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I know we are entreprenurial geeks, but this is a staggering statistic:
Though Indians make up barely half a percent of the U.S. population, between 1995 and 2005, they founded more than 15 percent of all the startups in the greatest technological center (Silicon Valley) the world has ever known.
Read all about it >>
How long must we sing this song?
What’s the business value of democracy?
Finally, the real value of Twitter revealed>>
“We’ve been struck by the amount of video and eyewitness testimony,” said Jon Williams, the BBC world news editor. “The days when regimes can control the flow of information are over.”
Hope takes to the street:
Get the big picture >>
The extremists seem to have taken over Israel’s soul.
Max Blumenthal says about his video:
I hope those who have watched it, especially those predisposed to dismiss it as anti-Israel propaganda or shock video with “no news value,” will at least ask how vitriolic levels of racism are able to flow through the streets of Jerusalem like sewage, why the grandsons of Holocaust survivors feel compelled to offer the Shoah as justification to behave like fascist street thugs, and how the sons and daughters of successful Jewish American families casually merged Zionist cant with crude white supremacism. The willful avoidance of these painful questions by self-proclaimed supporters of Israel is setting the stage for the complete delegitimization of the country they claim to love. As Obama said, “any world order that elevates one nation or group of people over another will inevitably fail. So whatever we think of the past, we must not be prisoners of it.”
And on top of this we have morons like Rupert Murdoch.
On the other side, we have the moving story of Josh Lipsky and his trip to Buchenwald.
I see how easy it is to use hate to unite people – the Christian fundamentalists, white supremacists, Jewish settlers, Zionists, Hamas, Taliban, Al-Qaeda – flip sides of the currency of terror.
The world is not against you, Israel. You are against you.
Hat-tips to Dera and Steven for sending me these stories.
Never, never, never, never. Never will we forget this anonymous hero.
When China does get democracy one day, they will build a statue for him at the very spot in Tiananmen Square.
Global warming greatly exaggerated?
What’s wrong with Freeman Dyson?
Maybe the climate models he’s criticizing are off – but perhaps he hasn’t seen the pine beetle destruction across North America – all the way from British Columbia to New Mexico. Perhaps he hasn’t seen the dry, hot weather across California. Perhaps he hasn’t seen the melting Glaciers in Glacier National Park. Perhaps he hasn’t seen the mild winters in the Rockies. Perhaps he hasn’t gotten out of his air-conditioned office…
This is what happens when you get too smart. I agree with his principal point – that PhDs are, for the most part, a bunch of nerds who are too busy examining parts of the elephant to see the animal itself. I even agree that we are not spending enough time working on poverty, infectious diseases, public education and public health. But to say that global warming is somehow less important misses the entire point. Of course they are all related. Of course we have to become radically more serious about sustainable development. But too say something this absurd? Really.
Here’s where I do find myself agreeing with him:
I say the United States has less than a century left of its turn as top nation. Since the modern nation-state was invented, about the year 1500, a succession of countries have taken turns as top nation. First it was Spain, then France, then and Britain, than America. Each term lasted about 150 years. Ours began in 1920 so it should end about 2070.
I agree with his analysis as well:
The reason why each top nation’s term comes to an end is that the top nation becomes overextended militarily, economically and politically. Greater and greater efforts are required to maintain the number one position. Finally, the overextension becomes so extreme that the whole structure collapses. Already we can see in the American posture today some clear symptoms of overextension.
But here’s where he’s missed the boat: the two are connected. If the United States decides to re-invent itself as a sustainable economy, it will lead for another 200 years, period. That is what Obama and Gore have figured out already, but somehow, this smart heretic has not connected the dots.
UPDATED: HealthMap from Google.org and the CDC >>
I have to say I’m not impressed by the swine-flu coverage in the traditional media.
What’s interesting is that one company – Veratect – has done a better job of identifying, elevating, and monitoring this crisis.
Their swine-flu Twitter feed is here. Judge for yourself. >>
Other good sources include the CDC and Google News, and the Flu Wiki…
Photos here >>
Background: the politics of health >>
The biggest threat to global stability is the potential for food crises in poor countries to cause government collapse.
Read all about it in Scientific American >>
There was disturbing report at the beginning of the week which said that Mein Kampf was flying off the bookshelves in New Delhi, fueled by demand from students “who see it as a self-improvement and management strategy guide for aspiring business leaders, and who were happy to cite it as an inspiration.”
I don’t think so.
In my view, this is merely the latest round in the political extremism which is being fomented by groups like the BJP and thugs like Varun Gandhi.
When politicians use race, religion, and background to divide people and win votes, you know we’re in a bad place. It doesn’t matter if it’s the Republicans or the BJP using these tactics, it’s just plain evil.
We don’t need another Sanjay Gandhi.
There are plenty of candidates out there vying to be India’s Hitler. The question is: where is India’s Obama?
Tata Nano or not, India still has a long way to go to get to Satyameva Jayate
Will a real Gandhi please stand up?
While newspapers and print outfits are losing their shirts all around us, the German company Axel Springer recently reported its “highest net income since the company was founded” 62 years ago.
How is this possible?
What are they doing that our friends at the NY Times aren’t?
From the NYTimes:
Axel Springer generates 14 percent of its revenue online, more than most American newspapers, even though the markets in which it operates — primarily Germany and Eastern Europe — are less digitally developed than the United States.
One reason, Mr. Döpfner said, is that Axel Springer has dared to compete with itself. Instead of trying to protect existing publications, it acquired or created new ones, some of which distribute the same content to different audiences.
At one newsroom in Berlin, for example, journalists produce content for six publications: the national newspaper Die Welt, its Sunday edition and a tabloid version aimed at younger readers; a local paper called Berliner Morgenpost, and two Web sites.
Though advertising has slumped in Germany, Axel Springer has been able to offset the shortfall by raising the price of publications like Bild, which sells more than three million copies. Now Axel Springer is looking for “undervalued assets” to buy.
Mr. Döpfner said the company would even have a look in the United States “if a meaningful position arises in a significant market.”
OK. So what are newspapers in this country going to do? Stay tuned.
This isn’t funny at all.
And once Mexico falls, we’re next.
Is Ratan Tata the re-incarnation of Henry Ford?
Suddenly, innovation takes a front seat in the automotive world. And it happens to be led by an Indian engineering sensibility: frugal enough to do the job. This is the type of value-engineering that shifts the mindset of an entire industry:
13 iPod Nanos = 1 Tata Nano. Which Nano do you want?
Congratulations, Ratan Tata and the Tata Motors team of engineers. Brilliant!
The Cluetrain posse continues their journey:
1. The Internet isn’t complicated
2. The Internet isn’t a thing. It’s an agreement.
3. The Internet is stupid.
4. Adding value to the Internet lowers its value.
5. All the Internet’s value grows on its edges.
6. Money moves to the suburbs.
7. The end of the world? Nah, the world of ends.
8. The Internet’s three virtues:
a. No one owns it
b. Everyone can use it
c. Anyone can improve it
9. If the Internet is so simple, why have so many been so boneheaded about it?
10. Some mistakes we can stop making already
A former senior managing director of Toyota Motor Corporation and renowned leader of their famous manufacturing system, Masao Nemoto is known throughout the world as a leader in quality control and process optimization. In a sense, he is one of the principal architects of the “Toyota Way.”
What we learn from Nemoto is far more than quality management. His ideas on leadership have been documented, and reveal the profound knowledge Nemoto infused into the day-to-day operations at Toyota.
One particular aspect of Nemoto’s thinking has been largely ignored by western companies to their own detriment: coordination between business units.
Nemoto insisted on a culture of shared responsibility. Here’s what Nemoto says:
“One of the most important functions of a division manager is to improve coordination between his own division and other divisions. If you cannot handle this task, please go to work for an American company.” (see his 10 leadership principles below)
Nemoto believed that critical tasks could not be left to a single business unit, but rather should be a collective responsibility.
What has this got to do with leadership?
Nemoto’s point of view says that leaders must lead across the company, not just their own fiefdom. It is ironic, to say the least, that the democratization of business happened first not in the West, but in Japan, at companies like Toyota. Or in Brazil, with Semco.
Note: OK, there are a few American companies in this camp as well: Zappos and W. L. Gore & Associates…
Nemoto’s thinking went all the down to the individual worker on the assembly line. Everyone speaks, insists Nemoto, not just management. A direct result of this view is the work principle: problems must be solved at the lowest possible level. All employees take responsibility for problem solving, instead of pushing the issue upwards. Every worker in a process can be stop the work flow, without waiting for a supervisor to make the decision. It is this transparency which drives out defects and makes quality job one. Now wasn’t that a slogan we heard somewhere before?
Next time you bring your business unit heads around the conference table, ask yourself: “Are we competing against each other or against the competition?”
For reference, here are Nemoto’s 10 leadership principles:
1. Improvement after improvement. Managers should look continually for ways to improve the work of their employees. Advance is a gradual, incremental process. They should create all atmosphere conducive to improvements by others.
2. Coordinate between divisions. Managers of individual divisions, departments, or subsidiaries must share responsibility. Nemoto offers this advice to his managers:
One of the most important functions of a division manager is to improve coordination between his own division and other divisions. If you cannot handle this task, please go to work for an American company. A corollary of this is that upper management should not assign important
tasks to only one division.
3. Everyone speaks. This rule guides supervisors of quality circles at Toyota, ensuring participation and learning by all members. It has also been generalized to all meetings and the annual planning process. By hearing everyone’s view, upper management can create realistic plans that have the support of those who must implement them–an essential element in quality programs.
4. Do not scold. An alien concept to most managers. At Toyota the policy is for superiors to avoid giving criticism and threatening punitive measures when mistakes are made. This is the only way to ensure that mistakes will be reported immediately and fully so that the root causes (in policies and processes) can be identified and amended. Assigning blame to the reporter clearly discourages reporting of mistakes and makes it harder to find the underlying cause of a mistake, but it is difficult to train managers to take this approach.
5. Make sure others understand your work. An emphasis on teaching and presentation skills is important because of the need for collaboration. At Toyota, managers are expected to develop their presentation skills and to teach associates about their work so that collaborations will be fuller and more effective.
6. Send the best employees out for rotation. Toyota has a rotation policy to
train employees. There is a strong tendency for managers to keep their best employees from rotation. But the company benefits most in the long run by training its best employees.
7. A command without a deadline is not a command. This rule is used to
ensure that managers always give a deadline or schedule for work. Employees are instructed to ignore requests that are not accompanied by a deadline. The rationale is that without a deadline, tasks are far less likely to be completed.
8. Rehearsal is an ideal occasion for training. Managers and supervisors give numerous presentations and reports. In a QC program there are frequent progress reports. Mr. Nemoto encourages managers to focus on the rehearsal of reports and presentations, and to require that they be rehearsed. Rehearsal time is used to teach presentation skills and to explore problems or lack of understanding of the topic. Because it is informal, rehearsal time is better for learning.
9. Inspection is a failure unless top management takes action. The idea
behind this is that management must prescribe specific remedies whenever a problem is observed or reported. Delegating this task (i.e., by saving “shape up” or “do your best to solve this problem”) is ineffective. So is failing to take any action once a problem is defined.
10. Ask subordinates, “What can I do for you?” At Toyota this is called “creating an opportunity to be heard at the top.” In the first year of a quality-control program, managers hold meetings in which employees brief them about progress.
Three rules guide these informal meetings:
1. Do not postpone the meetings or subordinates will think their project is not taken seriously.
2. Listen to the process, not just the results, since QCs focus in on the process.
3. Ask the presenters whether you can do anything for them. If they ask for help, be sure to act on the request.
This philosophy can be generalized. If top management is perceived as willing to help with problems, employees are more optimistic about tackling the problems and will take management’s goals more seriously.
While reading these principles of Nemoto, I couldn’t help but be reminded of good old Deming.
If corporations want to be treated like persons, then they will have to pay their taxes like normal people. That’s just another founding principle in the ongoing war on corporatism.
If I go work overseas, I still have to pay US taxes – as long as I’m a US citizen. So why should the corporations be any different?
The tax experts may question this line of thinking, but let’s remember who pays them.
The Hindu has an article on the issue which seems fair and balanced.
Of course, more and more companies are choosing to move to Dubai, where, under a dicatator, they enjoy more freedoms than here in the US. More on Halliburton and KBR here>>
Who needs democracy when you can have bigger profits instead?
It’s all about the size and share of the pie…
Funny thing, Dubai is not weathering the global financial as well as might be expected. Many of these offshore companies will come back or disappear. No bails-outs for them! Good luck Dubai.
For individual tax dodgers, watch the weasels squirm as Swiss bank accounts become more transparent. First Switzerland, then Panama and Singapore.
What’s my point in all this raving? Pretty simple really: businesses and individuals have a responsibility to all their constituents, not just shareholders. And the sooner they wake up to that reality, the sooner they will truly become “good citizens of the world.” It’s capitalism 2.0 versus police state 2.0 – which do you prefer?
When I started my own consulting company back in 2004, my wife and I gradually realized that we didn’t have to keep sitting in Houston for the rest of our lives. We decided that we would travel as a family, visit the places we wanted to learn about, and spend some time in each of these places – learning about the history, geography, literature, culture and, of course, the people. Instead of teaching high school and college kids, my wife would now teach us.
We became globeschoolers: homeschooling on the road. Now we’re in our fifth year of travel. Our base-camp is still Texas, but we get to work, travel, and learn as we go about this country and the world.
My wife’s just started her globeschooling blog, which will explain what we’ve been doing. Really what she’s been doing to educate the kids (and us). I just tag along and learn a few things despite myself!
I’ve been bothering her to get blogging for a while, but apparently it took the Obamas and Earth Wind and Fire, to get her started…
India Today gives us a cardio-pulmonary view of the political pulse of India.
I suppose it is pretty stressful being a politician in India and all…
The article also mentions the inevitability of “Rahul Gandhi happening.”
Good luck, Rahul. I hope you’re ready to “happen!”
Not much apparently.
When foreigners are abandoning their cars at the airport so they can avoid debtors prison, you know the economy has taken a turn for the worse.
Read all about it >>
The points raised by Anil Gupta and Haiyan Wang in their book – Getting China and India Right: Strategies for Leveraging the World’s Fastest Growing Economies for Global Advantage are echoed in this BusinessWeek article by Gunjan Bagla and Atul Goel.
So are things slowing down with the global recession? Here’s what they say:
We believe there may be a temporary hiccup in R&D globalization, caused primarily by companies freezing in their tracks as they reassess the new financial realities. But as soon as they rebuild their product road maps, nimble companies will actually accelerate their globalization efforts, pushed harder by tight budgets and the realization that the old ways can be disastrous.
Next up: What’s up with Dubai?