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The IT – Business Alignment ParadoxBusiness alignment, IT Business Alignment, IT strategic planning
A lot has been written on this subject over the years and has also been intensely debated in various circuits. The task of aligning IT with business has probably been the most talked-of topic in the IT Management area. Quite a few seminars and talks on this subject that I attended, did talk of a host of issues but the sessions did not leave me any wiser at the end. The discussions were generic in nature and talked of the virtues of IT-business alignment and the attendant benefits. In vendor sponsored seminars, vendors took the center stage and spread out wisdom with a promise to help CIOs achieve their objective. CIOs who were invited to share their great experiences, took the platform to speak on the topic from their own perspective, often laying emphasis on issues that were specific to them which may or may not have added value to the participants in general. It is possible that some benefitted but there is no way of knowing if the CIO participants applied this knowledge in their work place and came out trumps.
In my conversations with our fellow CIOs, I found them to be aware of the subject and they understood the need to get along with business and to work with them. They all spoke the right language and professed to be on the right path. For instance they talked about the need for alignment, about talking the business language rather than technology jargons with the management, on working out a strategic plan of IT and about having a vision for their area of operation. All of this is surely encouraging and indicates that all is fine with our profession.
The other side of the story is however shows a little contrast. When I speak to CEOs and other business heads of a few organizations, there is generally an undercurrent of dissatisfaction with many of them expressing a general disconnect with IT. For example when I was called by the CEO of a fairly large sized organization, I was at a loss to understand why I was called as the organization had a good IT set up and spoke of a very successful implementation of ERP & so on. However when I met the CEO and raised this question, he replied saying he was aware he had a very good IT set up but did not know what he got out of IT. I was then asked to undertake a review and point out areas for improvement and connect with business.
Where are the CIOs stuck ?
Many of those in the CIO position have a technical background, either by virtue of their qualification or by training. They work hard, manage to keep the lights on with respect to the IT facilities and provide great support to the organization in implementing new technology solutions. They are quick learners and get to understand some aspects of business when developing systems for various domains. However it is possible that their orientation and thinking are good but not good enough to make them business centric and this could show up in their conversations with the management or from their responses to various business challenges. This expectation of them, often hyped, causes confusion and they often end up chasing this elusive orientation game without too much of success. While saying so I do exclude those who have done very well and may also be on the Board or in the Executive committee team of the company.
How to get back into reckoning ?
The only way to win back the pride of place for CIOs will be to equip themselves with the requisite capabilities required of them. Those who are young can take off and acquire a management degree or do a part time course. Some senior CIOs who have learnt various aspects of business while on the job, would do good by sharpening their skills with short term courses with management institutions. Reading articles and books by renowned authors is a wonderful way of assimilating knowledge that could change our paradigm. Other ways could be to learn under the tutelage of a senior management person or to seek mentorship thereby displaying a firm desire to learn the ropes and be of value. Those who have worked in management consulting firms earlier could be in a better position to handle this challenge. However it is not just about understanding business but also of acquiring soft skills which include leadership, communication skills, project management, negotiation skills etc.
The path is not easy but is definitely essential for CIOs to tread on. With new positions like the Chief Digital Officer, Chief Knowledge Officer etc. evolving, it is important that CIOs do not lose the opportunity to be counted and they certainly wouldn't want to be bypassed. Adaptation to the changing times will be the key for their survival.
Has the term 'Information Technology' run its useful life?Digitization, information technology
Times change and often leave us bewildered and it is more true of electronics & computing technology than many of the other fields. It was just the other day that an interesting discussion ensued with some of the erstwhile CIOs and veterans of the industry. We were recapitulating our experiences of dealing with technology implementation over the years. While we recalled the rapid changes that we had to deal with, we agreed that the future holds more surprises than any time in the past.
It is interesting to note the chronology of development over the years.
Stage 1 :After Charles Babbage invented the computers, they were put to use primarily for computing and were hence called computers.
Stage 2 : As more memory and storage became available people realized that one can process and store data which could then be used for generating various reports for the organization. Its usage spilled over to commercial firms and the term 'data processing' came into being.
Stage 3 : With more power added to computers it became possible to collate and analyze large amounts of data to generate useful and targeted information for decision making. Information became a rich resource and was a differentiating factor for taking a march over competition. With the widespread usage of information, the era came to be known as the 'information age' and experts opined that development of nations hinged on using information. The term 'Information Technology' defined the great role that computers and related technologies played in making this possible. The information factor got further fortified with use of 'Business Intelligence tools' and 'Big Data Analytics. It became possible to extract hidden meaning from a mass of data whether in numeral form or in the form of text or other forms. The Chief Information Officer (CIO), had come of his own and occupied an important position in organizations. This era has continued for over 3 decades now and IT as a term has got strongly embedded in the minds of people when we speak of automation.
However computers and related equipment do not work in isolation. Connecting with people near and far we have to use various forms of communication technologies and hence becomes an essential ingredient of the solution. When connected over the internet, entertainment also became a part of this holy mix and so the term ICE (information, communication & entertainment) came into being.
Stage 4 – The Digital Age : The IT phase, in my opinion, is now turning over and yielding to something new. This is my view and I guess this would upset a few whom I don't want to hurt. There is an increasing trend towards greater automation or greater digitization as we call it today. Access is no longer limited to desktops or laptops but the consumers today connect from a variety of gadgets including tablets and mobile phones. In fact there has been an explosion in the number of such people who use mobile devices. Thousands of 'apps' dot the landscape promising to make available any information or services to the user. The 'Internet of Things' has further blurred the picture – sensors and actuators connected by networks to computing systems have received enormous attention over the past five years. A dynamic industry is evolving around IoT technology. The digitization of machines, vehicles, and other elements of the physical world is a powerful idea. Even at this early stage, the IoT is starting to have a real impact by changing how goods are made and distributed, how products are serviced and refined, and how doctors and patients manage health and wellness. Information, on the other hand will be considered as given with various tools dishing out pre-configured but yet configurable information. The emphasis would be in terms of connect and execution rather than on mere information processing.
We have already seen the term 'Digitization' referred more these days than 'information technology' and the discourse has noticeably changed over the last one year. We hear of a 'Chief Digital Officer' more frequently in place of 'Chief Information Officer', than earlier. The world seems to have moved beyond the age of information processing and jumped a step ahead to actualize action with new found technologies and connect. Information is considered as given in this new state and the emphasis is more on delivery and end use. The term 'Information Technology' therefore does not seem to define the current state correctly. We have got used to that term for decades and I understand it will not be easy to give up and embrace a new term but I am sure that the term 'IT' would fade over time to give way to a new description which defines the contemporary state more appropriately. I know it took quite a few years to accept 'Mumbai' as the new name for the city but I don't think we call it Bombay any more.
Career of the CIO – As the Future UnfoldsCIO innovation, CIO leadership, CIO skills, future of IT
CIOs, over the years, have done a commendable job of making information technology work for organizations. The march of IT and its effective usage in organizations is largely because of their efforts. The game was not so simple – it was not just about working with technology but of managing people who used these facilities and meeting the expectations of the management.
The CIO evaluated technology needed for the organization and then put in efforts to make it work. To ensure its proper running he went about creating awareness among the users and imparted necessary training to them so that they could use the systems effectively. He set out to do the needs analysis, got systems developed, gave implementation assistance and did hand-holding till they could stand on their own. He was entrusted with the responsibility of ensuring the IT infrastructure was available at all times. While others rested during the evenings, the CIO was the one who would be on duty to keep things running. The CIO was often at the center stage as IT became an important tool for business.
The Changing Scenario
Times have changed. Widespread connectivity, new gadgets connected to the net, mobility, and real time applications present a new landscape where technology is used differently. Companies exploit these opportunities to create the differentiation that they look for. Users are more aware and have their own demands that run ahead of what the CIO is out to deliver. Young blokes who join the organization are already technology aware and therefore it is no longer necessary for the CIO to sell the idea of automating business processes. User driven demands on IT sets the agenda for the CIO to follow.
Digitization has created a new paradigm in the use of technology in business, government services and other areas. At various places, business heads have seized the initiative to make use of digitization to reach out to the markets and customers while integrating various wings of business to fulfill commitments. We have heard of cases where the Marketing functions have directly appointed technologists (called 'martech'), who take care of the technology part of marketing digitization programs.
The Role Change
The CIO sees his role changing and is aware that the demands on him are different than what they were in the past. Let us look at the changed environment and of some tasks that he usually performs and how he is slowly being relieved of these responsibilities:
- Procuring, installing hardware, software and networks – Many companies choose to get on to the cloud and avoid capital investments. They no longer bother about choosing and owning any technology but get on to a platform that serves their cause.
- Maintaining Infrastructure – These services are now largely outsourced with clear SLAs.
- Software development / package implementation – People tend to use standard packages and on the cloud where possible. The cloud model has reduced the implementation cycle and complexity of dealing with hardware and software issues.
- Network & security – Remote network monitoring and remote monitoring of security by external agencies (with strict SLAs) relieves the organization from the drudgery of maintaining and monitoring these operations.
The Emerging Scenario
The technology landscape and the usage of new tools and gadgets have really complicated matters. The standard classical method of technology has given way to a non-linear approach with disruptive technologies and their application in various spheres of work. With the business demands on the rise, organizations want breakthrough ideas for business, nimble footed teams which can take off in no time, quick actions and demonstrable results in a given time frame. Classical positions and roles therefore find no place in the new order. The traditional role of the CIO hence comes into question.
The CIO therefore has to find a role for himself in the new situation. He has to rebrand and reskill himself in order to make his contribution look unique. In my opinion the position of a CIO, as we know today, may not exist in its present form and may morph into something more relevant to the times as matters evolve. The IT department, as it exists currently, may also get absorbed into a new function that is relevant for the times. Companies may look for innovators, technology strategists, turnaround specialists or people with special skills who can create an impact and help business evolve and exploit digital opportunities to run far ahead of the competition. Creation of a new position of a 'Chief Digital Officer' is a case in point. How the new order takes shape in the future is a matter of conjecture and would be subject to varying opinions but the CIOs need to think, observe and mold themselves continuously as new requirements evolve in a rapidly changing environment.
Predicament of the CIOCIO, CIO leadership, CIO skills
The information Technology sector has undergone a sea change over the last few decades. I remember the days in the 1970s when we used to struggle with punch cards and rickety slow systems which would take their own time to process data. From then on changes crept in, slowly at first, faster in the years following (the 1980s) and then at a feverish pace towards the end of twentieth century and thereafter. It had been quite a struggle for many who had to survive and had to keep pace with the changes taking place around them. It was not only about learning new technologies but about application of technology, connect with business and meeting the changing expectations of management.
Evolution of the CIO
The role of the information technologist got enhanced over time. The young EDP officer was elevated to the position of EDP manager as more of his ilk joined his team. As technology evolved further to generate online information, the term 'information technology' came in to describe this function and as a result the EDP manager was conferred titles of 'Information Technology Manager', General Manager – IT etc., which came to him as his right of inheritance. When competition in the market intensified, information became a key resource and companies making informed decisions based on these inputs became more adept in responding to the customer demands and in fighting competition in the markets. Sensing the importance of information and the invaluable role that computers played, companies were convinced that the main driver of this change would have to be an information specialist who was also tech savvy. Such a person was then to be the 'Chief Information Officer' or the CIO. As was natural, the IT manager laid claim for this position terming this as his birth right. The management executives and other business heads to whom technology was alien, easily conceded to this demand. The IT Manager thus came to be known as the CIO.
The real challenge for the CIO
This, in my opinion was the turning point and the real challenge for the information technology manager turned CIO. Slowly as the need for relevant and meaningful information arose and as technology further integrated with the business, the real need for a good CIO came to fore. By now IT had got enmeshed with all activities of business and most of the business processes were automated. As competition intensified, more was expected out of investments in IT and demands on the CIO increased. The mere automation of the processes did not please the management enough and they started looking for visible benefits to business. The need for a strategic plan for IT was strongly felt by companies – a plan which could consider the strategies, objectives, priorities and goals of the business and lay down an action plan for addressing them in a phased manner. Business focus was paramount. Some CIOs measured up to the challenge while some others are still learning the ropes.
The changing scenario
In the meanwhile, impact of IT was felt in various aspects of business. Companies kept looking for newer ways to win in the market and considered using Information, knowledge, Innovation, data security etc. in a way which could enable and equip them in leading the race. This resulted in the emergence of new positions like Chief Knowledge Officer (CKO), Chief Innovation Officer (CInnO), Chief Digital Officer (CDO), Chief Information Security Officer (CISO) etc. besides the position of the Chief Technology Officer (CTO) which already existed. In the midst of such eminent positions, the role of the CIO had to come under review; it was now not as clear as earlier and the role looked a little hazy. Organizations now look a bit uneasy with the CIOs and the CIOs feel managements are unclear and non supportive. This situation has perhaps prompted some CIOs to turn entrepreneurs and operate outside corporates to be on their own, though I am unsure of this being the right reaction to the situation.
The paradox
Unlike any time earlier, the CIO has now to adapt to changes taking place at a much feverish pace than before. We often say technology changes the way we do business and we really see that happening in various sectors of the industry. Confusion exists about how much should the CIO know technology and how much should he know of business. Managements expect CIOs to think beyond the ordinary and take lead in organization projects that use technology, in coordination with others in the company. The CIO is groping for answers and trying to learn more tricks in order to survive. His role is in a state of flux and digitization has now opened up a new paradigm. Many companies, on the other hand, do not know what they need out of the CIO and therefore share a part of the blame. However the profession of CIO is at crossroads waiting to evolve into a new avatar.
Bitten by the Entrepreneurial BugCIO, CIO skills
I remember it was the internet boom of the late 1990s that threw up a new crop of entrepreneurs. Various technology professionals kicked away their lucrative jobs and set up studios and kiosks to offer new kinds of services including designing and developing web sites, doing web programming, developing new products catering to supply chain and customer relationship management. The subsequent internet bust spoilt the show and such professionals got back to employment, but entrepreneurship had taken roots.
But of late there has been an increasing trend of CIOs wanting to walk out of their routine jobs to start a venture of their own and be masters of their own time. This desire exists today at various levels ranging from those who are only a few years into the profession to those who are at the fag-end of their careers. The desire to start off anew is spreading fast amongst many and they are out exploring this new world of freedom. Ever since I started off on my own after superannuation I have had discussions with many and it is interesting to see CIOs daring to explore new avenues leaving the safe havens of secure employment of steady income. They are not really the Don Quixote kind of warriors but are careful adventurers who are planning their next mission. To understand them better, let me classify them into four types :
Wanting to do something big
They are the young brash warriors who have been deeply inspired by old heroes like Bill Gates, Micheal Dell, Narayanamurthy etc., the new crop of entrepreneurs like Bansals of Flipkart fame, Bahl of the Snapdeal and founders of Paytm, Foodpanda, Housing.com etc. They are quite unlike the traditional CIOs and have huge ambitions. I don't know how many of them have really been able to hit the jackpot but they are great fellows in the making. Ideas like creating a new product or service have crossed their minds and these ideas are being tested in their laboratories. Let us wait and watch for one of them to make a leap and hit a new ground.
Bored of the routine and desire a change
These CIOs are not the very young but those who are midway into their careers. Having come this far they have realized that their staid job with limited rewards is not exactly the professional life they had bargained for. They want to put their carriers on a fast track and be their own bosses rather than know-tow to the uninterested CEOs, troublesome CFOs and hostile functional peers. They have started jutting their heads out of the window and looking for opportunities that can take them out into a world of freedom. They have been on a survey contacting various vendors and service providers trying to assess the market and their readiness for such services. They are convinced that opportunities exist for services like software development, implementation assistance, application maintenance, outsourcing of services, web hosting, integration with new platforms like social networking, mobility etc. They are on the prowl and may knock at your doors one of these days. Do engage with them and see if they can add value.
Out of job and don't see any position of choice
These are CIOs who have toiled hard and delivered value at various stages in their career. However situations do not work out favorably in all cases and the poor CIO seeks the right environment where he can really prove his worth. The corporate world is often hostile and they are out in the wilderness trying to make sense of what the organizations are up to. Tired of the eternal search for the right organization and position, these CIOs decide to chart out their own path and kick-off their listless and boring jobs that are devoid of any excitement. They are also out in the open searching for their prey and may reach you traversing a long winded path, being unfamiliar with the art of selling or soliciting business.
Retired or about to retire
These are veterans who may have spent the best years of their work life solving complex issues and handling the toughest of customers. That they have survived all this while is a tribute to their ability to stand their ground in spite of the forces all around that try to sweep them off their feet. They end their term with their head held high and with their heart in the right place. However they still feel young and not yet ready to hang their boots. They think they have enough energy and acumen to guide smaller organizations that do not have the benefit of good advice. They take up various advisory roles and also offer to work as part time CIOs to help such organizations to evolve a clear IT plan and make technology work for them. With grey hairs on their heads they also fit in as guest faculty in many of the engineering and management institutions. This CIO group is all set to expand and grow.
So friends, CIOs are on the move. Armed with new confidence and courage, they are set to take on the technology world. There have also been moves to form groups or forums or to create together a new entity to give established firms a run-for-their-money. Watch out for this space and observe how things unfold over the next two years.
Going Digitaldigital, digital business design, Digital disruption, Digital strategy, Digital transformation
Digitization is a subject which is current and hence everyone likes to dabble in it, itching to get on to the bandwagon. They know if they don't embrace this new approach others would do so and run away with the booty. Therefore we find companies rushing in to go digital and pull all stops to get there first. Though there is nothing wrong with companies adopting contemporary methods and gaining a competitive advantage in the market but they need to take a considered view and proceed with a bit of caution ensuring they take the right direction with everyone on board.
Differing perceptions
Since so much has been written and spoken about going digital, it is but natural for executives to be bombarded with information and opinion coming in from various sources. Using this input they develop their own perceptions and lend their weight to the digital initiatives in the organization. For some executives it is all about extensive use of technology, for some others it about a new and effective way of engaging with the customers and other stakeholders while for the rest it may be about an entirely new approach to business and growth. While none of them would be wrong in their assumptions, these differing perspectives could cause hurdles to charting a clear and an unambiguous path for digitization. Such a lack of alignment would inhibit working out of a common vision about where the business needs to go. In such situations, companies may embark on a few piecemeal initiatives or make uncoordinated efforts which may result in missed opportunities, sub-optimal performance or false starts.
Business leaders therefore should have a clear and a common understanding about what digitization involves, what it means to them and the resultant impact on business. They should delve deeper and evolve a meaningful digital strategy to drive business performance and to achieve business goals. In order to make this work, one can look at the following three objectives of digitization to lend clarity to the approach.
Creating new opportunities
Digitization opens up new possibilities that the organizations can exploit and be ready to reexamine the entire way of doing business as also to explore new areas that provide value. It may be new methods of service delivery or newer methods of engaging with the customers or starting new businesses that are possible now with digitization. For example 'Internet of Things' opens up new opportunities for disruptors who can use unprecedented levels of data capture & accuracy to identify weaknesses in value chains and to take immediate corrective action. Using mobility and location aware sensors, companies can be in touch with developments on the ground and take proactive steps to get ahead of the competition. This requires company's commitment to understand the implications of the developments in the marketplace and to evaluate how they may present opportunities or threats.
Adding value to the current business
The next element of digitization is to use this new capability to improve existing level of delivery, customer service, stock movement, decision making etc. For example understanding each step of the customers purchase journey, irrespective of the channels, and then using digital capabilities to ensure the best possible experience to the customer would be one such step. Similarly the supply chain can be improved upon for greater flexibility, efficiency and speed to deliver the right product at the right place. At the same time, data and metrics can focus on delivering insights about customers that in turn drive marketing and sales decisions. These will be cyclical dynamic processes where processes and capabilities evolve based on inputs from customers and other supply chain constituents.
Making technology work
Another element of going digital is about building technological and organizational processes that allow an enterprise to be responsive, agile and efficient. The basic platform on which the new initiatives would run will have to be properly designed and adequately equipped to handle the new demand of the times. IT systems will have to be architected afresh and decoupled from the earlier legacy systems. The new platform will have to be flexible, agile and open, in order to handle company's response to the changing market conditions. A key feature of digitized IT is the commitment to building networks that connect devices, objects, and people. This approach is embodied in a continuous-delivery model where cross-functional IT teams automate systems and optimize processes to be able to release and iterate on software quickly. For these to work, it will be important to address mindsets of people so that they adopt and work with the new processes. Companies often create small teams which work iteratively to bring about initial changes and help institutionalize these methods and build capabilities for the longer term.
In conclusion I would say that the objective of going digital should be to unlock growth. Companies may interpret or act on this in different ways, but by having a clear understanding of what digital means allows business leaders to develop a shared vision of how it can be used to capture value. When rightly applied this could take the organization to the next level of growth and performance or otherwise they would just rue their missed chances.
Building Digital Capability
Organizations embark on the digital journey with a fond hope of staying ahead of the competition. Their decision to go digital is often influenced by the desire to use contemporary technology & methods, peer pressure, persuasion of the CIO or other business heads or advise of consultants. Whatever the reason to go digital, the start of the journey should always be marked with careful thought and planning to avoid subsequent hiccups.
Taking up the project without a careful assessment of capabilities and resources could land the organization in trouble. With a focus on technology and its possible benefits, companies often forget that organizational readiness is important. They need to consider factors such as the organization culture – to see if it supports digitization, orientation of the senior management – whether they have been briefed and taken on board, capabilities of the key staff members – to assess if they have the right skills & attitudes, and a capable IT organization – if they have the right set up and capability of handling digital information. Let us discuss each of these factors.
Organization culture : Companies undergoing business transformation often ignore the risks of non-adoption when they fail to address cultural issues, either assuming that people would align themselves on their own or that they could be forced to fall in line. These measures, however, do not work and the proposed change remains a hostage to the work methods and behavior patterns of various people groups. It is important therefore to work on the cultural aspects and have the HR department hold transformational programs to bring about a change in the mindsets or even relocate staff members who do not fit the bill.
Orientation of the senior management : The C-level executives should be the driving force for digitization but they could also be the hindering factor. Their participation is important as they are expected to provide direction to the operational staff who work with them. The Board or the CEO should take these senior members into confidence and discuss the entire plan with them and buy their commitment and support. It is important for them to realize that their success as business heads hinges on the successful roll out of the digitization initiatives. Wherever possible they should be exposed to the contemporary methods by getting them over to visit companies that run such digitization programs. Once they are convinced, they will themselves champion the cause and work for it.
Capability of key staff members : This is an area generally not given much attention to. We often see staff not adequately qualified, short on capability, not skilled or differently skilled, not trained or wrong on attitude. It is important to assess this aspect of readiness and address the issue before the start of the digitization project. This is a transformational program and therefore needs thorough assessment. This involves selection of the right people, relocation of those not fit, training, skilling or reskilling them, taking them through motivational and soft skills programs, empowering them to act independently and make them customer centric. Where the required talent does not exist within the organization, immediate steps should be taken to acquire talent from outside. Reorganization and restructuring of functions and changing of reporting relationships might be necessary along with defining new job descriptions and this need to be carefully worked out, taking external help where necessary.
A capable IT organization : Many companies are still unclear about the best way to set up their IT organizations and develop the tools and talent required to manage digital information and establish and maintain online services and automated processes. The traditional set up is usually carried along with some superficial changes. Such an attempt would not work and may derail progress. Most do not properly acknowledge that many of the critical resources required to facilitate this transition may not be available in-house. The right talent may be in short supply and may often take years to build such capability. It is therefore necessary to hunt for talent outside and also consider outsourcing a few tasks where the required skills do not exist within.
Before taking on the digitization programs companies would do well to assess their level of preparedness and build capabilities to successfully implement and derive benefits on a sustained basis. Companies need to identify the business domains and activities that would most benefit from rapid digitization, and should manage those projects separately from their conventional IT projects.
Digitization Efforts Need Good LeadershipDigitization, Enterprise architecture, Leadership
Digitization efforts in many organizations do not fully yield results that are desired. While reasons could be many, one of the main factors for poor showing is ITs lack of alignment with business. Initiatives that are localized at the level of the IT or taken up by stray business heads hardly ever bear fruit. These initiatives may result in some improvements but they are insignificant and remain within a small sphere. Large organizations manage to steer clear of this trouble because of good professionals on board, but the gap is more pronounced in small and medium sized organizations. SMEs find it extremely hard to manage technology deployment without the right people and therefore their digital journey lacks clear direction.
One way of overcoming this problem is to seek advice from an external source and employ management or technology consultants to draw up a road map and suggest a plan of action. The consultants may be reputed firms or accomplished individuals but the success lies in making right use of them and it here that many are found lacking.
Let me cite a few examples from my engagements with clients over the last three years. In most places it was the lack of effective leadership that resulted in sub-optimal use of technology. Though the CEO is best placed to give it a right direction, any other senior person nominated by him can also deliver if he can think from the CEOs perspective, but that rarely happens. The following examples would go on to show that many organizations do need to wake up and bring in greater professionalism in the work place.
Where the CFO takes charge : It is customary in most organizations to make IT department report to the CFO. I cite an example of a mid-sized manufacturing company which decided to seek advice and their CFO called me over for a discussion. Since they had already decided on an ERP, I helped them through the implementation process with suitable business process changes and help streamline the functioning of IT. However to make effective use of their investment in technology I suggested they use business intelligence to strengthen decision making. The CFO, I guess felt uncomfortable with the idea as he was already getting his usual reports and did not feel the need to proceed further. The CEO never got involved directly but got briefing from the CFO. The company therefore was stay put at that level and lost an opportunity to build up on their initial work.
When the CEO calls for review but delegates responsibility – We often say a job well begun is half done. However, if the direction changes after the start, the job remains half-done. It played true for a fairly large company in the auto parts sector. The CEO was concerned about the efficacy of its IT and its contribution to business and hence was himself present for the initial discussion. He wanted me to do a quick study and share with him my broad findings. After this stage, the command passed over to the CFO, who along with the CIO tried to resist changes. Some of my first recommendations like centralization of the IT, IT governance and enterprise portal required some investment. The CFO cited lack of funds and wanted to defer these actions. I was insulated me from the CEO and he did not get the right status update. This was again a case of opportunity lost.
Where the CEO initiates but does not participate – These situations are also not uncommon. I was called in by the head of an institution who had taken the initiative to modernize work both in the academic function and the administrative area. Products were then selected and the work began in the right earnest. The initial enthusiasm could not however drive the project further due to the organization culture which was slow-paced and had informal work methods. The initial enthusiasm faded as the institutional head thought it was not necessary for him to participate and that technology should be dealt with by IT. The responsibility then was placed on the IT administrator to drive the projects on his own. Due to lack of direct participation by the head, adoption of new methods by employees, discussions on new initiatives, work cooperation, data discipline etc. suffered. Small superficial successes seem to provide satisfaction to the institutional head and the management. Instead of being an advisor to the management, I ended up being an advisor to the IT administrator. Technology could not therefore be gainfully deployed and benefits in terms of governance and better running of the institution could not be realized.
When the CEO keeps himself at an arm's distance – A subsidiary of a MNC doing well in India decided to automate work to handle their expanding business. I worked with them to draw an overall plan to introduce ERP and other applications, connect with all stakeholders, mobility solutions etc., which was approved by the CEO. The CEO was perhaps advised internally to appear only for the steering committee meetings and therefore maintained a distance from the project. Internal contradictions in the form of cross functional problems arose at regular intervals which affected work but did not surface well during the steering committee meetings. Compromises at various stages resulted in a sub-optimal solution. Without a direct contact with the consultants, the CEO got colored information from his internal team and therefore could not get from technology what he would have wanted.
From the above examples it is clear that right leadership is critical to steer the digital journey of any organization. Unless the digital plan is driven by organization strategy, objectives and goals, work meanders taking care of a few procedural issues but leaving the main purpose behind. Organization heads need to realize that they are in a digital age and should directly confront technology and not just view it from the corners of their eyes.
When CEOs Falter on Technology DeploymentCEO, IT Strategy, Key management, Management
In my last post I had discussed how important for it is for the CIO to get his CEO on board for his plans for technology deployment. I had said that CIOs should learn the art of influencing those who matter and be persistent with the task in spite of early failures. Best efforts however come to a naught when the incumbent CEO refuses to play ball and proves a hard nut to crack. The poor CIO keeps banging the door that refuses to open. I have encountered such situations and often wondered how to wade my way through. On some occasions I managed to address the situation but at other times I was left without answers.
The CEOs that I handled, both as a CIO then and as a consultant now, were accomplished men in their own ways but were not really cut out for handling the play of technology in their businesses. They had their own characteristics, background, understanding and orientation and therefore needed different approaches to make them come around to listen to me. Instead of being a guide and a motivator, many a times, they acted as speed breakers and did not assist in the absorption of technology into business. I would classify such CEOs into four distinct types viz. :
Not technology literate : These are old time CEOs, ones from the earlier generation, who may have spent their entire lifetime without the help of IT and therefore do not understand this clamor for technology. Wary of gizmos with smart guys running fingers on them, these CEOs tend to keep technology away at an arms distance. Any proposal on technology is promptly and automatically passed over to the CFO or some other functionary for consideration. His only concern is the expense on capital or revenue account and availability of budgets. There is very little that the CIO can expect of them and the CIO would do well to keep out of his away. For instance in my last outing as a CIO, I had to report directly to the CEO as I handled two functions but whenever I spoke of technology he would re-direct me to the CFO and lose further interest in the meeting. I soon learnt and decided not to put him through this torture and be a little more kind to him.
Use technology a bit but still indifferent : They know and use technology say for sending or receiving mails, opening an excel sheet or a word document, but that is where it all ends. Technology beyond this point is not their area of interest and they cannot comprehend the tall talk of a technology revolution and its likely impact. Decisions on technology are sometimes conveniently deferred, referred to an expert or forwarded to the executive committee. They would not directly participate but may really not act a spoilsport. However they are happy so long as they get their mail messages and periodic reports they ask for. In one of the organizations that I worked with, the only question that the CEO would ask me was whether the systems were working alright and if I took up a point for discussion he would advise me to put it up in the next executive committee meeting.
Have a function bias : These are functional experts who get elevated to the position of CEO but continue to retain a strong functional bias. Though they discuss various issues, any reference to their parent area evokes an immediate response whereas other matters get less than an enthusiastic response. Discussing technology plans therefore becomes so much more difficult. Reporting to the CEO who had come from operations, I struggled to get through initiatives on dealer management, CRM, treasury management etc. but a proposal for streamlining Supply Chain management got his instant approval. In another case, the CEO from Finance gave a green signal for ERP implementation but asked us to cover only finance and commercial applications along with inventory accounting. For them technology is just one another activity and not as important as the functions that they are comfortable with.
Those who believe in delegation : They are ostensibly great leaders who believe in participative management. They are masters in delegation and distribute responsibility on various matters. Information technology obviously doesn't figure in the list of tasks that they directly look into and therefore pass it onto some functionary of their choice. In one of the companies I recently rendered advice to, I was called in and spoken to by the CEO but he later delegated the responsibility to the CFO and what happened thereafter was the usual, and the objective with which I was called for was not fully served.
So friends, here we are. Pray that you get to work with a CEO whom you can talk to – a CEO who can lend you an ear and at least absorb a little of what you say. Even if he or she were to be covered with a shell, you would wish it is not too hard to pierce through. It is important to win him over and those who can do so can ride rough seas with relative ease. For those who are not able to, the best way is to make friends with the COO or the next in line and use his influence to wade your way through.
Getting the CEO on boardBusiness strategy
It is always our endeavor to see that IT deployment in our companies have clear purpose and direction. As CIOs we often struggle to place our IT plans on the right path. The IT plan drawn is not for the IT function alone but one for the organization. Such a plan therefore has to be accepted and absorbed by the senior management especially the person at the top.
Many a times seemingly good IT plans get stuck at various junctures due to lack of adequate support from various constituents in the organization. Reasons could be many and the blame could fall on one or the other. The CIO could be at fault at times, not being able to understand the need of business, priorities or the processes but at other times factors like cultural issues, lack of proper orientation of the people who matter, and displaced priorities of executives could derail the program. Though the CIO can take various measures to engage with the people and explain the plans, his best bet will be to reach out to the CEO and try to get him on board. In my opinion the CEO is the single most important person whom we should have on our side. It is great to have his support but the story can be complete only if he/she participates in the execution process. Let us consider the ways in which the CEO can add value :
- Guidance : He can guide and lead us in a proper direction by articulating his vision, objectives, goals and priorities. He can also refer us to the management team for further details and can provide a lot of clarity for us to follow-up with further study and analysis,
- Being a catalyst : His buy-in into our initiative sets off a trigger reaction making other senior executives to fall in line. Those executives who could have set low priorities otherwise come around and start discussing. Co-operation then runs down the line as people are instructed to share documents and data. Engaging with users gets easier.
- Helping through problems : The CEO could really help when stuck with problems that act as hurdles in performance of systems. His gentle nudge to the reluctant user, or conducting a review of work on the project, passing clear directives or resolving cross functional contentious issues could pave the way for a smooth run.
- Helps obtain resources : When we face a resource crunch impacting our project, there could be no better a person than the CEO to help us fight through the maze of tedious processes, budgets and botched priorities to get resources like funds, manpower, working space, facilities etc.
The question, of course is how to get him on board and make him take our side especially when there could be many others seeking his attention. The task is not easy and there are no clear formulae that work. It depends on how we position technology in the organization, on how we build up rapport with senior people and on how we evoke confidence in others. Let us consider a few steps here :
Educate the CEO : When the CEO is IT savvy, it is a cake-walk but if he is not, we will have to seize an opportunity to explain a few simple terms to him. Rushing him into quick learning may not be a good idea and we have to exercise patience to let him catch up. If necessary we can seek services of a consultant or get a senior person from the IT vendor organization to speak and update him on the current trends.
Be pro-active : Offer to make a presentation to the management committee and place your plan to buoy up business. Speak the language of business and don't try to impress with technical jargons. If we just concentrate on familiarization without seeking approvals it will not put the people on the defensive.
Making a business case : When putting up proposals for approval include a short summary explaining the purpose and the likely impact on business. While the accompanying details could be comprehensive, the objective, proposed solution, work plan and the outcome should make a compelling case for the CEO to appreciate and approve. What he is convinced of will receive his encouragement and support.
Maintaining a high success rate : What if you were to complete a critical project successfully and on time and repeat the performance on your next project. If you keep a close watch and demonstrate measurable impact to business, the CEO would not only give you support but also trust you with more responsibilities.


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I have a few questions about the image below, which is from my great-grandfather's grave:
1. Is Zeng Yi the same as the city or county of Zengcheng?
2. Is there any significance to the dragon image at the top of the gravestone? Also, is there any significance to the expression "da-ren" at the bottom? Is it the same as tai-jin in Hokkien, i.e. some sort of kapitan/mandarin?
3. The names of the sons seem very strange to me. Is it likely that the wrong characters inscribed? Some of the characters have been touched up subsequently, so there are a few minor mistakes in the characters, but I am thinking more of the feminine nature of the names.
4. Does the expression "xian-zu" at the top signify anything different from the more common expression "xian-kao"?
5. Is this enough information to trace my family genealogy in China, where my great grandfather was born?
Discussions on the Hakka dialects.
5 posts • Page 1 of 1
- Posts: 1
- Joined: Fri Mar 12, 2010 11:21 am
Re: Zengcheng
Darn. I just read your whole post then got to the bottom and clicked the link and the picture is nowhere to be found. If you could repost the picture I'd like to have a look.
Jacob Atherton
Re: Zengcheng
ok i got this is good.....
5 posts • Page 1 of 1

subset: commoncrawl


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"Odd Man Out": Blog Reviews
As Odd Man Out works its way into the mainstream, I've found a few blog reviews here and there. Click on each site's name below to read the reviews.
Various Observations in Written Form
Winning at Fantasy Sports Live
If you know of any other reviews in magazines, newspapers, or blogs, please post the link or e-mail me at email@example.com.


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By COLLEEN LEDDY
Flipping through the April/May AARP magazine this weekend, I noticed a two page ad about their "Life @ 50+" event in New Orleans this September and yearned to go.
The event features celebrity speakers, "lifestyle and learning" sessions, tours, exhibits, and even an opportunity to help with the redevelopment of New Orleans by volunteering to do work in the neighborhoods.
The AARP ad brought to mind thoughts of the Elderhostel program (now called Road Scholars). Back in the 80s and 90s, my in-laws used to take trips to fascinating places where they took classes and learned new and interesting things—but didn't have to take any tests or write papers. It was like college for grown-ups without the stress of getting good grades. What could be more fun?!
Back then, you had to be 50 to participate or be married to someone who was. I considered it one of the perks of marrying an older man. David is seven years my senior and I couldn't wait for him to get older and turn 50 so we could go on an Elderhostel trip.
But when David turned 50 eleven years ago, Ben was just starting college and Rosie and Maddie were still at home. We wouldn't have gone on trips without them, so Elderhosteling went on the back burner.
Age-wise, I think now must be the time we should be going, but we're both so busy with our jobs that it's not really feasible. And with Ben and Sarah expecting our next grandbaby Oct. 5, Elderhosteling isn't happening. We'd much rather spend our money visiting our kids and grandkids.
That is, as long as our kids don't ever divorce us. That was the next thing I flipped to in the AARP magazine. "When Your Kid 'Divorces' You" was a sidebar to the article, "The Stranger in Your Family: You've raised them. Now they'll barely speak to you. What's driving the rise in parent-child estrangements?"
I moved from that depressing article to an essay about appreciating old people; it cheered me up considerably. I was well into it before I wondered who wrote this pleasant article, and lo and behold, discovered it was our friend Elizabeth Berg, the New York Times bestselling author who visited the library three years ago.
In "Forever Young? Really? What we lose by refusing to act our age," Elizabeth recounts stories of her childhood interactions with her grandfather whom she adored: "He would pop out his false teeth and then gulp them back in (we thought they were real, so you can imagine how impressed we were)."
Her essay was more about the outward appearance of aging, but made me think about how I really must be getting old because I've totally lost that carefree exuberance I had as a young adult.
I know I am old because when Maddie e-mails things like "Sold Sunny and got a job with Jim for 3 weeks. Big day," I cringe.
Oh, I'm thrilled that she has unloaded "Sunny," the one-thing-wrong-after-another camper van, but I shudder at the thought of her not only working for, but living with, the unknown Jim.
Well, I do know a tiddley bit about Jim. Back when Maddie's friend Natalie was still in New Zealand, Jim was the guy who gave them a ride when they were hitchhiking—and then later suggested they buy the one-thing-wrong-after-another camper van.
We learned about Jim in a Feb. 14 e-mail.
"Successful hitching. Made it to Christchurch and staying at a nice man's house. He owns an organic yoghurt company. Tomorrow we'll try to buy a campervan. And avoid earthquakes."
Such a short e-mail, but so fraught with seeds of worry: They're hitchhiking? They're staying in the home of a man who picked them up while hitchhiking? They're buying a vehicle? And, oy, earthquakes.
I had forgotten that I should worry about earthquakes. I must have glossed right over that back in February. I'm still stuck on "girl alone, living with nice man who owns an organic yogurt company" and thankful that we've made it past "girl in New Zealand eating $3 lunches with the Hare Krishnas."
If I die of worry before I die of old age I'll never get to Elderhostel.


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Michelle Rhee
On June 12, 2007, Washington, D.C. Mayor Adrian Fenty appointed Chancellor Michelle Rhee to lead the District of Columbia Public Schools, a school district serving more than 47,000 students in 123 schools. Chancellor Rhee's commitment to excellence in education began in a Baltimore classroom in 1992 as a Teach For America teacher. At Harlem Park Community School, she learned the lesson that informs her work every day: a city's teachers make up the most powerful driving force behind the its future prosperity by building the academic skills that yield positive life choices for children's futures.
Chancellor Rhee founded The New Teacher Project (TNTP) in 1997, a leading organization in understanding and developing innovative solutions to the challenges of new teacher hiring. As Chief Executive Officer and President, she partnered with school districts, state education agencies, non-profit organizations, and unions to transform the way schools and other organizations recruit, select, and train highly qualified teachers in difficult-to-staff schools. Her work with TNTP implemented widespread reform in teacher hiring practices, improving teacher hiring in Atlanta, Baltimore, Chicago, Miami, New York, Oakland, and Philadelphia. TNTP placed 23,000 new, high-quality teachers in these schools across the country.
Chancellor Rhee currently serves on the Advisory Boards for the National Council on Teacher Quality, the National Center for Alternative Certification, and Project REACH of the University of Phoenix's School of Education. She is an Ex-Officio Member of the Kennedy Center Board of Trustees.
Chancellor Rhee holds a bachelor's degree in government from Cornell University and a master's degree in public policy from the Kennedy School of Government at Harvard University.


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Press Release:
Saint Paul, MN (October 5, 2010) – The Midwest Comic Book Association (MCBA) is pleased to announce that the 23rd Annual MCBA FallCon Comic Book Party (aka "The One Day Wonder!") will take place at the Progress Center located on the Minnesota State Fairgrounds on Saturday October 16, 2010.
FallCon, one of the premiere comic book events in the midwest with a growing national reputation, is a celebration of the extraordinary marriage between the written word and graphic arts. A fascinating and focused acclaimation of an American born, truly unique, dynamic, ever growing and evolving medium that comic books represent.
"FallCon is a 360 minute nexus of all of the things that make the world of comic books so very compelling and relevant!" said Nick Postiglione, Co-Director of the all volunteer MCBA, "Over the years, FallCon has been built around the concept of developing community and providing opportunity for all aspects of our growing community to interface in a welcoming and energetic enviroment. The midwest has a long standing reputation of being a breeder reactor for comic creators of all types and given the recent appropriation of cutting edge comic book culture by the much larger mainstream media, it's a great spotlight for the wildly diverse aspects of our exponentially growing creative community. Including superstar creators, working professionals, up and comers, Independent & Alternative creators, webcomicers, self-publishers, mini-comic folks, small press, and all creative and format points in between!"
Of course no FallCon could possibly be complete without the hucksters! Offering a super gigantic comic book marketplace with comic book stores and dealers buying, selling and trading all things comic books. There will be literally tons of comic books (Around 500,000 golden age, silver age, bronze age, current and collectible comic books), trade paperbacks, graphic novels, original comic book art, manga, action figures, statues, Star Wars & Trek, unexplicable trinkets, collectibles and the list goes on into a reasonable approximation of infinity.
At FallCon, expectation of the unexpected is generally expected! Costumed characters, hundreds of door prizes, surprise guests, portfolio reviews, attendees of all shapes, sizes, colors, ages, sexes, characters and mundane's from all walks of life will converge to join the party. A One Day Wonder of pure comic book action! Now is the time and FallCon is the place where there's something for everyone and everyone is welcome!
Event Name: FallCon Comic Book Party
Event Description: Comic Book Party
Date of Event: Saturday – October 16 – 2010
Open to Public: 10AM to 4PM
Location of Event: MN. State Fairgrounds – Progress Center
1621 Randall Ave – St. Paul, MN. 55108
Featured Guests:
Adam Hughes – Legendary Cover & Pin Up Artist
Barb Schulz – World class inker – Istructr
Herb Trimpe – Bronze Age Superstar Artist & Co-Creator of Wolverine
Dan Jurgens – Local Superstar & The Man Who Killed Superman
Mike Hoffman – World Reknowned Fantasy Illustrator
Joel Seibel
And Many More TBA – Complete List On Website
Event Features: * Free Creator Autographs * Free Parking * Free Portfolio Review * Hundreds of Door
Prizes * Costumed Characters * Prize Drawings *Over 100 Comic Book Creators *
Dealers from all Over the USA *
Tickets at the Door. Admission: $7.00 per adult. Children 9 & Under Free. Get $1.00 off w/a canned
foodshelf donation.
Event Website: www.Midwestcomicbook.com – under construction
Charities: Comic Book Legal Defense Fund – www.cbldf.org
Minnesota Lupus Foundation – www.lupus.org
Minnesota Foodshelves


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September 27, 2017 - More details about the con:
Pete's Robot Convention is back next summer for Round 2!
Did you know that from 2005-2016 there were over 200 BotCon and Transformers Collectors' Club exclusives made? During that time samples would be produced to confirm if this was the version of the exclusive that should be put in to production. Often times there were small changes, other times pretty extensive ones. Well, if you have ever wondered what the early version of a Transformers exclusive looked like you will now not only be able to see these very rare items, but you will also have the chance to own one!
We will have an amazing display set up during the weekend showcasing pre-production and final samples for most all of the exclusives as well as offering these for sale starting Saturday at the Exhibitor Preview Night!
You don't have to wait until next June to get your first look at this incredible selection however. This weekend at the Cincinnati Toy and Collectible show we will be previewing several of the early version exclusives as well as raffling off one of the great toys to one lucky winner! Be sure to stop by and see us. You can check out all the details for the show here https://www.facebook.com/events/1726452517394704
As always, stay tuned for more updates and make sure to visit our website PetesRoboCon.com. If you haven't already, make sure to like us here on Facebook and follow us on Twitter https://twitter.com/Petes_Robo_Con. Can't wait to see everyone June 9-10 at the Cincinnati Marriott at RiverCenter!
Image may contain: text
November 9, 2017 - An email announcement that registration for RoboCon 2018 is now open, and an ennouncement of the customization class:
Hello all!
Wanted to let you all know that registration for Pete's Robot Convention 2018 is now open. Some changes for this year. The show will have a Preview Night on Saturday starting at 6:30pm and then the full show on Sunday. Also, our meet and greet will actually be at Molly Malones this year, a great Irish Pub just 3 blocks from the hotel. We will have our own private room with a cash bar. Families are welcome as this event takes place from 4pm-6pm on Saturday.
Also, we have added a custom class this year with BotCon custom class instructor Shawn Tessman tentatively scheduled to run things. We are planning something very cool for the class! You can add that and/or the Recycled Robots class to your Pre-Reg. Speaking of that, we have a new check out system which allows you add each item to your shopping cart and you can also select your shirt size at checkout. Here are the included features for the 2018 pre-reg package:
* Saturday afternoon meet & greet @ Molly Malone's. Private room w/ appetizers & cash bar. (All ages.)
* Saturday Evening Preview Event
* Exclusive Convention T-shirt
* Exclusive Convention Trading Pin
* Early access to the Exhibitor room on Sunday
* 2 Raffle Tickets - Hourly and Grand Prize
* Badge & Lanyard
(For the Kids Pre-Reg package, Free face painting and a personalized caricature is included)
You can process your registration now at PetesRoboCon.com. Also, while you are there check out our newly added show for 2018, Super Pop Trading Expo. Both shows are under the Night Shining, Inc. banner.
Looking forward to seeing you all again next June!
November 9, 2017 - The announcement of the con's new company, Night Shining, Inc.
Welcome to Night Shining, Inc.
Today we have relaunched Pete's Robot Convention website as our new Night Shining, Inc. company website. There you can find information and registration for Pete's Robot Convention and our all-new show Super Pop Trading Expo. We have also added a new checkout procedure, making it very simple to place an order as an attendee and/or as a vendor for both conventions. Registration is now open so be sure to visit NightShiningInc.com to register for Pete's Robot Convention and to check out Super Pop Trading Expo!
December 12, 2017 - Announcement details for the first custom class figure, SG Swoop:
We have added a second custom class for next years show and we have also added another figure! You will now be able to choose from either a POTP toy, a Pretender shell or you can customize BOTH! You also have the option to customize TWO of the Pretender shells.
Your options include Shattered Glass Swoop on either Saturday from 12pm-4pm or Sunday from 8am-12pm, a Pretender shell on either Saturday from 12pm-4pm or Sunday from 8am-12pm, and/or the two Pretender Shell option (two variations of the same shell) on either Saturday from 12pm-4pm or Sunday from 8am-12pm. You can sign up for both classes if you want to customize both the PotP Shattered Glass Swoop and the Pretender shell(s).
You won't want to miss out on our first year of Pete's Robot Convention custom classes and the toy(s) you will get to paint and modify!
With that, check out our custom Shattered Glass Swoop featuring a new face sculpt, available only for custom at the show on June 9-10. Visit https://nightshininginc.com/robocon to register for the weekend and add your custom class today!
December 13, 2017 - Twitter first look at SG Swoop in hand:
There might be a snow storm blowing in, but him Swoop still see everything!
Enjoy another look at the first 2018 RoboCon custom class figure, which will modify a retail PotP Swoop into his evil colors. Figure, paint, tools, and everything required for the custom will be provided.
January 11, 2018 - Announcement and details for the second custom class figure, Double Pretender Gears Gorilla Shell:
Custom Class Figure #2 - Double Pretender Gears Gorilla Shell!
Now you can have a Pretender shell to go along with your Transformers Legends Class Gears w/ Eclipse figure! At one of our two 2018 customization classes, you will be able to paint up a Transformers exclusive Double Pretender Gorilla shell to go along with everybody's favorite grumpy Autobot!
You can customize the previously announced Shattered Glass Swoop w/ new face sculpt or the Double Pretender Gears Gorilla shell on either Saturday from 12pm-4pm or Sunday from 8am-12pm. If you want to customize both you should select the Saturday and Sunday option. We also offer a two Pretender Shell option (two variations of the same shell) on either Saturday from 12pm-4pm or Sunday from 8am-12pm.
You won't want to miss out on our first year of Pete's Robot Convention custom classes and the toy(s) you will get to paint and modify!
Visit https://nightshininginc.com/robocon to register for the weekend and add your custom class(es)* today!
* Pre-registartion or a general admission ticket is required to participate in the customizing classes.


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Murray Hill and New Providence, N.J., October 5, 2013 --Linde North America praised President Obama for signing legislation into law reauthorizing the Federal government's helium program, which is the source of 40% of the nation's helium. The legislation was passed last week by a bipartisan vote of the U.S Senate and House of Representatives.
Helium is critical to the manufacture of semiconductors, LCD screens, fiber optic cable and MRI scanners. Linde refines helium that comes from the Federal Helium Reserve and provides it to high-tech manufacturers, a wide range of healthcare and industrial customers as well as government agencies, under the federal In Kind program.
Linde's global head of Bulk, Helium and Rare Gases, Joe Horn said, "This legislation helps to stabilize helium markets and prevent disruptions in helium supply. It will ensure security of supply for our customers in North America now that the Federal Helium Reserve, operated by the Bureau of Land Management (BLM), will have the funding to continue its operations, which supply Linde's Otis, Kansas, plant with a significant volume of helium."
Nick Haines, Linde's head of Helium Source Development, said "Continuation of the program is critically important to the economy because it injects market forces into the helium program, while at the same time maintaining the stability and certainty that a variety of industries depend on."
The legislation authorizes BLM to gradually phase in an auction process for the sale of federal helium and institute a number of other reforms to the long-running program. Nick Haines, Linde's head of Helium Source Development, said "Phasing in the auction will ensure that the government receives fair market prices for helium while preventing market disruptions in existing supply chains. Gradually phasing in an auction of the federal helium will attract bidders, will establish a market price, and, just as importantly, will help discourage hoarding, speculation, and other disruptive behaviors that occur in unpredictable markets."
Linde North America is a member of The Linde Group, a world-leading gases and engineering company with around 62,000 employees in more than 100 countries worldwide. In the 2012 financial year, Linde generated revenue of EUR 15.280 bn (USD 19.9 bn). The strategy of the Group is geared towards long-term profitable growth and focuses on the expansion of its international business with forward-looking products and services. Linde acts responsibly towards its shareholders, business partners, employees, society and the environment – in every one of its business areas, regions and locations across the globe. The company is committed to technologies and products that unite the goals of customer value and sustainable development.
For more information, visit www.lindeus.com
Amy Ficon
Linde corporate communications


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SEATTLE, Nov. 11 (UPI) -- Russell Wilson and Sidney Rice hooked up for a pair of touchdown passes Sunday and the Seattle Seahawks dispatched the New York Jets 28-7.
Wilson went 12-of-19 for 188 passing yards and Marshawn Lynch ran for 124 yards with a score as the Seahawks (6-4) remained undefeated at home.
New York (3-6), meanwhile, continued its worst start since 2007 as Mark Sanchez completed just 9-of-22 throws for 124 yards with an interception in the end zone.
Sanchez also surrendered a fourth-quarter fumble for the struggling Jets, who lost their third straight and fifth in six games overall.
Muhammad Wilkerson recovered a fumble for a score in the first quarter, providing the only points for New York.


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SoftHeap.Com is a software shop of PayPro Global, Inc. created by Ixis Research LTD in 1999.


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FALMOUTH, Mass. (AP) — Like a professor explaining a particularly delightful problem, Thomas Gray Curtis Jr. practically bounced from equation to equation on a blackboard in a small room at the Woods Hole Oceanographic Institution's Redfield Laboratory.
"I like to model things after nature," he said as he demonstrated why long strips of green foam reminiscent of thick eelgrass can sponge up oil and other pollutants.
Curtis is a guest investigator at WHOI, studying ways to better protect the environment from oil spills, such as the one that devastated the Gulf of Mexico two years ago.
A retired engineer and former salvage diver with the U.S. Navy, he said he worked on the concept of a high-speed oil skimmer in the late 1960s and early 1970s. When he saw the lack of progress by the time of the Deepwater Horizon spill in 2010, he decided to jump back into researching the subject.
Curtis saw a centrifugal device championed by actor Kevin Costner as a potential way to separate oil and water gathered by his skimmer.
He was still in search of a material for the bottom of the skimmer that oil would adhere to readily when he came across a green foam called Opflex, manufactured by a company owned by Osterville resident and entrepreneur Scott Smith.
"I think he has a good product in the foam he is working with and I'm trying to help him use it better," Curtis said, adding that his research into its properties is not an endorsement.
Unlike a regular containment boom that floats only on the water's surface and allows oil to pass above and below it, the synthetic eelgrass is anchored to the bottom and extends throughout the water column and across the surface, creating not only a potentially effective barrier but also more surface area to adsorb oil and other pollutants, Curtis said. Adsorption is when a thin layer of molecules sticks to the surface of a solid or liquid substance.
The key to Opflex is a combination of several concepts: The foam is buoyant enough to float even when saturated with oil, Curtis said.
The saturation ratio of the foam, which dictates how much oil can be captured, is based on the amount of open versus closed cells in the material, Curtis said.
The more closed cells the greater the buoyancy. The more open cells the better the ability to adsorb the oil, much like a living sponge filters water for food.
Opflex's optimal saturation ratio is a work in progress but is already equal to 32 times the weight of the foam in oil, Smith said. "And we retain our buoyancy," Smith said. "We don't sink like the white booms."
Smith already has deployed versions of his foam in Bermuda, the Gulf of Mexico, Florida, Alabama, Louisiana and for a 2011 oil spill in the Yellowstone River, he said.
Testing on the foam already has revealed some unexpected results that could have local implications beyond the errant oil tanker or oily harbor, Smith said.
Independent testing by a Pennsylvania laboratory, for example, has shown the foam can reduce the amount of biological oxygen demanders, or BODs, in water by almost half, he said.
BODs can be a sign of excessive nutrients flowing from septic systems and other sources into local bays and ponds and may lead to fish kills. "There's something in there that consumes oxygen that is getting stuck on it and taken out," said Albert J. "Sandy" Williams III, a scientist emeritus at WHOI who works with Curtis and Smith.
Determining other potential uses for his synthetic eelgrass, including helping with the cleanup of local bays and ponds, is one of the reasons it's important to work with researchers such as Williams and Curtis, Smith said.
"We're simple, not magic," he said.
Mass. researcher looks into fake eel grass
FALMOUTH, Mass. (AP) — Like a professor explaining a particularly delightful problem, Thomas Gray Curtis Jr. practically bounced from equation to equation on a blackboard in a small room at the Woods Hole Oceanographic Institution's Redfield Laboratory.


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News, reviews and photographs of Modern Fashion Dolls including Kingdom Doll, Fashion Royalty, Sybarite, Tonner Doll, Gene Marshall, Barbie and my own experiences as a doll collector.
Sugar Daddy Ken Gone Along With Entire BFC Thread
We may, in our sole discretion, ... (b) remove any Content, .... We may exercise these rights for any reason or no reason, all without notice or liability to you or anyone else.
Comment by one member
"...I am really sick and tired of the media/public dictating what dolls I am allowed to buy."
I say that it's not the public, it's the men in the corporation making the decision. Mattel makes toys and they want it to stay that way. Every one wanted that doll. Now, if he is actually ever made, non-collectors will snap him up and we won't even be able to get one!
Why don't they just put him out as an American Girl doll who had a sex change? He can go live with the re-homed homeless doll and they can decorate and go shopping and write books....
Why is it OK for female dolls to be produced in scanty fashions with slutty makeup and come-hither hairstyles but it's not OK for an effeminate looking Ken doll to be produced? I call that sex bias and it's disgusting.
3 comments:
oh no! they've removed the whole thread? I regret not saving it now :(ReplyDelete
- Anonymous11/6/09, 12:36 PM
I have said it before; 'M' allows the detractors and nay-sayers (and often times - the bible-thumpers) to dictate what type of doll they produce.ReplyDelete
The funny thing is that these 'detractors' do not spend in ONE year on the Barbie line - what we as collectors spend on one or two dolls in a month on the Collector Barbie Line.
Who's more important here fellas!?
US or THEM?
2010 is my first year in over a decade I will NOT purchase any collectible Barbie lines. Let the Boycott begin.
- Anonymous11/6/09, 4:58 PM
bleah! i wanted that doll!ReplyDelete
it was a poorly named doll. too bad as it seems that was maybe most of the reason it was pulled...? or b/c he had a lil dog? WTH
hope i don't get charged for it anyway (since i ordered).
thanks for the update. had no idea till i saw the posts on your blog.


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Daniel Letoiye is aiding wildlife conservation in Kenya. He is just one individual to benefit from the Earthwatch Emerging Scientist initiative.
Many conservation organizations in Africa, Southern Asia, and Eastern Europe have very limited funding for training staff members. Earthwatch raises the ability of these organizations to practice effective conservation. We enable individuals to become future conservation leaders in their native countries and institutions to be more effective stewards of their countries' rich and irreplaceable biodiversity. Daniel Letoiye, from Kenya, is just one individual to benefit from this Earthwatch initiative.
Daniel aims to position himself into higher conservation leadership locally, as well as nationally and internationally.
Daniel Letoiye was a primary school teacher in Kenya. In 2003, he joined an Earthwatch team in Kenya's Samburu region, funded by the Ford Foundation, to monitor the endangered Grevy's zebra. The experience was inspirational for Daniel, and he enrolled at Kenyatta University to study for a B.Sc. in zoology.
Daniel was employed as a community development officer for the Westgate Conservancy in Kenya in 2005, where he worked alongside Earthwatch scientists to help preserve Grevy's zebra. In 2008, he was promoted to the position of conservancy manager.
In 2011, Daniel was admitted to the University of Kent (U.K.) to work for an M.Sc. in conservation and rural development. In 2012, he received an Earthwatch Shulman Award, thanks to the kind support of Neville Shulman, CBE, which helped fund his fieldwork.
Following the announcement of the grant, leading Kenyan ecologist Dr. Paul Muoria, who had worked extensively with Daniel, said:
"I believe that this support will help Daniel conduct his fieldwork and continue building his career in conservation. When Daniel joined us as a volunteer on the Grevy's zebra project in 2003, he was a primary school teacher. He found Nick and me and decided to join us in conservation. In fact, he declared that if we had acquired Ph.D.s, and were Kenyans like him, that he would one day acquire the same qualifications."
In the summer of 2012, Daniel took part in A debate at the Wilderness Festival in Oxfordshire, U.K., where he discussed the issues around managing land for farming and for wildlife. Later in the year, he reported back to Neville Shulman about his award:
"After attending the M.Sc. training course, it has gained me a number of benefits on two levels, my personal level as an individual and benefit to the community. This opportunity benefited me to explore methods of reducing human–wildlife conflicts, specifically among Grevy's zebra and local pastoral communities in Samburu. As a community the training and the skills I acquired in this training, is now being applied more professionally, to conserve the community resources for the benefit of the community. I appreciate your support in my study, and hope we continue with network of Earthwatch and the Neville Shulman fellows."
In October, Daniel submitted an application to the Whitely Awards with support from Earthwatch. The Whitley Fund for Nature is a U.K.-registered charity offering awards and grants to outstanding nature conservationists around the world. They recognize passionate individuals who are committed to producing long-lasting conservation benefits on the ground.
In May, we were delighted to hear that Daniel was presented with a Whitely Award by HRH The Princess Royal, Anne.
Daniel says:
"I would like to see planning developed in Kenya to create space for wildlife conservation. In the next five years I want to position myself into higher conservation leadership not just in the local community level but in the national and international levels."
Daniel Letoiye in the Earthwatch Oxford office.
Daniel Letoiye receives a Whitely Award from the HRH The Princess Royal, Anne.
"I am personally proud of Daniel's accomplishments and the fact that Earthwatch has helped and continues to mentor and support Daniel and many other Kenyans as they develop their conservation careers."
Dr. Paul Muoria
Nature Kenya, and former Earthwatch scientist
Find out how Earthwatch scientists, volunteers, and businesses are helping us achieve our mission worldwide.
The majestic leatherback sea turtle is a creature of superlatives. Weighing up to a ton, it's the world's largest turtle. Earthwatch volunteers are helping to save this species in the Atlantic and Pacific Oceans.
Mangroves are highly effective natural sinks for carbon. Earthwatch volunteers are working in Kenya to better understand how we can use them to respond to climate change.
Earthwatch volunteers are helping preserve wildlife in Mongolia's Ikh Nart Nature Reserve. This magnificent Mongolian steppe region of grasslands and rocky outcrops is one of the best hopes for central Asian wildlife.


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It's not poorly written. A "stand-in" is the person and also the name of the job. The person doing that job might have been a "temporary stand-in", a "permanent stand-in" or, as said here, a "brief stand-in". It's the same as a temporary stand-in but particularly draws attention to the fact that the person did the job for only a brief period.
Student or Learner


text:
Jerome Greene Hall,Columbia Law School
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Go to the Columbia Law School homepage
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text:
Posted by Max A E Rossberg on May 21, 2016 | 0 comments
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For some reason I have a problem with the combination of dviout and the qtree package.
Code: [Select all] [Expand/Collapse] [Download] ({untitled.tex})
- \documentclass[BCOR5mm,paper=a4,twoside,fleqn,pagesize,parskip,headsepline,toc=bib,
- numbers=noenddot,captions=tableheading]{scrreprt}
- \usepackage{qtree}
- \begin{document}
- \Tree [.S ]
- \end{document}
(Be aware of the spacing in the \Tree textline.)
If I run this code with Win7, 64bit + LiveTex 2015 then I get the following error message from dviout:
"Failed to make...by the command..."
Further I get the hint from dviout "Cannot get E:\Diss\tmpps21.pbm" and dviout freezes for about 1 to 2 minutes.
I tried E:\Diss>C:/texlive/2015/tlpkg/tlgs/bin/gswin32c @tmp$.@@@
in order to get the complete error message:
Error: /stackunderflow in --restore--
Operand stack:
Execution stack:
%interp_exit .runexec2 --nostringval-- --nostringval-- --nostringval-
- 2 %stopped_push --nostringval-- --nostringval-- --nostringval-- fa
lse 1 %stopped_push 1983 1 3 %oparray_pop 1982 1 3 %oparray_
pop 1966 1 3 %oparray_pop 1852 1 3 %oparray_pop --nostringval-
- %errorexec_pop .runexec2 --nostringval-- --nostringval-- --nostringv
al-- 2 %stopped_push --nostringval-- 1904 0 3 %oparray_pop --nos
tringval-- 1888 0 3 %oparray_pop --nostringval--
Dictionary stack:
--dict:1197/1684(ro)(G)-- --dict:0/20(G)-- --dict:78/200(L)--
Current allocation mode is local
Current file position is 24
GPL Ghostscript 9.16: Unrecoverable error, exit code 1
The problem might be that for some reason the file "tmpps21.pbm" (see above) was not created.
I found the following hint in the dviout-Help:
"A Ghostscript is used that does not support the output of raw PBM files (or BMP files) specified by -GIF: (Q_E4), or there was an error in a file write (be careful with the current directory or -gdat: settings)."
So, I played arround with some dviout settings. When I change the GIF setting from RAW to something else (e.g. to "monochrome BMP"), then the situation is improved.
With this setting dviout does not freeze anymore, but it does not show the complete qtree (lines are missing) and still does not seem to run completely smooth, I still get a warning "Unknown special:ps: restore".
Due to my extensive use of psfrag-package PDFLaTeX is no option for me. I need dviout. Switching to Miktex with yap is also no option, yap is much too slow.
Guys, any hints or tricks or further remarks to this?