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Friday, September 29, 2006
The spirit of dynamism and enterprise combined with daringness and thinking big makes stories like this very interesting to read. I particularly like this line –“if you want to be big, you have to dream big. You can run a small company and be happy. An entrepreneur doesn't have to always own a big company”. Recently I was speaking to someone wanting to start something new – he echoed similar views. The Indian ethos is changing for sure. As I wrote recently, while the ecosystem inside India is also tough where job market dynamics at senior levels are less active compared to what we see in the western markets. The talent levels inside India continue to be very high – all it requires is a vibrant ecosystem - but not many recognize the issue here - talking india's growth for granted may be the biggest mistake - the country can't afford it. With all this , without doubt one hears in India- waves and waves of ideas for entrepreneurial moves in the tech arena – the spark, the ecosystem and the combination. The Indian market shows propensity ot consume a lot many things. Entrepreneurs can spot many business opportunities therein as well. End of the day, its ideas, innovation, scale & speed of execution that matters more.
Category :Enterprise, India |
Tuesday, September 26, 2006
For many including yours truly, IBM ThinkPad is the preferred laptop. For business people, IBM ThinkPads have been the gold-standard for laptop reliability, performance, and durability. Geeks may express a preference for other hot shot brands. In the Lenovo world, I must agree that ThinkPad is maintaining its brand name through new rollouts – in fact the transition towards Lenovo appeared almost to be faultless.
“ThinkPad for example is a simple black box when closed. The Lenovo 3000 series also has a unique profile and unified form when closed. Many competitors notebooks appear to have been designed in a very different way. It seems like the display department designs the top, the CPU department designs the bottom, and they meet for the first time in the hinge department. Can you imagine designing a car like this? It would be a disjointed mess”.
Lenovo 3000 seems to have married ThinkPad quality & sleek design and is all set to be well received in the marketplace.
Category :Lenovo, Emerging Trends |
The Hindu Business Line has some interesting excerpts from a conversation with Revathi Kasturi, managing director, West Asia SUSE Linux. Novell recently launched SUSE Linux Desktop in addition to being quite active in terms of expanding the reach of their global Linux initiatives. Generally speaking, there’s an impression in the western world that emerging markets would adopt open source solutions faster on account of several factors – being cheaper and first time adoption possibilities count amongst others as key factors. The interview highlights amongst other things key issues around the entire open source industry:
Category :Open Source, Emerging Trends |
Monday, September 25, 2006
Just read that Accenture’s market capital is now less than Infosys and Tata Consultancy Services. Both Infy and TCS have market caps exceeding Rs 100,000 crore or around $22bn. That’s around 30% more than Accenture. The growth rate and the related P/E ratio makes the difference. Look at this - corporations outsourcing critical work would begin to feel lot more comfortable in evaluating vendors that are growing and stable and offer comparable services at more economical levels- gives them more choices.
Category :Emerging Trends |
Pew has released a study report after surveying around 250 leading internet stakeholders on the future of the internet.
Sunday, September 24, 2006
Tom Coates presentation in the future of the web apps conference makes fantastic reading. Months back I referred to his earlier presentation. Tom’s expression is simply at its best here. The theme here is about how to generate systems and models wherein large groups of people can publically create something together that's more than the sum of its parts. It talks about motives for social engagement, how to derive value from innumerable small contributions and what challenges this form of creation may be causing in a world of proprietary data. He shows the ways in which social software can be used to build aggregate value. Pointing out that
Category :Social Networks, Emerging Technologies, Emerging Trends |
Saturday, September 23, 2006
The automobile industry, once hailed as the mother of all industries is something that few people can choose to overlook in a global scan.As I read this, I just can’t refrain from referring to Seth Godin note on Ford. While the consolidation Buzz was always there for several years, I do read about and see the aggressive expansion plans of Toyota, Hyundai, Honda and the likes around the world. These people besides competing with Detroit are investing heavily in emerging markets where the US carmakers are not lagging far behind. No comong to Seth, he writes,
A couple of decades ago, Ford had everything. Cash, brand, distribution, political influence, a trained workforce...
Lovely words from Seth – what’s true for Ford is true for several corporates around the world across industries – so when he says Monday, when you sit down with your organization to plan the next decade, perhaps you could ask, "what would the top people at Ford do?" and then do precisely the opposite, it carries lot of sense.
Category :Automobiles, Emerging Trends |
The Fortune cover story on Google talks about the structured chaos fostering the growth story for Google. Google is generating more than $800 million in cash each quarter. In the process, Google is thrashing the competition - in market share, deals won, buzz - notably Yahoo and Microsoft. It's also cozying up to a growing list of heavyweights you'd think would be warier, including News Corp, Viacom and ad-agency giant WPP. Along with Googleyness, chaos is among the most important aspects of Google's self-image. CEO Schmidt acknowledges that sometimes promising new products are buried so deep within Google's sites that users can't find them – even No.1 google supporter can’t remember them all at once. Google has released at least 83 full-fledged and test-stage products - none has altered the Web landscape the way Google.com did. Additions like the photo site Picasa, Google Finance, and Google Blog Search belie Google's ardent claim that it doesn't do me-too products. Often new services lack a stunningly obvious feature. With so many moving parts, it's natural to wonder if Google is truly a company for the ages and investors are concerned if Google can come up with a second act. There's nothing to suggest that its growth engine - ad-supported search - is in trouble. But it's clear from Google's tentative lurches into new forms of advertising and its spaghetti method of product development that the company is searching for ways to grow beyond that well-run core.
Category :Google, Emerging Trends |
Friday, September 22, 2006
Tim Matlack of Wipro thinks that the visibility of Indian headquartered companies offering consulting services has increased quite a lot in the recent years. He thinks that one of the reasons that these companies have been successful is because of the commitment they all made to embedding quality processes in the company and running as very, very, centrally disciplined organizations – done both cultural & defensive reasons. Centralization of business planning and business controls helped them impose a certain amount of discipline and rigor, in the process making them very strong. In many cases, it contrasts with the more decentralized kinds of historically partner-based firms where, unfortunately, in the worst examples it was pretty much whatever the particular local partner wanted to do that got done. Three decades back even firms like McKinsey, which in general are among the best-run consulting firms in the world, would tell potential candidates, “Well, you know, LA is this style of operation. It’s a bunch of ex-military guys, and they run it in their own little fiefdoms. And then there’s Chicago, which operates this way. And then nobody goes to Germany who’s a woman, because the Germans don’t like women.” Firms just were that way. And that’s a legacy that still kind of lurks in the background, which is not the case with Indian headquartered firms. In an interview with full of insights he identifies that one of the things being planned within his organization is to develop consulting solutions capable of leveraging offshore talent to a greater degree. His assessment of the business model of other players may be debatable, but nonetheless, it is quite interesting to see his perspective on entering new arenas of consulting, integrating with the larger team and the model for scaling up.
Category :Consulting, Emerging Trends |
The job market(s) appear to be very hot across Asia. Wherever I go in the Asia pacific region, this is the commonly discussed topic and here are some trends. The Hudson trend analysis of hiring in Asia Pacific is quite revealing. I do not want to discuss about the folklore of raising salaries across the region.
Category : Asia, Hiring Trends |
Thursday, September 21, 2006
In a NYTimes interview, Mr. Azim Premji says that the important thing about outsourcing or global sourcing is that it becomes a very powerful tool to leverage talent, improve productivity and reduce work cycles. The West is not producing enough engineers. The United States will produce 75,000 engineers this year; they will produce more sports therapists than engineers. Germany, the great engineering power of Europe, will produce 35,000 engineers this year; they will produce more architects than engineers. While the numbers may be slightly more, it does indeed convey the message. With higher educations becoming more commonly available, the indications are getting stronger and the trend is clear. That does not mean despair for western economies. Even while rising tides of cheaper technical talent create greater innovation opportunities, transforming educational capacity into sustainable economic prosperity is not just a plain equation. I still believe that entrepreneurism and dynamic readjustements would help the US to be a very competitive nation in future as well. I do not think that it needs to be seen as one-or-zero situation. As I wrote earlier, the US is the economic engine of the world – lets hope that it continues to innovate faster, better and emerge stronger. Collaboration in innovation is always a workable solution. Together with the Asia let more innovation blossom and let the world prosper a lot more - innovation and prosperity are closely related.
Category :Offshoring, Emerging Trends |
The HP Scandal is getting more and more messy. I am a little surprised as to how different piece of information relating to the same issue can keep appearing daily –that too from very wide sources. Sensationalism apart – the concern here are far too more serious: Internal emails from HP allegedly point to a new set of players in the company's controversial leak probe, three major U.S. papers report today. One paper ties the probe to the highest corporate level, and the other two point to more specific names. All this while federal and state criminal investigations continue their investigations.
Category :HP, Corporate Scandals |
Tuesday, September 19, 2006
Two striking things in recent Fortune issues.
To be truly successful, corporate philanthropic programs must be woven into the fabric of the organization. The easiest way to do that? Start from the beginning. Shortly after we started Salesforce.com in 1999, we launched the Salesforce Foundation with 1% of the company's stock. As chief executive, I made a commitment to donate 1% of company profits to the community (through product donations) and 1% of employee working hours to community service. The 1-1-1 model - equity, profits, and employee time - ensured that as our business grew, so would our contribution to the community. By leveraging the energy of our entire ecosystem, we have been able to make contributions that have exceeded expectations.
The team was managing cost instead of managing service and quality. It's totally the wrong answer. Stop managing for cost. Manage for a great experience.
Category :CEO Talk |
The case of southwest airlines leveraging technology in a judicious way is by now legendary. Almost a fortnight back, when I missed my flight SQ flight from Singapore to Bangkok, I decided to try my luck with Jetstar – as I had to reach Bangkok urgently and it happened to be the earliest flight to depart. Upon enquiry, I was pointed to the Jetstar counter for buying a ticket, where I noticed that the executive in the counter on seeing me and enquiring with me, carried a laptop, installed it and began to check for seat availability – I was amused( afterall we are used to seeing big big boxes used for all airline operations) and till I boarded the flight, I noticed that the airlines operated in a very lightweight model). I thought one day, I shall talk to them to find out about their technology strategy.Stephen Tame, CIO Of Jetstar, a budget airline in Asia Pacific region offers good insight in the way he manages his IT investments. I like his idea of simplicity and managing the IT costs in a pragmatic way – his emphasis on running a 97.5% airline looks very interesting. He finds that virtualisation provides them with the flexibility to deliver those applications outside of the Jetstar world to those areas where it needs to do business like in dealing with a lot of common user, or non-Jetstar equipped locations. He adds that by rolling out thin-client machines - again virtualising the applications, direct bottomline benefits could be realized and he is talking about benefits measuring to 60% in maintenance and management costs. His theory of increasing IT spend by 40% to 50% more every year while bringing the IT expenditure percentage down is quite interesting. From 1.6% of total revenue to 1.2% percent projected next year.
Category :Emerging Trends, BVIT |
Monday, September 18, 2006
The cardinal rule with most startups : the technology/product development can be an iterative processes; but business plan shall remain anchoraged. The tale of Riya, an internet start-up, is a good one. Riya's Munjal Shah, has published the iterative approach they’ve taken to developing Riya’s business plan - read all the five parts. Peter Rip,an investor in Riya, discusses the change in business startegy in a post titled “The Riya Pivot”: I particularly liked his writing - Riya “launched with one thesis, but went back to the drawing board to re-invent the business a mere six weeks after the launch.” He adds, The Riya 2.0 is nothing like the Powerpoint seen an year back and it iwas very different from the few quarter old whiteboard discussion notes. But this is the nature of early stage consumer. Change Happens. Iterate. Pivot. Evolve He describes a number of areas that got clearer in 18 months after launch. Surprisngly, most of the chnage happened on items integrated within the businessplan. Frankly speaking, this is not bad at all . Its part of a rightly focussed startup organization - there won't be any well defined path for getting business and growth.
Category :Emerging Technologies |
The SF Chronicle writes about the controversies now jolting Silicon Valley and woriies about the fallout of its dented image.
Corporate spying: Hewlett-Packard has revealed that it hired private contractors who impersonated HP directors, journalists and employees to get phone companies to turn over detailed logs of their home phone calls.
As I see it, while issues around options and corporate scandals are quite despicable, fact remains that the silicon valley is the hotbed of technology, applied creativity and the nerve center for tech system progress. Where in the world can one find such a charged up environment - maintaining that edge for quite a while. As an aside, Bangalore/other Indian cities shows some very positive traits - last week a meeting that I addressed in bangalore, saw overflowing crowds and surprisingly,a clear indication of the growing tech ecosystem there. I met with a number of entrepreneurs, some of them working on leading edge areas. I also noticed that the focus was mostly on engineering and product features, not on the next big idea - but things show definite signs of progress therein. The sort of tech related deals that are getting closed for venture/early funding in India are definitely significant. However, for now, I firmly endorse the view about the silicon valley edge, it shall continue to be the springboard of innovation and technological advances for some more time to come. I definitely see that the india and to an extent china may begin to offer credible competition. The valley is also part of the great american ethos where the propensity to try out new things are very high and these feed each other. True,some shameful things are happening there now - but these can change. Time that this energy and momentum in the valley is preserved - in a legalistic way and in a trendsetting manner in all respects - tech advances and corporate behaviour included. This is vital for the global progress.
Category :Silicon Valley |
Sunday, September 17, 2006
The Indian mobile market is on a high growth trajectory. I was in two different Indian cities last week – part of my 5 day - 5 different city tour across Asia. While in India, I was told by my colleagues that the mobile telephone network connectivity has become so bad that connections are dropping often. I was in KL for a day, while discussing with friends, a malaysian expert told me that the prospects of two major Malaysian telecom operators look good owing to their investments in India. I was in a lunch meeting with a senior executive of a major South east airline the week before in Singapore - the most talked about topic over lunch was the advent of indian aviation players creating ripples in the market. I was floored by the experience flying Jet airways in the chennai - KL flight. My colleagues ask me to hold judgement till I get to fly Kingfisher. Am not someone to be impressed so easily - my frequent flier statement shows several hundred thousand miles with none other than Singapore airlines. It is very likely aviation shall do an impressive repeat of the success of the mobile industry.
Category :Telecom, Emerging Trends, India |
Saturday, September 16, 2006
PC Worlds Worst 25 Sites makes interesting reading.
"As venture capitalists scramble to throw money at anything labeled Ajax or Web 2.0, and Web publishing becomes so simple that anyone with a working mouse hand can put up a site, we offer our list of the 25 worst Web sites of all time. Many of our bottom 25 date from the dot-com boom, when no bad idea went unfunded. Some sites were outright scams — at least two of our featured Net entrepreneurs spent some time in the pokey. Others are just examples of bad design, or sites that got a little too careless with users' information, or tried to demand far too much personal data for too little benefit. And to prove we're not afraid to pick on somebody much bigger than us, our pick for the worst Web site may be the hottest cyberspot on the planet right now."
Jakob Nielson once wrote that the average difference in measured usability was 68% when comparing two competing companies. Also to note is the fact that studies show that 36% of Internet users are now in Asia and 24% are in Europe. Only 23% of users are in North America. This also adds to complexity in providing a consistent user experience. As I see it large enterprises, are currently suffering owing to doing a less than good job of providing a useful and usable Web experience to their customers and are on a race to make the web deliver for them better.Customer experiences range from supporting multichannel campaign management, customer self-service,call center knowledge management, direct marketing and as we move forward,Integration of Internet technologies into everyday life that does not involve a desktop or even a mobile/cell/PDA are all real possibilities. The growth in the website technology market suggest that the replacement market for websites are heating up s enterprises look for innovation . Many large vendors may be looking at acquiring the web spaceowing to its high growth potentail.I hold the view that it is far more prudent to look at web medium as more of a strategy & not as a technology.
Category :Web, Emerging Technologies |
Just came across the the State of Web Development 2006 jointly compiled by Sitepoint and Ektron – it makes interesting reading. Some of the views expressed therein about the future of the web indeed makes interesting reading. The importance of the web is given – its truly becoming a reflection of, and enhancement to, our world. It connects us, binds us, enables us and empowers us. One viewpoint that comes therein is the idea of pervasive web with total immersion. Mobiles, PDA’s, laptops, PCs, TVs – so many different ways exist to access the Web and more are added every day. As we move forward, Integration of Internet technologies into everyday life that does not involve a desktop or even a mobile/cell/PDA are all real possibilities.
Friday, September 15, 2006
The folks over at Slate have published a series of mails exchanged between HP board member and venture capitalist Thomas Perkins and HP attorney Larry Sonsini. Going through the email thread, one can see that Perkins gets outraged – on the pretext monitoring unleashed on their board members. Perkin says that the whole investigation was a Pattie Dunn program -100% conceived & managed by her, and unknown to the board, except in the most vague and imprecise terms!!
Category :HP, Emerging Trends |
Monday, September 11, 2006
Some trendwatching about the IT services & BPO. Shorter contracts. Multiple vendors. Continued talent shortage. More work for India – and some for China and “nearshore” destinations too. Read the full note here.|
Sunday, September 10, 2006
Andrew McAfee writes that it’s time to look at a narrow definition of Enterprise 2.0 and not as seen here by MR and Vinnie. I reread all the three pieces – by MR, Vinnie and Andrew and feel that the professor is missing the point. From his perspective he sees Enterprise 2.0 communicates all about changes to collaboration, not to development or delivery models. He explains
Tags, for example, are visible to end users; Service-oriented architectures are not. Enterprise 2.0, as these folk and I define it, is a trend that we think should be on the radar screens of non-technologist business leaders. Talking about development models and delivery methods is a good way to ensure that it doesn't get there, or doesn't stay there long. Business leaders' eyes will glaze over, or they'll quickly mentally file the topic as "something for my tech team to worry about."
Category :Enterprise 2.0, Emerging Trends |
Saturday, September 09, 2006
Capgemini buys 51% in Unilever's India BPO screams the headline all over. The Unilever India Shared Services (Indigo), is a captive BPO company set up by Unilever in India with around 600 employees in Chennai(India)at its development centre. The captive centre carries out finance and accounting-related processing for Unilever companies in 45 countries. Paul Hermelin, CEO of Capgemini, says that he would look at acquiring the remaining stake at a later date. While the cost of the acquisition(sellout?) was not known, it is expected that since the deal includes the price of acquisition of the stake and a revenue contract for future business, the total cost may not be very high.
Category :India, Captive BPO |
WSJ quotes people in the know of things that there were criminal acts invloved in the methods used to search the collected recrods. Patricia Dunn should go writes David Kirkpatrick. Fully endorsed. The HP issue gets murkier. Its chairperson reportedly spied on the company’s directors by having their telephone conversations tapped. If these are true, it is very clearly unethical and perhaps illegal as well. The events are clearly full of shame. After all HP is a legendary company and the founders of the company were well known for their neat and clean approach towards conducting business. Ms.Dunn need not wait for the board to declare loss of confidence in her. She should be fired immediately. Too often the board fails to stand up and lead by example- this should not be tolerated any further. Board and its conduct are always answerable to shareholders and law. Its also definitely a good practice to have the CEO & Chairman of the board position kept separated.It is high time that HP stands up and in the process send a firm, loud and clear message that it is once for all putting behind the shame and agony of the ugly happenings centered around its board members. For a technology company, being able to hold privacy and being ethical, given that it operates around the world is an absolute must. There is no scope for any ambiguity in this case.It is high time that HP board shows that it can act decisiviely to put this controversy behind it and make a strong stand against any sort of unethical acquisition of personal information. One essential way to send that message is to get rid of Patricia. Otherwise this will remain a mess that impacts the great and clean reputation of HP.
Category :HP, Ethics |
Friday, September 08, 2006
Neil McAllister quotes from Eric S. Raymond landmark work, The Cathedral and the Bazaar, wherein he says that the most powerful motive for open source developers is the need to “scratch their own itch.” They begin writing software to address their unique needs. As they meet other like-minded developers, they begin to pool their efforts, forming communities. But itch-scratching only tells part of the story. The reality is that, in many cases, itch-scratching alone simply doesn’t work.
Category :Open Source, Emerging Technologies, Emerging Trends |
Just wanted the readers of this blog to know that am delivering the Keynote address for the SFDC ondemand tour event and this is also in a way the official launch of SFDC in India & the event is in Bangalore on Sep 12. The theme of my presentation is -"SaaS as the next big thing". Most of you may know that I work for satyam, by far the largest offshore player in the consulting space centered around packaged solutions. I do not want to do any more promotions. I generally do not write about what I do and where I work etc etc in this blog. All my blogging efforts are totally private and not related to satyam in anyway and I hardly write about my employer in my blogs. The reason for this note is that if by any chance, anyone of you are going to be in Bangalore on Sep 12, hope to see you there and the event is in Taj West End.
Category :SFDC, Bangalore |
Fred started a discussion today around the value of YouTube and strategies to monetize online video. He thinks that YouTube could be generating $440 million in annual revenue after factoring the effects of unwanted content and user generated high quality content. I think all this is totally theoretical – many of the content in sites like Youtube are so non viewable grade for common users, the volume projections look so bizarre. I think probably less than ten percent of videos may appeal to all – its like a search engine – practically results appearing after page 6 may not get much visitors. It was wonder when i read that YouTube is waiting for the payoff.
Category :Online Valuation, Emerging Technologies, Emerging Trends |
In the din about Digg founder’s prosperity, other heroes of the new generation web are slowly
Category :del.icio.us, Innovators, Emerging Technologies |
Thursday, September 07, 2006
C.K.Prahalad writes in detail with specific examples and a contextual framework on hoe the bottom-of-the-pyramid" model can foster the creation of what he calls "an impossibly low-cost, high-quality new business model." He thinks that working with and around constraints is the key towards success. CK refers to success stories in the hospitality & healthcare sectors in India and points to a few other companies operation on the innovation sandbox paradigm to success.
Category :innovation, Emerging Trends |
Peter Drucker once said,
Stock option plans reward the executive for doing the wrong thing. Instead of asking, 'Are we making the right decision?' he asks, 'How did we close today?' It is encouragement to loot the corporation.
Stock options and high tech industry are becoming almost synonymous- everywhere I turn, I hear the stores of rags-to-riches stories based on tech stock growth. Most executives inside tech companies are so brazen in capitalizing on their stocks that several managerial decisions/career moves are centered around stock options. It may be true that high-tech start-ups,and severely capital-constrained organizations cannot afford to ignore market pressures for short-term performance. Every new hire today wants to know his/her stock entitlements. Thomas Stewart in this month’s editor column of the HBR issue picks up the issue of executive compensation and in particular about the stock options. He contends that while originally aimed at aligning manager’s action with that of owner’s in effect it is aligning with the interest of the traders. He asks a rightful question – if the goal is to make managers as shareholders, why not just pay them half their compensation in company stock itself, bought in the market at the start /end of every month. Inside, Alfred Rappaport has a thoughtful article on ways to increase shareholder value. He argues that executives have developed tunnel vision in their pursuit of shareholder value, focusing on short-term performance at the expense of investing in long-term growth and opines that it's time to broaden that perspective and begin shaping business strategies in light of the competitive landscape, not the shareholder list. He offers 10 basic principles to help executives create lasting shareholder value. For starters, companies should not manage earnings or provide earnings guidance; those that fail to embrace this first principle of shareholder value will almost certainly be unable to follow the rest. Additionally, leaders should make strategic decisions and acquisitions and carry assets that maximize expected value, even if near-term earnings are negatively affected as a result. During times when there are no credible value-creating opportunities to invest in the business, companies should avoid using excess cash to make investments that look good on the surface but might end up destroying value, such as ill-advised, overpriced acquisitions. It would be better to return the cash to shareholders in the form of dividends and buybacks. The story of Berkshire Hathway illustrates the application of such principles. Rappaport also offers guidelines for establishing effective pay incentives at every level of management; emphasizes that senior executives need to lay their wealth on the line just as shareholders do; and urges companies to embrace full disclosure, an antidote to short-term earnings obsession that serves to decrease investor uncertainty, which could reduce the cost of capital and increase the share price.. Indeed an excellent read. I routinely hear that come jan/june, most key guys would have vested majority of options and so goes the common talk.. then comes the next tranche and life goes on.. Far from helping create value for shareholders, I observe in many cases, options impede dynamism. Stock options are sometimes jokingly referred to as "golden handcuffs" (in the same vein as golden handshakes or golden hellos), especially in a strongly rising market - the employee may feel compelled to work out the time until they are able to liquidate the stock even if they might otherwise prefer to leave the company. I see that there are several walking-dead executives in companies hanging on aimlessly and waiting for the vesting period. Several others may have to await their turn to get eligible for the feast. Looking at the story of several tech dinosaur’s Peter Drucker is indeed right. Stock options are a case of good intentions gone bad.Time that stakeholders and the board raise the right questions and deliberate on such issues.
Category :StockOptions, Emerging Trends |
Wednesday, September 06, 2006
Google launches News Archive Search. This lets you search back over twenty decades worth of historical content, including content that were not previously available via the search engine. Archived news results can be found in three ways. You can search the news archives directly through a new News Archive Search page. News archive results are also returned when you search on Google News or do a general Google web search and your query has relevant historical news results.
Category :Google, Archive SEARCH,Emerging Trends |
Just landed in singapore after a 12 hour flight from Newzealand and saw this definition of Enteprise 2.0 from MR. He writes that just as e-commerce, Web 2.0 or "Software as a Service" has laid the foundation for the birth of an entire sector-full of product lines and new companies, Enterprise 2.0 will do the same. He is spot on - Enterprise 2.0 is more than just Web 2.0 for business. Enterprise computing is far more complex than personal computing. It includes legacy environments, innumerable vendors, mismatched data sources, stringent regulations and far flung users. While Web 2.0 can deliver genuine advantages for both business users and consumers, the real "Enterprise 2.0" will encompass a far broader and more complex vision. I particularly liked the Enterprise 2.0 chart therein. Must read piece.
Category :Enterprise 2.0 |
Sunday, September 03, 2006
Courtesy of Vinnie saw this Fortune article on expected indian growth and how this may beat the chinese growth. I have seen Vinnie's well meaning view on this as well. I travel often to China & India and have a certain feel of the situation. I routinely speak to very senior executives of Japanese, Korean eneterprises as well to understand their perception on this issue besides my regular interaction with global tech folks.There is no simple answer to this conundrum. However, I do feel that the Indian growth would be more broadbased and more progressive while the chinese would not yield on letting the steam off. I think that ultimately the instituitional strength of India - particularly in the financial sector may slightly tilt things towards India in the next 15 years or so. India is now almost ready for current account convertibility. India also needs to think big and break out of the humility gene syndrome. Also there is a near absence of managerial talent in china - but the chinese governement is hyper aggressive in pursuing growth. I do think that demographics may play a role here. However I must say that the chinese capability to build huge infrastructure and create a megacity in a decade, is something that India may not be able to match in the near future. May be there is no need to compare the growth of these two large nations. They have to grow a lot more for years to come to take millions out of poverty. I am off to NewZealand shortly - shall write in more detail on this topic later.|
Saturday, September 02, 2006
The private equity wave that I wrote about is beginning to be felt visibly.I was just speaking to a very senior industry executive a few hours back after my long travel and the common thread of the discussions were about how private equity investors are seriously looking at acquiring undervalued companies. Here comes the announcement that Intergraph is being acquired by an investor group led by Hellman & Friedman LLC and Texas Pacific Group in a transaction valued at around 1.3 Billion, approximately 3X sales. Intergraph apparently brought in their CEO Halsey Wise to increase shareholder value, settle the intellectual property law suits, and dress up the company to be attractive for takeover.
Category :Private Equity, Emerging Trends |
Friday, September 01, 2006
I recently wrote that I have started reading the book Eimona. Amidst my hectic travel and a punishing schedule, just managed to finish reading the book. G.B.Prabhat, the author of Eimona, has impressive credentials. He is the pioneer in offshore consulting business and a well known name in the global IT/Business Consulting space. Eimona is his second novel and after an interesting opening rapidly paces to an amazingly engrossing read - very rich in words and full of events - suits itself for a non stop read. The humor and the depth in characterization, the distinct messages/thoughts centered on each of the characters are indeed quite telling. The new flat world is forcing disparate cultures to come together in an enmeshed way – with prosperity, business accelerating the pace of life like never before resulting in practices and events that were unthinkable a couple of decades back. These happen quite routinely and have the potential effect of denting the fabric of societal and traditional family values. Eimona is certainly amongst the early attempts to capture and bring out in its own brilliant way that these advancements come out with a tradeoff. Invariably society and most individuals pay a price for pursuing things that are centered on things like live for the moment, or follow the group syndrome and the deleterious consequences of the mechanical life with plastic smile ensconced with artificial values generally follow. Prabhat’s work is woven brilliantly combining wit, humour, false values, aimless materialism, simplicity, virtuous life and raises serious questions. The novel is set in Madras in India and captures the nuances of Eimona, a place that does not physically exist in any of the continents but alas is perhaps existent everywhere in this flat world. Clearly the message is universal, while the setting may be contextual.
Category :Eimona, Readings, India |
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