Ken Harvey, the "Richest" CIO

KENNETH M. HARVEY AT HSBC HAS HAD A LASTING impression of an IT leader for me. And I believe in the capacity of a corporate executive, 'richness' (see: Money) has more to do with quality of role, thought leadership and budget at disposal. In all of these terms, one might wager, Ken Harvey indeed must be a very rich man, for him being the group CIO of the world’s largest organisation, and then having a whopping USD 5bn in terms of his annual spending budget.

It always felt great to conclude my induction sessions for the newly joined Business Analysts in my team by saying, "While certain organizations (vendors) aspire to make millions every year, Ken plans to spend in billions..." It rather gave everyone, me included, a sense if you like, of having a bundle or two of "cash" from Ken's kitty into our pockets.

I specifically recall Mr. Harvey’s discussion with the Gartner members where one of the panellists posed him with the question of the challenge of keeping motivated the global workforce of nearly 25000 IT professionals. What Mr. Harvey replied is pretty interesting. Mr. Harvey suggested that the workforce worldwide is like a huge diversified but united team where:

"The out-of-box ideas come from my California office, for planning I give it to my London office, and for execution, it is my Asia (HK/India) office..."

While the lion's share of the budget goes towards the 2 tbps dedicated worldwide network that the bank privately maintains under "run-the-bank", the "change-the-bank" quadrant still attains a hugely sizeable amount for the change-agents (like myself!). And then, spare a thought for the contribution this 5 bn makes annually towards the IT economy worldwide, and also to the net-worth of individuals... For the record, I am quoting Mr. Harvey here that he would want to maintain a list of no more than a dozen suppliers and vendors... Statistically, the sum of 5bn in itself is more than the annual GDP of many countries worldwide (and could perhaps make for an outright buyout of a few islands in the Pacific). On the other hand, we are talking about only a handful of IT service providers splitting the billions among themselves. And this spending is sustained whilst the market is feeling the sub-prime heat.

But then, Mr. Harvey never said it would be easy: the bank commands some of the lowest billing rates from IT providers in the industry, the roles are stretched to the limit of imaginations, and requirements happen and change as dramatically as the Hang Seng index of Hong Kong stock exchange which practically runs on Mr. Harvey's servers.

[Right: HSBC corporate HQ building at Canary Wharf, London when viewed from Narrow Street besides Limehouse Basin. Source: self]

Here is some indication as to how Mr. Harvey planned about spending USD 5bn. And here is a Reuters report suggesting how it finally paid off.

Update: As of 2008 HSBC merged operations with IT under its 'One HSBC' strategic initiative. Mr. Harvey was appointed as the President of the new initiative.

• See also:
• Go here for the Sep '08 official announcement of Ken Harvey becoming the Chief Technology and Services Officer at HSBC Group.
• Go here for the official Executive Biography page of Ken Harvey on HSBC website (pdf, Jan 2010)

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Statistically...

AT TIMES IT SEEMS impossible to not to include statistics in my analysis while making a proposal for a client or to the higher management. This is also at the cost of pure brilliance of a point that need to statistical support but is rather a marvel of common sense.

Statistics and sensibility are supposed to be the right mix. Statistics are to be handed to the right personal, at the proper time and format, to be utilised in the appropriate manner in aid of the point rather than being the point themselves. This seldom becomes the case nowadays. I couldn't help but mutter to myself at such times the following:

"Statistics are like a lamp-post to a drunken man - more for leaning onto than for illumination."

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Business Development, Pre-sales, Sales and the 'Arrow-head'

HAVING BEEN TRAINED FOR CULTIVATING 'GROWTH' AND evaluated for a few appraisal cycles by now for tasks that were marked under a title called 'Business Development' (or something that either sounds or seems similar), the debate on the subject by a certain groups of 'experienced' personnel almost immediately drew my attention.

And it becomes interesting when, with all due respect, the so-called experts, having built their careers in the relevant fields, seemed rather confused between the functioning and mandate of 'Business Development' and 'Sales' functions. Before taking a dig on that, respectfully, here is my version of the 'classical' definition (or differentiation) of the two:

"Business Development is a bunch of activities of today, based on your strategic vision of your product/service framework, that the Sales people would be selling tomorrow."

Well, this definition might neither be universal nor be entirely technically accurate. However, it does give a certain level of clarity (when some of the rather experienced folks are contributing to the confusion). To me, these two functions are neither the 'same' nor 'interchangeable', but are distinct. And by the virtue of that clarity one can perhaps define both the functions more accurately and also appreciate their imperatives.

So, what we are saying here is - today's Business Development initiatives could (should) potentially translate into sales targets of tomorrow - in other words: Sales follows Business Development. And thus, what we call pre-sales will have to fit between the two where it would have a sort of a 'vetting' role for the tasks trickling down from BD for the Sales to be made. It perhaps is a different matter that all of these three functions may not exist independently for a given organization, but could be merged among each others (pre-sales may be merged with BD, or BD may be made to co-exists in the same basket as of Sales. And that perhaps is the very reason where the confusion about the distinction is arising from).

[Above: The 'Arrow-head' components: a) the Sales function as the cutting-edge, b) the Business Development (BD) function, the main-body, that gives the aerodynamic shape and (thus) 'direction' to the arrow, and c) the Pre-sales function that embeds the Arrow-head to the stem (delivery streams).]

My personal exposure to these "cutting-edge" functions has been in terms of IT systems services, products, and delivery (where I have had the opportunity to performed all the roles except for direct-sales). In terms of the required skill-sets and experience for each of these functions: a BD professional might have to have a more strategic (and, if I may add, visionary) inclination on top of pure selling skills. A pre-sales professional, at the same time, may have to have a more Risk-oriented outlook (the correct Risk-appetite measure, as well as Risk-averse functioning) and the mandate to have Risk-mitigation embedded within the Sale that is going to be made. This is also the position where the 'Analysis' bit could play its role. And connect the "arrow-head" to the structural strength of the stem (delivery streams) which provides for the momentum for the 'travel' (i.e. growth).

Further, this also helps give the logical alignment of each of these functions vis-a-vis the leadership roles in a typical organization. The BD function should ideally be with the top executive leadership (CEO/COO); the Sales function should report into BD; and the pre-sales should be closely knit with delivery/operations and having a dotted-line reporting to the executive leadership.

Go here for the interesting 'confusion' that I referred to at the beginning (you may would want to skip the vanity of the thread at the start and move over to the answers).

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Cheers! to Life...

Cheers!

To

The Many Faces

in Life

of Life

as Life

That Makes

a Life

* * *
When old words die out on the tongue,
new melodies break forth from the heart;
and where the old tracks are lost,
new country is revealed with its wonders.

--Rabindranath Tagore,
Gitanjali (1912), pp37.


Today, May 7, is also Tagore's Birth Day.

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My Net-worth is in Millions Already!

WOULD YOU LIKE TO BE AMONG MILLIONAIRES? If you are in IT in India, perhaps you already are!

First, some bullet-points about the global and Indian IT industry that got me thinking:

• Indian Software Industry is approx 66% of Worldwide Software Services
• Top 6 Indian IT Companies makes of approx. 50% of total Indian IT Industry
  
• In terms of sales among these top six (in descending order of reported figures for 2007 - TCS, Wipro, Infosys, Cognizant, Satyam, and HCL), the first three clocks almost 60%

Now, a Forrester Research forecast reports says that the total Global IT spend (IT industry potential) is projected to be at USD 1.55 trillion in 2007-08.

Wow! A quick back of an envelop analysis reveals some pretty interesting monetarily figures. (above: rather front of the envelop; the back was already taken by the groceries' list...) Enjoy:

Global IT industry at USD 1.55 tn (2007)
↓
66% of it is served by companies in India
↓
50% of which is with the top 6 players of India
i.e. 33% of global IT services business is with 6 Indian cos.
↓
About 7% of Global IT business is with Infosys
and
they have about 70k employee-base
↓
therefore, an Individual net-worth could be 7/70,000 = 0.00001%
↓
applying a multiplying factor* p @ p = 3.5
0.00001% x 3.5 = 0.000035%
↓
net-worth of 0.000035% of Global IT business
↓
my net-worth could be 0.000035% of USD 1.55 trillion
=> USD 1.55 tn x 0.00000035 = USD 5425000
=> approx USD 5.5 million

* To account for the disparity of "value-add" across various levels and roles in a given organization and in the industry at large, let me introduce a 'premium' factor p, which takes into account factors such as experience, longevity and loyalty, value-add-over-tradition, client-relationship-quotient, niche skills/domain knowledge, roles/management abilities, innovations/leadership demonstrations, reputation/recommendations/published papers/blogs etc., I-am-the-best-attitude, and alike.

As the base, a 'pure' and productive software engineer in Infosys would have her contributions to the industry measured at p = 1.

For my p factor, I have considered value 1 for 10 years of industry experience, 1 for effectively delivering in client-relationship and value creation (business development) roles, added 1 to it for venturing into and bringing back 'goodies' from unchartered territories (business development, and successful greenfield projects), and 0.5 for doing more than 3 years at Infosys (longevity and loyalty), which makes my p = 3.5.

And, in terms of the Global IT industry, that brings my current 'Professional' net-worth at USD 5.5 million!

Now, that 'Feels' good!

How much is your worth? Aren't you a millionaire yet!

[For relevant Forrester Research forecast for 2007-08, go here.]
[For the corresponding NASCOMM story of 2007, go here.]
[For Forbes.com report on Ambani's 'costliest home in the world', go here.]

Edit:
Go here for npr podcast putting "Value On Life" at USD 6.9 million in 2008, which is a depreciation of nearly 11% over past five years.

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A "Revo-lulu-tion" in Print Publishing

ANYONE WITH A SOMEWHAT SERIOUS SLANT towards one's blogging lines would want to publish something in a physical paper format (read: book) at some point in time. At least that is what my general observation has been. On one hand, while the technology of bringing words online in the forms of Blogger, LiveJournal, MySpace and alike have made content creation a one-click job and in doing so might have taken the 'authors' away from the traditional book-publishing process, on the other hand it is really interesting to see how the same technology loops back and makes publishing a book in paper format an equally user-friendly and accessible experience. Add to that the ability to enable Creative Commons options, variable pricing options, and manufacturing (physical printing on paper and binding) and shipping on-demand, provides the new dimension of flexibility in the hands on authors. This is the modern technology looping back to aid the traditional medium of publication rather than clipping it.

The concept first came with Bob Young (co-founder of Red Hat Linux) and Stephen Fraser when they founded lulu.com - winner of 2007 Web 2.0 awards, and arguably, the largest print-on-demand service for books in the world at this point.

[Above: Bob Young, Co-founder of Red Hat. Aug 2007]

The cook-book about publishing your book through lulu is readily available on the site, and is rather straightforward. One can also provide custom-made front and back covers for the to-be-printed book. The content could be a simple word document which would be converted and formatted by lulu automatically as per requirements. (The structure of the uploaded document/book should be in one of the prescribed format.) One can easily buy an ISBN number as well for the work to be published.

"Write your book at [the age of] 40, but dream about it for at least five years..."

I got this thoughtful advice recently from someone I like to trust and respect: "Write your book at [the age of] 40, but dream about it for at least five years..." So, even if it is not time yet for you to start publishing (and making money out of what you write!) I suppose it is still always worth-while to open your 'storefront' on lulu that 'sells' your book(s). You may stop by my store on lulu. It is still empty though, but you may would want to keep a watch on it! ;-)

• See also:
• For an interesting interview of Stephen Fraser by Creative Commons, go here.

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Crowded 'Facts'

Crowded 'Facts':

"I consider that a man's brain originally is like a little empty attic, and you have to stock it with such furniture as you choose. A fool takes in all the lumber of every sort that he comes across, so that the knowledge which might be useful to him gets crowded out, or at best is jumbled up with a lot of other things, so that he has a difficulty in laying his hands upon it.
Now the skilful workman is very careful indeed as to what he takes into his brain-attic. He will have nothing but the tools which may help him in doing his work, but of these he has a large assortment, and all in the most perfect order. It is a mistake to think that that little room has elastic walls and can distend to any extent.
Depend upon it - there comes a time when for every addition of knowledge you forget something that you knew before. It is of the highest importance, therefore, not to have useless facts elbowing out the useful ones."
-- Arthur Conan Doyle (Sherlock Holmes)

Quite interesting it is that the same context, when applied to the premise (mind attic) of Business Analysis, holds equally true. It is the weeding out of 'useless' facts from the assortment of information is what makes of an effective analysis.


Learning to Observe:

"Like all other arts, the science of deduction and analysis is one which can only be acquired by long and patient study, not is life long enough to allow any mortal to attain the highest possible perfecting in it.
Before turning to those mortal and mental aspects of the matter which present the greatest difficulties, let the inquirer begin by mastering more elementary problems. Let him, on meeting a fellow-mortal, learn at a glance to distinguish the history of man, and the trade of profession on which he belongs.
Puerile as such an exercise may seem, it sharpens the faculties of observation, and teaches one where to look and what to look for."
-- Arthur Conan Doyle (Sherlock Holmes)

It is much telling that the century-old master analyst has termed 'science of analysis' as an art.

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The Bard's Birth Day

April 23 - TODAY BEING ST. GEORGE'S DAY is also considered to be the Birth Day of William Shakespeare. (Nobody knows for sure of the bard's exact date of birth.)

If one wonders about the alchemists of that era, and if they would have got a couple of 'immortality' pills of which one was taken by Shakespeare such that he would still be alive at this time, what kind of blogs would he be maintaining..?

Perhaps a blog with the highest hits on the net!

Footnote: Sampling only Technorati may perhaps be a rather narrow view, but looking at their popular index stats available of top 100, the most popular blog as of this moment is - The Huffington Post, closely followed by (my personal preference) TechCrunch. (Well, by including weblinks here, I just contributed one more point to the 'authority' count on Technorati for both.)

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"Fred the Shred" under the weather?

THEY CALL HIM "FRED THE SHRED...". If you count "few good men" who took the lead in the "rationalisation" of workforce in the conservative European banking and Financial services, Fred has to be in the front row.

Sir Frederick Anderson Goodwin, remained in the news in Europe, mainly Britain, for his often visionary yet unorthodox methods of running Britain's second largest Banking group. After he assumed control, the RBS groups, perhaps for the first time, saw a rather American-styled cost-cutting, or Shredding as the Britons prefer to call it.

Managing nearly 1000 people worldwide at the age of 32, the acumen more than the aggression made Fred the CEO of the Clydesdale Bank at the age of 36. He has been quoted as famously saying, "I have no time for cynics, spectators or dead wood". And as we speak, being with the RBS group, he is the longest serving CEO in the FTSE-100 index. (That precisely makes me wonder if the pool underneath is in a pull-down mode...)

Knighted at the age of 46 for his services in Banking in 2004, the RBS group saw its highest ever rapid inorganic growth since Fred was brought in by another Scot and the then Chairman of RBS Group, Sir George Mathewson. Whilst being at a couple of bids of hostile acquisitions, he has been quoted saying, "There may be some possible mercy killings".

Chosen as the "Businessman of the Year - 2002" by Forbes, Fred began with the humongous acquisition of NatWest in 2000 with unusual amount of due diligence of nearly 500 man-days, and the latest is acquiring of ABN AMRO for about Euro 70bn by the consortium let by RBS Group. All in all, in last nine years that Fred has been with the BRS group, their 'shopping list' lists 26 buy-outs at the value of GBP 33bn (about USD 66bn).

[Above: (L-to-R) Maurice Lippens, Executive Chairman of Fortis, Jean-Paul Votron, CEO of Fortis, Fred Goodwin, CEO of Royal Bank of Scotland (RBS), and Emilio Botin, Chairman of Spanish banking group Santander Central Hispano (SCH) in Edinburgh, Scotland, 10 August 2007, at the time of acquisition of ABN AMRO by the BRS-led consortium.]

"I have no time for cynics, spectators or dead wood..."

It is that time in the turning wheels of world economy that the Citigroup reports a loss of USD 5.1 bn, and the chairman of UBS already fallen on his own sward, Fred is equally under fire for (yet undisclosed) rights issue coming from RBS for nearly GBP 9bn.

It is perfectly all right, I suppose, that there are other, younger, aspiring 'leaders' waiting in the wings to take command, the aegis of Fred and the likes has to be honoured nonetheless; for what it is - the aegis; though you may also count those rather "dodgy deals" that Fred supported for the sake of "business" at "huge" environmental costs in the Oil & Gas sector... (See also: The Green wall of China)

Update: Fred took an early retirement in October 2008, following the financial disaster, largely through AMRO deal. Later RBS reported a loss of GBP 24bn, and was subsequently Nationalised by the UK government. In Feb 2009, taxpayer ownership of RBS was between 75% to 95%.

• See also:
• Related post: Meltdown in Graphics
• Go here for a related story at independent.co.uk: Rise and falls of 'Fred the Shred'
• Related post: Ken Harvey - The "Richest" CIO

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Oil money powering windmills

WINDMILLS WERE A THING fascination, especially in the farmland of picturesque Europe, more so perhaps because they spoke of a bygone era that I felt I just missed. To much delight, the winds continued to blow in their directions, as it were, and the windmills kept going around. With time, however, as the water-table got deeper and deeper, the Netherlanders found other ways and means to keep them spinning, namely, Electricity generated by turbines spinning by the winds. And I would say, this is a niche electro-mechanical engineering field - building a very energy efficient and 'light' turbine, such that the winds can spin at, and at the same time it gives sufficient torque to the dynamo to create electromagnetic charge that could be refined as usable domestic electricity. And along with all that technical things, the ROI turns profitable within reasonable metrics (and also, that we don't end up having a dog catching its own tail).

Now, so far there was no direct conflict of interest, if you like, between oil-burning (read: automobiles) energy devices verses electricity generation using water-spun, coal burning or nuclear turbines. And while saying that, I am choosing to ignore that portion of energy consumption where European and American homes prefer to use gas instead of electricity for domestic heating in the winter. I appreciate that this percentage might be big enough to ignore, but let's keep it simple here for the sake of argument.

The Oil-man announced at Georgetown Uni to pump USD 10bn to create world's largest wind-farm...

As Al Gore would love to tell you in a dark room with a huge LCD projector - both of these 'consume' natural resources, which are not renewable. And (to some degree) he is right. Unfortunately, the Earth could host only as many dinosaurs as few million years ago to turn them in oil today that could go on and on.

The interesting part begins when the ROI (return on investment: time to turn profitable) for the oil companies starts stretching with every oil well getting deeper, water-source running dry, coal-mines hitting hard-rocks, and atomic energy falling hostage to missile-making men. For them, 'going green' proposes the logical next 'green field'.

The news as it is reported by Reuters today says that Mr. T. Boone Pickens, the legendary Texas Oil Billionaire it 'going green'. The Oil-man has plans to pump in USD 10bn into Wind-energy, and the proposal, which would start acquiring land next month, is to create the world's biggest wind farm. The estimates have it that when those 2,700 wind turbines would eventually generate 4,000 megawatts of electricity - the equivalent of building two commercial scale nuclear power plants - enough power for about 1 million homes.

Mr. Pickens would also want to take the 'pressure off' the automobile sector by freeing up gas by not using it for energy production, but to let it go to those (billion dollar) refineries to pump out gasoline and diesel for the cars. At the same time, also take the pressure off from the American auto manufacturers to be energy efficient (and shake Toyota and Honda off?).

I have come to admire the old Oil-man, not simply for him shrewdly planning for another 'windfall' (no pun intended) of billions, but also contributing to the geographical landscape of North America: Windmills look pretty... Anywhere.

• See also:
• Related post: Who Pockets The Money You Pay Extra For Gas?
• Go here for the complete Reuters story

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The Gillette 'trap'

[A little background: It had been a few months that I was searching for twin-blade cartridges for the Gillette SensorExcel safety razor that I prefer. I had almost given up on it by now, and was looking towards this seemingly inevitable upgrade to Mach3 or something when I suddenly hit a jackpot - I found a supermarket selling the make and model that I was looking for. I could finally purchase a year worth of supply.

In other words, another year that I would effectively dodge Gillette Mach3 upgrade 'threat'.]

The history goes that some hundred years ago, Mr. King Gillette was a wealthy but frustrated failure of an innovator at 40. He had written a book called "The Human Drift", which argued that all industry should be taken over by a single corporation owned by the public, and that millions of Americans should live in a giant city called Metropolis powered by the Niagara Falls.

His boss at the bottle cap company, meanwhile, had just one piece of advice: Invent something people use and throw away.

One day while shaving with a rather blunt straight razor, the idea struck to him that perhaps this reusable razor could be replaced by a 'consumable' razor having the blade made of thin metal strips. Somewhere around 1870, Kampfe Brothers had developed a forged razor of a similar kind, which Mr. Gillette gladly improvised upon, registered the patent for the new design in his name, and the world got it's first safety razor with name 'Gillette'.

This same successful Business model was the weakness of the Gillette product in the initial years...

The really unique and path-breaking piece about this safety razor was not the product itself so much so was the marketing model it assumed, and which I called - the Gillette 'trap'. Known as "Freebie Marketing", the business model was to give away free safety razors and make profit by selling corresponding blades for them afterwards. In the initial days, however, this marketing model was the product's weakness for the industrial facilities were not advanced enough to manufacture cheap blades with thin metal strips as mass-production. Mr. Gillette had to struggle almost for a couple of decades more to turn his model truly profitable. That past, the inventor is reaping benefits since than, and the company was valued at nearly USD 60bn in 2005 when P&G acquired it to create world's largest personal care and household products company.

The year of 2005 is important for this post also because, after acquiring my new supply of cartridges, I thought of using the one cartridge first that I had been saving for a rainy day for quite some time now. The manufacturing date on this old one is May 2005. But interestingly the retail price is exactly the same as the one I bought today in 2008.

This really got me thinking as to how a product could sustain its retail price for almost three years while inflation is nearly 7% yoy, and the input costs for the cartridges, mainly steel, have jumped (e.g. price-rise in automotive sector). Even a 1-2% difference in prising would have killed the motive of this post, but here we are, with three probabilities:

• Gillette products were over-priced in 2005, and hence no price-revision took place in last three years. OR
• Gillette is under price-pressure today, and so is unable to hike prices (and thus making less profit). OR
• There is a twist in the tail for the "Freebie marketing" model now that there is a new owner P&G is running the show (Also, as critiques say, innovation has already taken a hit at Gillette under P&G - could they simply stop adding more blades to the cartridge and try something really innovative?)

If you come up with a better possibility, do let me know! :-) I would gladly appreciate it if it helps me dodging the threat for upgrade to Match3 yet again...

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Lama meets Mahatma

I FOUND IT VERY SYMBOLIC SEEING the Dalai Lama paying homage to Mahatma's memorial at New Delhi. And, rightly so. Mahatma Gandhi, who always advocated for equanimity of all religions, was not a Buddhist, yet, without any exaggerations, he was a perfect example of one. Mahatma brought independence to his people through practising non-violence, and that is what the Lama teaches the world.

[Left: Tibetan spiritual leader the Dalai Lama throws rose petals at Raj Ghat, The Memorial to Mahatma Gandhi in New Delhi on March 29, 2008, to attend a public inter-faith prayer meeting for those who lost their lives in Tibet. Hindu, Muslim, Sikh and Jain leaders offered prayers along with The Dalai Lama and hundreds of Tibetans and their supporters at the cremation spot of Mahatma Gandhi. - tiskali.co.uk]

The Dalai Lama is a defacto (though dethroned) King of the Tibetan people. And he is at his Kingly duty while he takes on China with respect to the rights for the Tibetans. In doing so, as always - and as Bodhisattva incarnate - he has taken the peaceful (middle) path, and his 'meeting' the Mahatma was more than a statement to this effect.

On the other hand, there is this 'fraction' made up of Tibetan students, who have taken the route of giving the Chinese military a taste of their own medicine - in an equally violent manner. It's rather natural. But they should be under an effective leadership, and should better know what they are doing, else they would likely end up damaging the mission of the Dalai Lama rather than China. History has it that every peaceful protest or uprising is accompanied by a violent one, and vice versa. After all, not everybody who would want to attain the same aim would consider one path as the only path.

One of the common most dividing range among peoples of all kinds and cultures - An apparent generation gap.

The twist truly comes in the way the 2008 Olympics games are entwined into this ethnic issue. China could have done without it at any rate, but the Tibetans saw a 'global' opportunity to capture world-attention. It appears that they were also backing upon the by now well-known oppressive nature of the rule that China imposes under its regime. A little provocation by a certain bunch of Tibetan students in Lhasa, and China happily obliged by moving in its armed forces. And when it realised that it was rather a lure to the dragon into the cave, it started calling foul on the Dalai Lama for allegedly 'master-minding' the 'violence'. Too late to figure, I suppose.

[Right: Police pull down a demonstrator along the route of the Olympic torch in London. Protesters advocating Tibet's independence disrupted the torch's path in London, Paris and San Francisco. - time.com]

The bad aspect of the Olympics being dragged into this is, as I observed in certain online forums, that it has confused as well as divided people world over in terms of their support to the Tibetans, and in doing so, have lost some good souls to the opposite camp. Someone said, "Keep sports out of it, whatever it may be... [Sports] is probably only place left with some spirit...", Someone else, "Olympics does not belong to China, it belongs to the world, are they [Tibetans] boycotting the world?" another said, "Let's boycott USA for its treatment to the Indians, and Russians for this, and German's for that, and Britons for another, and... You would not end up having any place [wealthy enough] to host Olympics... " These people are generally sympathetic with the oppression that the Tibetans have been through, like they do for Israel/Palestine, Iraq, Darfur, or any other place...

On the beneficial part, the Tibetans gained world-stage to put-up their protests, largely peaceful ones, and attracted the attention to their cause. The media, though it appears remained shrewdly divided, have had multiple field-days. While they 'worded' condemnation for the Olympics boycott-calls, at the same time, they gave certain people and nations the arm-twisting opportunity against China. That said, it is not for the first time that the Olympics face a boycott issue; the world has seen it thrice already. But in all those cases, the issues were international and political rather than ethnic.

[Above: Countries that have boycotted Olympics - Montreal-1976 (yellow), Moscow-1980 (blue) and Los Angeles-1984 (red).]

At the end of the day, however, China would remain unstoppable, and the chances of the Olympics being deferred/called-off and next to nil. And the reason is simple: Economics.

Economics and the numbers involved in this Beijing Olympics event does not favour either deferment or cancellation. Sports is a huge business globally. With all due respect to its international 'community spirit' and all that, the Olympics is after all an economic event of the largest scale in sports today. While it requires a huge investment, it also promises to bring in a mountain worth of foreign exchange within a very short run of about a month. Perhaps, the Bird's Nest has some golden eggs!

China has a lot at stake, for, along with it's investor 'friends', it has infused billions into infrastructure development in/around Beijing to host this event. China's business plans in terms of first breaking even, expand infrastructure at the cost of tourists' money and hyper-consume it's own products in the process, and then make billions in profit, had not accounted for Tibet - Or might have underestimated Tibet, because that's what it seems now. And I suppose that is where China is at its most vulnerable (numbers are not released by China; for London 2012 the budget is £ 9bn = ~USD 18bn). After all, it's all about Money. Threats to Beijing Olympics were first proclaimed by China (not the Dalai Lama, as some media had first reported, and then corrected. The Dalai Lama has rather favoured the Olympics, calling them a peaceful event.). One of the reasons why China had to sound the bugle could be for all those US/EU investors to help cover the grounds. It is supposed to be a very effective strategy if executed properly - let those 'western' investors resist anti-Olympics (i.e. anti-Chinese) propaganda in their respective home-land for the sake of their own invested money.

The Olympics would go on, on schedule, as planned, and we would get to see everyone falling in line as well.

And at that rate, Tibetans seem to lose out; on one hand they could not dislodge the Olympics, they might have made enemies out of innocents, and the 'uprising' remains oppressed. (Also, any uprising has to be from within, and not without.)

This is perhaps the toughest time for the Dalai Lama since his exile. And I hope the Mahatma had a word or two of respite for him...

Update: The 29th Summer Olympics begins with a bang at Beijing on time.

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Is Analysis an art or a science?

Question: Is Analysis an Art or a Science?

Answer:

Part - I
Analysis is an art of keeping it strictly scientific,
until it starts defying itself against the known 'rules',
and that's when to push it towards the realms of 'Strategy'.

Part - II
Analysis is essentially an Art
{lavish, spendthrift and something to marvel about}
that needs to be enclosed within certain boundaries
{make it budgeted and time-bound}
that's when it becomes a Science.
{a tool to extract tangibility out of subtlety}

Part - III
Neither and Both.
The problem with this question is that it is holistic, which it should not be.
The answer would largely depends on the field and domain where the 'expertise' is required.
If the field is predominant with numbers, scientific approach should lead artistry;
Otherwise, let science and data support artistry.

What would be your answer?

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The genius of Jeff Dunham

(Statutory warning: Contents of this post are Highly Addictive!)

The versatile, genius, immensely talented and intelligent, life-time achievement award winner, and winner of stand-up comedian of the year 1998, Jeff Dunham who made me roll over the floor laughing...

Simply brilliant.. Your overtaxed mind needs a 10 minute break.. Go for it!

To meet with Peanut, the one above: go here.

For a list of the gang on YouTube: go here.

If you are wondering what ventriloquist and puppetry or a stand-up comic is, go here.

If you would want to learn how to (legitimately) download YouTube videos to your desktop, don't go anywhere, just email me... :-)

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Best of a Business Analyst

SOMEONE RECENTLY POSTED A QUESTION to the BA community at large to the effect of identifying 'universal skill-set' for a Business Analyst.

A variety of responses were received in the public forum, some of which (including mine) were chosen under the 'good answer' category.


At the outset, the field of business analysis is far too wide, spread-out and pan-industry to have a single set-of-skills. However, in terms of 'universal' skill-set for analysis in business, a certain personality traits could contribute to the arsenal of an effective Business Analyst.

A Business Analyst is a management consultant in the making, and IMHO, basically you need a balanced personality between the ears and having:

• common-sense
• ability of seeing the Big (macro) picture in smaller (micro) details
• neutrality of judgement (having the effect of 'being' external)
  
• poly-point-of-views, with negotiation skills
  
• stakeholder management with the ability to provide (respective) 'views' to each party, with appropriate statistics
  
• domain knowledge (up to the required depth and degree)
• the skill of identifying and collating the correct data-set; separating facts from fictions
  
• ability to grasp the correct context/structure/'currents' surrounding the problem-at-hand
• accurate understanding of the criticality of time-management w.r.t. the problem-at-hand
  
• ability to anchor responsibility
• effective communication (especially astute listening skills)
• ability of blending intuition and insight with analytical abilities
• ability of quickly getting in sync with the 'economics' surrounding the problem-at-hand
  
• the idea of when and how to stop, and say 'No'
  

Other attributes, such as ability to break down the problem into manageable/logical categories; fluency with a given technology, tool-set or methodology; are likely to be important attributes, but are rather not 'universal'.

You are welcome to add to/comment upon the list above.

An effective Business Analyst would execute most of the attributes given above. An experienced consultant, however, would execute only the required attributes from this list - for his/her main skill is to accurately identify what is required the most among the skill-set for a given assignment.

The ultimate aim is to bring about 'customer delight' that may or may not include/depend upon the success of the given project.

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Happy Women's Day

A loving girl friend led the charge on me by saying something like this:

"You all men are like that... Hello! this is not Victorian age any longer..! Wake up.. else we would just march over your dumb head and pot-belly..."

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The Future of Business - $0.00 enterprises

A really interesting article by the Editor in Chief at Wired magazine, Chris Anderson titled "Free! Why $0.00 Is the Future of Business" was the subject of much debate recently.

Accordingly to Chris, the economy of the brave new world is mainly driven by "scarcity" and "wastage" (as against to the old world concept of demand vs. supply). Out side of online business it may take a rather detailed and elaborate study to apply this new economy driver phenomenon to the world at large, such as manufacturing or airline industry.

Chris talks about six business models with examples that are used in the web2.0 economy, and goes on the indicate that all of them revolves around the concept of "Free!".

At the same time, he argues that less successful (or failed) ventures have not appreciated the psychological bearer called "penny gap" which separates the cheap from the free.

Talking about "Freeconomics", he says that what makes 'free' economically possible is known as externalities, a concept that holds that money is not the only scarcity in the world. Chief among the others are your time and respect, two factors that we've always known about but have only recently been able to measure properly. The "attention economy" and "reputation economy" are too fuzzy to merit an academic department, but there's something real at the heart of both.

Some other interesting 'observations' include:

• Forty years ago, the principal nutritional problem in America was hunger; now it's obesity, for which we have the Green Revolution to thank.
• Going from tens of dollars in the 1960s the cost of a transistor is approximately 0.000001 cent today for each of the transistors in Intel's latest quad-core. This meant that we should start to "waste" transistors.
• If the unitary cost of technology is halving every 18 months, when does it come close enough to zero to say that you've arrived and can safely round down to nothing? The answer: almost always sooner than you think.
• In the Greek philosopher Zeno's dichotomy paradox, you run toward a wall. As you run, you halve the distance to the wall, then halve it again, and so on. But if you continue to subdivide space forever, how can you ever actually reach the wall?
• Not too cheap to meter, as Atomic Energy Commission chief Lewis Strauss said in a different context, but too cheap to matter.

It would be interesting to look forward to his forthcoming book - "Free!".

Here is the link to the whole article.

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Blog, Book and a Paper

What is the reason for someone to create and maintain a Weblog?

Blog is a tool to put ideas, reactions and observations into public. A personal diary in public.

In the process, one creates content, expresses likes and dislikes (and gives opportunities to Web2.0 apps to sell you a relevant product!), have the contentment of speaking it out (and, in some cases, being 'heard' also), and it creates a possibility for an interaction for you where someone might respond to your views.

As to the frequency of blogging, I do not suppose there could be any rules as such. I think if you get one good idea per week to talk about in your blog, and you keep that practice for an year, effectively you would end up having about 50 good ideas. I would say, that makes a really productive year: 50 good ideas! Not bad...



This also goes on speaking about the new Social dynamics that the technology has infused among us.

On the downside, the chief one, as I see it, is that there is a real threat to a prospective book that one may write... All the ideas that one found worth talking about, are already in one's blog in the public... What would one write a book about?

[Well, being conscious about this, I am keeping the topic and ideas about my book private :-) At the same time, I do wish to marshal certain skills for a more effective book by writing a blog.]

Having said that, if a blog manages to bring reputed and like-minded folks together and becomes interactive where people could review and audit ideas, concepts, observations of the peers', it could surely lead towards a paper. And a paper that is peer-reviewed always carries higher credibility and authority compared to a book which practically anybody could write and publish.

Essentially, if you are reading this, and if you do maintain a blog as well, go ahead, drop in a comment and I would have a look at your 'stuff' also...

• See also:
• Go here to read the story of Mark Jen and how he got fired by Google for Blogging.

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Mind, the Gap - addendum II - Ecomonics

While reading "Mind, the Gap" again, I felt the need of explaining the usage of term 'economics'. The classical definition of the terms goes somewhat like the following:

economics (ĕk'ə-nŏm'ĭks, ē'kə-)
n.
1. (used with a sing. verb) The social science that deals with the production, distribution, and consumption of goods and services and with the theory and management of economies or economic systems.

In other words, it is classical trade but in a much advanced and re-defined form. All throughout 1900's, economics remained the force of forces, surfacing in clear sight in forms of capitalism, especially towards the last couple of decades of the century (whilst communism was being defeated by its own self).

In the current century, however, the term has to expand event more that "production, distribution and consumption" to encompass the new dimensions of technological proliferations of the society - namely, Web 2., et al.

In the sense that I would like to use the term economics whilst talking about 'the Gap' should also include not just monetary-economy (though it remains the flagship), but also the "attention economy" (how Google makes money by having you to give attention to all those sponsored contents and ads), and "reputation economy" (how Google 'pressurises' you to improve you hit-count of your online presence - your website, blog, social-networking profile - that should feature among top 20 Google hits when someone fires a relevant query. That, and also Google PageRank.)

Technology is raw. Net is the medium by which technology would interact and interchange information with society. Whilst technology has to prove itself (by turning profitable) economically, it could only do so if (and perhaps the only if) it would get the tune of the psychology of the society.

When the inventors start to really master the tune of psychology of the society their technology is serving, you find that the society is 'hooked' to the given technology. People are so wound up into it that almost no questions are asked. The hook is attached to a line, and the sinker is usually heavy (with right marketing). The spin of the spindle wounding up the line is actually the economy making profit.

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Mind, the Gap - addendum I - Psychology

In an interesting parallel with the 'Mind Gap' concept, here is a quote from the strategy by a marketing guru to the modern successful IT enterprises, advising the CEO's of the interplay between psychology and economy in making of an effective marketing strategy and selling their systems:

"... the strategy is to focus market development efforts on the end-user community [who you want to use your system], not on the technical community. Specifically you want to enlist the support of the economic buyer, the line executive or manager in the end-user organization who has the profit-and-loss responsibility for the given function your product serves... [Psychologically] you should not expect to secure primary sponsorship from the IT professionals... [A new product and a paradigm shift] is not in the interest of the IT department. It means extra work for them, and it exposes their mission-critical systems to additional risks... [Psychologically] it would not have been in the interest of the end users who report to the economic buyer. From their point of view, the old paradigm is more familiar and secure. In the short term, with the learning curve required to come up to speed on the new one, they are actually going to be less effective. So they may resist you as well. It is only the economic buyer, who has to pay the ongoing cost of the status quo but can no longer afford to do so, who can be counted on to be unequivocally supportive of the change..."

As it happens elsewhere, so is in this example, that the strategy has the psychology and economy components in a direct interplay. Towards the end of the quote it also gives the hint that it is not simply restricted to marketing strategy, but is equally found in change management as well.

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