Unemployment

Dear Readers,

Unemployment at 14-Year High - Steps to Take Now

In October, the economy lost 240,000 jobs, and unemployment rose to 6.5%, a rate not seen since 1994. If you are facing a job loss, here are things you can do to help the situation. Generally, about 150,000 new jobs are needed each month to keep the economy stable. The last recession led to 29 months of job losses. Health care is really the only area that is growing, so if you are considering a change, now would be a good time to get some training for that field

Money or Book

Dear Readers,

   Book consist of many pages and Money made by the paper. So Indirectly Books=Money. You must have money to buy

books.And to understand the value of money you must have book. An entrepreneur must understand the relationship

between book and money. You can understand the relationship between these after seeing above picture.

When things gets too crazy and you need to escape you can pick up a book and forget about the world around you. Books can take us away from the cares of this world for a while at least, it can take you to a world you could never get too except thru a book.A book is like a garden carried in the pocket and ofcourse money too. I rememered one quote given by  -Henry David Thoreau, "Books are the treasured wealth of the world and the fit inheritance of generations and nations".Books are the carriers of civilization.and money is  essential to buy any thing.  Without books, history is silent, and without money everything is silent.

Research papers

Dear Readers,

         Always think positive and be optimistic. This is not only a word for me which also I have written on the top of my blog. This is atctually i feel and believe. From september 07 to October 08, Bangalore gave me a immense pleasure in every field. I never seen such changes ever in my life. After coming to Bangalore I really achieved many things. And for me any Achievents is countless. You cant count ur achievements, you can only feel. Achievents only comes from ur Soft work not hard work. Soft work means Smarter work rather than hard work. And here the word comes "Quality and Quantity". So be qualitative not quantative. Thats wt I have done in my last couple of months. I have submitted lots of Research Paper and Selected in two of them. Here is the details:-

1) AIMS International Confrence for"Entrepreneurship"

2) GJIMT National Confrence for " Managing Innovation in Business Enterprise"

So you read the full article here "Entrepreneurship"

ROI

Dear Readers,

While preparing Article on " Taking Ideas to market" i came across with one interesting word i.e " ROI ". I always talked about ROI as Return on Inevestment. Even whole world having same kind of Opinion. But here it switch to " Return on Ideas ". It means that what is the return of your ideas which u generate, which u analyse, which u implemement, which u innovate and so on. And from this new concept comes in the picture i.e "BCR".

B- benefit

C- Cost

R- Risk

So BCR plays a signiicant role in ROI. Many questions can raise while thinking or generating Ideas. Like What is the benefit of this? What can be the cost? Is this product a risker one?

And hence you can analyse ROI with the help of BCR

The Lense of New Future

Dear Readers,

On the macro scale you build bridges from your future back to the present. Success in the future will come from new offerings to existing customers, new customers and reaching customers in new ways. These new drivers for success are built from your future backwards. In practice, however, you need to do more than build bridges from the future backwards. You can’t stop running the business. Both need to happen simultaneously. We act differently by building bridges in two directions at the same time. You can take innovative action in the present, informed by your future. Do things now that make sense in light of your new future. Say “No” to those things which you used to do automatically, but no longer make sense given where you are now going.

And hence you can see your future in this lense

The Lense of Possibility

Dear Readers,

To be a winner in times of disruptive change, you must learn to think differently. Many of these companies, AT&T, Colgate-Palmolive, Merck, and Sony to name just a few, have built their future based on their past; their past successes, past customer experiences, past environment of competition.
When you put the past firmly behind you, possibilities no longer arrive with labels. You are now free to create from entirely new vistas. New possibilities often come from challenging industry-wide assumptions. Amazon challenged assumptions. Dell Computer challenged assumptions. E-bay challenged assumptions. Market disrupting companies challenge assumptions. While these companies often emerge from start-ups, existing companies, too, can create new futures when their executives look through the Lens of Possibility.

The Lens of Past

Dear Readers,

We see today’s customers, today’s products and services, today’s economics and today’s competition. We project today’s conditions forward. This then, unknowingly, becomes our expected future. Our future has today’s customers, products and services, economics, and competition at its core. The future is an extrapolation of recent trends. When we look through the lens of the past it is as though we are driving the car focusing on the rear-view mirror. This view permeates management thinking and business processes in areas such as budgeting and forecasting, performance and career management and product development. We know who we are and we project that forward into the future.
Carly Fiorina’s merging of HP with Compaq, using today’s products, customers and business model to grow the company, is a classic example of operating a business looking through the lens of the past.
When operating in times of disruptive change … there is a break in the trend-line. We can no longer reliably project the future from recent trends.

Imotional Blackmail

Dear Reader,

Emotional blackmail is a powerful form of manipulation in which people close to us threaten to punish us for not doing what they want. Emotional blackmailers know how much we value our relationships with them. They know our vulnerabilities and our deepest secrets. They can be our parents or partners, bosses or coworkers, friends or lovers. No matter how much they care about us, they use this intimate knowledge to win our compliance. Knowing that we want love or approval, blackmailers threaten to withhold it or take it away altogether, or make us feel we must earn it. If you believe the blackmailer, you could fall into a pattern of letting him/her control your decisions and behavior.Emotional blackmail flourishes in a cloud just below the surface of our understanding.

4 I's of Business model.."I's effect" ( Part-1)

Dear Reader

After reading many articles and papers, I found something beautiful concept i.e "I's Effects". We have seen X effect but now........ I's effect. This concept buzzing in the world and you can see on Page3. But i thing is really mising in this concept which i will describe later. I's effect is

Ideas

Inventinon

Innovation

Implementation

Here Ideas is

I-Insight

D- design

E- Experimentation

A- Added value

S- sales plan

Ideas includes these above mentioned words. Ideas are precious for both sides of the table. It can be good or worse.Organisations are under increasing pressure to come up with next big idea and to get it on the market fast.We've all heard that genius is 1% inspiration and 99% perspiration. But people tend to assume that this hard work happens after a great brainwave. This isn't true: really good ideas do take effort to realise, but they only come into being on a foundation of hard work and experience, too.

"Insight" has become something of a buzzword over the last few years. It's not just another name for a fact, a research conclusion or an "observation".But when understand I then next challenge will be how to design the "Idea". Let me give you classical example.

Apple design Process:- How Apple work with their idea. They actually apply "10 to3 to1" concept. Under this concept they take ten ideas, whittle those down to three which they then spend time refining until they end up with just one strong design. This is how design works.

Experimentation:- A company must know that how their ideas make a differnece from other companies. And hence the word "Experimentaion" comes which play a vitol role. Let me give you few examples:

1) Apple:- Apple is different beacuase of its design.

2) Intel:- Intel is different because of its ability to constantly increase microprocessor power at reduced price.

3) Jet Blue:- It is different with its low cost effecient air travel concept.

And So on. Believe me my friends "differntiation" is not an accident. It didnt happen just by itself.

Added value:- How added value works in the word "Ideas". This is adding an additional advantage in terms of value to the company. Let me give you a classical example:-

Google:- Google regularly adding value to it product by providing exrtra service and hence google is a leading market player in search engine.

Nokia:- Due to additional features in Handset they become a giant.

So added value is basically comes due to Customer Satisfaction.

And Last

Sales Plan:-

Lastly to prove the word"Ideas", Sales plan exist in the market. So sales plan helps to figure out the estimation of selling of product in the market.

Therefore Ideas is the concept from where you move one step ahead.And there you will see how " Invention" becomes a role model in the market after applying Ideas to market.

Award, Reward and Prize

Dear Reader,

AWARD is something given to a person or a group of people to recognize excellence in a certain field; a certificate of excellence.Its for your hard work you've done.

Reward:- Something of value given in return for an act; The result of an action, whether good or bad.

Prize:- A prize is an award given to a person or a group of people to recognise and reward actions or achievements.Something you win willingly by skill or chance

September To Remember

Dear Readers,

In september, you would see ups and downs and huge volatility in the market. Here it is:-

Since the federal government seized control of Fannie Mae and Freddie Mac on Sept. 8, a flurry of buyouts, bailouts and failures have turned the national economy upside down. Lehman Bros. is in Chapter 11. Merrill Lynch is taking Bank of America under its wing. Taxpayers now own insurance giant AIG. Morgan Stanley and Goldman Sachs have changed their business plans. Washington Mutual is now JPMorgan Chase & Co.,and Wachovia was snapped up by Citigroup. And during all this, Congress wrangled over a $700 billion bailout plan — and while it did the stock markets recorded some historic gains and loses.

Effects of the US Financial Crisis in India

Dear Readers,
It is often said that when the US sneezes the rest of the world catches a cold. This three-part series looks at how India, China, and Russia have been affected by the US financial crisis. Before we get into detail about how much this US problem is spreading globally, we should understand the severity of it and the possible consequences in the US. How sick is the US? Some have compared the situation in the US with the Great Depression of 1929, but this situation is far from a depression – in fact it’s not even a recession. In the Great Depression there was no work and there was widespread poverty. People struggled through the winter with no heating and no food. We are not seeing such extensive suffering in the US. In the US, August 2008 unemployment figures were at 6.1%, according to the US Bureau of Labor Statistics. In the Great Depression unemployment was higher than 25%. The Commerce Department reported that GDP growth was at 2.8%, hardly indicative of a recession, although this was revised down from the 3.3% figure it projected a month ago. But one cannot ignore yesterday’s 777 point drop in the Dow Jones Industrial Average after the $700 billion bailout plan failed to pass through Congress. These paper losses of more than a trillion dollars may be the sneeze that disrupts global markets. Even before this controversial rescue plan was shot down, Indian markets took a dive of their own on Monday 29 September. The stock market sank to an 18-month low and the rupee a 5-year low. The stock market dropped 5.3% to 12,595.75. According to Business Standard, vice-president of Karvy Stockbroking Ambareesh Baliga, said, “We are advising our clients to stay away from trading till selling by Foreign Institutional Investors (FIIs) stops. Also, there is no support to the markets from any domestic institution. While markets are below their fundamental levels, fear has gripped investors and there is panic selling.” While US investors and consumers are concerned about who will foot the bill for this $700 billion plan, to Indian and non-US markets that doesn’t matter. They just want it to happen so as to restore confidence and of course liquidity. Sify.com reported Jagannadham Thunuguntla, head of the Delhi-based SMC Group saying, "The first major point of nervousness is that the US bailout plan will now be in three tranches of $250 billion, then $100 billion and finally $350 billion and the second and third tranches will require further Congressional approval. This means effectively, only $250 billion is now available for buying troubled assets of banks instead of $700 billion outright. This doesn't really solve the problem of liquidity." Crowds gathered outside the Bombay Stock Exchange to watch the markets drop, with many investors angry. Why should failure of the world’s most advanced financial system hurt individual Indian investors? But the fact remains that the “Bush administration's failed economic policies” as speaker of the House Nancy Pelosi described it, is everybody’s business.

World Economy

Dear Readers,

The world economy grew 5.2% in 2007 powered by growth in China (11%), India (9%) and Russia (8%). The global economy faces a real risk of 1970s style stagflation however, with resource constraints tighter than ever before. Things could scarcely have looked rosier for the world economy at the start of 2007. The Emerging Markets, led by the giants of China, India, Russia and Brazil (the BRIC countries) had been posting 7%-10% grow rates for years. Property and stock market booms had brought consistent growth in North America and Europe. Investment was bringing economic development to much of the Middle East and Africa, and even Japan was recovering from its deflationary ‘Lost Years’.Economic conditions within these countries play a major role in setting the economic atmosphere of less well-to-do nations and their economies. In many aspects, developing and less developed economies depend on the developed countries for their economic wellbeing. Theories were even circulating that thanks to the growth of the developing world, we might enjoy years of unfettered growth, as new markets would go through successive growth spurts and counter the effects of slowing growth elsewhere. It was suggested that Asia was ‘decoupling’ from the US and able to grow under its own steam thanks to its two ‘Awakening Giants’. What a difference a year makes. The global economy has been hit by a rapid one-two punch that may be setting the stage for stagflation to make a come-back. It started with the sub-prime crisis in the US, caused by loans to risky or ‘sub-prime’ mortgagees who did not have strong credit histories. While house prices were rising there wasn’t a problem. But as house prices slowed and then crashed to earth, default rates started to rise. To add fuel to the fire, sub-prime loans had been packaged and re-packaged in a range of derivative financial instruments such as Collateralized Debt Obligations (CDOs). It was not always clear what the contents CDOs consisted of, as they were combined, sliced and re-sold between financial institutions and funds, and which in some cases allowed risky debt such as sub-prime loans to be packaged as part of low-risk instruments. Vast swathes of CDO investments had to be written off, and banks became suspicious of investment, borrowing and lending, since it was not always clear what the underlying security was. Once banks stopped lending the Credit Crunch hit. We then witnessed extraordinary scenes of government regulators in US and UK having to help save collapsing banks in order to avert a meltdown of the financial system, and to Sovereign Wealth Funds (SWFs) from the developing world taking large stakes in venerable western banks like Citibank and UBS in return for keeping them liquid. With house prices having fallen more than 20% in many areas of the United States, even prime mortgage holders now find themselves with negative equity. The federal government has been forced to step in and assume responsibility for both Fannie Mae and Freddie Mac, who between them back over half of all American mortgages. The second part of the one-two punch has involved the rise of commodity prices. Just before the dawn of the 21st century, oil average $16 a barrel. By July 2008, less than 10 years later, oil hit a high of $146 a barrel – a stunning rise of more than 800%. From early 2007 to mid 2008 alone the price has risen more than threefold from the mid $40s. During the Oil Crisis of the 1970s, oil spiked at a nominal peak of $38. In today’s prices (adjusted for inflation), that is $106, a figure that we blew past in early 2008. The price of food has also started spiraling. Rice and other grain prices have doubled from 2007 - 2008, leading to food riots in a score of developing markets. Most agricultural and farm produce prices have been going through the roof. In fact almost all commodities, including those used for energy, construction and consumption, have been rising rapidly. Price rises have been fueled by the demands of the emerging markets, particularly the BRIC nations, who together account for nearly 3 billion people. In order to maintain their high rates of growth and help lift more of their populace out of poverty, they require more and more commodities. A bigger worry for economists, however, is whether the natural resources exist to meet these burgeoning demands. A similar crisis was faced in the 1970s. After a period of strong global economic growth, when the world economy was averaging 5% a year GDP increases, the world hit supply constraints in oil and food. For the next fifteen years, global GDP growth slowed to an average of 3.2% per year. This became known as the stagflation era. Growth opportunities were limited, but prices continued to rise with a continued lack of supply. A great debate ensued as to whether we had reached the limits of the earth’s ability to support our growth. In 1972 the Club of Rome famously argued exactly that, saying that the global economy would collapse. And yet the opposite happened. According to Jeffrey D. Sachs, Director of the Earth Institute at Columbia University, world crude oil production grew from 21 million barrels per day in 1960 to 56 mbd in 1973, a growth of 166%. The stagflation crisis also brought about a ‘Green Revolution’ through fertilizer and irrigation development, and through the development of stronger seed strains. This led to much higher agricultural productivity levels. Since 1970 however, crude oil production has only grown 30% worldwide. More worrying still is that crude oil production in the Middle East has peaked at 21 mbd in 1974 and remained stagnant, while mature fields in the North Sea, Norway and Alaska are all in decline. In fact there is a growing school of thought known as ‘Peak Oil’ that believes we have – or will soon – reach peak oil production capabilities. In the 1950s Dr M. King Hubbert correctly predicted peak oil and decline rates for the mainland US oil industry. His model came to be known as The Hubbert Peak Theory. It predicts that world peak oil production will be reached sometime between 2000 and 2010, and will decline thereafter. This impending crisis has also helped to raise the price of food, since increasing amounts of land are being devoted to biodiesel crop development, and since higher oil prices raise the cost of fertilizer (for which petroleum is a key ingredient) and food transportation. It seems increasingly likely that a massive investment in renewable energy sources will be needed in order to avert another stagflationary period in the world economy, or even a global recession. The jury is still out as to how quickly oil supplies will decline or how fast alternative energy sources can be brought online. World Economic Statistics at a Glance

World GDP (PPP): $65 trillion

GDP Growth Rate: 5.2%

Growth Rate of Industrial Production: 5%

GDP By Sector: Services- 64%

Industry- 32%

Agriculture- 4%

GDP Per Capita (PPP): $9,774

Population: 6.65 billion

The Poor (Income below $2 per day): 3.25 billion (approximately 50%)Millionaires: 9 million (approximately 0.15%)

Labor Force: 3.13 billion

Exports: $13.87 trillion

Imports: $13.81 trillion

Inflation Rate – Developed Countries: 1% - 4%

Inflation Rate – Developing Countries: 5% - 20%

Unemployment – Developed Countries: 4% - 12%

Unemployment & Underemployment - Developing Countries: 20% - 40%

Waiting until the last minute

Dear Readers,

In a nutshell: don't.
Bad situations to wait until the last minute:
Catching a Train
Asking your secret crush to the prom
Applying for a summer internship
Setting customer expectations
Studying for the CAT
Saving for retirement
Giving up smoking
Asking for a raise
Teaching ethical behavior to your kids
Winning a primary
Asking for directions
Sharing an idea

Filling forms
And, for balance, two times when it pays:
Bidding in an eBay auction
Giving up hope

Life after Death

Dear Readers,

Death is not as many imagine it to be. All of us at the hour of our death will see and experience much to which we are not accustomed. The purpose of this brochure is to expand and detail our understanding of the inevitable separation from the transitory body. Some think death is a sleep without dreams. You close your eyes, fall asleep and there is nothing more, just darkness. Sleep ends in the morning, but death is eternal. Many are very frightened of the unknown and of the question, "what will happen to me?" So, instead, they choose not to think about death. However, deep within us there is always the knowledge of the inevitable and an accompanying sense of disquiet. Each one of us will have to cross that boundary. We should contemplate it and prepare ourselves.
Some say, "What is there to contemplate or prepare for? It's beyond our control. Our time will come and we will die — that is it. While there is time, we must take everything we can from life. Eat, drink, love, achieve power and glory, earn money, etc. Don't dwell on anything unpleasant or upsetting and certainly don't think about dying." Many follow this ideation.
Yet at times each of us may have more disturbing questions: "What if that's not the case? What if death is not the end? What if I find myself in a completely new place with my abilities to see hear and feel intact?" And most importantly, "what if our future beyond the threshold depends in part on the way in which we lived this life and what we were before we crossed the threshold of death?"

We must also remember that man’s life is in God's Hands. Only He determines the moment of death and the destiny of every soul on separation from the flesh. For this reason, attempts to produce experiments in this field are in conflict with the Will of God and bring the experimenter into contact with the fallen spirits of that world. As a result, the data will be inaccurate and the conclusions will be false.

Therefore, the main value in the contemporary exploration of the life after death question is that it confirms in an unbiased and scientific way the truth of the soul's existence in the world beyond. In addition, they can help a believer to better understand and prepare for that which he will encounter immediately after his death.

Love,Hate,Believe,Faith

Dear Readers,

Corey found this great insight into the way people think.
Twistori looks for certain words in the Twitstream

The Long Tail and the Dip

Dear Readers,

When you launch a new product or service, you have a choice.
It's tempting to go for the bestseller list, to create a mass market hit. This is the box labeled 1 on the tail above. Everyone wants to be here. It's where ego meets profit. A home run. Pixar lives in box 1.
In order to have a bestseller, you must reach the unreachable. Most of the people who buy a bestselling book buy no other book that month, or even that year. The very nature of the top of the list is that you're reaching not just the frequent purchasers and the passionate, but those that only show up for the hits.
The second pocket is labeled, conveniently, #2 (not because it's second best, merely because it's the second one I'm mentioning). This is the profitable, successful niche product. Roger Corman's horror movies, say, or Vandersteen's $3,000 stereo speakers. Not a product for everyone, certainly, but among those that care and are choosing to pay attention, a fantastic choice.
The reason you can make money in the niche pocket is that it costs far less to compete here. First, because there's less competition and the competition is less fierce, and second because it's cheaper and easier to reach your target market because they're choosing to pay attention.
There's a spectacular amount of overhead associated with a mass market hit. You need to buy shelf space and hype and promotion and noise in order to momentarily have a shot at stardom. If you don't push your way into this arena, you'll be ignored.
The third pocket is to own the long tail, to make a small royalty on a huge range of products. That's CDbaby and iTunes and the Garrett Wade tool catalog.
And The Dip? The Dip really kicks in when you're comparing the first pocket to the second.
If you want to compete with all of those folks shortsighted enough to shoot for the big win, you need to invest a great deal of time and money. And very few make it through the Dip... there are far more movies like Speed Racer than Iron Man. Speed Racer got stuck in the trough. It wasn't the best in the world, it wasn't the one the masses chose to see, it lost. Hundreds of millions of dollars spent, but not enough time or talent invested to get through the Dip.
When the masses went to see a movie in June of 08, they had a choice. Naturally, they chose to see the movie that was the best available, the one they wanted to see the most. If you're the third best choice, you lose.

Entrepreneur

Dear Readers,

To believe in yourself, when the world stops believing… to stick it out through thick and thin to see your dream living,” well these are just some traits an entrepreneur must have.“There is only one way to make a great deal of money; and that is in a business of your own.”
I remembered one quote “Without a strong conviction and faith in oneself and one’s work no entrepreneur can tide over crisis”.

Introducing New world

Amit Jain Think positive and Be an Optimist: The State of innovation in India

Amit Jain Think positive and Be an Optimist: The State of innovation in India

1<2<3<4<.???

Dear Readers,

The web changed my life. I can't live without wikipedia or Google. But ultimately, I'm disappointed. Almost every day, the web lets me down.
What do web users do for a living? What do we get paid to do that makes it worth giving us a web browser? Me, I make connections. I take disparate ideas and connect them in (hopefully) useful ways. Others do it with people, or cash instead of ideas. But we're all connectors.
Tim O'Reilly coined the term Web 2.0. It is a bit controversial, but basically it describes a generation of web pages that go beyond the flat HTML of the original Web. Web 2.0 pages encourage community and user-generated content.
Web 3 is the brainchild of Tim Berners-Lee, largely credited for inventing the world wide web in the first place. It's more commonly called the Semantic Web. The idea is, to quote Lee, "I have a dream for the Web [in which computers] become capable of analyzing all the data on the Web – the content, links, and transactions between people and computers. A ‘Semantic Web’, which should make this possible, has yet to emerge, but when it does, the day-to-day mechanisms of trade, bureaucracy and our daily lives will be handled by machines talking to machines. The ‘intelligent agents’ people have touted for ages will finally materialize."
I'll get in trouble for this simple shorthand, but it's data about data. Websites that are smart about what they are and what they contain. But what's it for? I mean it's very audacious and powerful, but why? And what drives it to work?
The opportunities of the semantic web are limitless, and I can't wait. But that's not Web4. Web4 is what I'm really waiting for. And it's entirely possible that Web4 will get here before the semantic web even though Web 3 makes it work a lot better.
We start with this:
Ubiquity
Identity
Connection
We need ubiquity to build Web4, because it is about activity, not just data, and most human activity takes place offline.
We need identity to build Web4, because the deliverable is based on who you are and what you do and what you need.
And we need connection to build Web4, because you're nothing without the rest of us.
Web4 is about making connections, about serendipity and about the network taking initiative.
Some deliberately provocative examples:
I'm typing an email to someone, and we're brainstorming about doing a business development deal with Apple. A little window pops up and lets me know that David over in our Tucscon office is already having a similar conversation with Apple and perhaps we should coordinate.
I'm booked on a flight from Toledo to Seattle. It's cancelled. My phone knows that I'm on the flight, knows that it's cancelled and knows what flights I should consider instead. It uses semantic data but it also has permission to interrupt me and tell me about it. Much more important, it knows what my colleagues are doing in response to this event and tells me. 'Follow me' gets a lot easier.
Google watches what I search. It watches what other people like me search. Every day, it shows me things I ought to be searching for that I'm not. And it introduces me to people who are searching for what I'm searching for.
As a project manager, my computer knows my flow chart and dependencies for what we're working on. And so does the computer of every person on the project, inside my team and out. As soon as something goes wrong (or right) the entire chart updates.
I'm late for a dinner. My GPS phone knows this (because it has my calendar, my location, and the traffic status). So, it tells me, and then it alerts the people who are waiting for me.
I visit a blog for the first time. My browser knows what sort of stories I am interested in and shows me highlights of the new blog based on that history.
I can invest in stocks as part of a team, a team that gains strength as it grows in size.
Here's Rikard's riff on how the iPhone could be more like Web4.
I'm about to buy something from a vendor (in a store with a smart card or online). At the last minute, Web4 jumps in and asks if I want it cheaper, or if I want it from a vendor with a better reputation. Not based on some gamed system, but based on what a small trusted circle believes.
My PDA knows I'm going to a convention. Based on my email logs, it recommends who I ought to see while I'm there--because my friends have opted in to our network and we're in sync.
I can fly to the CES for half price, because Web4 finds enough of us that we can charter a flight.
I don't have to wait for Rickie Lee Jones to come to town. Sonos knows who the Rickie Lee fans are, and makes it easy for us to get together and initiate a concert... we book her, no scalpers necessary.
I don't get company spam any more ("fill out your TPS reports") because whenever anyone in my group of extended colleagues highlights a piece of corporate spam, it's gone for all of us. But wait, it's also smart enough that when a recipient highlights a mail as worth reading, it goes to the top of my queue. If, over time, the system senses (from how long I read the mail, or that I delete it, or that I don't take action) that the guy's recommendations are lame, he loses cred.
Sure, it sounds a bit like LinkedIn. But it's not. LinkedIn tends to make networks that are sprawling and weak. Web4 is about smaller, far more intense connections with trusted colleagues and their activities. It's a tribe.
You don't have to join a tribe. But if you did, would you be more successful?
Unlike Web 3, we don't need every single page in the world to be 'compliant.' What we need is:
an email client that is smart about what I'm doing and what my opted in colleagues are doing. Once that gains traction, plenty of vendors will work to integrate with it.
a cell phone and cell phone provider that is not only a phone.
a word processor that knows about everything I've written and what's on the web that's related to what I'm writing now.
moves by Google and Yahoo and others to make it easy for us to become non-anonymous, all the time, everywhere we go.
This stuff creeps some people out. The thing is, privacy is an illusion. You think you have privacy, but the video surveillance firms and your credit card company disagree. If we're already on camera, we might as well get some benefits from it. If we choose.
I think it's fascinating that Web4 is coming from the edges (we see all sorts of tribal activities popping up in blogs, communities, rankings, Digg, etc.) as opposed to from the center. Web 2.0 happened in largely the same way. Even online, big organizations seem to have the most trouble innovating in ways that change the game.

Why people pay money for Music!!!!!!!!

Dear Readers,

The examples I mentioned can be compared to selling songs at the iTunes Store. People buy songs from Apple not because they can't find the music elsewhere, all music really is available online for free. People buy from Apple because it lets them ignore the hassles of peer to peer downloading. With Apple you know
you are going to get the entire song
it will have a certain quality
you'll get it immediately
Apple charges for that comfort.
And they can do the same with profile data. Integrate iPhone with Apple's desktop software and web services in ways that help people utilize their personal data.
If Apple's integration is smoother than their competitors, and they're in a very good position to create smooth integration, then customers will continue to buy Apple equipment. The trick is not to own the data but to make apps and services that use the data to make people's lives comfortable and efficient.
The strategy gives the company flexibility to be creative and many ways to integrate their hardware with new software and services. In short, knowing your customer should be a very lucrative position.
Ironically Microsoft was aspiring for this grail a couple of years ago but, in what would be a cardinal twist of fate, they didn't have the right platform to leverage.

Traffic woes Silicon valley

Dear Readers,
Ask what the single biggest problem in Bangalore is and most Bangaloreans would likely say it is the vehicular traffic jams, the consequent maddening time wastage and high pollution levels. What used to be a 15-minute drive, today can often take an hour or more. With the growth of vehicles at about eight per cent per annum, far outstretching population growth (at four per cent per annum), the problem of compounding private vehicles is likely to further increase in the future, unless public policies are encouraged which would change this trend.
“Let us look at the likely scenario resulting at the end of three to six months of implementation of competitive, privatised city public bus transport policy:“Corporates like TVS, Ashok Leyland, etc, alongside the present contract-carriage operators like Blueline, VRL, Sharma Transports, KPN, etc, apart from co-operatives like those formed by ex-servicemen, are likely to come on the scene with hundreds of buses, catering to all kinds and classes of demand.“The resulting competition will automatically drive the different service providers to come up with innovative schemes of attracting more and more people to switch over to the use of the buses rather than relying on their individual vehicles.“At the lower end, you will have the ‘Janata’ services, stopping at all bus stops enroute, and charging the barest minimum (which in all possibility will be much lower than BMTC’s present charges).“At the upper end, you will have the A/C deluxe services (possibly with broad, reclining seats, newspapers & magazines for reading, etc) catering to corporate executives, and operating from suburbs, say Whitefield to Residency road, with just few stops in-between. These buses may also cater to school/college students, possibly with a 25 per cent concession being offered to them.“In between, you will have a wide spectrum of services, with each service provider making known his USP through the local media.“Even within a Jayanagar or a Indiranagar, you will have mini-buses operating in given circuits, catering to the local shopping and other needs of the residents.“The usage of two-wheelers and cars will reduce drastically, at least for commuting, leading to:end-cluttering of city roads, thereby providing room for speedy movement of buses.nreduction of air pollution with lower per capita consumption of fuel.nspread of population from city centers to out-lying areas due to ready availability of cheap and efficient means of transport.npromotion of the healthy practice of walking at least to and from the bus stops.non appreciable drop in the monthly family transport budget.

Silicon Valley of India

Dear Readers,

As a location for IT outsourcing, Bangalore, India, is still the place to be. "It's far from past its prime," says Eugene Kublanov, a vice president at neoIT Inc., an offshore outsourcing consultancy in San Ramon, Calif. Bangalore still has the best concentration of IT talent in India, beautiful high-tech business parks and good weather, he says.
But the boom in offshore outsourcing is also putting strains on the infrastructure in Bangalore, which faces stiff competition from other cities in India for outsourcing business. The No. 1 complaint about Bangalore is that drivers face hours-long traffic jams on chaotic, inadequate roads. That's followed by complaints about the airport, which badly needs to be upgraded or replaced.
"The infrastructure [in Bangalore] requires a significant amount of investment, or the city won't be able to sustain its growth," Kublanov says.
A neoIT study of the best cities in India for outsourcing ranks Bangalore second, trailing the city of Gurgaon. Pune, Hyderabad and Chennai are nipping at Bangalore's heels, according to the study.
Perhaps the biggest challenge for outsourcing firms in Bangalore is the hyperinflation of IT salaries, which were up 15% in 2004..
For outsourcing firms, "it's becoming very expensive to do business in Bangalore, by India's standards," he says. "Their fees aren't going up 15%, so their margins have to give," which is why Bangalore giants such as Wipro Ltd. and Infosys Technologies Ltd. are starting to set up additional operations elsewhere.

Incremental Innovation VS Radical Innovation

Dear Readers,

It is difficult to assess who pioneered the Incremental-Radical dichotomy, partly because the concept was used by many authors, often with a different terminology but expressing the same meaning. Abernathy differentiated incremental from radical innovation already in 1978 while Porter in 1986 illustrated a similar concept called continuous and discontinuous technological changes. We also had authors defining Incremental vs. Breakthrough innovations (Tushman and Anderson) and Conservative vs. Radical innovations (Abernathy and Clark).
There are two dimensions that we can use to separate an incremental from a radical innovation:
1. The first is an internal dimension, based on the knowledge and resources involved. An incremental innovation will build upon existing knowledge and resources within a certain company, meaning it will be competence-enhancing. A radical innovation, on the other hand, will require completely new knowledge and/or resources and will be, therefore, competence-destroying.
2. The second dimension, the external one, differentiates the innovation based on the technological changes and on the impact upon the market competitiveness. An incremental innovation will involve modest technological changes and the existing products on the market will remain competitive. A radical innovation will instead involve large technological advancements, rendering the existing products non-competitive and obsolete.
Under this framework it is clear that incumbents will be in a better position if the innovation is incremental since they can use existing knowledge and resources to leverage the whole process. New entrants, on the contrary, will have a large advantage if the innovation is radical because they will not need to change their knowledge background.
Furthermore incumbents might have a hard time facing radical innovation both because they operate under a “managerial mindset” constraint and because strategically they have less of an incentive to invest in the innovation if it will cannibalize their existing products. Kodak illustrates this quite well. The company dominated the photography market over many years, and through out this extended period all the incremental innovations solidified its leadership. As soon as the market experienced a radical innovation, the entrance of the digital technology, Kodak struggled to defend its turf against the new entrants. The new technology required different knowledge, resources and mindsets.
Overall we can say that the Incremental-Radical dichotomy helped to explain some innovation patterns, and there was favorable evidence for the model within most mature industries. Over the last decades, however, the model lost some reliability as the pace of change accelerated in most sectors.There were cases where new entrants managed to displace incumbents with incremental innovations and other cases where incumbents kept their leadership exploiting a radical innovation. Consider the computer industry for instance, IBM was able to maintain its dominant position when there was a shift from vacuum tubes to integrated circuits, a radical innovation.

Fears Kill Innovation

Dear Readers,
Shortly after the death of the harsh Soviet dictator Joseph Stalin, his successor Nikita Khrushchev was addressing the Supreme Soviet Council. As the new leader denounced his predecessor’s terrible crimes, a voice in the back called out: "Comrade, you were there. Why did not you stop him?"
Khrushchev looked around the hall with a look of intense disgust and yelled, "Who said that? Show your face! I want to know who said that!" No one spoke. No hand went up. After a long and uncomfortable silence, Khrushchev said, "Now you know why."

Fear exists in every organization. This includes:
Fear of challenging a dictatorial boss
Fear of confronting cherished dogmas
Fear of making mistakes
Fear of showing ignorance
The greatest fear is admitting we are fearful. Having this awareness is the start of a whole new world. All our fears narrow our perceptions, limit our potential, stifle our creativity and exhaust the energy for innovation. When we do not tell the truth, we withhold critical information that undermines the quality of decisions. If we are not willing to make mistakes, we will not be able to innovate.
Innovation thrives where everyone can "tell the truth" and not be admonished for so-called "failures." As IBM’s legendary founder Thomas Watson said upon retirement: "If I had it all to do over again, I would have encouraged employees to make more mistakes."
As leaders of innovation, we cannot eliminate fear in our organizations. But we can reduce it. We can do this by nurturing an environment where innovation can flourish; show understanding and acceptance of intelligent failure; and respond openly when ideas are challenged.
In such an open environment, innovation will boom. It takes time and commitment to empower an organization in which people feel safe. However, as we lower this fear, we will increase the speed and effectiveness of innovation and, consequently, our collective success.
Here are some tips for reducing fear levels in your organization:
Follow the law of feedback: This states there is no failure, only feedback. Successful people look at failure as an "event," an opportunity to embrace learning in the process of success.
Encourage and reward autonomy: Honor ideas that challenge accepted norms and objectives.
Support creative experiments: Encourage all brainstorming and input that serves the mission of the organization

The State of innovation in India

Dear Readers,
Barriers in innovation remain, but the most innovative companies have realized that “innovation” is not just about developing new products and services but, more fundamentally about discovering new ways to create values. To remain competitive in today’s business world, every firm must make innovation a central pillar of its strategy for growth. Let me give you a classical example:-
1) Bharti Airtel: - They established the future factory “Centre of Innovation”. Their aims to develop innovative applications specifically targeted at individual customer segment.

2) Wipro:- Wipro established an “ advisory board” and “Innovation council” to invest in and manage innovation projects.

3) Tata Motors:- Tata motors has initiated a “New production introduction process” that define business process for new products tackling everything from understanding customer requirement to commercialization and everything in between

Innovation is not just about developing new products and services . For Example :- Marico.
At Marico’s innovation is referred to “uncommon sense”. Uncommon sense is a mindset that seeks to create and unlock new value by challenging prevailing rules of the market.

Business leader drive a companies innovation culture. They must encourage the company to experiment and create options. Business Leaders should see failures as opportunities to learn and not opportunities to punish individuals and should help employees overcome or lower barriers to innovate.

High Performance Innovation framework
Innovation leadership
Innovation strategy
Innovation structure process and system
Culture
Metrices .
The top half of the framework represents the strategy element of the framework and evalutes the sophistication of the innovation strategy of a company.
The bottom half covers the hardware and linkages needed to allow ideas to move quickly and effectively.

“Innovation Platform”

Innovation platforms are powerful launching pads for new ideas, products, services and business. A platform should consist of a series of elements and a structured process that can transform ideas into values for the company. Innovation platforms should not be understood to serve only the core business. They should neither “Technology push” nor “market pull”.

Pathway for Innovation
Technological process
Product service
Logistical Channel
Occasion location branding
Insight
Production
Offering
Delivery
Customer exp.

These structure helps speed innovation from idea generation to commercialization by improving the interfaces between function for optimal resources allocation and rapid decision making.
Amit jain

DIE or SLEEP!!!!!!....?

Dear Readers,
LCCI is London chamber of commerce and India. This is one of the part of academics. The moment i heard about LCCI, i thought it is all about industry related. I thought this class will us industry exposure. But i was wrong even totaly wrong. From the very begining i still waiting this class be as crystal crazy. After attending some class i come to know that "ROAC" is very low from this class. ROAC means Return on attending classes. And i think this really needs to improve. Let me give u a classical example of one session.
Session on 13th sept'08, i rememberd when i was in the class which started from 4.30 pm. Mr Arun was taking the class. The moment when he said " Ready to recognize the English music which i am going to play" that time i come to know .............. and rest is the history.

Death is a New Invention

Dear Readers,
Death is a New Invention
From the moment we're born, we begin to die. But death is actually a fairly new invention. Death has been around, as a natural way of life, for only a small percentage of the time that life has been on our planet!
Our planet is about 4.6 billion years old. (A Billion is 1,000 million.) Life began about 3.8 billion years ago - and for most of that 3.8 billion years, living creatures were effectively immortal, and did not die. From 3.8 billion years ago, to one billion years ago, each living creature was made up of a single cell. So a single-celled creature would grow to a certain size, and then split into two, and each of those two cells would then keep on growing until they divided and so forth. These single-celled creatures would never die of old age. They might die from being run over by a rolling stone, or by being eaten by another bigger single-celled creature - but apart from that they would not die.
But about 1 billion years ago, some of the single-celled beings evolved into creatures with many different types of cells. These new creatures had some cells for thinking, other cells for moving, other cells for digestion, and so on.
And at the same time, death was born. It seems odd, but there actually are a few advantages to dying - at least, as far as the species is concerned.
Firstly, an immortal species can't adapt to any changes in the environment - only their children, with a slightly different DNA, could. Another disadvantage of immortality is that the parents and their offspring would be fighting for the same amount of food. And thirdly, the DNA of these immortal creatures would constantly be damaged by radiation from space, and chemicals in the environment, leading to more defects in the eggs carried by the mother.
Now it might sound unbelievable, but we really don't know why we age, but we do have a lot of different theories.
The first one is the environmental theory. It looks at the environment that the cells inside living creatures survive in. For example, various chemicals may gradually build up in various parts of the body, giving the cells a less pleasant environment to survive in.
And yet another theory says that we are just plain programmed to die. There's a little genetic clock inside each cell, and once it has gone through a certain number of divisions, the cell dies.
The metabolic theory of aging is like a "wear and tear" theory. It basically says that we have a limited number of days of life, and the harder we work, the sooner we use up those days.
Another theory is the error theory. It says that as we age, we get more errors in the DNA, as it divides and divides with each successive generation of cells. For example we humans have 46 chromosomes in our cells. But in human females, the percentage of cells with the wrong number of chromosomes, increases from 3% in ten-year-old women, to 13% in 70-year-old women.
A third theory is the autoimmune theory, which says that when you're born, every cell in you is immunologically identical to every other cell in your body. But as time goes by, the immunological signature of some of your cells changes, and so your body's immune system starts attacking your own cells.
Now, as we get older, our bodies change. Our eyes can't focus as well. Our skin becomes less elastic, and our bones gradually lose calcium. Our lungs can't hold as much air as they used to. As we get older, our kidneys can't concentrate our urine so well. This means, that to dump out the same amount of waste, we need to add a greater volume of water.
But recent research shows that perhaps there is one surprisingly easy way to survive to a greater age, AND in a state of good health, and I'll tell you about that in our next episode, so long as I don't fall victim to my own pre-programmed immortality.

Thinking out of the box

There's danger in thinking within the box.
Everyone who talks about creativity goes on and on about "thinking outside the box". But what does that really mean? And why is it so important?
Well, learning to think outside the box can really make a huge difference. Trust me on this. I know!
A couple years ago, I suffered through a horrible, torturous reminder about how important it is to think outside of the box.
Here's the story of a person!
It was one of his first times visiting Germany, and he understood almost no German. So, every time they went out to eat, he had to spend a ton of time poring over every single menu item with a dictionary in hand. Then he'd ask my friends to translate - and of course, forget half of the menu by the time they finished.
It always took forever.

One night, they decided to order pizzas and, rather than spend my normal 30 minutes staring at the available toppings and making my German friends translate everything twice, he decided it would just be easier to order a normal, old-fashioned Pepperoni pizza.
he should have been warned when everyone asked me, "Just pepperoni?"
But no, being a confident American who has successfully ordered pizza hundreds of times in the US, he charged blindly ahead.
"Just pepperoni!" he said with a smile (thrilled there was a type of food I could order easily in Germany.) After all, how hard could it be?
Then the pizzas arrived and boy, was I in for a surprise!
When he opened the boxes... he didn't see any pizzas that looked like mine. Of course, there was a very simple explanation for that.
In German, "pepperoni" does not refer to the style of pizza we Americans normally envision. No, in Germany, a "pepperoni" is the topping you see on the right.
Wikipedia explains the source of my confusion:
Pepperoni is frequently used as a pizza topping in American-style pizzerias. It is the most popular pizza topping in North America....Pepperoni is a corruption of peperoni, the Italian plural of peperone, referring to the bell pepper, so that ordering "peperoni" pizza in Italy is often an unwelcome surprise for North American tourists." (read it here)
Exactly. he was just a little surprised! It never occurred to me that pizza toppings were different in different countries. My thinking was so stuck inside the (pizza) box that he couldn't imagine anything else was possible.
This is exactly the sort of thinking that happens in the real world too. Most people never think beyond what they already know. If you had asked people what they wanted most in transportation options at the beginning of the 20th century, they probably would have said they wanted a faster horse.
So, while you hopefully won't ever end up in the same situation as me - picking minuscule bits of hot pepper out of your overly-spiced pizza while your "friends" roar with laughter - remember that thinking only inside the box can blind you to the possibilities that are really out there.

Be first, or be forgotten.

Dear Readers,
Be first, or be forgotten.

In the world of innovation, precision always loses out to speed.
People always remember who was first: Neil Armstrong, Secretariat (above), John Hancock.
But just try asking people who was the second person to step onto the moon, or which racehorse placed second in the 1973 Kentucky Derby, or who was the second person to sign America’s Declaration of Independence.*
It’s the same with new products and services. Being the first to market allows a company to define their niche in the minds of customers. Waiting to launch until perfection is achieved can cause a company to miss that all-important chance to be the one everyone else is evaluated against.
In some cases, the first product to go successfully to market can even create the vocabulary people use to refer to all products in that niche. People “Xerox” their documents, they blow their noses on “Kleenex” and when they need to write a short note that can be easily removed, they use a “Post-it”.
There are now many producers of copy machines, face tissues and sticky notes, but the first brands still stick in the minds of consumers. Even though they may not be perfect, the winners are almost always the ones that distinguish themselves first

Ideas from Top 2 Bottom

Dear Readers,
Ideas From Start to Finish
Everybody has ideas. Great ideas. Unfortunately, most of these ideas never materialize. There can be many different factors as to why this doesn’t happen, but ultimately one truth remains: Ideas can be hard to finish.
In this series Ideas From Start to Finish we’ll look at the factors that stop our ideas from getting completed, as well as processes and tips that move the project along. Here’s a list of the posts in the series.
Introduction
It’s OK if People Don’t Understand Your Ideas
Kick-Start the Idea by Planning
Don’t Be Afraid to Change the Dream

After clicking on this link you can find that" how ideas are precious for sides of the table"

Disposable Dustbin

Dear Readers,
I have seen in many cities the disposal of daily wastage become a problem for every household. Mostly it is kept in some dustbin in home and is being disposed off next day to the garbage bin of Municipality. Sometimes in home or near the dustbin due to some problem it is kept for one day then it gives a bad odour in the whole locality. So while disposing if it is disposed in a specially made bag of a special kind of paper bag which is will emit a good fragrance when it comes in contact with the garbage which will be such designed that the paper material will emit good odor after the inner layer of the bag decomposes after few hrs.

Oil on the Boil

Dear Readers,
India imports roughly three qtr of the country's total req. of crude oil. When American troops entered Baghdad in March 2003; world oil prices were less than $25barrel. Five years later, prices have risen more than five fold, implying a doubling of prices every year. crude oil prices touched $135/barrel. On May22 came down slightly and then rose again to nearly june9th.
There are expectations that once the recession in the US deepens and widens, price would fall.
On April'05 Maruti had talked of "Super Spike" in oil price. He had said that prices could rise to $105/barrel over the next 3yrs. The recession in the US was meant to depress oil demand and hence, prices. The demand for diseal gone up in china after the earthquake damaged regular coal based powerplants, thereby increased the demand for diseal genereted.

Motivation

Dear Readers,
Motivation is the reason or reasons for engaging in a particular behavior, especially human behavior as studied in economics psychology, neuropsychology, and philosophy. These reasons may include basic needs such as food or a desired object, hobbies, goal, state of being, or ideal. The motivation for a behavior may also be attributed to less-apparent reasons such as altruism or morality tends to be relative But there are four drivers that underline motivation

1) The drive to acquire:- We experience delight when this drive is fulfilled, discontentment when it is thwarted. The drive to acquire tends to be relative and insatiable.
2) The drive to bond:- The drive to bond when met, is associated with strong positive emotions like love and caring and when not, with negative ones like loneliness and anomie.
3) The drive to comprehend:- In the workplace, the drive to comprehend accounts for the desire to make a meaningful contribution.
4) The drive to defend:- It leads to feelings of security and confidence. It tells us a lot about people's resistance to change.

Dear Readers,

Here we can see the most innovative companies in the world, where few indian companies were also announced. These companies are highly creative.

Life is a hellaven

Life is a hellaven. Its a mixing of hell and heaven. You can find your life hell as well as heaven, depend upon the situation.Is human life just a dream, from which we never really awake, as some great thinkers claim? Are we submerged by our feelings, by our loves and hates, by our ideas of good, bad, beautiful, awful? Are we incapable of knowing beyond those ideas and feelings?
Is the reality we know a reality imposed to us by nature? Is the reality and the meaning of life a creation of men, such as music, or love or colors (science tells us that there isn't such things as music, harmony or colors in the physic world. Just traveling molecules: «There is not, external to us, hot or cold, but only different velocities of molecules; there aren’t sounds, callings, harmonies, but just variations in the pressure of the air; there aren’t colours, or light, just electro-magnetic waves», said H. Von Foerster.).Are we - and all living beings - just «survival machines, blindly programmed to preserve the selfish molecules known as genes», as Richard Dawkins states? Are we incapable of knowing beyond the frames imposed to us by nature?
Is there any significance for life in a Universe of billions of stars that ignore us? Is there any significance for life in an Universe whose dimensions and nature overcome our understanding?
There may be trouble ahead, But while there’s moonlight and music and love and romance, Let’s face the music and dance.An illusion, a dream, a fiction, and the biggest well is small, because all life is a dream, and the dreams, themselves are only dreams. So Dream in life can be treated as hell and as well as heaven

I Have Realized that

I have realized many things in my life especially from last couple of months which i am describing below:-

1) Lonilier you feel, lonilier the world makes you feel

2) Words had hurt me more than, the wounds i had suffered in life

3) Broader the smile, deeper may be the wound inside

4) No matters how many times i pray, i only get what i rightfully deserve

5) When i am ecstatic about something, there are never enough people to share it with

6) A face is not as important, as it is made to believe

7) One person misery, another person merriment

8) Every relationship has an expiry date

9) I am better when I am silent

10) Smiling all the time can really hurt

11) Always trust on people can be dangerous

12) Tears convey more than what words can ever say

So you can feel the facts of life which you also facing. Feel the difference.

Drive Slowly ur life

Life goes on........Drive slowly. If u see this pics clearly you can understand the meaning of life. Really this pics showing the volatility in the life as you can see in the stock market. This is really happenening in everyones life. So always drive slowly either your Car or ur Life.

Reservation In India

On April 10th 2008, the Supreme Court of India upheld the government's move for initiating 27% quotas in government-funded institutions. The Court has categorically reiterated its prior stand that the creamy layer should be excluded from reservation policy, and that quotas will not apply to private institutions that do not take government aid. The verdict produced mixed reactions from supporting and opposing quarters.
Children of those earning Rs. 2.5 lakh ($6,250) per year belong to "creamy" layer (Government has declared that they will be reviewing this limit to consider inflation effect of suggested income slab and bring more eligible people under the reservation

Reservations are intended to increase the social diversity in campuses and workplaces by lowering the entry criteria for certain identifiable groups that are grossly under-represented in proportion to their numbers in the general population. Caste is the most used criteria to identify under-represented groups. However there are other identifiable criteria for under-representation -- gender (women are under represented), state of domicile (North Eastern States, as Bihar and Uttar Pradesh are under-represented), rural people, etc. -- as revealed by the Government of India sponsored National Family Health and National Sample surveys.
The underlying theory is that the under-representation of the identifiable groups is a legacy of the Indian caste system. After India gained independence, the Constitution of India listed some erstwhile groups as Scheduled Castes (SC) and Scheduled Tribes (ST). The framers of the Constitution believed that, due to the caste system, SCs and the STs were historically oppressed and denied respect and equal opportunity in Indian society and were thus under-represented in nation-building activities. The Constitution laid down 15% and 7.5% of vacancies to government aided educational institutes and for jobs in the government/public sector, as reserved quota for the SC and ST candidates respectively for a period of five years, after which the situation was to be reviewed. This period was routinely extended by the following governments and the Indian Parliament, and no revisions were undertaken for the fear of losing votes (It is a well known fact that the so-called backward communities are active in politics and their people vote; unfortunately, the majority of highly educated Indians do not vote during the general elections).
Later, reservations were introduced for other sections as well. The Supreme Court ruling that reservations cannot exceed 50% (which it judged would violate equal access guaranteed by the Constitution) has put a cap on reservations. However, there are state laws that exceed this 50% limit and these are under litigation in the Supreme Court. For example, the caste-based reservation fraction stands at 69% and is applicable to about 87% of the population in the state of Tamil Nadu (see section on Tamil Nadu below).

CFO

Dear Readers,

The Chief Financial Officer (CFO) of a company or public agency is the corporate officer primarily responsible for managing the financial risks of the business or agency. This officer is also responsible for financial planning and record-keeping, as well as financial reporting to higher management. (In recent years, however, the role has expanded to encompass communicating financial performance and forecasts to the analyst community.) The title is equivalent to finance director, commonly seen in the United Kingdom. The CFO typically reports to the Chief Executive Officer, and is frequently a member of the board of directors.

Now the question is arise that Is CFO necessary for any company? Can any company run without CFO?