in the release of the locations and amounts of depleted uranium contamination.
In its darkest but most insightful vision, the report predicted that “following combat, the condition of the battlefield and the long-term health risks to natives and combat veterans may become issues in the acceptability of the continued use of DU kinetic energy penetrators for military applications.” (AMCCOM, 1990: D(2), 3-4).
Prior to the Gulf War, there was no effort to ban the use of depleted uranium munitions. Nine years later, many individuals, community groups, non-profit organizations and political parties in the United States, England, Canada, the Netherlands, Belgium, Germany, Switzerland, Italy, Japan and other nations are working to end the use of depleted uranium in munitions and commercial products.
The more we learn about the use of depleted uranium in the Gulf War, the more accurate the 1990 predictions become. All our exploration has merely brought us back to where we started, but the story is not over. The Institute of Medicine is empowered to write the next chapter about the possible health effects on Gulf War veterans, but the controversy over the use of depleted uranium in munitions is likely to escalate in the years to come.
Additional research and investigation will help decision makers to formulate sound training, force protection, health care and clean up policies, but this may be too little, too late for Gulf War veterans, who have been left twisting in the wind by the Pentagon.
Don’t Look, Don’t Find
RECOMMENDATIONS
1. The Institute of Medicine should investigate the effects that exposures to combinations of chemical, biological, and radiological agents may have on Gulf War veterans’ current and future health. Specifically, the Institute of Medicine should examine veterans’ susceptibility to cancers, immune system damage, neurological effects, reproductive problems, respiratory disease, kidney damage and other health problems resulting from exposure to combinations of depleted uranium, oil well fire smoke, low levels of chemical warfare agents, experimental drugs and vaccines, pesticides and other toxins known to be present in the gulf. Keeping in mind the devastating effects that cancer can have on veterans and their families, the Institute of Medicine should evaluate the likelihood of future increases in cancers without waiting for veterans to develop cancers in statistically significant numbers.
2. The Department of Veterans Affairs should conduct an epidemiological study of Gulf War veterans and civilian contractors who had known or suspected exposures to depleted uranium. The Depleted Uranium Program at the Baltimore, MD VA Medical Center appears best suited to undertake such an endeavor. Areas of inquiry should include:
• The possibility that Gulf War veterans suffered clinical and/or sub-clinical kidney damage due to inhalation or ingestion of depleted uranium, and the significance of these injuries on the long-term health of veterans;
• The reproductive health of both female and male veterans and the implications of these findings on developmental effects in veterans’ children;
• The similarities or differences in health effects from exposure to embedded fragments and exposure via inhalation, ingestion, or wound contamination;
• The applicability of animal study findings on DU’s carcinogenicity, immunotoxicity, neurotoxicity, and reproductive effects to female and male veterans; and
• The development of latent health effects including cancer.
3. In accordance with historical precedent and resolving the many doubts about the scope and severity of depleted uranium exposures in favor of the veterans, the United States Congress should pass legislation granting a presumption of exposure to sufficient amounts of depleted uranium to cause adverse health problems for all veterans who served in or traveled to contaminated areas. The presumption of exposure should be extended to all veterans who:
• Served in or traveled to Saudi Arabia, Iraq, or Kuwait during the Gulf War conflict (August 2, 1990 to July 31, 1991);
• Served at the U.S. Army base at Doha, Kuwait during the July 11-12, 1991 munitions fire, and/or participated in clean up efforts; or
• Served in the Udairi Training Range in Kuwait from 1991 until a date when the
area is certified to be free of depleted uranium hazards.
Don’t Look, Don’t Find
4. Future depleted uranium research should investigate health effects resulting from all possible routes of exposure. Research to date has failed to examine health effects from inhalation, ingestion, and wound contamination. Reliable dose estimates should be developed for exposure through inhalation, ingestion, and wound contamination in a range of realistic exposure scenarios.
5. Future depleted uranium research should investigate the health effects of protracted internal exposure to varying levels of depleted uranium. The shortand long-term effects of low, medium, and high exposures to depleted uranium should be determined.
6. Congress should request a report from the Secretary of Defense on the status of depleted uranium training in the armed forces. Since the Army and Marine Corps do not know if troops deployed to Kosho have received any training or warnings about the hazards of DU, it is likely that troops deployed to Kuwait, South Korea, and other hot spots also have not been trained or properly equipped.
7. Following future conflicts in which veterans are exposed to depleted uranium and/or other chemical or biologic agents, Congress should appoint an independent organization to review evidence of exposures and to make recommendations for research and treatment. If we have learned anything from the last nine years of the Gulf War illness debate, it is that the Pentagon can not be trusted to objectively investigate toxic exposures or to accurately report about the efficacy of experimental drugs and vaccines.
8. An international organization, such as the World Health Organization, should investigate the potential connection between depleted uranium exposure and reports of increased rates of cancers and birth defects in Iraq. There is undoubtedly a large pool of Iraqi war veterans who inhaled depleted uranium oxides or were wounded by depleted uranium fragments that could be studied. In addition, Iraqi children with known or suspected exposures to depleted uranium (e.g., from playing on destroyed vehicles, collecting DU penetrators) should be studied to determine the possible role of depleted uranium in the etiology of increased diseases.
This research could shed further light on the relationship between depleted uranium exposure and American veterans’ illnesses.
9. The United States of America should accept responsibility for identifying, delimiting, and cleaning up all domestic and foreign lands where depleted uranium has been released. The Department of Defense should further issue immediate warnings to civilian populations, relief agencies, and the United
Nations when American armed forces use depleted uranium in training or combat operations on foreign soil.
10. The United States Congress should task the General Accounting Office to determine the life-cycle cost for depleted uranium. The expenses of creating depleted uranium through mining, enriching, and processing uranium should be added to the costs of manufacturing, testing, purchasing and using DU ammunition. The aggregate cost should also include the expenses of safety training and protective clothing for soldiers, medical monitoring of soldiers and civilians for exposure, health care for exposed veterans and civilians, restricted use of contaminated lands, clean up of contaminated soil and water, disposal of DU contamination, and military public relations efforts to deny depleted uranium’s effects. In this way, taxpayers can decide if the bang is worth the bucks.
11. In a demonstration of true leadership and vision, the United States of America should lead an international effort to prevent the manufacturing, development, sale, and use of depleted uranium munitions.
Don’t Look, Don’t Find
APPENDIX A – DU USE IN KOSOVO AND SERBIA
During the 1999 war between NATO air forces and Yugoslav ground troops, American A-10 aircraft fired 37,550 rounds of all typed 30mm ammunition. (USAF, 2000). Assuming each A-10 carried a standard combat mix of 5 DU rounds with 1 high explosive incendiary (HEI) round, approximately 31,300 depleted uranium rounds were shot. Each 30mm round contains a depleted uranium penetrator weighing 0.302 kg or 0.66 lb. (Fahey, 1998: 198). Therefore, US forces released approximately 9,453 kg (9.5 metric tons) or 20,658 lb. (10.3 tons) of depleted uranium during the war. Following the end of NATO’s bombing campaign, the United Nations Environment Programme (UNEP) and the United Nations Centre for Human Settlements (Habitat) (UNCHS) formed the Balkans Task Force (BTF) to assess the impacts of the war. (UNEP/UNCHS, 1999). Within the Balkans Task Force, an inter-agency ‘Desk Assessment Group’ was assembled to investigate the use of depleted uranium munitions.
The Desk Assessment Group’s investigation was hindered by NATO’s refusal to confirm the quantities and locations of depleted uranium expenditure. (UNEP/UNCHS, 1999:
61). Consequently, the group was reduced to conducting a review of published literature and making assessments based on hypothetical exposure scenarios. The Desk Assessment Group noted that people in the immediate vicinity of a DU attack could be heavily exposed to DU by inhalation. This is confirmed by US Air Force testing showing that “findings of past air sampling efforts revealed contamination was localized to within 300 to 400 feet (90 to 120 m) of the [A-10] target area.” (Nellis, 1998: 3-9).
Claims that the release of depleted uranium in Kosovo resulted in vastly increased rates of radioactivity in the air in Bulgaria or Greece are highly improbable. Following the release of the Balkans Task Force report in October 1999, Secretary General of the United Nations Kofi Annan wrote to NATO requesting details about the use of depleted uranium during Operation Allied Force. Five months later, NATO responded that A-10’s shot depleted uranium during approximately 100 missions. “At this moment it is impossible to state accurately every location where DU ammunition was used,” states Lord George Robertson, NATO Secretary General, in the letter to Kofi Annan. (NATO, 2000).
A NATO map released with the letter to Kofi Annan identifies 28 locations in Kosovo where A-10’s are believed to have released depleted uranium (see page 54).
(NATO,2000). However, it is likely that A-10’s also shot depleted uranium at Yugoslav forces in Serbia, though no locations outside the borders of Kosovo are identified on the NATO map. The Balkans Task Force apparently did not make much of an effort to look for or find depleted uranium, but Christian Science Monitor journalist Scott Peterson found depleted uranium in Djakovica, Kosovo and reported its discovery in Vranje and Bujanovac, Serbia. (Peterson, 1999).
http://www.miltoxproj.org/DU/Report.pdf
September 19, 2006
FORD merger with GM: Another Case In Point
A merger between U.S. giants promises to whip up financial disparities and meld balance sheets. Cash flow should be an intangible as long as at pertains to the 'mergers' future. Sales and Services; existing accounts have definite possibilities as tangible resources but future transactional promises are intangibles; promised only by sales presentations and slick marketing know-how to either-side; GM or Ford.
GM's sales, mostly to corporate buyers does not address quality, fuel efficiency and core engine technology. Check out this link:http://www.consumeraffairs.com/news04/2005/gm_red_tag.html
Viewing the link below, one can see compromises and non-visionary tactics hopeful of painting a truthful future for Ford: "Analysts remain cautious about the F-150 given the competition from General Motors Corp.'s new Chevrolet Silverado pickup that will hit showrooms later this year, and Toyota Motor Corp.'s all-new Tundra pickup expected in early 2007."
http://www.theglobeandmail.com/servlet/story/LAC.20060918.IBFORD18/TPStory/Business
What does a merger bring forward; the continued existance of one or the other's technologies, processes and governance structure. Since these groups are still competitors, their foundation or base business platform are different and dissimilar in all things factory, Information management and Information technology wise.
Yes, a production line (moving line) may have simmilarities but the processes are not mergable. Difference in technology; dissimilar database stores and platforms, customer services, supply-chain management and inventory, let alone financial accounting systems with major differences in accounting methods should be capable of merging separate processes and therefore, increase or keep the same, performance technology and methodology. History of mergers show just the opposite and disparate Information Management Systems do not help each other.
Two giants themselves, Microsoft and SAP would agree that there exists major platform challenges ahead. Both software companies will say that their systems are able and ready but in a manufacturing environment SAP has shown world-wide that its mySAP BI with Netweaver and BW are ways to the future. Microsoft speaks of it SQL 2005 database and XP Pro as a viable contender and preferred operational system. So, who makes the choices and are these choices based on truth, politics or a mixture of both.
Surely, for a successful merger that focuses on profits for all divisions and factories, the Unions would compromise and choose only a political solution for its technology infrastructure or will its once mighty hand settle for a pure technological solution?
I doubt that it will - History proves that technology after the industrial revolution is not their friend but a friend to the company executives. So, merging personalities, yada, yada, yada.
Merger's are a sales job and hungry for a survivor; together they may survive but the excrutiating pain comes after when the trucks, cars, production technology and comunications infrastructure deliver the best technologically designed platform that is capable to compete globally on terms of pollution quality and environmental design. Not far behind are components and materials manufactured and supplied. Are these lines of communication open to drastic changes which merger's hasten?
"Although Ford executives have said since January they plan to sell a subcompact car in the U.S. market, the company made clear last week that will not happen until 2009."
The finished product will conjure the best debates and money for continued research and may drive exceptional quality, but for how long and who cares?
Have you seen these cars during the '70's? Pieces of shit - no doubt!
My bets are on foreign exports as they ratchet up technology as they have for the last 3 decades; for outstanding flex fuel use, exceptional microprocessor steering and shifting controls, along with best-practices security and anti-collision avoidance systems, all in the name of pronounced customer satisfaction and truly environmentally friendly machines - bar none or should I say, the bar is raised and opened for service.
GM's sales, mostly to corporate buyers does not address quality, fuel efficiency and core engine technology. Check out this link:http://www.consumeraffairs.com/news04/2005/gm_red_tag.html
Viewing the link below, one can see compromises and non-visionary tactics hopeful of painting a truthful future for Ford: "Analysts remain cautious about the F-150 given the competition from General Motors Corp.'s new Chevrolet Silverado pickup that will hit showrooms later this year, and Toyota Motor Corp.'s all-new Tundra pickup expected in early 2007."
http://www.theglobeandmail.com/servlet/story/LAC.20060918.IBFORD18/TPStory/Business
What does a merger bring forward; the continued existance of one or the other's technologies, processes and governance structure. Since these groups are still competitors, their foundation or base business platform are different and dissimilar in all things factory, Information management and Information technology wise.
Yes, a production line (moving line) may have simmilarities but the processes are not mergable. Difference in technology; dissimilar database stores and platforms, customer services, supply-chain management and inventory, let alone financial accounting systems with major differences in accounting methods should be capable of merging separate processes and therefore, increase or keep the same, performance technology and methodology. History of mergers show just the opposite and disparate Information Management Systems do not help each other.
Two giants themselves, Microsoft and SAP would agree that there exists major platform challenges ahead. Both software companies will say that their systems are able and ready but in a manufacturing environment SAP has shown world-wide that its mySAP BI with Netweaver and BW are ways to the future. Microsoft speaks of it SQL 2005 database and XP Pro as a viable contender and preferred operational system. So, who makes the choices and are these choices based on truth, politics or a mixture of both.
Surely, for a successful merger that focuses on profits for all divisions and factories, the Unions would compromise and choose only a political solution for its technology infrastructure or will its once mighty hand settle for a pure technological solution?
I doubt that it will - History proves that technology after the industrial revolution is not their friend but a friend to the company executives. So, merging personalities, yada, yada, yada.
Merger's are a sales job and hungry for a survivor; together they may survive but the excrutiating pain comes after when the trucks, cars, production technology and comunications infrastructure deliver the best technologically designed platform that is capable to compete globally on terms of pollution quality and environmental design. Not far behind are components and materials manufactured and supplied. Are these lines of communication open to drastic changes which merger's hasten?
"Although Ford executives have said since January they plan to sell a subcompact car in the U.S. market, the company made clear last week that will not happen until 2009."
The finished product will conjure the best debates and money for continued research and may drive exceptional quality, but for how long and who cares?
Have you seen these cars during the '70's? Pieces of shit - no doubt!
My bets are on foreign exports as they ratchet up technology as they have for the last 3 decades; for outstanding flex fuel use, exceptional microprocessor steering and shifting controls, along with best-practices security and anti-collision avoidance systems, all in the name of pronounced customer satisfaction and truly environmentally friendly machines - bar none or should I say, the bar is raised and opened for service.
September 17, 2006
Boeing's Allan Mullaly: A Case In Point
Boeing's Allan Mullaly surely turned Boeing's Commercial Airplanes around. For two and a half years; I was there and saw first hand how it was done and why I know Mr. Mullaly will do good for Ford Motors. Despite Ford's reluctance and arrogance to not deliver globally competitive products to a base Ford thinks it knows best was the primary reason for losing cash flow.
Let's first look at Information Management
and then its technology in one brush stroke.
Do you have any idea how large the Network Infrastructure is within the BCA (Boeing Commercial Airpalnes) division of Boeing? It use to be 58,000 nodes. I saw somewhere that it is now 128K.
http://www.boeing.com/news/frontiers/archive/2005/april/i_ids3.html
Now, this is just one out of several divisions that Boeing owns. Then there are the global partners. As my job as Infrastructure Manager for BCA, my groups included scientists, SA's, dBA's, technical SME's, Financial and Business Managers, Analysts and Chief and Fellow Architects, which represented the Network Infrastructure Services which I facilitated for all of Boeing's Commercial Airplanes division.
http://newsroom.cisco.com/dlls/2004/prod_071304.html?CMP=ILC-001
We handled global data distribution and had sufficient band-width because of innovative and proactive NOC personnel. Scoop up all the dark fiber and only light it when needed and off again when traffic subsides.
I wanted to go after them to do some business analyzing but I was thwarted by my good friend, the fellow architect, Craig Dupler. He was sure that the Network Operations Center, Large Lab, and Distributed Centers World-Wide was proactive. Because we were looking into these areas daily, I had no reason to dismiss his research. In fact, I later found that the NOC was indeed - way ahead of industry because of forethought and proactive processes.
http://www.northwestern.edu/observer/issues/2005/10/20/ford.html
Cost cutting was on the front burner; impose an Enterprise topology of WiFi, and look at SATCom as a potential backup service if needed. We has spinning globes up there to use, right? The offices and campus needed WiFi, but notably the greatest value for return on investment was within the factory walls. Compress this new technology and change out the way planes are manufactured by utilizing a 'moving line' using wireless tools. Savings? Big Time - Wireless' ROI 165% - Cost cutting of $2.2MM per yr. at an expenditure of just over $750K for implementation (hardware, security layered 128 bit over WAP / WEP). The moving line's ROI was into the several millions per plane and several more annually.
Then data stores; too much free space (white space) on servers hard drives. Take away the white space and use it for data. Cut down on the numerical number of servers; change out to more efficient hardware - less power consumptiom, etc.
Go to Microsoft to develop changes in their upcoming Long-Horn and have this consistency transfer to newer OS beta's that would benefit Boeing's way of doing business.
Other enterprise infrastructure demanded that all of Boeing's divisions deliver VOIP for telephony and video; inorder to adapt, Commercial Airplanes formed its own group to look into this Emerging technology; which I headed. My partner was a long-time Boeing employee and frankly, was a dead beat - Charles Green never offered to help me or steer me clear of unforeseen roadblocks or reefs that he surely knew were there. I took this virtual group of 50 active members on a fantastic ride - most of the technology that this group uncovered was implemented in one way or another. I was successful because of them. We produced tremendous effort and ROI for each technology implemented through project management and our ability to talk with each other as professionals.
Restructure not reengineer; A dismal failure was to re-engineer in the '80's and late 90's. But through examination, the internal and external processes the worker's used to service customer's, supply chain and partners were aligned for further cuts because of waste and needed mechnisms in place for delivering process improvements on a large scale. Process management and project management worked hand in hand; not withstanding ISO 20,000 for ITIL Library Framework or other series of ISO 90002 and Sigma Six (Black Belts) which were all designed for process improvments; ITIL Library Framework was a logical next step because existing processes were dumped into the framework and was used to streamline everything in IT. From portals to better servers, from our partners and supply chain - to inacting RFID for inventory; every thing was fair game to process manage.
Then partnerships were established in other countries for manufacturing airplane components like tails, and other parts - cutting off the supply which came from U.S. plants were now processes that went to global partners such as Russian Engineers and the plants their government set up to manufacture Boeing's parts. It was a vision that Mullaly and the Russian government had; without it - Russia would not purchase Boeing Airplanes. Many other countries had the same setup.
Finally, the final straw that broke the proverbial camel's back was the massive layoff's of over 55K to 65K skilled worker's. Wireless (WiFi) now campus wide, and in the factories was a large contributor to the worker's demise. So, the Machinist's Union worst fear materialized. There were several avenues to avert this catastrophy but that's another story.
Now, let me address briefly Ford Motor's tangled web of failure as an American citizen. In many parts of the country trucks are needed to do heavy tasks but that's not all. The majority of drivers thoughts and practices were never addressed by Ford. Ford took for granted the 'old' and mistakenly fragile adage, that if we build it, they will buy. Guess what - they were dead wrong.
Without substantial innovation like automatic steering control or traction control or for that matter better gas and diesel mileage with less emmisions, from their trucks and cars - global competition with these innovative ideas in place sucked the wind right out from under Ford.
Yes, the people base that Ford relied on as the 'dumb fucks', who will do anything we ask them too, did not respond to the new models, evident by the poor showing of financial profits, really gets to the heart of it all. Don't misjudge your clientel by treating them like they are dumb - even though, they maybe... treat them with respect and believe what they say and want and deliver it with creativity and innovative cost cutting ways.
Another point - the Union and Ford are so way outa touch - look at entry line level wages - $27.00 / hour. That's a joke - folks. Entry level - who do you think you are?
Ford! Is the business healthy? NO! So, do something about entry level wages. I'm not talking about skilled tool and die makers here, just the newbe, entry wage earner.
Let's first look at Information Management
and then its technology in one brush stroke.
Do you have any idea how large the Network Infrastructure is within the BCA (Boeing Commercial Airpalnes) division of Boeing? It use to be 58,000 nodes. I saw somewhere that it is now 128K.
http://www.boeing.com/news/frontiers/archive/2005/april/i_ids3.html
Now, this is just one out of several divisions that Boeing owns. Then there are the global partners. As my job as Infrastructure Manager for BCA, my groups included scientists, SA's, dBA's, technical SME's, Financial and Business Managers, Analysts and Chief and Fellow Architects, which represented the Network Infrastructure Services which I facilitated for all of Boeing's Commercial Airplanes division.
http://newsroom.cisco.com/dlls/2004/prod_071304.html?CMP=ILC-001
We handled global data distribution and had sufficient band-width because of innovative and proactive NOC personnel. Scoop up all the dark fiber and only light it when needed and off again when traffic subsides. I wanted to go after them to do some business analyzing but I was thwarted by my good friend, the fellow architect, Craig Dupler. He was sure that the Network Operations Center, Large Lab, and Distributed Centers World-Wide was proactive. Because we were looking into these areas daily, I had no reason to dismiss his research. In fact, I later found that the NOC was indeed - way ahead of industry because of forethought and proactive processes.
http://www.northwestern.edu/observer/issues/2005/10/20/ford.html
Cost cutting was on the front burner; impose an Enterprise topology of WiFi, and look at SATCom as a potential backup service if needed. We has spinning globes up there to use, right? The offices and campus needed WiFi, but notably the greatest value for return on investment was within the factory walls. Compress this new technology and change out the way planes are manufactured by utilizing a 'moving line' using wireless tools. Savings? Big Time - Wireless' ROI 165% - Cost cutting of $2.2MM per yr. at an expenditure of just over $750K for implementation (hardware, security layered 128 bit over WAP / WEP). The moving line's ROI was into the several millions per plane and several more annually.
Then data stores; too much free space (white space) on servers hard drives. Take away the white space and use it for data. Cut down on the numerical number of servers; change out to more efficient hardware - less power consumptiom, etc.
Go to Microsoft to develop changes in their upcoming Long-Horn and have this consistency transfer to newer OS beta's that would benefit Boeing's way of doing business.
Other enterprise infrastructure demanded that all of Boeing's divisions deliver VOIP for telephony and video; inorder to adapt, Commercial Airplanes formed its own group to look into this Emerging technology; which I headed. My partner was a long-time Boeing employee and frankly, was a dead beat - Charles Green never offered to help me or steer me clear of unforeseen roadblocks or reefs that he surely knew were there. I took this virtual group of 50 active members on a fantastic ride - most of the technology that this group uncovered was implemented in one way or another. I was successful because of them. We produced tremendous effort and ROI for each technology implemented through project management and our ability to talk with each other as professionals.
Restructure not reengineer; A dismal failure was to re-engineer in the '80's and late 90's. But through examination, the internal and external processes the worker's used to service customer's, supply chain and partners were aligned for further cuts because of waste and needed mechnisms in place for delivering process improvements on a large scale. Process management and project management worked hand in hand; not withstanding ISO 20,000 for ITIL Library Framework or other series of ISO 90002 and Sigma Six (Black Belts) which were all designed for process improvments; ITIL Library Framework was a logical next step because existing processes were dumped into the framework and was used to streamline everything in IT. From portals to better servers, from our partners and supply chain - to inacting RFID for inventory; every thing was fair game to process manage.
Then partnerships were established in other countries for manufacturing airplane components like tails, and other parts - cutting off the supply which came from U.S. plants were now processes that went to global partners such as Russian Engineers and the plants their government set up to manufacture Boeing's parts. It was a vision that Mullaly and the Russian government had; without it - Russia would not purchase Boeing Airplanes. Many other countries had the same setup.
Finally, the final straw that broke the proverbial camel's back was the massive layoff's of over 55K to 65K skilled worker's. Wireless (WiFi) now campus wide, and in the factories was a large contributor to the worker's demise. So, the Machinist's Union worst fear materialized. There were several avenues to avert this catastrophy but that's another story.
Now, let me address briefly Ford Motor's tangled web of failure as an American citizen. In many parts of the country trucks are needed to do heavy tasks but that's not all. The majority of drivers thoughts and practices were never addressed by Ford. Ford took for granted the 'old' and mistakenly fragile adage, that if we build it, they will buy. Guess what - they were dead wrong.
Without substantial innovation like automatic steering control or traction control or for that matter better gas and diesel mileage with less emmisions, from their trucks and cars - global competition with these innovative ideas in place sucked the wind right out from under Ford.
Yes, the people base that Ford relied on as the 'dumb fucks', who will do anything we ask them too, did not respond to the new models, evident by the poor showing of financial profits, really gets to the heart of it all. Don't misjudge your clientel by treating them like they are dumb - even though, they maybe... treat them with respect and believe what they say and want and deliver it with creativity and innovative cost cutting ways.
Another point - the Union and Ford are so way outa touch - look at entry line level wages - $27.00 / hour. That's a joke - folks. Entry level - who do you think you are?
Ford! Is the business healthy? NO! So, do something about entry level wages. I'm not talking about skilled tool and die makers here, just the newbe, entry wage earner.
September 08, 2006
What Is Business Strategy?
Here he is today: a very happy and humbled man. The opportunities manifested; four fold.
What are the odds of having four (4) separate job interviews happening in the same week? That's what's happening baby.
The first one on Tuesday of this week (Sept. 5th) for an International Business Consulting firm. The second one on Wednesday (Sept. 6th) for the EPA. The third one on Thursday (Sept. 7th - Full Moon) and the fourth one on Friday (Sept. 8th), both the 7th and 8th as well as the 6th are for government entities.
The wonderful and yet perplexing point I wish to make is that during these times; the first as well as the second interviews were done and in each case I was the only person considered for the final interviews. I have been offered positions in each of the four different companies. How strange!
Now, which one am I going to choose? They all have different salary requirements; some lower and some higher than the others but one of the jobs is so cool; dealing with humanity. One deals with humanity but more educating and policing. The other one is managing 10-15 personnel which is all IT and strickly customer service. The one job that is high-visibility, has buuko bucks to pay me, yet 100% travel.
Here are my immediate goals: pay-off my bills, purchase a motor home, quit my job, write two books, at least, and tour America and Canada again, for three or four years then I'll be ready for retirement.
How very strange - as the increase of the moon (ascending) these jobs started to fall in place, then on the full moon day, the last interview was done. The remaining 2nd interviews were done on the decrease of the moon, (building root structures in the Hawaiian Calendar of Agriculture). We all use our own magic, trinkets and prayers; don't we?!
But the unfolding of events...isn't that magnificient.
Business is brighter again...but which one? Which one will I enjoy; truly enjoy performing?
What are the odds of having four (4) separate job interviews happening in the same week? That's what's happening baby.
The first one on Tuesday of this week (Sept. 5th) for an International Business Consulting firm. The second one on Wednesday (Sept. 6th) for the EPA. The third one on Thursday (Sept. 7th - Full Moon) and the fourth one on Friday (Sept. 8th), both the 7th and 8th as well as the 6th are for government entities.
The wonderful and yet perplexing point I wish to make is that during these times; the first as well as the second interviews were done and in each case I was the only person considered for the final interviews. I have been offered positions in each of the four different companies. How strange!
Now, which one am I going to choose? They all have different salary requirements; some lower and some higher than the others but one of the jobs is so cool; dealing with humanity. One deals with humanity but more educating and policing. The other one is managing 10-15 personnel which is all IT and strickly customer service. The one job that is high-visibility, has buuko bucks to pay me, yet 100% travel.
Here are my immediate goals: pay-off my bills, purchase a motor home, quit my job, write two books, at least, and tour America and Canada again, for three or four years then I'll be ready for retirement.
How very strange - as the increase of the moon (ascending) these jobs started to fall in place, then on the full moon day, the last interview was done. The remaining 2nd interviews were done on the decrease of the moon, (building root structures in the Hawaiian Calendar of Agriculture). We all use our own magic, trinkets and prayers; don't we?!
But the unfolding of events...isn't that magnificient.
Business is brighter again...but which one? Which one will I enjoy; truly enjoy performing?
August 29, 2006
Why Try?! Because It Builds F__king Character...A Case in Point!
I have smiled, I have discussed and I have lent my expertise and found one truth amongst many untruths.
As most of you active consultants know; the act of forgiving and mentioning real 'fixes' to infrastructure comes as a hidden danger for most.
Why should we ourselves be concerned? When expression flows forth from ego, one should be fore-warned that perhaps sitting opposite you is an information 'sponge', ready, willing and able to suck out your best knowledge and performance; waiting to applying this new found wealth of Business Intelligence to a foreign infrastructure. Most consultants get paid...I didn't.
A large aerospace manufacturer and senior executive called me in and asked for my input to a problem he was having. Still manually inputting invoices and change orders is unheard of but there it was, starring me in the face.
I was as usual enthusiastic, and lent my expertise, happy to do so, hoping to get the contract - you know how that goes. After following the designs on the board; asking for clarifications, I came up with several solutions. But remember, never dive into the fixes at first - we might forget the details - right? Data Servers, Programmer, Project Management Manager, PMBOK, Sigma Six and SAP Netweaver were mentioned by me.
OK! So here exists an opportunity waiting. I give him the high-level, changed the diagram a bit - never mentioning the details - but expressing these infrastructure changes in marketing terminology.
Call back - as I am told to do so. He says, my solution is too expensive and decides to go with something else. Oh??!!
Sure, I said to myself - he's applying the band-aid, just to fix his own problem and the hell with the other managers and the enterprise infrastructure. Pretty soon - the other's are going to scquak like chickens. He's just built a mess, a costly inefficient mess.
Gee gosh - by golly, I feel better all ready!!!
Till then...
As most of you active consultants know; the act of forgiving and mentioning real 'fixes' to infrastructure comes as a hidden danger for most.
Why should we ourselves be concerned? When expression flows forth from ego, one should be fore-warned that perhaps sitting opposite you is an information 'sponge', ready, willing and able to suck out your best knowledge and performance; waiting to applying this new found wealth of Business Intelligence to a foreign infrastructure. Most consultants get paid...I didn't.
A large aerospace manufacturer and senior executive called me in and asked for my input to a problem he was having. Still manually inputting invoices and change orders is unheard of but there it was, starring me in the face.
I was as usual enthusiastic, and lent my expertise, happy to do so, hoping to get the contract - you know how that goes. After following the designs on the board; asking for clarifications, I came up with several solutions. But remember, never dive into the fixes at first - we might forget the details - right? Data Servers, Programmer, Project Management Manager, PMBOK, Sigma Six and SAP Netweaver were mentioned by me.
OK! So here exists an opportunity waiting. I give him the high-level, changed the diagram a bit - never mentioning the details - but expressing these infrastructure changes in marketing terminology.
Call back - as I am told to do so. He says, my solution is too expensive and decides to go with something else. Oh??!!
Sure, I said to myself - he's applying the band-aid, just to fix his own problem and the hell with the other managers and the enterprise infrastructure. Pretty soon - the other's are going to scquak like chickens. He's just built a mess, a costly inefficient mess.
Gee gosh - by golly, I feel better all ready!!!
Till then...
July 22, 2006
Equal Opportunity Employers; A Case In Point.
WARNING!!!!
Be careful when you pass or approach your mark. Be careful when you're having fun but you know deep inside, you've past your mark.
Look at your senior executives with a jaundice eye when you hit or are close to that mark-they'll look a little differently at you.
I saw a very good man get very angry once after having a meeting with a senior exec. My manager and I were having another meeting together when he told me that what was happening in the Sr. Exec. Office was very unethical. What was happening?
Well, had they gone over the mark, the 40 year old mark. Now this is how the other managers were slowly being phased out and pushed out? This is where layers of managers are now being placed over you to slowly force you out; where you once had the ear of the CEO; no more - until? Well, you get the picture!
But what was happening to that person was that they were way over that mark. The person was 57 not 40 years old. So, what was the unethical thing for the largest aerospace manufacturer to do? Yes, lay them off with the whole bunch; that way you can't prove it. But guess what, aerospace has that history of discrimination towards older workers and my old manager was pissed and can prove it.
But, you say, why did the person get hired in the first place? Because, the manager couldn't find a 'person' or a person 'like that person'. He searched for 'that person'; then told HR, that this was the exact match that he wanted. He said, he just could not find the quality of person he was looking for from the inside. Inside was lithargic. They needed that person from the outside. End of story.
You young guys might think it's all about skills, abilities and qualifications...well, ya! This person has it, but don't go there; it's not.
That person has had all that and much, much more; ever bask momentarily as a Senior Chief Executive Officer; that person has and it's got alot of fantastic highs, headaches and heart-attacks; seriously though, that person was there and did that too.
Or, you might think it's all about not being able to get along or smooze; don't go there; it's not.
Or, perhaps the old guy, is too tired and doesn't know how to express his interpersonal skills; don't go there; it's not.
In fact, that [person] has a 'stage presence which is remarkable. Having been trained on Broadway stages; Las Vegas stages; Hollywood stages; American Tours throughout cities and good 'ol New Orleans; it just does not make sense; so don't go there either; it's not that.
Well, after March 15, 2003 that person's life has turned upside down. 40 months later; now 61 years old, soon to be 62 in January '07, human resource supervisors actually go through the effort of not placing this person in final interviews. A recruiter from Seattle in confidence told that person that their profile intimidates people. Perhaps, it does; but if you're looking for the cream; how then does the person disquise the 'cream'?
I know somebody out there probably has another theory just waiting to blast this story apart, but here goes. OK?! There are Federal guidelines which today are all paper and show; which do not mean a damn thing anymore. You know those government jobs or school districts especially, they ask for your profile, whether you served in the Armed Forces - Yes. Vietnam Era 1962 to 1968. Well, guess what - that's supposed to give this person 5 more extra points and when you know for a surety that you meet 99% of ALL the requirements asked and don't get that interview; something smells fishy.
So, later down the road; in another story, as it goes - there is proof that a human resource supervisor in a certain school district is a liar. Don't worry pal, my wife, who by the way is 'Who's Who in American Business Executives', knows that if it's an inhouse person that's fine, but they shouldn't have the cutoff date at the same time. It's supposed to be - if we don't find somebody inhouse then we go outside. That's the way it has always been. But now, to cheat - what bastards - unethical, bastards. Not good news for that person to actually find out the truth.
Now that we're coming to a close here, I hope the picture is crystal clear. It is better for them (school district) not to even have that person in the final interview - no worries on their part pertaining to any back lash issues - it's the cheating that gets to me (author of article). For you guys that still think maybe this person didn't have the skills for the job - forget it, they have it and more - school districts are notoriously unscrupulous when it comes to the inhouse thing - here's what you can do; prove this article wrong.
Oh, one final bit that I know most of my readers have not experienced, 'non-placement' because of your last name. Of course, this is another but compelling story. Have you had that happen to you? My friend has while serving his country in the U.S. Army National Guard. The EOO (equal opportunity officer) told that person that the reason that person was not getting the so and so 'was because of that person's last name.'
As the story moves along, that person asked him why he didn't do something about it? He just replied. "Are you crazy, I'd loose my job, then." Previously, that person had an excellent recommendation from the President of The Board (he was 'white'); that was interviewing (hiring) for an officer appointment. But could it have been the Commander of the 82nd that made those very unethical statements, or someone in his office who hammered down the gavel once and for all?
Don't worry! The person whom I refer to was born half German (Caucasian) and half Filipino (Asian) and feels and know's of the limits of each race that they are. Although, as that person continues to tell the story; they believe that the 'white side' has alot of growing to do, especially in terms of humility and compassion. The 'white side' lacks this, unless your predicament is different; most 'white' parents taught their children to be and act superior to people of color.
Hope you are different, man! Especially, in Business when honoring the EOE. So, for 'that person' and more; remember there are a thousand stories that are true and never reach the light of day. I understand perhaps a little of what they go through because of emphathy - I will say - compassion is another great virtue to cherish.
Get It? This is Business and we must deal with those issues as Executives, Managers, and Human Resource Specialists.
Be careful when you pass or approach your mark. Be careful when you're having fun but you know deep inside, you've past your mark.
Look at your senior executives with a jaundice eye when you hit or are close to that mark-they'll look a little differently at you.
I saw a very good man get very angry once after having a meeting with a senior exec. My manager and I were having another meeting together when he told me that what was happening in the Sr. Exec. Office was very unethical. What was happening?
Well, had they gone over the mark, the 40 year old mark. Now this is how the other managers were slowly being phased out and pushed out? This is where layers of managers are now being placed over you to slowly force you out; where you once had the ear of the CEO; no more - until? Well, you get the picture!But what was happening to that person was that they were way over that mark. The person was 57 not 40 years old. So, what was the unethical thing for the largest aerospace manufacturer to do? Yes, lay them off with the whole bunch; that way you can't prove it. But guess what, aerospace has that history of discrimination towards older workers and my old manager was pissed and can prove it.
But, you say, why did the person get hired in the first place? Because, the manager couldn't find a 'person' or a person 'like that person'. He searched for 'that person'; then told HR, that this was the exact match that he wanted. He said, he just could not find the quality of person he was looking for from the inside. Inside was lithargic. They needed that person from the outside. End of story.
You young guys might think it's all about skills, abilities and qualifications...well, ya! This person has it, but don't go there; it's not.
That person has had all that and much, much more; ever bask momentarily as a Senior Chief Executive Officer; that person has and it's got alot of fantastic highs, headaches and heart-attacks; seriously though, that person was there and did that too.
Or, you might think it's all about not being able to get along or smooze; don't go there; it's not.
Or, perhaps the old guy, is too tired and doesn't know how to express his interpersonal skills; don't go there; it's not.
In fact, that [person] has a 'stage presence which is remarkable. Having been trained on Broadway stages; Las Vegas stages; Hollywood stages; American Tours throughout cities and good 'ol New Orleans; it just does not make sense; so don't go there either; it's not that.
Well, after March 15, 2003 that person's life has turned upside down. 40 months later; now 61 years old, soon to be 62 in January '07, human resource supervisors actually go through the effort of not placing this person in final interviews. A recruiter from Seattle in confidence told that person that their profile intimidates people. Perhaps, it does; but if you're looking for the cream; how then does the person disquise the 'cream'?
I know somebody out there probably has another theory just waiting to blast this story apart, but here goes. OK?! There are Federal guidelines which today are all paper and show; which do not mean a damn thing anymore. You know those government jobs or school districts especially, they ask for your profile, whether you served in the Armed Forces - Yes. Vietnam Era 1962 to 1968. Well, guess what - that's supposed to give this person 5 more extra points and when you know for a surety that you meet 99% of ALL the requirements asked and don't get that interview; something smells fishy.
So, later down the road; in another story, as it goes - there is proof that a human resource supervisor in a certain school district is a liar. Don't worry pal, my wife, who by the way is 'Who's Who in American Business Executives', knows that if it's an inhouse person that's fine, but they shouldn't have the cutoff date at the same time. It's supposed to be - if we don't find somebody inhouse then we go outside. That's the way it has always been. But now, to cheat - what bastards - unethical, bastards. Not good news for that person to actually find out the truth.
Now that we're coming to a close here, I hope the picture is crystal clear. It is better for them (school district) not to even have that person in the final interview - no worries on their part pertaining to any back lash issues - it's the cheating that gets to me (author of article). For you guys that still think maybe this person didn't have the skills for the job - forget it, they have it and more - school districts are notoriously unscrupulous when it comes to the inhouse thing - here's what you can do; prove this article wrong.
Oh, one final bit that I know most of my readers have not experienced, 'non-placement' because of your last name. Of course, this is another but compelling story. Have you had that happen to you? My friend has while serving his country in the U.S. Army National Guard. The EOO (equal opportunity officer) told that person that the reason that person was not getting the so and so 'was because of that person's last name.'
As the story moves along, that person asked him why he didn't do something about it? He just replied. "Are you crazy, I'd loose my job, then." Previously, that person had an excellent recommendation from the President of The Board (he was 'white'); that was interviewing (hiring) for an officer appointment. But could it have been the Commander of the 82nd that made those very unethical statements, or someone in his office who hammered down the gavel once and for all?
Don't worry! The person whom I refer to was born half German (Caucasian) and half Filipino (Asian) and feels and know's of the limits of each race that they are. Although, as that person continues to tell the story; they believe that the 'white side' has alot of growing to do, especially in terms of humility and compassion. The 'white side' lacks this, unless your predicament is different; most 'white' parents taught their children to be and act superior to people of color. Hope you are different, man! Especially, in Business when honoring the EOE. So, for 'that person' and more; remember there are a thousand stories that are true and never reach the light of day. I understand perhaps a little of what they go through because of emphathy - I will say - compassion is another great virtue to cherish.
Get It? This is Business and we must deal with those issues as Executives, Managers, and Human Resource Specialists.
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