July 01, 2006

Go Tell It on the Mountain

This is my take on this Article...You Tell Me if This Is The Only Way To Do Business?

What Price Is Too Much Before Business Declares Itself Out of Bounds and Off Limits To Itself?


This is exactly why Harvard University is finally teaching a course in their MBA program called Ethics. Ethics is taught in other upstanding universities, along time before - so why has Harvard taken so long? And what, pray tell are the previous students of Harvard Business doing about their own lack of education from Harvard?

Or do we still blame the student (CEO) for everything under the sun?
When does a human being align his might with the subtle powers of his/her own soul - it' calling - talking - but if the body isn't listening - who should die, the person or the heart?

Go Tell It on the Mountain
A Film by Rebecca MacNeice

Larry Gibson's family roots on West Virginia's Kayford Mountain go back to the 1700s. In 1906, after being swindled by a land company representing coal mine owners (as happened to countless other mountaineers), his family found itself with only 50 acres of its original 500. Now, Gibson hangs onto his mountain and observes family traditions, despite the disappearance of landscape all around him - the result of total environmental destruction caused by mountaintop removal mining. Keeping to family and Appalachian traditions of annually visiting the family graveyard, Gibson this year took other locals, environmental activists and journalists along with him.
http://www.truthout.org/multimedia.htm

Business is Business; Case In Point.

The Business of The Military - Big difference from corporations, multinationals and all.

One thing in common - product produced must be cheaper, faster, stronger - and a winner in the consumers eyes!!!!
You tell me.


[1] Is this a lean corporation?
[2] Why are the workers (employees) disgruntled to the point of AWOL?


AWOL: GI War Resistance in Canada
A Report by Geoffrey Millard and Sari Gelzer

The Department of Defense has recently reported that 8,000 members of the US
military are listed as AWOL.
Currently 24 war resisters are known to be in Canada trying to establish citizenship, with an estimated several hundred more living there underground. Truthout's Sari Gelzer and Geoffrey Millard report from Buffalo, New York, and Fort Erie, Ontario, to bring you coverage of Peace Has No Borders, an event that brought US attention to political refugees in Canada. Geoffrey Millard interviews war resisters about their decision to refuse deployment to Iraq and seek asylum in Canada.
http://www.truthout.org/multimedia.htm

June 22, 2006

Personal Music or Business Forum

Can your personal music wishes and endeavors painstakingly transform from anxiety and/or pleasure to a business thrust? If it becomes all business when is the music part of it enjoyed?

You know those people trying to get on 'American Idol' and other show-cases; is their effort an endeavor of fun and pleasure, or shear torment and business?

Oh! When will the contestants finally combine any of the above and call it pleasure?

You tell me...

March 27, 2006

Before There Was A Business, There Was A Dream!

My dreams are protected by U.S. Law and my dream catcher.

Before the horse came the cart was there or was it before the cart came the horse was there? It is the ultimate feeling to be surrounded and engulfed in thought which floats around until it becomes an epiphany. Such are the dealings and intimate structures of an idea about a business which is about to blossom that enters your thought processes.

Ideas, feelings, sure-things, gut feelings are no more than adrenalin filled bags of want. Ideas that come on naturally, are different though. Let's examine how one really wins at this.

You have to win - there are no other options unless you want to explore the alternative. If that is the case, it is a dismal path, I can assure you. Let's wander together, ultimately finding our place in a situation that provokes careful scrutiny. Careful is the buzz word here.

Long ago I was in a place that I watched grow in population. Many years later, I returned only to pass through the town but was aware that the population had now risen from 10,000 people to over 150,000.

Other truisms can be found in many places where I have been. We, my wife and I, have known for a long time that where we reside now, will soon be a retirement haven and probably equal or surpass Arizona. It is the timing, the smut or smog of Arizona that creeps in. Equally as tragic is the shortage of water in Las Vegas, Nevada that will literally empower the population to 'sell' now and move to other brighter new beginnings.

Don't kid yourself...One more example after moving from 'God's Country', through no fault of our own, but if not to guarantee the education of our children, we knew shortly, that tourists would arrive bringing with them climbing property values, taxes, congestion and an eagerness to dominant the natural habitat. Yes, all of this has happened to me and my wife and together, it continues to unfold; our predictions, inventions, ideas, all come about and materialize.

And if it were a fact, that money was the only currency that held back successful businesses, we would have seen many flourish in our paths, together and separately. The latest source of energy and unfolding happens to be in a remote desert area where we reside now. I have long felt my idea of having large corporate giants set up shop in this desert, not only a good thing but one of our more fabulous ideas. Could it be the powers of strategic visionary patterns that have unfolded?

You see, in Information Technology, mid to large corporations need vast amounts of data. This data is best serviced, if and when it is made available locally or as close to the recipient as possible-this program is called distributed computing, and archival repositories which involves data storage servers, infrastructure for communication and of course, utilities and housing for its workers.

We live in an area where a considerable amount of large portions of acreage is not subject to earth quake damage; no fault zones. So, we have the county building their datastorage infrastructure here. About 50 or so miles away, Microsoft and Yahoo are setting up huge datastorage areas buying land for a million which is presently unavailable in Seattle and if it were, at what price? Easily, 1000 times more and risk quadrupled because of the active fault-zone.

Aside from the computer businesses, there are areas here that will host the best of class, resorts and retreats money can offer because we said so! Actually, Europeans at the turn of the century made many of these areas famous by coming to America to partake of its lakes with healing waters.

Presently, there exists a fantastic buy-if only I had the spare change, I would follow all my hunches and dreams. I've only been unsuccessful when I, my self was not fully engaged. You know, when your energy is displaced and your full focus is segmented-you've been there, you know what I mean.

If you have ever believed in bio-fuels, you should setup real soon. Agriculture waste is just waiting for the right person to turn it into E85 fuel. All happening in an area yet to be discovered by applying rigorous amounts of sweat equity, entrepreneurial discovery and angel or venture capital. The technical experiments have been done by a team I once worked with, but because we saw different paths we no longer collaborate, but nevertheless, the technology has been proven and is not difficult to implement at all. A windfall awaits the right person(s).

Now, you can realize your dream and I know for many the dream has not yet surfaced, however, the best dreams happen here. In my mind and in your mind.


Now, perhaps I have finally fine-tuned my god-given talent and blessing by partaking and building an ever expansive vault and why not? I have had to hone this best practice of dreaming for more than six decades now. There are many Indigenous tribes that practice the art of dreaming and you didn't believe it... How rude!

March 22, 2006

Start 'em Young

Yesterday, was actually long ago.

In business, I first spread my wings selling candles and plaster figurines that my step-dad made. I went house to house in our community in Lanikai, Hawaii. This is tough-selling and is the only way to build a foundation of resolute commitment which creates a sense of detachment. In one way, you are engaged in a transaction, in another, it is not all consuming because you the seller can go forward to the next predicament of another selling experience. I was 11 or 12 years old.

I next ordered a case of religious cards with soap samples shaped into angels and the like from a company. When I knocked on doors and showed them why I came, I'd hear, oohs and ahhs about my cards and soap sculptures. I kinda liked this stage until my brother Ronnie cut up all the soap. My mother was furious but she salvaged the soap and used the many pieces in the wash, cleaning, and where ever soap was needed. I moved on...What made my brother do that? Boredom? I was 13 years old, my brother 11.

I sold newspapers for the Honolulu Advertiser. Troubling as it was I got up at 4 a.m. every morning or so I wanted to believe. Some mornings, especially Sunday's, I found myself sleeping in. Until the singing morning birds woke me-it was panic. People waiting for their papers-standing in their driveways. Wow! That was what you can call a rush.

One area that I covered was so steep, I had to push my bicycle up this hill. Some Sunday's were so incredible I carried two bags full of papers because in one bag I'd only fit the exact amount for the 'hill' and leave the other very full bag by the stop sign before trudging uphill.

Then there is the lower area where I'd put my feet up on the handlebars as I raced past the running barking dogs that wanted to eat my legs off. Many mornings however, I did not get up on time. One trick I tried was placing my alarm clock on an upside down galvanized wash tub. Well, the sound would send anybody through the roof when the alarm went off at 4. Who did it wakeup? Not me-I slept through the ringing. The contraption gonged so loudly my step-dad was the one who would wake me up with screaming. I was then 13 or 14 years old.


Next phase of my career started when I was fifteen, just starting puberty. I became a grocery bag boy in a local store called Foodland Super Market. After school it was off to work. Work...work. Is it really all that it's trumped-up to be? Would it not be better if I were so rich that I did not have to work-I think so. Somebody's been feeding us these crazy belief structures you know. Oh, I digress.

All in all, I think for what it's worth, work tends to focus a person's being, if not for survival. Aside from the obvious, work should not be overly confusing nor out of balance. We really should be balancing focus to unfocusing structures or else we miss the whole point of being in business.

There is enjoyment in life and more and more people are looking for more of the enjoyment part of business. At least, I am. Long gone are the days of doing business for the rush. Freedom surely is a rush, but unfocusing is the absolute wonder of why we all try to obtain a bit of, or a piece of, that proverbial delicious pie. I am 60 plus today.

March 11, 2006

Education and Business-No Difference; Case In Point.



When trying to understand by articulating the differences between Business and Educational institutions in the United States; they 'know no difference'. They both share in terms of service for their customer and/or product. One deals with unethical behavior and another tries to keep ethics in-you decide who is playing who or playing fairly.

BEST PRACTICES:
Though education in America is slow to adopt the 'best practices' of business for its finance, business strategy, and IT architecture enhancements, which will deliver a cleaner enterprise, it is definitely not too late.

For once, education has a teacher, a mentor, in good business. The educational predecessor that will and can teach education to be more efficient, while growing innovation, by meeting the challenges of limited resources on a total enterprise of an existing school district.

GROW TENTACLES:
Many times, technical people for all their worth and glamour, can stifle growth in the very direction that they themselves are wanting to grow. Why? Plain truth-technical people need to grow tentacles with deep understanding of the business in which they find themselves supporting before they run-off and spend more money purchasing appliances; switches and servers. Those days are coming to a close.

Technical skills are a necessity for integration and trouble-shooting activities-nobody is saying that these skills are not needed, however, when inarticulateness (too much technical) plays into a strategic exercise, this is not the time to defend your turf by being more technical because the overall project will therefore suffer. We need to climb higher first-grab a glimpse of what we are trying to accomplish through visionary collaboration.

CORE VALUES:
In this case, education has developed a 'mission statement' that is a 'strategic vision' presented to the educational hierarchy. It contains the 'core competency' which many a business finds difficult or reluctant to pin-point at their own peril.

Though education calls it by a different name, it is still their 'core competency' statement. The core statement is then rigorously examined for 'core values'. These are three to four subordinate strategic bullets which lay a foundation for the 'core', building depth and breadth to lead a path to a precise focal point, delivered from the Board of Education.

BUILDING THE CHILD:
An unglamorous and important fact is that most school districts within the United States of America, miss-out when they cannot understand. They, the districts, fail to understand what those 'core values' in fact, mean. This is unfortunate for them, because the end-result and product of the 'core values' and 'mission statement' lends complete focus on building the child, period! The child is education, and education is the child. In other words, to 'feel wanted and respected...' sounds more like, what we all cherish and want ourselves.

SECRET WEAPON:
Are all these mission statements, core values, and priorities misplaced AND/OR ignored? I don't think so, at least I still believe that these 'statements' are the beginning of an end-result, which is a wonderful strategic statement at best. It is in part, my secret weapon when building the connection between IT, business divisions and departments. Understand this very point and your picture of how service is to be delivered, actually the tools, becomes much clearer.

ETHICAL IMPLICATIONS:
Whether or not any technician(s), or for that matter, any of the staff, including executives, managers and the office of the superintendent, understand the ethical implications and power of these statements to educate the families children is a lesson of global proportion. Although, in all situations there are those individuals that shine-these I admire!

A TO B = Z
I BELIEVE that when they were young and passionate for their work, they understood. Whether they continue to function within that same realm is an exercise of renewal, when A to B = Z. Nevertheless, I am about to 'see' first hand, if the Las Cruces Public Schools in New Mexico, in reality, is made-up of individuals who still stand-by their ethical principles-standards and higher 'core values' of that school district. I am betting that they do...


This next section is where I am reporting on my trip to the Las Cruces Public Schools. REPORT: They are embroiled in what is a tantamount battle for turf. Their superintendent's doings (threats and resignation) and the bickering have been all over the local newspapers for many a Sunday. The Chief of Technology-the position which I went down there to check-out, is gone also. If it existed before I went to visit, I have no idea. Two top positions gone.

PUBLIC TRUST
I worry about the public trust-what is the public doing? I mentioned to the hiring board if they have considered having electronic (smart devices) badges for their children-so you really know who's in school (criminals, child molesters, etc)...Does innovation sound familiar here?

At least, from what I could 'see'-perhaps data servers and their departments are not protected. Firewalls are not secure 100% anymore, hackers can go around firewalls today-hello! Wireless access points are not really secure, if not stacked with WAP, WEP and 128bit programs, yet they are still vulnerable. Two most vulnerable points for any device is the integration layer and the application layer. These are the areas where the intruder enters.

If this assumption on my part is correct, then this next assumption is equally important where Hackers can hack into the districts computers for children's sensitive records which could expose to the Internet (global) public at large, visibility to home addresses, telephone numbers, and all sensitive records pertaining to that student.

Students need better exposure to real technology so they can compete in a global market. Think Globally, here!

Costs can be cut everywhere! Because most districts at large run inefficiently. Yes, because when a group is used to running an operations without massive change; change management, the group is vulnerable to high critisism. The way you do business is based on the vision: to educate every child, because you're beholding to every dollar that is expensed, guess what? It's a new day-a new way of promoting the district. And the cost/benefits ratio can be equally applied to Operations and Students. To empower the schools supporting mechanisms pertaining to logistics, and services requires maximum exposure to decreasing cost structures of automation.

Technology in operations, in many areas need RFID (radio frequency Identification) tagging for inventory-bus parts, school supplies, food ordering; go ahead you use your own thinking and creative skills here. Automate everything. Start re-engineering the employees. Call for early retirements, re-educating some for other positions.

Order 50,000 pencils because your vendor says so, but not realizing that automating the supply line will and can inject savings directly into inventory by having vendors informed when stocks are low without the district purchasing 50-60-70,000 of anything. Savings (money) then goes to refining the internal processes.

Not really a secure enterprise (school communications) which I'm painting here.


Yes, challenges mount, understanding and discussion should be clarified, if and only if, we understand our own souls. The 'statements', the 'values', the 'strategic vision', all hold a common thread that guides initiatives to their proper end and beginning.

Without understanding-how can one be truly an enterprise architect for education? We are all enterprise architects' for our children. How then can a technician understand the correct integration and implementation of tools which IT will deliver without knowledge, and comprehension of that elusive point which we call business value. IT MUST BE TAUGHT...

He or she can not know unless, simply they are changed emotionally, which rearranges that concept of IT the technical for the betterment of the business whole. It now becomes broader, more deep, and far wider than first exposure. We have then only begun to align the backbone of information to our business existence. If it were not true...How then did wireless communication come about? Was it not for the promise of untethered basic communication and freedom?

Lyle K'ang, MBA/IM
Senior VP of Business IT Communications Consultant
LYVEOASIS

March 01, 2006

I Need This Person...Well, Just Ask...


Ask...

~PROFESSIONAL HIGHLIGHTS~

• Diverse twenty year technology background. As Chief Executive Officer for startup computer-electronics-network corporation, business clients included utilities, education, government, aerospace industry, and manufacturing. Other positions held-Chief technology officer including technology Lab, and fiber optics networks. Held technology specialist positions with increased responsibilities~
• Architected strategic overlay for client’s infrastructure enterprise
• Process Architect ~ eliminating silos ~ increased IT and business efficiency
• (BI), business intelligence efficiency design including SAP BW, & Cognos reporting tools. Ability to discover core business competency for customers. Chaired Boeing’s 62,000 node-VoIP, Data Center, WiFi, RF, RFID network infrastructure services~
• Expert in project management (PMBOK), & team building~
• Restructured personnel development & communications to build business value~

(c) 2006 Lyle K'ang-

~EDUCATION~

05/27/2002 – 03/23/2005. Aspen University, Denver, CO
MBA: Business Administration specialization in Information Management
GPA: 4.0 Commendation. Delta Epsilon Tau International Honor Society

February 28, 2006

The ROI-Death (War) Politics or Security; Case In Point.

I am responding not only to this article from a recent post by CIO, but introducing my credible information as a person on the ground whose team worked these RFID issues in the Boeing manufacturing sector from 2001 to 2003. I was the Network Infrastructure Services Chair and Business Manager for this RFID team. This team was one of six or seven different projects that were on-going in which I was 'full-on' and involved, as far as I know. Through no fault of my own, except perhaps my age, I was layed-off with 40-50K people. Additionally, this in turn is another article on port safety.

METRICS:
"One of the challenges that comes along with securing the supply chain is measuring success. How do you know you've prevented something that hasn't happened?" I mentioned in my last post, [Lyle K'ang; No American Management for Our Ports?] about efficiencies. By using traditional business metrics: "Improvements in safety, insurance liability, efficiency.These are outgrowths of a good security program." [Reference 1: Security Compliance, Customs Rattles the Supply Chain.

Well yes, and by the numbers or metrics that are produced that specify 'no hits' or disabling features (dirty bombs exploding) which customs are tracking and looking for. At first glance, it is an easy-no-brainer-approach, of course, this is the obvious way, and a 'best practices' method!

What is a good system is the 'old dash board' system of BI (business intelligence)used in Boeing's manufacturing plants. No problems-the light stay's green and the line keeps on churnin' away. Used in other companies as well, I assume this process will allow freight to move through at lightning speed with the new ATDI. If your cargo is 'trusted' you can go right through via the 'green lane' and not be inspected. This is a great system-you know, getting products there fast. However, are there any foreseeablee features not architected that can breach the 'express lane'? You tell me...

"The reduction in inspections promised by C-TPAT (a government sponsored Web application) are another potential source of ROI. Toymaker Hasbro spent just under $200,000 on its up-front C-TPAT compliance and spends an additional $112,500 a year maintaining it. Since it became C-TPAT-certified in November 2002, its inspections have dropped from 7.6 percent of containers coming into the U.S. in 2001 to 0.66 percent in 2003. Given that in 2003 the company imported about 8,000 containers, and that port authorities charge around $1,000 per inspection, Hasbro is saving about $550,000 a year in inspection costs alone, approximately a 5-to-1 return rate." CIO 2006

"Members of the trade community expect that ATDI participation will be a requirement for Green Lane status. The definition of Advance Trade Data Initiative (ATDI), "which requires importers to share with Customs every bit of information about a shipment, including the purchase order, which ports it passes through, proof of delivery and its final destination within the United States". And while no one has a firm timetable for the merging of ATDI and C-TPAT (Customs says that participating in the ATDI pilot qualifies companies for tier-three status), the funding is in place. In November, Sen. Murray introduced the Green Lane Maritime Cargo Security Act of 2005; expectations for its passage are high. In all likelihood, CIOs will have between 18 and 36 months to prepare for compliance, but a terror event looms as a wild card. If there's an attack, that timetable could telescope quickly." CIO 2006.

HUGE DATABASES?:
In large companies, databases become very costly and purging data requires a project team to define which, when, who, where, data gets purged. How long it's archived, and for what purpose. IT Architecture is advanced enough today to take in these scenarios. As conservative as we all are, especially in 'money producing the perfect design', it is a 'best-practice' to limit the data archiving processes as an intelligent design.

RFID [Radio Frequency Identification]:
"Smart containers could tell Customs officials (among other things) whether a container had been opened, and, if so, when and where." Reference 2: The Stories Containers Tell-Technology can make the cargo talk.

HIGH SEAS-SATCOM:
I assume the above statement is voicing its concerns about the high-seas and voyages. If it is, the tracking and reusable RFID components have apprecialbly decreased in costs from 3 to 6 years ago. In fact, by using this RFID technology after refinements, budget/costs studies and fairly balancing risks to shippers, ports, destinations, and visual affects of a port explosion in America to its population is imperative. But if not implemented, any company that does not integrate RFID or similar technology to secure our shipments on the ground and ocean, today is dumb. Again, without going into the technical nuances of using Satcom and close reader mechanisms which read RFID tags within buildings, we'll assume that you the reader, has an overview of the technical workings of what it can and can't do.

"Assuring that your suppliers are handling your cargo in a secure way will require greater visibility into what is actually happening in the supply chain". CIO 2006. This is being done today on the ground in battle, in many aspects to record through RFID, smart containers, vehicles and servicing logs and utilizing other promising emerging technologies that are tied into a basic concept of RFID mechanisms.

"For intercontinental shipments, an RFID tag can trigger automated alerts when a container enters a terminal equipped with an RFID network. (Without automated alerts, importers are at the mercy of terminal operators who sometimes don’t send their manual alerts until days after a container arrives in the United States.)"

BOEING:
The above scenario can be done today as witnessed again with Boeing's directives. To further lend credence to my team's research, is Stanford's Professor Hau Lee who found that "between reductions in inventory and pilfering, as well as other savings, companies that use technologies like RFID can avoid as much as $462 in costs per container. Reusable RFID tags range between $20 and $150, and networks can cost from $30,000 for a small site to over $1 million."

NOT A CORRECT STATEMENT:
[["But right now, many of these technologies are still too immature or expensive to work in the real world. Until then, companies will need to integrate systems with their overseas suppliers so that they can risk-manage the supply chain by spotting anomalous activity as it happens. Even secure processes "can be compromised," says Ken Konigsmark, Boeing's C-TPAT program manager. "[Overseas workers] get paid peanuts, and it would be very easy to bribe them."]]

PUT RISK BACK INTO THE MIX?:
The above statement is putting risk back into the mix instead of removing it. Using broad statements without any bases to backup such ridiculous truisms is incredible and meant to confuse the reader about real practices and opportunities that RFID delivers today. Ken inserts about three (expensive, immature, bribery) different topics in his one diatribe.

Let me explain. For instance, Boeing is now working on a technology called 'flight bag' which essentially downloads and uploads information by a system that automatically updates the avionic systems in the cabin, for incoming (docking) aircraft. (It's a get ready for the next trip, type of application). This same system can be extended and used for exports and incoming ships that approach ports since its main fuel is wireless AP's, and/or Satcom used as a backup or redundancy or as an alternative. Electronics or transducers which can be made to record weights of vessels or anything WE want to record, takes innovative thought.

POOR PEOPLE:
Saying 'poor' people (the enemy) can 'hack away' into secure systems designed by security scientists doesn't say much about educated Americans, or 'no nothing' well paid executives. VP's who have nothing to add but company politics should be replaced with bright, energetic, innovative men or women whom are humble and knowing, that make statements supported with ethics. If the systems are breached-they are breached by under-paid internal American security folks. How naive-replace him-he's 'poor' in thought.

Now perhaps, I have introduced a similar atmosphere in which the Coast Guard finds itself in today or probably more aligned to how Boeing can race-to-get its product to market. But 'big' ships are hard to turn in water, no matter who you are, Big C or Big B.

So, what do you say? The CIO article as it stands, is a fantastic, gigantic hoorah, for what we can do as 'a movin' team' when we're pushed to the wall. Don't feel pushed yet? Please don't wait for our 21+ ports to be managed by others besides our American companies and our U.S. Unions. Lazy or Innovative. Intelligent or Ignorant. Tired or Energetic. Or are the ports political? Never mind that-nevertheless, they are not secure! You tell me!!

February 25, 2006

No American Management for Our Ports? Case In Point.

The recent accusation that American business can not be found nor assumed to be viable, if found to run our countries 16 ports, is not a business statement, nor provides a climate for business discussion that want to manage these ports.

The statement is a political statement and not the focus of this web site, however, I will clearly, yet succinctly, try to produce ALL business issues from my vantage.

It appears from what we are learning from the outrage, is that there are Unionized ports or entities thereof, that are Union run. Nothing wrong with that, providing that the Unions, which include their rank and files KNOWLEDGE, are providing the benefits' to those workers' according to Union contracts and Federal Laws pertaining to rights to organize in the United States.

WORKING TOWARDS A COMMON GOAL:
Again, I have no problem with Unions when working for worker's rights alongside management are involved. I was a VP of the [ILWU]/AFL-CIO International Longshoremen Warehouse Workers Union in Honaka'a, HI. This was a time when Ghiradelli Chocolate treated the Filipino workers-mostly Hawai'ian Island born, like third-world imbeciles. This is not good for business. Hell, tourists could see right inside the factory that things were not correct. So, can you share in my point, when I express that there is nothing wrong with Unions, if and when they live up to their contracts. And, in this case, the ILWU did. When Unions carry the same vision and work in concert with the company execs. you have an enterprise, a team focused on winning (profits, cash, move products). When you don't have this cohesion you have both sides working against each other, and in the case of the Macadamia Nut company (Ghiradelli), it did not take long, in less than five years they claimed bankruptsy.

AMERICAN SECURITY:
To state that no American businesses exists that can handle the management of our ports, is a form of criminal utterance that begs to confuse and further cloud our collective goals as Americans that want and demand American security.

A loosely constructed statement undermines American security by saying to the World, that we (Americans) are not capable of performing management, in any form, let alone on our own [4]-[16]-21 ports. If all of them are deep water ports, these then are extremely valuable to Americans in times of moving commerce and National Security. Is this not in the best interest for the American citizen?

When you are inducted into any branch of the service as a GI (government issue), you are sworn in to uphold The Constitution of The United States of America, to protect America from domestic as well as foreign enemies. These are our 'fighting men and women' of uniform. We have capable National Guardsmen to perform these tasks. Without getting into the nuances here, we have trained border patrol, FBI, Homeland defense mechanisms in place to guard us from foreign invasion. We can do this and must, because as it stands, many systems are still broken and have never been inacted. Management here recieves an 'F' grade from a U.S. commission -

ARCHITECTURAL OVERVIEW:

If we have potential breaches in one or many of these architectures or components, management holds the responsibility to quickly correct, test and perform Quality Assurance on the corrected Process. This is architectural management which includes, process and sub-level forms of Program/Project management. These skill levels as well as processes are scrutinized and tested thoroughly for function to assure that its deliverables and tasks are met, within the allocated budget and time constraint periods. Many of the processes used in America come from the Project Management Institute and International ISO9000 Certification Societies where we hold appointed seats.

SYSTEMS:
Our own production and scientific research facilities have produced some of the finest equipment during WWII and presently, today's (public knowledge) war-grade RF Communications. If the plan is difficient and not ready for publication or production, it goes back to the drawing board, specifically, to correct that anomally. Simple as that.

Perhaps too simple. The present container management is broken-containers are coming in (supposedly inspected elsewhere) to our ports with manifests that are grossly in error. Some containers weights are far heavier than the manifests say. So heavy, the cranes have a hard time lifting them up. Does this scenario wave red flags for you? It does too me.

Without going into too much specifics, remember, if you want to venture further into our weapon/technology history, defense companies and others have manufactured systems that have grossly malfunctioned. We should look at the Program Managers and political focuses here and find fault with them, their CEO's and Senior Management for botched projects that kill and maime Federal personnel. They (management) must be held to a higher standard and be accountable. It is an honor to be called into management, therefore it must be treated as such. Not debased with filth , power, and greed.

MANAGEMENT:
American Companies' lack the expertise to manage our ports is an incorrect statement as far as ethical performance goes. It is clearly, a fraudulent statement made in haste by our American government where each member took an oath to protect The Constitution of the United States of America. Are they delivering on that promise to the American owned/multinational companies and specifically, the American citizen when statements are incorrectly put?

BUSINESS/GOVERNMENT FOCUS:
Is this another business error or management shortcoming? It's not as simple as that because our government was setup in such a way as to not emulate big business because it has a dissimilar functon or core competency than a regular corporation or multinational. Let me explain briefly, a business' core may have its focus on customer support or the customer satisfaction for its services or products.

The governments' focus is many-fold and not about profits. But when distilled, it boils down to one core competency and that we are that core; 'we the people' must always remember-that everything revolves around 'WE THE PEOPLE'. Security, National Security, Foreign Policy, Internal Infrastructure (highways, roads; dirt, gravel, concrete, blacktop. Utilities; electrical, water, sewers. Shipping lanes. Oil and gas distribution lines and ports), are all high terms that act as umbrellas to protect, provide for and guard the CORE of These United States of America, 'WE THE PEOPLE'.

TAXES:
Nevertheless, the person or person(s) making these statements and/or condoning that America can't manage its own ports, is undermining my protections granted to me as a citizen and our American Security...business, et al. Period. Businesses pay taxes for commerce infrastructure (trucks, air, ships, railway), and should-they expect their payload to travel from one point to their destination safely, and should. They depend on the U.S. Government, a.k.a. U.S. Coast Guard to protect them-once out in International waters, other protections take-over.

WE THE PEOPLE:
Furthermore, our national collective conscious and focus after 9/11 promised to strengthen our security of our ports...another exclamation from business and the citizenry. We assume that the United States knows of or has several American Companies that are capable and willing to provide port management, but because of other focuses, it has been verbally stated that none exists. Why? Isn't America the Greatest! Yes! Because of 'THE PEOPLE' and its diversification.

If none exists (American port management companies), then MY government for similar programs, in the past, has opened several venues to train and produce the 'best of class' programs that have addressed these other shortcomings, and can perhaps do the same for this issue in the United States. After going on four years, since 9/11, if we have not addressed these many shortcomings that (WE THE PEOPLE) are not aware of, I ask, what has management been doing? What does the board say?

GLOBAL ETHICS AND INDIVIDUAL POLICING:
Today, in executive business boards across the U.S. and overseas, address issues that are more directed to their governance boards' and policies. I like to think that they are driven from a foundation of ethics, which include global ethics. Some companies do this-AHEAD of and in concert with monetary gain, but you seldom here about them.

PROCESS MANAGEMENT:
No! American Business Management for Our Ports, is not a business statement but an agenda with a different name. Business issues are solved through collaboration and integration, utilizing processes which use metrics, a viable form used for producing analysis by reaching the bottom lines of financial goals.

POLICY-TECHNOLOGY:
Technology is a very helpful tool and will solve 85%-99.9% of the problems, but it is the 14.9% or .9% that I worry about. This less than 1% of the equation if systems are almost perfect, is the failure of the human component to excercise his or her's 'free will', to 'think out of the box', to act apart from the daily politics by following a set of guidelines and procedures. These can only be assertained - produced from a security panel that has the American peoples' interest as their goal.

Within these guidelines and procedures, a deliverable of this panel is to produce a working outcome that promotes efficiency through tehnology use. This has to come from that government panel who also draw their expertise from consultants whom have U.S. American security clearances. This means NO foriegn entities allowed. Why? Because inorder to draft a stable, viable and thorougly efficent system, those that plan the process will have to know U.S. process lines which maybe secret.

These 'secrets' can come in the form of where and how do escalated issues that may come from 'storage' or 'unloading' areas, as examples, receive immediate remedy? Once these are established, potential candidates have to declare that they meet the guidelines, have the monetary wherewithall to perform technically. Which means simply; SAFETY! And trucks, lifts, fuel containers, service crews, including IT such as computers, scanners, sensors, databases, secure wireless, redundant servers, firewalls, and backup apparatus have to be in place in secure locations, off site, tested and ready to go, at a failure rating of 99.99% to 100% within 6 months after starting.

SIGNUP:
Where can American businesses gain access to view the requirements needed, if they themselves deem that they pass the test with the required knowledge and financial stability, to perform on a competitive basis? But instead, we are told that (WE), don't exist?

EQUAL OPORTUNITY:
Can we have a match or contest of business competitive management vying for these slots? Should it include businesses which are driven by executive women managers', and what about American ethnic minorities? How will they compete? Equally burdened or is there room for favoritism? If there is room for unethical behavior, then there exists a considerable breach of policy and must be repaired immediately!

Somehow, I believe it will never happen, but strangely enough, if it does, there are past and present guidelines in place because, it's in the LAW!

February 23, 2006

Document Retention Strategy


To be ahead of the anxiety that litigation hold has on a corporate culture, IT and governance executives must meet before it happens. Many times this does not happen. Waiting till the courts inform you, is too late. Late, because money, time and scramble efforts does not help you.

WHAT IS NOT NEEDED, is complex. But by formulating a plan to save specific data, by training IT personnel in what is needed is most important. Nevertheless, testing via quality assurance with counsel, litigators and IT personnel is healthy.

Now there are several excellent companies that do this service to help you pre-plan.

I ask you that have experience here. What did you do?

Lyle K'ang, MBA/IM
Sr. Business Analyst
IndyMac Bank -Cognizant Technology Systems

February 18, 2006

Acceleration Optimization


Making money, making profits after expenses is good, right?

How can we drastically cut our expenses by 50%?

Well, at least by 34% and I'll show you how.


By using a combination of fixes:


1. Business Performance Management (Infrastructure)
.

2. Business Application Optimization and IT architecture enhancement.


1. Business Performance is critical, especially when looking at exacting issues that off the top, look like a nightmare for you. There's money in there being wasted-I'll get to that soon. Secure Web optimization is one of the processes that come to mind. The other is WAN Application Optimization and its benefits.

#1 can promise you a a reduced bandwidth utilization by greater than 75%. There's a bunch of acceleration optimization technologies out there. Be careful-many can hurt your bottom-line.

2. Business Apps., middleware (open source) and the optimization of its software and hardware engineering by using special products that go along way in defining this type of process. I know of several within that framework labeled as Application Traffic Management.

There's the reliable and secure access of corporate data, authenticating offloading and layering every layer for better network security for these applications is a must to prevent against application attacks. Of course, there will be application layer attacks that may go undetected but without the checking capabilities of blocking and logging application layer attacks, the absolutely critical stage of application firewalling has not been met.

With #2 in place we can actually see our costs going down by requiring fewer server resources and lower overall infrastructure costs. Dramatic improvements to application performance is noted.

I would venture and guess that some of you know of the practice to break the client/server connection dependency through TCP/IP multiplexing. There's another example of efficiency.

Now, if you want more information, for a reasonable fee ($110.00 for assessment-then negotiated contract fee to finish the project), we can go over your infrastructure and recommend the systems and performance approach mentioned in #1 & #2.

Reply to this blog and we'll carry-on a dialog to assess where your infrastructure is or is not. I'll get back too you so our conversation will be private, if you like.
1. Include the time-frame in which your project is to be completed and 2. What are your exact issues that you want to solve? If these are not known because of ambiguity, we'll find them for you to review before we start anything.

Just remember-when doing business, business costs you. Reducing WAN latency which is a significant cause of congestion on the Internet actually cuts the costs of doing business. This is another one of those hidden overheads which can be eliminated.

Yours Truly,
Lyle K'ang, MBA/IM
Sr. Business Analyst

Consultant for VITConsultancy.com
And Cognizant Technology Systems - IndyMac Bank

February 11, 2006

Business Impact-Enterprise_Architecture

"Enterprise Architecture is the practice of applying a comprehensive and rigorous method for describing a current or future structure for an organization's processes, information systems, personnel and organizational sub-units, so that they align with the organization's core goals and strategic direction.

Although often associated strictly with information technology, it relates more broadly to the practice of business optimization in that it addresses business architecture, performance management and process architecture as well. [reference: Wikipedia 5 Feb. 2006 http://en.wikipedia.org/wiki/Enterprise_architecture]".

Enterprise Architecture

Let me speak with the CEO's and CIO's of enterprises and any of you that find these types of topics interesting.

When diving in to locate the chain and its weak-link of your enterprise that may be located on a design, we'll call the directional arrows that I refer to within the drawings, not as arrows but as chains. Thanks to my wife (very strategic in thought), I present a difficult concept.

We're now looking for the "weak-link". Get it! Not "points-of-failure" as someone I know called it. My God, that terminology scares the baddest of the bad, especially Sr. VP, VP and Systems Admin. people. Why? Because it's demeaning and introduces negative connotations from the get-go.

Understand?! Good-let's continue...

Most IT executives forget about this one most important fact. The plain fact that there are many layers of an architectural design that can be considered as strategic, but to whom. This initial discussion can be considered high level (strategic in design), and is the area where I wish to clarify.

If you can not articulate at what level of the design you want to digest, then let me suggest something to start you along.

The fact, that many of you Chief Information Officers are leaving, jumping ship and switching positions to wherever at an alarming rate, is irresponsible in my estimation. Stop and take hold of your resources.

CEO's can't fathom why you are jumping except that maybe that's the norm here. Well it isn't except for the one's that can't clearly paint that picture for those 8 a.m. meetings with your seniors.

Give me a break folks! Let's look, discuss and target what we are really after besides the $$$.

You really have much to offer, yes that's a fact. You really know your stuff-yes, that's another fact. And, how you wish others can just understand what you are saying, take-off from there and fly in the same airspace as you. That's a fact for many of us!

OK! That's not the point- the point here is that if you have not been schooled with and in technology, then that 'old school' thought that you can run the business or section well is absolutely untrue. Not today!

I now want to speak with the those of you who have a technical as well as business background-these in my humble gestimation are the champs. Here we can go high-level, mid-high-level, higher than high level or lower than the third high-level and still get it.

So, we are now ready to understand the business impact of technology and how it plays on the architecture.

I am adding some designs to give you an example of where we are going with the discussion.



This is a high-level on something called Enterprise Service Bus Architecture...cool.

Here's another one on the same subject, different high-level approach.




Now, at this point we can add all kinds of scary trash here like an architecture of a large bank that has Microsoft's Systems Management Server (SMS) for app./patches/upgrades/etc. deployment to 8,700 end users desktops. These SMS servers are, let's say about 1,300 in number (good round numbers).

We are in fact, painting the underpinnings or underbelly of this giant beast. Now, I hope you are getting the point so far. Just because you don't understand the underside of the beast, does not mean it's not important to YOUR discussion. It is. Let's go on.

This enterprise is a large one and NOT make believe. It in fact, lives. I saw it, smelled it, and worked on it.

We'll add another 1401 Servers (prod., Dev., Lab., and Test). Storage is around 103 TB. OK! This is getting boring, so I'm calling it - 7,560 TDM phones, 2,735 VoIP Telecommunications. 2,700 Wireless Blackberries and finally, 897 Offshore (India) clients.

We have painted (together) the belly of the best beast. Here we understand that the chain is strong and everything is working. The chain exists even with its weak-links. However, we also understand that intermittent problems can and do exist. Even though, we are working, there are underlying issues. What is the cost of intermittent downtime to YOU!

I am not going into the myriad of details about how one can build in Web Optimization, appliance redundancy, and integrating BIGIP systems throughout to solve a ton a problems. Or, the fact that the OC3 Vendors that give you light through your trunks (circuits) need to be diverse. Diversity meaning more than one vendor supplier. Anyway, the problems solved here on paper and the issues understood.

Now, at this point before we loose the "business executives" who should have a clue what we've just discussed, and probably don't, I'll say right here, right now, that your summation of the enterprise cannot possibly be articulated with any business intelligence, because "if you don't understand that a car needs oil in it's engine-guess what?"

We have fooled around too long - let's get to that diagram I promised early on.



This is what these executives understand. But again, let me reiterate, the weak-links of the system or under-belly of the beast have to be understood as "intermittent" and possible "weak-links".

You will never know when they go, so designing a high-level design just so "YOU" understand and having analysts build you a full offering with metrics and quantitative equations, is really an exercise that can show you a "dashboard" that really has no merit, whatsoever. It looks good-but it's off...It's primarily a circle jerk!

Why? Because the weak-link will fail, break, tear apart, stop working when you least expect it.

Again- these are the points that can have a large business impact and high intangible cost. They can be prioritized as medium or high-because we the technical cadre' understand about an engine running without oil.

CIO's, Sr. VP's and CEO's-now's the time to talk with each other, by formulating points of discussion, understanding by referencing why intangibles are more harmful to an enterprise than black and white, tangibles. High Impact-You Bet!

Understand the many levels of strategic design before simplifying a design that really does not or at best attempts to capture any intelligence whatsoever.

In closing, if I were to say to my CEO, that at this strategic level, our mission statement and IT infrastructure is aligned....I would not be ethically inclined to bet my life on that broad statement. You can go ahead and say what you want. It may never break. But when it does, pack your bags and run after the CIO's who went before you.

Lyle K'ang, MBA/IM
VP Business IT Analyst Consultant
-LyveOasis-
Consultant for VITConsultancy.com

January 27, 2006

8th Largest Mortgage Bank-Largest Financial Institution


CRM - CUSTOMER SERVICE AT ITS FINEST!

I walked to work this a.m. I noticed the morning air, heavy with a slight chill. Pasadena California is pretty.

While I passed several large vertical bank buildings, a man was walking towards a door, carrying three large pink boxes, I assumed ladened with donuts. He also had another package that was proving to be unmanageable as he was shifting the package from hand to hand.

I walked towards him with a smile and offered to assist with the door that he was about to enter. He turned to me, looked at me and said, "Oh, No! I can get it." As his hand slowly went to the door handle, he was aware that he had to keep the balance or the boxes would fall. I opened the door for him, and he thanked me.

I walked a little farther down the sidewalk towards IndyMac located on Lake Ave. In the distance, while still on Colorado Ave., a blind black man with a white long skinny cane was slowly sweeping it back and forth as he headed towards me. He gently touched an edge by a sidewalk planter almost walking into the planter when the proprietor of a restaurant came out, put his arm out for the man to grab on to and escorted his customer to safety through the doors of his eatery.

How about that! That is customer relationship management the way it was envisioned-not the buzz word that it is today, with its crappy interfaces, phony deliverables and a nightmare to the organization in terms of interface and costs.

What do you say?


Lyle K'ang, MBA/IM
Sr. Business Analyst
VITConsultancy and Cognizant Technology Systems for IndyMac Bank Disaster Recovery Infrastructure.

January 19, 2006

THE STATE OF THE CIO The Number-One Problem: The Project Backlog

BackLog-Creates Jobs
Posted: JAN 12, 2006 03:06:00 PM CIO
by Lyle K'ang
____________________________

Totally agree with "the application backlog isn’t a problem one solves, it’s a condition one lives with as technology matures and expands into new areas of the business, enabling growth and greater efficiency."

I also see a need to educate the executive cadre’ about this one, most important function in a pleasant working arena, "One needs effective governance." Without it we might as well go back to the early ’70’s and preach the ’blood-letting’ cry of re-engineering, over and over again.

It didn’t work--what works is intelligent human beings monitoring-managing, human possibilities which include the sub-technology (infrastructure) of our environment.

If you don’t get the human-possibilites/limitations in check, in my ’book’, you’re no better off than rampaging bulls down the street.


Lyle K'ang
Business Consultant
IncMy
________________________

January 06, 2006

A Damaging Metric

A Damaging Metric
Posted: DEC 31, 2005 07:28:55 PM - CIO Magazine

I can generously use most of all your arguments-all are in alignment when using IT not as a cost center but as a value to business. Who rallies behind the implementation must be a partner and driving force for change.

Metrics-integration with business goals is of course the way we want to go but for most smaller entities; this is new. They go the route of needing the XYZ because...

Metrics can be made to show good TCO, ROI, & ROA. But is it really the way to nirvana? ROA is better than ROI in some circles. All these formulas do not show business value-not really.

I can show you that wireless in a manufacturing plant such as Boeing, can bring you an impressive ROI, sometimes to the value of 135% but at what business cost?

You lose your base, your workers, your plants, lose your reputation in a global market and move-at what costs TO YOU?

So your driving ROI % and pushy Senior Exec’s is not new at all-maybe in a bubble, but we work in a community, international, national, and other borders. These metrics must show goodwill. These are intangibles as such, but tangibles are all you have with metrics. Grab the intangibles-up and done your supply and customer chain.

If your business is simply making money, like a slot machine (not all companies are strategically aligned to making money), then an infrastructure set up for transactional activity is a slam-dunk and IT and business goals win.

But if the goals are efficiency, process management, human resources; Quality expenditures - refining metrics, then it’s more about costs...and IT and costs just don’t get along. IT must deliver lower costs all around in all transactions-automatic, manual and especially with customer feelings...so you data mine-and at what costs? What are the deliverables?

Spending more on IT does not necessarily give you the winning-hand. I believe the information you glean from your business goals, including the tiring and endless details, are the most important for IT and the business, before anyone goes after metrics.

Lyle K'ang, MBA/Information Management
BUSINESS CONSULTANT

December 26, 2005

HUMANNESS


Last year, I devoted my posts to business and IT (information management minus the technology). The new year, will be on both of those topics and again, I will reiterate the rich subject of ethics.

Many of you may find that devoting a portion of your business thought to ethics, is hardly supportive to making money. On the contrary, it is all about money. Yet, one fact remains crystal clear for most. And that is the fact, that we can connect and communicate through our humanness.

When we do connect, it is possible for all involved to readily accept the true focus of making money for an organization. That is business.

Being a dimmed-wit, excluding those that 'think' from the process of making money is not neccessarily wise. Including those that help make a difference can be influential to your bottom line. However, excluding them by thinking that you can short-change even your own staff from fruitfull endeavors within your company is not only being dimwitted, it bears no fruit-no 'balls' in the long-term.

Another scenario for those that are still holding out on my plea, will go something like this:

A place where we all work and play can be an island. It will never change-it will always be an island. Parties that we attend are populated by those that may be your neighbors, workers, or other acquantices. You tell your crappy ethnic jokes, and each of you make fun of the other culture...that's the way it is on an island. No matter how much joke telling or for that matter, how much you drink or toke, we all 'see' each other again and again. Remember, it's an island.

That's my point...on the world stage, in your offices, locally or somewhere on this planet, we are converging through persistence and communication because we all yearn to be on that island. Think otherwise, and we have starvation, ridicule, hatred, torture, danger, even death. Something that most assuredly happens in a time of war.

On an island, because we all use the same tools afforded us, we 'see' each others' humanness because we are on an island and rather than communicate terminal or dead end objectives, we always speak one way but mean another. Why? Because we know we cannot run, we cannot hide, we cannot kill our own community that lives on an island.

Humanness is an island of compassion. This scenario, I have lived for almost sixty some-odd years, which started on the island of O'ahu, an island in the Hawai'ian archipelego of seven islands. It is a true island story and works.

Of course, in any truth, there are opposites than can tarnish or melt the truth into discoloration, distortion, and non-existence. No matter...the truth stands. Think of this-all of you that are thinking about business are on the same wave pattern. You know each others thoughts and the winner is often on a win-lose trek. Some think the win-win and that can be beneficial if it's ethical but how many of us really think in terms of 'an island population'?

An island, is an island. It can be easier, if you but try by creating your own 'islands of thought' by considering our humanness.

December 21, 2005

dOUBLE-DUCE or is it Double_COLD; Case In Point.


Let's talk about those clients that you gain through attrition, luck and being in the right place at the right time. I have experienced all of these but this one is for you.

This is a story about a place I once worked in. I respected most of all the excellent worker's but as you read, I cannot stand blind ignorance. I suppose you'll understand, at least, I hope you can follow along. It's mostly about bright intellectuals who have let their own lights extinguish because of very low self-esteem and the fact, that they just can't get over themselves, It's a too bad, too sad situation. Enjoy!

NEGOTIATIONS: GIVE AND TAKE.

Know it alls-those that think, that their s--t doesn't stink, and those that are so weighted-down with outdated interactive models that their contribution is more of the same...hinderance, stalls, which produce increased costs too me and the company.

I have worked temporarily with a small group that fills the above menu. Please don't get me wrong. I have compassion for this group, simply, because they need help.

Both guys are exceptional but----

This is painful, because these guys can only 'see' their noses on their faces and that's it. Their dreams, ambitions and spiritual guidance is dashed by their own doings. I have never seen people do this to themselves, until now. Oh! I've heard of this type of masochist's narcissim, but up until now, I've never been a party to its details.

These are the types: Tell them the earth is round because you've seen it and been around it-they'll call you a heretic and try to dismantle you-piece by limb, until they can 'see' that you are just like them-they don't care about what you know or where you've been, there's the fault.

Failure to realize the bigger picture...It is not the demeanor or lack of professionalism, it is the shear ignorance by allowing unchecked ego to dominate these sessions.

Where there is a lack of understanding and overwhelming pessimism, there is fruition and maturity, presented as a lack of applying applied physics, using critical thought as a wand to discover for themselves, that the world is not flat. But that is not always the easy route.

Difficult times ensue, and I believe that hope is here when one of these friends understands, but in a day or two it simply, cannot be sustained. One or the other gives in and proclaims with all the arrogance and self-righteousness, that the world is indeed flat.

This is not unique though, most heads of private firms act like this until they themselves get hit so hard, that they wished their brain was interchangeable with a baboon's head-probably accepting the fact, that at this point, a baboon is smarter in many ways than they are. I agree.

Now, don't get caught up here in the technical...this is their downfall. Understanding too much of the technical and not enough of the big picture is their downright death-spiral into a place where technicians (whether programmers or technical applications) are a dime a dozen. You heard me right-too much of one thing without checking the scale for proper balance, makes Jack-A-Dull-Boy or for that matter, Jill-a Dunce!

Balance in the technical, the business, the infrastructure, and constantly selling the 'bigger picture' of a world that is indeed round, can win and influence friends.

Be forwarned; their is always a price to pay when sharing jokes, intimate secrets, desires, and despairs...THEY (the ones that believe with ALL their heart and soul) will always take another approach just to seem smarter than you. If your ethics are ever called in to recognize where in the hell is your brain, please take a short breath and acknowledge your inner spirit-it is probably correct, which you consciously prefer not to listen too, anyway.

That's fine-except when in business-if that mistake isn't in the R&D as a budget, then your ego tantrum, cost you and your company $1,000's. That's being a dumb-shit, you're just letting yourself become an ignorante' (stupid) person.

Hey, these guys just don't care-so go higher up the ladder, don't give up until you find the guys or gals that know that the planet is round because they've been burnt many times too, and will not placate the ignorant just for hell's sake.

Life is not only business but the edge seems like it. Life is all about the art of balance and refusal to be molded in a muck-pie, just to be 'friends,' by anyone.

Never give in-always ask for and demand the best representation-it's only your life.

December 15, 2005

BLINDED AND DEAD: A LAST DITCH EFFORT.

You can either do, any of your business, as unscrupulously as you want or do it using an effective bell-weather, SOME FOLKS call ethics.

You can be paid large fees for 'stuff' you don't deliver and call that 'just doing business', or you can have accountability. Which is it for you?

This is not meant to preach, 'I told you so', or spy as a predator on your own close dealings, but more so as my 'out going message' from my post to you, from experiences window.

I noticed a lot of these goings on lately in the U.S. Government. Not that any of this is new, but the fact is, most of these 'dealings' or underhanded shenanigans, are escalating out of control.

Now, I know this will depend on your honor, as to how you define your own immediate and personal ethical process. You can say-you're doing it because 'that's the way we do it'. Or, 'have always done it that way'. Or, you can parrot other 'rich' people by being as obnoxious as them and pretend, you are 'riding above the world' and none of this has anything to do with you at all. In fact, how dare someone like me, a lowly worm, write about you! Right!

Ok-let's compare your riches, your tokens and your threads that you have left behind. What???! THREADS-WHAT IN THE HELL, ARE YOU TALKING ABOUT?
Ladies and gentlemen-this has got to be the number-one ass-hole of our time...Do you suppose?

You are cleared-checked-if you have purged in the last year. Most of you of course, have no idea where I'm going or what I'm creating here-as a matter of detail, it's the crushing, lethal non-objectivity that those that play with 'The Power' to deceive at every corner and gate, have everything to do with this exercise-in a most particular manner.

It is just before the hot phosphorous touches your eye-lids to render you once and for all-blind! Just like that horrible fairy-tale you had nightmares about as a kid or as a grownup as you miserably slip into another unconscious void, leaving behind, yet another round of your precious spirituality.

I am done with you. Having witnessed most of it, I am truly (as a human being says to another) sickened at what you are doing again, now, and in the future. You did it back when...You do it again, in the present, which my friend is the future and base for your future to come.

I refuse to acknowledge the horrors again, with regarded vivid memories of history past, though feel more relaxed, if I can offer YOU, just once more, my sincere wish.

That in your cloud of arrogance, lack of soul-disciplines, retarded caring, and diminished capabilities, nothing to do with gorging, greed, or whoring. Including leaving out everything that is real under the sun-total feelings for the natural, as air is to sky, as running water respects the stone, yet fears the warm skies, as it is being sucked upward to the bigger sky, in the form of evaporation.

YOU my friend are neither there, or approaching cross-roads familiar. How I wish you could sense the coming-a second coming? Just a coming. A harbinger of truths that have been sounding their klaxon-loud-gong more times than the few remaining hairs on your head.

We alone live the karmic road of existence and to that, we that understand lend-in without malice, greed, pity, or repayment. Earlier, I stated that I am a witness-yes, a witness. I can 'see' what YOU do, and what you don't do. I am not the 'I', I speak of. I am not 'ONE' with the Holy One, I am, ME.

But, it gets tiring and now YOU do what you do-but please don't enjoy it, if it requires hate and bullying. Because, if it's considered a farce, you will receive the flashback, soon. This I know, very soon. It is inevitable, on course, and piercing, even to your heart of hearts, your strings. Once again to finally 'see' your threads, whom you have lifted up, your compassionate-wonder.

Most, may lose everything, including shame. Dignity left you, along while back. Girl friends, boy friends, wives, husbands, all disappear, as sorrow replaces their once space-holding virtues, and calls for the highest to intervene momentarily, if not, finally.

Karmic extravagance, one without guilt, one without misery, equals one without hope, one without clear thought, mostly death or dead can never smother the ethers of memory.

Hang tight -business men and ladies. Take stock of your first EQ. What's yours, what's your company doing? How far up the scale is that Ethical Quotient. If you do not have a quickened understanding of what I am saying, right now-then there is a good possibility, in more ways than I can share this moment, you lack the second EQ.

The second EQ is the only path to entertain your movement into enlightenment, not that I am enlightened, to that point, (it just sounds major-real good). Emotional Quotient; stability, caring, sensitivity, crying, real tears, are made for the strongest of men and ladies. Let me repeat myself. The strongest!

The weak, the ugly, the uncompromising, the phony, the mischievious ones, shun from its brilliance-they demean and foil the natural perfection. They do not care about my ground, which I share and walk on every day.

Peace,
Only you can prevent risk!
Enterprise Risk is here,
for you-everyday.What's your hand...?
How far are you willing to gamble?....
When is enough, enough...?
Never too Late To Change...change?

I again as witness, ask you as a fellow human that has had to be taught to be cruel, to kill another being, what is today?

For YOU?! Where are you?

Best To You-
My Business Friend!

October 19, 2005

Researcher - Burson-Marsteller

I've posted this because I find it to be VERY interesting; The research and findings from BM are stupendous and a warm - special thanks to Moon Kim for his introduction.

I can only reply with a hopeful thrust that myopic IT deficient visionaries are taught to dead-end.

Perhaps, we as IT pupils should understand that it is in our best interests by being more expansive, thinking globally, encouraging high-level strategic thinking in ALL business venues and individual corporate roles.

Only then will CEO's understand that there is a technical process thread that allows business to compete and succeed. Information Technology is that Golden Thread which allows Information, (truly priceless) to be managed for Corporate growth!

Thanks for Reading-
Lyle K'ang, MBA/IM
__
Hi Lyle,

I came across your blog on IT-related news. Your entry past March, title "Chicken and Egg" particularly peeked my interest. Given your subject terrain, I thought this might be of an interest to you.

I am a researcher at Burson-Marsteller, a global communications agency. We just finished working on a study regarding the IT Deficit in the world's largest companies. We found out that only 8% of Fortune Global 500 companies have a current/former CIO on their boards. We also compared the top 25 companies in Fortune Global 500 to the top 25 companies in India's Economic Times and found that the top Indian companies were 10 times more likely than the top Fortune companies to have CIOs on their boards.

Here is some more information, in case you might be interested.

http://www.burson-marsteller.com/pages/news/releases/2005/press-10-19-2005

Please do not hesitate to reach out if necessary.

All the best,

Moon Kim

--
Posted by Moon_Kim to Business Strategy - "Superior Technical Knowledge With A 'No Quit' Attitude!" at 10/19/2005 02:33:09 PM
--
HERE IS THE REPLY TO THAT CIO ARTICLE:
Monday, March 21, 2005

Chicken and Egg


Readers Viewpoint
Chicken and Egg
Posted: MAR 21, 2005 11:01:50 PM http://www.cio.com/blog_view.html?CID=3266

Enterprise Architecture must belong to an IT Emerging Technology group that has real interest from all the ’C’s.

The interesting inclusion of this practice is to have an ’IT Network Infrastructure Business Systems Manager’ belong and interface with these groups to teach business strategy and IT convergence together.

When technical groups meet cross-functional business groups, teaching begins. Architects’ step in and teach high-level thinking and process. Business Systems Managers teach process management to shore-up and encourage IT/IS specialists to think in broader terms-not only in granular functions.

Enterprise Architects’ then align their thinking to business processes and the CEO, albeit the Governance Board. CIO and CTOs belong to the Governance team. CIOs are asked more and more to think outward, concerning strategic and convergence alignments that equate well to CFOs and COOs responsibilties.

In a nut shell, these are the individuals that need direction in understanding what business they are in-core competencies, and ever-expansive excercises which the CIO/CTO bring to a Business/Governance Board.

It starts-by understanding the business units requests, the business of the enterprise and the ability to educate, soft skills included, everyone up and down, and through lateral points, while significantly calling for process alignment to eliminate and weaken, silo management (stove pipe) practices.

Lyle K’ang, MBA/IM
IT Business/CTO Consultant
____________________________________________________

July 29, 2005

- ## Most Aligned Corporation in The Big Bad World - ##

For sometime now, I have pondered and considered the hierarchal personality and its ability to learn on its own; the inherent value which is produced by such a structure, hence the name silo or smoke-stack management. Not a pretty sight and a bad structure to be under. We've all tasted a bit of this tragedy which continues unfortunately, today.

My technologist abilities and eagerness to architect 'best practice' methodologies is not always an easy fix for the customer. Why, the engineers, administrators and business partners add their intellectual solutions, which taken as a whole are more times than not scary.

When this puzzle is turned inside out-what appears on the surface is not always correct in terms of what is needed to make the infrastructure complete, when planning somekind of convergence activity. Thoughts and directions can ebb and flow; emotions can lead or inflame outrageous behavior. This is my story:

Tonight, I was discussing make believe scenarios with a regional partner that has a big stake within a principal-world-class software reseller. I was totally impressed in his abilities to explain a complex matrix of interaction to me between sales engineers, corporate account managers, mid-account and strategic account managers, and how they revolved around a chief technologist. I was almost overloaded by the intensity and the amount of information that was coming my way. I really tried to contain and understand all of its complexities, nuances, and business value that he articulated like an artist finishing a masterpiece.

Perhaps, during the end, I got tired because of my own intellectual overload and feeling good about the discussion, I still felt that I was the one who had lost something in the translation. I had gotten the picture that he so masterfully painted for me and was awe struck. I was in the presence of a representative for one of the highest quality organizations on this planet. Really! That is excellent customer service spelled backwards.

What am I talking about? Well, to be more specific, it is our ability to recognize quality when the opportunity arises. Here I thought it was just another meeting with a man that has a title and I'd be able in a short time to pick out the flaws and discuss these with my wife when I arrived home. But not so fast-I could not find any flaws-each of my questions where answered with concise articulation.

I guess there is a time for reflection and my time is now. Hierarchy? It would be very rare indeed to find this type of value chain within the biggest of corporations, the way this one is organized. It is as though, except for their own great individual personalities, a cloning of the best values a company has to offer for its customers' and employees.

July 02, 2005

WHERE IS IT? This Business of Compassion...



Have you truly wondered or taken the time to adjust your schedules so as to provide needed energy to family; loved ones, brother's, sister's, mother's, father's - have you?

Take your energy for business-only to find that unexpectedly you die, have a heart-attack or an anxiety collapse.

Where are your values and priority placement now?

What do you do?



The Business of Compassion!!


PROCESS MANAGEMENT:

A. First Steps to Implementation

B. Second Steps to Formulation

C. Third Steps-Continue the interaction that you have started with your loved one's.

Remember-it's your life, so come down and take the time! NOW!!




FIRST STEPS:
1. Take it-take the time out-now! One week-try it!
2. Provide energy to your home-now; take it!
3. Unexpected surprises are great-like gifts for those who have provided love and support while you were buried in your business-remember; now is the time; take it!!

SECOND STEPS:
1. Check on your cash flow-not now! Later! After doing your FIRST STEPS.
2. Take the time; now's the time to cut cash expenditures and expenses-get rid of many fixed costs; try to convert them to variable!
3. Turn fixed assets into salvage-cash for the business in which to do other patching.
4. Look at the overall health of your business now! This should only take you a week!

THIRD STEPS:
1. Now go back to the family!
2. Explain you have budget problems and/or bankruptcy proceedings! Do IT! Take It!
3. Expalin to your family-you are solvent and that you will be taking a two week vacation with them in two to three days-Take it! NOW!

believe that you are now entitled to celebrate in the 'I'.


Enjoy!
Lyle K'ang

June 29, 2005

It Started Out Just Having Fun...



That's how my music career started out: The Black guy in the middle asked me to come sing with them for an Air Force competition on base. Frankly, I liked to dance back then and never really considered myself singing...I was seventeen then, 1962. This picture is taken at that competition on Mountain Home, AFB Idaho.

I don't remember the names, except one-the guy's name in the middle is A/2c Faulkner. It was really fun, which later changed my life for the better for the most part.

I add this picture here, because I am later asked to join a performing group in Boise, Idaho as a business. We do well and our sound catches on in Boise. It was a new R&B sound. That's me with the 1963 on my pant leg.

You start out with something you like doing and wham! It's a fun, engaging business.

Remember, take your vitamins, and really get enough sleep or you'll burn out and never get where you're supposed to go.

P.S. No band-no back up-just having fun harmonizing with our voices-I was asked to sing baritone then. I later was asked in HAIR to sing tenor.


Thanks,

Lyle K'ang