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Tuesday, November 30, 2010


This story is very true...

Remember the 3-generation story? It also seems true in Motorola. The Grandfather founded the company, the father (Robert Galvin) developed the company and the son (Chris Galvin) trashed the company. Now it is only a shadow of its former glory. I am sure that many of you copied has examples yourself of what I have mentioned. Heard this in Indonesia and Australia. So it is not without foundation.
In Australia, look at the Packer family. The late Kerry Packer successfully grew the Packer empire his father built but look at Jamie Packer & how he is running PBL.

Of course, there are those in the know that breaks this 3-generation curse and ride the company to greater heights and glory.

So, the principles below has some timeless truths in them. Digest them well (ie. think through them) and make them constant companions of your life. They should serve you well.


Remember that old Chinese saying:
First generation bring up the cattle,
Second generation ride the cattle,
& Third generation kill the cattle!
Six Principles Of Life On Money 

1.   No point using limited life to chase after unlimited money. 
2.   No point earning so much money you cannot live to spend it. 
3.   Money is not yours until you spend it. 
4.   When you are young, you use your health to chase your wealth; when you are old, you use your wealth to buy back your health. The difference is that it is too late. 
5.   How happy a man is, is not how much he has but how little he needs. 
6.   No point working so hard to provide for the people you have no time to spend with.
Sent by Maxis from my BlackBerry® smartphone

The Difference Between http and https

MANY PEOPLE ARE UNAWARE that the main difference between http:/// and https:// is.
It's all about keeping you secure ** HTTP stands for Hyper Text Transport Protocol.
The S (big surprise) stands for "Secure".
If you visit a web site or web page, and look at the address in the web browser, it will likely begin with the following: http://. This means the website is talking to your browser using the regular 'unsecured' language. In other words, it is possible for someone to "eavesdrop" on your computer's conversation with the website. If you fill out a form on the website, someone might see the information you send to that site.
This is why you never ever enter your credit card number in an http website!
But if the web address begins with https://, that basically means your computer is talking to the website in a secure code that no one can eavesdrop on.
You understand why this is so important, right?If a website ever asks you to enter your credit card information, you should automatically look to see if the web address begins with https://.
If it doesn't, there's no way you're going to enter sensitive information like a credit card number.

PASS IT ON (You may save someone a lot of grief).
Sent by Maxis from my BlackBerry® smartphone

Wednesday, November 24, 2010

Michael Gerber: The Four Mind-Sets of an Entrepreneur: Innovators Forum ...

Personal Branding Interview: Michael E. Gerber

By: Dan Schawbel on January 31st, 2010 at 1:32 pm

Today, I spoke to Michael E. Gerber, who is the founder of E-Myth Worldwide. Gerber is the author of 13 business books, including the mega-bestseller The E-Myth Revisited. In this interview, he talks about how his brand is described by himself and the media, as well as why small businesses fail.

How would you describe your personal brand?

At INC Magazine they call me, “The World’s #1 Small Business Guru.” At HarperCollins they call me “One of the world’s foremost business thought leaders.” If you were to ask my readers, or any of our over 70,000 business clients, they would say “You transformed my life!” As far as I’m concerned, I’m a guy who learned a significant lesson about why most small businesses don’t work and what to do about it, and have been avidly teaching it ever since. You wear a hat a lot. Is that on purpose? Yes, it’s both fun, and my respect for G-d.

What would you recommend to someone who works for a company, but wants to start a business?

I would say, start right now!

Do you have tips for entrepreneurs who have an idea but don't know how to execute on it?

Yes, learn how.

On your main website,, you have a video of yourself speaking about your offerings. What led you to do this?

I love to speak, I’m called to do it, and the guys who produced the video created the technology to make it possible on my website.

Why do most small businesses fail?

For the absence of an entrepreneur. Thus, The E-Myth (The Entrepreneurial Myth). Most business owners are technicians suffering from an entrepreneurial seizure, who believe that knowing how to do the work they know how to create a business that does that work, and, unfortunately for most, they don’t. The rest of the story is truly tragic. They go to work IN their business, rather than ON their business and create a job for themselves…which quickly becomes the worst job in the world.

Michael E. Gerber is the founder of E-Myth Worldwide, the coaching, training and education firm he created in 1977 to transform the development of small businesses worldwide. Now approaching its 32nd year, Michael E. Gerber’s extraordinary work has achieved stunning results by transforming more than 65,000 businesses in over 145 countries, translated in 29 languages and use in 118 universities in the world. Gerber is the author of 13 business books, including the mega-bestseller The E-Myth Revisited. His revolutionary perspective has become the gold standard for small business development throughout the world, becoming what INC Magazine calls him: “The World’s #1 Small Business Guru,” and one of Business Week’s bestselling authors of past decades. Michael E. Gerber has founded eleven new ventures in the last four years. His latest book is called The Most Successful Small Business In The World.

Enterprise Resource Planning (ERP)

ERP, which is an abbreviation for Enterprise Resource Planning, is principally an integration of business management practices and modern technology. Information Technology (IT) integrates with the core business processes of a corporate house to streamline and accomplish specific business objectives. Consequently, ERP is an amalgamation of three most important components; Business Management Practices, Information Technology and Specific Business Objectives.

In simpler words, an ERP is a massive software architecture that supports the streaming and distribution of geographically scattered enterprise wide information across all the functional units of a business house. It provides the business management executives with a comprehensive overview of the complete business execution which in turn influences their decisions in a productive way.

At the core of ERP is a well managed centralized data repository which acquires information from and supply information into the fragmented applications operating on a universal computing platform.

Information in large business organizations is accumulated on various servers across many functional units and sometimes separated by geographical boundaries. Such information islands can possibly service individual organizational units but fail to enhance enterprise wide performance, speed and competence.

The term ERP originally referred to the way a large organization planned to use its organizational wide resources. Formerly, ERP systems were used in larger and more industrial types of companies. However, the use of ERP has changed radically over a period of few years. Today the term can be applied to any type of company, operating in any kind of field and of any magnitude.

Today's ERP software architecture can possibly envelop a broad range of enterprise wide functions and integrate them into a single unified database repository. For instance, functions such as Human Resources, Supply Chain Management, Customer Relationship Management, Finance, Manufacturing Warehouse Management and Logistics were all previously stand alone software applications, generally housed with their own applications, database and network, but today, they can all work under a single umbrella - the ERP architecture.

In order for a software system to be considered ERP, it must provide a business with wide collection of functionalities supported by features like flexibility, modularity & openness, widespread, finest business processes and global focus.

Integration is Key to ERP Systems

Integration is an exceptionally significant ingredient to ERP systems. The integration between business processes helps develop communication and information distribution, leading to remarkable increase in productivity, speed and performance.

The key objective of an ERP system is to integrate information and processes from all functional divisions of an organization and merge it for effortless access and structured workflow. The integration is typically accomplished by constructing a single database repository that communicates with multiple software applications providing different divisions of an organization with various business statistics and information.

Although the perfect configuration would be a single ERP system for an entire organization, but many larger organizations usually deploy a single functional system and slowly interface it with other functional divisions. This type of deployment can really be time-consuming and expensive.

The Ideal ERP System

An ERP system would qualify as the best model for enterprise wide solution architecture, if it chains all the below organizational processes together with a central database repository and a fused computing platform.


Engineering, resource & capacity planning, material planning, workflow management, shop floor management, quality control, bills of material, manufacturing process, etc.


Accounts payable, accounts receivable, fixed assets, general ledger, cash management, and billing (contract/service)

Human Resource

Recruitment, benefits, compensations, training, payroll, time and attendance, labour rules, people management

Supply Chain Management

Inventory management, supply chain planning, supplier scheduling, claim processing, sales order administration, procurement planning, transportation and distribution


Costing, billing, activity management, time and expense

Customer Relationship Management

Sales and marketing, service, commissions, customer contact and after sales support

Data Warehouse

Generally, this is an information storehouse that can be accessed by organizations, customers, suppliers and employees for their learning and orientation

ERP Systems Improve Productivity, Speed and Performance

Prior to evolution of the ERP model, each department in an enterprise had their own isolated software application which did not interface with any other system. Such isolated framework could not synchronize the inter-department processes and hence hampered the productivity, speed and performance of the overall organization. These led to issues such as incompatible exchange standards, lack of synchronization, incomplete understanding of the enterprise functioning, unproductive decisions and many more.

For example: The financials could not coordinate with the procurement team to plan out purchases as per the availability of money.

Hence, deploying a comprehensive ERP system across an organization leads to performance increase, workflow synchronization, standardized information exchange formats, complete overview of the enterprise functioning, global decision optimization, speed enhancement and much more.

Implementation of an ERP System

Implementing an ERP system in an organization is an extremely complex process. It takes lot of systematic planning, expert consultation and well structured approach. Due to its extensive scope it may even take years to implement in a large organization. Implementing an ERP system will eventually necessitate significant changes on staff and work processes. While it may seem practical for an in-house IT administration to head the project, it is commonly advised that special ERP implementation experts be consulted, since they are specially trained in deploying these kinds of systems.

Organizations generally use ERP vendors or consulting companies to implement their customized ERP system. There are three types of professional services that are provided when implementing an ERP system, they are Consulting, Customization and Support.

  • Consulting Services - are responsible for the initial stages of ERP implementation where they help an organization go live with their new system, with product training, workflow, improve ERP's use in the specific organization, etc.
  • Customization Services - work by extending the use of the new ERP system or changing its use by creating customized interfaces and/or underlying application code. While ERP systems are made for many core routines, there are still some needs that need to be built or customized for a particular organization.
  • Support Services - include both support and maintenance of ERP systems. For instance, trouble shooting and assistance with ERP issues.


The ERP implementation process goes through five major stages which are Structured Planning, Process Assessment, Data Compilation & Cleanup, Education & Testing and Usage & Evaluation.

  1. Structured Planning: is the foremost and the most crucial stage where an capable project team is selected, present business processes are studied, information flow within and outside the organization is scrutinized, vital objectives are set and a comprehensive implementation plan is formulated.
  2. Process Assessment: is the next important stage where the prospective software capabilities are examined, manual business processes are recognized and standard working procedures are constructed.
  3. Data Compilation & Cleanup: helps in identifying data which is to be converted and the new information that would be needed. The compiled data is then analyzed for accuracy and completeness, throwing away the worthless/unwanted information.
  4. Education & Testing: aids in proofing the system and educating the users with ERP mechanisms. The complete database is tested and verified by the project team using multiple testing methods and processes. A broad in-house training is held where all the concerned users are oriented with the functioning of the new ERP system.
  5. Usage & Evaluation: is the final and an ongoing stage for the ERP. The lately implemented ERP is deployed live within the organization and is regularly checked by the project team for any flaw or error detection.


Advantages of ERP Systems

There are many advantages of implementing an EPR system. A few of them are listed below:

  • A perfectly integrated system chaining all the functional areas together
  • The capability to streamline different organizational processes and workflows
  • The ability to effortlessly communicate information across various departments\
  • Improved efficiency, performance and productivity levels
  • Enhanced tracking and forecasting
  • Improved customer service and satisfaction

Disadvantages of ERP Systems

While advantages usually outweigh disadvantages for most organizations implementing an ERP system, here are some of the most common obstacles experienced:

  • The scope of customization is limited in several circumstances
  • The present business processes have to be rethought to make them synchronize with the ERP
  • ERP systems can be extremely expensive to implement
  • There could be lack of continuous technical support
  • ERP systems may be too rigid for specific organizations that are either new or want to move in a new direction in the near future

Goods and Services Tax in Malaysia

Goods and Services Tax (GST) is a consumption tax imposed on the sale of goods and services. In some countries it is also called Value Added Tax (VAT). Personal end-users of products and services cannot recover GST on purchases.
The key challenges to the Government in implementation of a goods and services tax (GST) in Malaysia are: 
  • Balancing the conflict between the need to make it simple and to cater for social needs.
  • The more social needs are catered for, the more complex the tax becomes and
  • The more complex the tax becomes, the more costly it is for the Government to administer and for businesses to comply with it. 
The International Monetary Fund (IMF) has long recommended the introduction of GST as a way of raising the efficiency of the Malaysian tax system. Malaysia plans to introduce a four per cent goods and services tax in 2011, replacing current sales and services tax in a bid to diversify national revenues.
The Malaysian government felt the introduction of GST would provide the government with the opportunity to reduce corporate and individual income tax rates.
The government is expected to earn Ringgit Malaysia (RM) 1 billion ($410 million) in the first year of the GST implementation. GST covers all types of goods & services sold to Malaysian & non-Malaysian residents (therefore consumers) except for common commodities such as rice, flour & sugar.
Highlights of the Proposed GST
  • Implementation will be a slow & steady tax process, not until middle to late 2011 or 2012, so that individuals and small businesses will not be adversely affected.
  • It will replace the 10+5% services and goods tax. This means taxes are lower now, Consumers need not pay more for one area, but it's divided into many other source of 'tax' payments.
  • Government's income will increase. This will enable further development and budget control to the country, other than relying just on petroleum or income tax revenues.
  • It's a broad-based tax system. Some items may be slightly more expensive & cheaper. It's not an overall standardized taxation method.

What is GST? Definition of Goods & Services Tax

GST is a consumption tax charged on a wide range of domestic & international products, goods and services. It's a broad-based tax imposed on every level of a product, from raw materials all the way to finished goods. It affects all layers of business and consumers – And whether you realize it or not, you're being taxed for almost every thing.

Goods & Services Tax (GST)

Malaysia's budget 2010 reports that the Goods and Services Tax (GST) is currently at the final stage of completing the study on the implementation, where analysts are measuring the social impact of its presence in Malaysia.

The Malaysian government said that it could be possible for them to implement this in the near future. Looking at Malaysia in a broader scale, GST will not only affect big businesses, but small and medium enterprises (SME) as well. Although there were nimbles of past information saying that a food outlet can only charge GST if it's annual turnover is above RM3 million (3,000,000 Ringgit Malaysia), the GST compliance requirements and thresholds has not been officially announced.

If we were to take into account GST's implementation into goods and services, we have to assume that will happen to all stages of the supply chain – Which means from the purchase of raw materials or start-up goods all the way to end-user (consumer ready) products available for sale. Ultimately in a product, GST charged to every level are passed on to the next person and ultimately, the consumer.

  1. sharin al quds on Monday 23, 2009

    from my opinion the implementation of gst will only worsen the daily life of the middle class and the lower class earners. they will really hit by this gst. our government should think other means or ways to collect income from the rakyat coz this will really create the domino effects. The price of goods will increase and everything will be out of control, like what had happen when our gov. reduce the oil subsidy. Actually the gov should be more creative ex. attract more fdi, increase the tax at exclusive restaurants, hotels etc.

  2. required on Monday 23, 2009

    Dear Prime Minister,

    I think before General Election 2012/2013 better don't GST first.

    After General Election 13 ( GE13) then only you should do the following :

    1. Implement GST (make sure percentage as high as possible)
    2. Increase Petrol to beyond the RM2.80 mark set by Abdullah Badawi.
    Don't worry got many ideas such as ' We should not hide behind subsidy any more' and so on…
    3. Think of other ideas to victimised malaysian

    Furthermore what can the Malaysian do?
    You already got back the remaining 4 states what ! (After GE 13)
    The other side also as havoc as your BN side maaa….

    …who else to vote

    Long Live the BN….

  3. Muhammad Irfan Indrakunavan on Monday 23, 2009

    Without prejudice, we all know that GST will eventually get implemented, whether we want it or not, or wouldn't it? But is it actually lower than the current SST, even tough the proposed amount is only 4%? SST is only applicable to a specific chain on industry and sectors, for example restaurants and entertainment outlets. With GST, practically every thing that we purchase and consume is going to be subjected to tax (GST).

    Let's look at a layman's example. We may be subjected to SST perhaps a few times a month, when we patronize F&B and entertainment outlets, and lets say, we spend about RM150.00. This would mean the SST charged would be RM15.00 (10%) and RM7.50 (5%). This would produce a grand total of RM172.50, which would in the end be incurred by the buyer, which maybe a husband who is spending his family, or perhaps a group of friends who share to pay the bill.

    I think this is ok because this will only happen once in a while, usually at the end of the month for the middle & lower class, when salary is in. it may very well be a one off thing once a month. Paying additional RM22.50 would not impact to the rest of the costs incurred for the entire month onwards.

    Now, let's ponder upon a layman's example on GST. We all drink, eat, travel, make purchases and buy petrol everyday. In comparison to the SST example, we are now subjected to a 4% GST on the petrol we purchase, the roti canai and nasi lemak we eat for breakfast, the nasi gorem ayam we have for lunch, the tarik after work, and the weekly marketing we do at pasar malam and markets for the household.

    Let's do the math to find out if GST is in fact lower than SST. We'll base it on a typical daily life of a middle class Malaysian.

    Petrol – RM30.00 (with GST – for the same amount, it will be RM30.00 + 4% = RM31.20)
    Breakfast – RM3.50 (with GST it will be RM3.50 + 4% = RM3.64)
    Lunch – RM5.00 (with GST it will be RM5.00 + 4% = RM5.25)
    After work – let's skip the tarik for argument's sake
    Weekly Marketing – RM100.00 (with GST it will be RM100.00 + 4% = RM104.00)

    Now, if we add up the expenses above, the total without GST will be RM138.50. With the GST, the amount is RM144.09. The difference is RM5.59, very like, per day. So, on a monthly basis, the layman from the middle class would be subjected to an approximate hike to RM167.70 (just daily routine expenses in comparison to RM138.50). But of course we don't purchase RM30.00 of petrol everyday, and the pasar malam and market visit happen once a week.

    ** Note – the expenses above are just daily routine expenses. Other purchases will inevitably happen and the payments for bills, rents, and other Goods and Services Tax shall be left to rest for this example's sake. You'll understand why in a bit.

    Besides, the GST, for a petroleum producing country, the fuel price should be made cheaper than countries that import fuel, much cheaper.

    With the GST in hand, we should also not forget that not all sectors and industry practice a steady, guaranteed salary increment annually. So what happens to the middle and lower class Malaysian when every thing that is needed, purchased and consumed increases in price when the salary is still the same?

  4. Derrick on Monday 23, 2009

    Basically, i have just been introduced to this term GST. I'm not really sure of all the advantages and disadvantages this new implementation brings to the table but i know that although GST is being implemented worldwide, the government should be concerned on the issue whether we, the citizens; some of which who are categorized under the middle class and lower class are financially prepared to encounter this situation. Personally speaking, a 4% increase in everything is pointless. Based on what Muhammad Irfan Indrakunavan said, the logic is completely there. Why bother changing the taxing system when the percentage is still at a low 4%? SST is less costly as compared to GST. Until the citizens are financially prepared for this implementation, i suggest that the government should reconsider this implementation.

  5. musidris on Monday 23, 2009

    Essential food and services will be exempted from the proposed Goods and Services Tax (GST).

    Among exempted items are rice, vegetables, cooking essentials like sugar, salt and oil, seafood, meat, electricity for domestic users (first 200 units), domestic water usage, services and goods meant for export and international services.

    So your teh tarik, roti canai etc are not subject to GST.

GST – Malaysia Goods and Services Tax in Year 2011

On 24 November 2009, Malaysia Prime Minister, Dato' Sri Mohd Najib Tun Abdul Razak had announced that a bill relating to the proposed introduction of GST – Goods and Services Tax will be tabled at the end of the current Parliament Sitting. For your info, Goods and Services Tax will be implemented starting 3rd quarter of year 2011. Therefore, all Malaysian have to prepare yourself to pay 4% extra for everything you buy or service. :(

What is GST?
GST, a multi-stage consumption tax, is based on consumption rather than earnings and can be charged on virtually all supplies of goods and services. The proposed implementation of GST will replace the current Malaysian service tax and sales tax.

Broadly, GST works by offsetting GST paid on purchases (input tax) against GST due on sales or supplies made (output tax). This is referred to as the credit offset mechanism. The multi tier stages of tax helps to ensure that GST paid by businesses for purchases does not end up being a permanent cost. However, the consumer ultimately bears the burden of the tax.

How GST affects businesses?
Where GST is implemented, the taxpayer must be registered with the Royal Malaysian Customs once the taxpayer achieves a certain prescribed annual sales turnover. The registered taxpayer would also be required to submit periodic GST returns.� If the output tax is greater than the input tax, the taxpayer will have to pay the excess.� Conversely, if the input tax is greater than the output tax, the taxpayer could seek a refund from the Royal Malaysian Customs.

In addition to the compliance requirements above, taxpayers would be required to undertake additional administrative work which includes, amongst others, keeping track and recording all input taxes paid, undertaking reconciliations and filing of GST returns.

How does GST work?
Conceptually, GST is imposed on the value added to goods or services by each separate processor in the production and distribution chain. This can be seen in the simple illustration below.


What do YOU need to do?
At this point in time, the issues in relation to GST that businesses should consider include:

��The additional record keeping requirements that GST will impose and your IT systems ability to handle this.

��The likely GST treatment for your products / services and the impact on pricing strategies.

��The impact of GST on long term contracts.

��The GST cost of outsourcing versus internal supply.

��Timing of purchases pre and post the implementation of GST.

��Impact of GST on benefits-in-kind to staff and provision of samples and gifts.

��The need to educate your staff and customers on GST issues and compliance.


What do you think about GST – Goods and Services Tax? Should it be implemented in our country? Are Malaysian ready to pay for the extra tax? What say you?

SAP Ordered to Pay Oracle $1.3 Billion

SAN FRANCISCO — A clash of technology titans and two of the most powerful executives in Silicon Valley ended on Tuesday with a $1.3 billion federal jury award against SAP for stealing software from Oracle to try to woo away customers.

Noah Berger/Bloomberg News

The award, the largest ever for copyright infringement, comes as big technology companies, including Apple, Google and Motorola, have increasingly resorted to the courts to resolve patent and intellectual property disputes instead of quietly working out a deal. Rarely, however, do the lawsuits go to court or attract the attention this dispute did.

"This is pretty dramatic," said Robert P. Merges, a technology law professor at University of California, Berkeley. He said it sent a loud message to companies to pay attention to any signs of copyright infringement. "It's a game-ending home run type of result. It will tell people 'Hey, we need to be careful.' "

The case, tried in United States District Court in Oakland, Calif., had been closely watched in Silicon Valley not only for the amount of money involved but also for the personalities and companies behind the disputes. On one side was Lawrence J. Ellison, the pugnacious chief executive of Oracle and the third-richest man in America, and on the other side were the executives of SAP, who had admitted making illicit copies of Oracle's software and manuals while insisting that the theft really didn't cause much damage.

The dispute was not over the deed, but over how big the damages were. Mr. Ellison, known as one of the best salesmen in Silicon Valley, told the jury that Oracle was owed billions. SAP countered that he was exaggerating and damages were no more than $41 million. The eight-person jury settled on damages closer to Mr. Ellison's number.

Oracle meant to use the public case as an attempt to also sully SAP, its top rival. But it also used the occasion to embarrass another rival, Hewlett-Packard. H.P. had hired Léo Apotheker, SAP's former chief executive, as its chief executive in September. Mr. Ellison said in public statements that Mr. Apotheker oversaw the vast copyright infringement plan while heading SAP. Hewlett-Packard was not involved in the matter, but Mr. Ellison's hiring of H.P.'s former chief executive, Mark V. Hurd, to serve as Oracle's co-president also added frisson to the rivalry.

Mr. Apotheker did not testify at the trial because Oracle's lawyers were unable to find him to serve him with a subpoena. Mr. Apotheker said Monday in a conference call with securities analysts that he had been traveling around the world visiting H.P. facilities.

Saswato Das, a spokesman for SAP, said in a statement: "We are, of course, disappointed by this verdict and will pursue all available options, including post-trial motions and appeal if necessary. This will unfortunately be a prolonged process and we continue to hope that the matter can be resolved appropriately without more years of litigation."

Safra A. Catz, Oracle's co-president, said, "Right before the trial began, SAP admitted its guilt and liability; then the trial made it clear that SAP's most senior executives were aware of the illegal activity from the very beginning."

Roland Vogl, executive director of the program in law, science and technology at Stanford University, said that while there are lots of copyright disputes, sparring companies often settle before going in front of a jury, often settling in pretrial motions. "Only a very, very small number of cases get litigated to the very end," he said. That these companies did not probably had a lot to do with the longtime animus between them, he said. "Those two companies have notoriously been feuding over so many years."

During the three-week trial, the two sides argued over how much Oracle would have charged SAP to legally license the software and other items it stole. Oracle claimed in the suit, filed in 2007, that a license would have been worth as much as $2 billion over the life time of the software. SAP, which apologized for the infringement during the trial, said that the damages were closer to $40 million because it had persuaded only a few hundred of Oracle's customers to defect. Oracle's lawyers cited $1.6 billion in damages in closing arguments Monday.

E-mail shown in court highlighted that SAP executives ignored warnings of copyright infringement. E-mail from Oracle executives highlighted their aggressive business tactics and a disdain for some of their own customers, one of which an executive referred to with an expletive.

SAP's copyright infringement took place at its TomorrowNow subsidiary, which handled technical support for software running in the data centers of large corporations. The subsidiary, now closed, illicitly copied a large library of Oracle's software and customer manuals.

Rebecca Wettemann, an analyst at Nucleus Research, said that the amount Oracle was awarded in the case may seem like a bonanza to most people. But to Oracle, the award will not substantially change its fortunes.

Still, she said that it created a major victory for Oracle in terms of image.

"This is about making SAP pay with publicity — publicity that's likely to give Oracle a one-up in the sales cycle for years to come," Ms. Wettemann said. "Customers are going to be asking, 'Do you buy from a thought leader or from someone who steal ideas?' "

Matt Richtel contributed reporting.

Tuesday, November 23, 2010

7 Reasons Why We Need Managers - Not Leaders

7 Reasons Why We Need Managers - Not Leaders

Date: November 22nd, 2010

Author: John McKee

Business Intelligence, Career coaching, Delegation, General, HR, Human Resource Leadership, John M McKee, Leadership, Management Style, Organizational Management

Leadership, Management, John McKee

Leadership blogs often generate a lot of comments discussing the differences between leading and managing.  People provide definitions and quotes to reinforce their points of view.

This week, John M McKee may be adding to the heat.
Which answer is most correct?

A1: The US needs more leaders to ensure it will move ahead

A2: The US needs more managers who know how to do things

The US is facing a crisis of management. Not leadership. Management.

Nearly three years after the start of "The Great Recession," there's still no end in sight.  The Feds report that unemployment is +9.5%, but those figures are drastically understated.  The real figures include people who have given up looking, or are no longer on unemployment insurance - they aren't counted.  Including those individuals, the real national level is more like 12 - 13%.

Across this country and outside it, people talk about the reasons for the slow recovery of the still-dominant US economy.  A lot of reasons are cited.  Among the more popular are mortgage issues, fear of inflation/deflation, the growing strength of China, gridlock in the government…and a lack of leadership.

Each of these are important. But none of them is the most critical factor. The single most important reason is that we have a management issue.

The United States (along with many other western countries as well) has too many leaders. In fact, I believe that we're probably "over-led."  And we no longer have enough managers; We're undermanaged.

In his seminal work on the differences between leadership and management, John P. Kotter noted a few of the most critical:

1. "Leadership and management are two distinctive and complementary systems of action…… Both are necessary for success in an increasingly complex and volatile business environment."

2. "Strong leadership with weak management is no better, and is sometimes actually worse, than the reverse."

3. "Management is about coping with complexity….. Without good management, complex enterprises tend to become chaotic… Good management brings a degree of order and consistency…."

In these difficult times, we need hands-on men and women who:

4. Can figure out how to move things forward using the talent and resources already in place.

5. Understand what makes things tick in their company or industry.

6. Know how to push their organizations, their communities and their businesses to make change.

In short, what managers do.

However, many managers don't have the power to help the organization succeed. Too often, they can't create change because those at higher levels on the org chart are detached leaders who really don't understand how things get done in their own place. 

7. At this point in the recession, here's what we don't need:

- more setting of targets to be achieved.

- more communication campaigns (especially ones with slogans)

- another offsite meeting with an expensive facilitator

- leaders who are too busy because they're doing things outside their organization

What we do need are more people at the top who actually understand how to do things themselves. These are the new power players - men and women who can manage and, at the same time, show others how to get stuff done.

Instead of trying to define the differences between leaders and managers, let's just get back to having managers who can lead us back to success.

Here's to the future…

Sent by Maxis from my BlackBerry® smartphone

Saturday, November 20, 2010

Leaders Care - Inspirational Leadership Video

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Saturday, November 13, 2010

You Can't Send a Duck to Eagle School

Mac Anderson says:

A few years ago I had lunch with a top executive from a company known for their legendary retail service. My wife and I are both huge fans, and over lunch I shared with him some of the great service stories his people had provided the Anderson family.

I said, "With the service your people must have a training manual 2 inches thick." He looked up and said, "Mac, we don't have a training manual. What we do is find the best people we can find and we empower them to do whatever it takes to satisfy the customer."

Then he said something I'll never forget. He said, "We learned a long time ago that

you can't send a duck to eagle school."

"Excuse me," I said. He repeated..."

You can't send a duck to eagle school." He said, "You can't teach someone to smile, you can't teach someone to want to serve, you can't teach personality. What we can do, however, is hire people who have those qualities and we can then teach them about our products and teach them our culture."

As long as I live I will never forget this simple analogy about hiring people. It is branded on my brain forever. And since that day, with every hiring decision I've made, I find myself asking the question: "

Am I hiring a duck thinking they will become an eagle?"

I can also honestly say that asking this simple question has saved me from making some important hiring mistakes.

I just wish I'd heard it 20 years sooner.

My goal when writing

You Can't Send a Duck to Eagle School was to share some of my "lessons learned" in a brief, but engaging way. Today, I'd like to share the chapter I called Pulling Together. Enjoy!

An excerpt from
You Can't Send a Duck to Eagle School
by Mac Anderson
Not long ago, a friend sent me the story of "Old Warwick." It brought a smile to my face, and I think it shares a wonderful lesson for every leader to learn.

A man was lost while driving through the country. As he tried to reach for the map, he accidentally drove off the road into a ditch. Thought he wasn't injured, his car was stuck deep in the mud. So the man walked to a nearby farm to ask for help. "Warwick can get you out of that ditch," said the farmer, pointing to an old mule standing in a field. The man looked at the decrepit old mule and looked at the farmer who just stood there repeating,

"Yep, old Warwick can do the job." The man figured he had nothing to lose. The two men and the mule made their way back to the ditch. The farmer hitched the mule to the car. With a snap of the reins, he shouted,

"Pull, Fred! Pull, Jack! Pull, Ted! Pull, Warwick!"

And the mule pulled that car right out of the ditch.

The man was amazed. He thanked the farmer, patted the mule, and asked, "Why did you call out all of those names before you called Warwick?"

The farmer grinned and said, "Old Warwick is just about blind. As long as he believes he's part of a team, he doesn't mind pulling."

Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to obtain uncommon results.

You Can't Send a Duck to Eagle School offers excellent tips and real-life success stories sure to inspire any leader with an entrepreneurial spirit. The concepts in this book can be used to improve yourself and your business. From advice about how to treat your employees to stories about customer service,

All the Best,
Mac Anderson
Founder, Simple Truths
Sent by Maxis from my BlackBerry® smartphone

Friday, November 12, 2010

Let the Business Drive IT Strategy

– Chris Potts, CIO

September 05, 2007 

"Those who are skilled at executing a strategy," Sun Tzu wrote, "bend the strategies of others without conflict." This fundamental principle helps to explain why some CIOs are now having more success than others at executing strategy. The IT department that once held a monopoly over its company's IT is gone, and with it the control-based, IT-centric strategy conceived for the mainframe era. Changes in the business environment have rendered such strategies un-executable.

With the advent of Web 2.0 and the bizarrely named "shadow IT," CIOs know that their span of control over IT decisions is more limited by the day. Instead, the executives, managers, staff and customers at their companies all have their own "de facto" strategies for exploiting IT. Faced with this challenge, CIOs are exploring their options, which include abandoning the idea of an IT strategy, sticking with the old way (but often only on paper) or forging a new generation of IT exploitation strategies. Wrapped up in this decision is the ultimate destiny of the CIO role itself, which in some companies is becoming marginalized as a quasi-supplier of technology services and in others is disappearing altogether.

The CIO's strategic challenge now is to capture and channel the energy of individuals' personal strategies for exploiting IT. Backed by a corporate purpose to maximize total value, innovate, constrain overall cost and mitigate risk, effective CIOs must focus on, as Tzu might say, "bending" some of these personal strategies toward a better conclusion or—in the case of individuals who are pursuing goals not aligned with the company strategy—into a dead end. Many personal strategies can simply be encouraged, or strategically ignored.

Why IT Strategy Is No More
Two critical inflection points have directed us to where we are today. The first was the switch from dumb-terminal to client-server computing that started 20-odd years ago and went global with the Internet. The second was the business executive's response to Y2K and the dotcom boom. Business people stopped believing the IT hype and techno-speak, suspecting that investments were being driven more by suppliers' strategies rather than their own. They took control of the IT agenda at the big-picture level and focused on two things they understand very well—cost, and business innovation.

These two inflections put IT decision-making in the hands of non-technologists at both operational and strategic levels. Yet formal strategies for IT have largely remained the province of IT departments and vendors. Few non-IT executives and managers have defined their strategies for investing in and exploiting IT; such strategies are, therefore, de facto. CIOs can make a tactical choice to either let these de facto strategies be, to rely on an orthodox IT strategy or to take the initiative and lead a business-defined strategy for exploiting technology.

So far, CIOs' responses to this changing environment have been mixed. Some have continued with an orthodox IT strategy—although I've noticed that many do not stick to what they promise, thereby defaulting to a de facto strategy of their own. Others have abandoned having a strategy for IT, which is a reasonable proposition if the company is an expert consumer of IT and can bend the de facto strategies that its IT vendors and partners will attempt to impose.

Some CIOs (and I have been fortunate to work with a number of them) have taken the third approach. They are collaborating with their executive colleagues to formulate, ratify and execute a corporate strategy for exploiting IT. This is very different from the traditional IT-centric strategy that consists of tens or hundreds of pages of technically oriented diagrams and prose and can take months to develop. The business-defined strategy can be formulated in a few days and summarized on one page. It's easy for executives to understand, explore and remember, as well as apply to their everyday decisions.

A Strategy for the Future
This simple strategy has three sections: the strategic promise (the business outcome the strategy will achieve), key principles (fundamental truths that apply to every IT-related decision) and core tactics (the main things the company will do to execute the strategy, given the environment in which it must succeed).

Although each corporate strategy for exploiting IT is unique to the company it belongs to, all have some comparable features. Each is a bona fide corporate strategy, not that of a technology supplier or a group of technicians. With a promise to create maximum value from exploiting IT (not just deploying IT that enables value to be created), its first principle recognizes that IT, on its own, creates no value. To have a standalone IT investment budget is therefore illogical, so a core tactic is to integrate IT investments with the business plans that need them and proactively manage the big picture.

Such a strategy focuses primarily on the community of technology users, who, far from being shadow technologists, are the "new IT." Whereas traditional IT strategies were mainly about the IT department and its suppliers, the new strategy focuses on the people who shape, source and exploit their company's IT investments. Calling those people "shadow IT" exposes a mindset that is dangerously at odds with today's reality and risks further marginalizing the IT department from everyone else.

What Will Happen to the Corporate CIO
Strategies for exploiting IT are already becoming integral to broader business strategies, and in this new context the value of having a corporate-level CIO needs to be discovered all over again. The role will adapt and evolve, potentially into something very different and even more valuable.

I was recently with a U.S.-based multinational company, helping it define its strategy for optimizing the portfolio of businesses it has acquired over the past few years. The promise of this strategy—its value proposition—is to enhance bottom-line performance by better sharing common capabilities and without building a shared services monolith.

One dimension of this strategy concerns the company's processes, systems and technologies. To address this, it is adopting Web 2.0-style collaboration-based thinking (though not necessarily Web 2.0 technologies) to create a community of business unit CIOs who share and exploit their local technology investments for both business unit and corporate gain.

The company set out with the idea that it might need a corporate CIO, but everyone is struggling to see the value of having one. Instead, the solution it is now exploring is to have a global CTO responsible for technology services and reporting to the COO. In place of a corporate CIO it is looking to appoint a VP of investments in change, accountable for the total return the company gets from all the changes it invests its resources in, whether or not these changes involve technology.

Similar models are emerging elsewhere, as executives realize that their historic problems with IT investments are a symptom of fundamental problems within their culture when it comes to investing in change—problems that many CIOs do not appear motivated or qualified to resolve. For example, in the United Kingdom, two major retailers—the Alliance Boots pharmacy chain and the department store group House of Fraser—have recently axed their corporate-level CIOs. House of Fraser has split the role into two, separating "services" and "developments," while Alliance Boots has outsourced much of its IT delivery and decided it no longer needs a corporate-level IT function.

These are strong signals for CIOs to focus the strategic IT conversation on exploiting technology investments in the context of value-creating business change, and to keep the technology strategy both meaningful and simple. In this way, the CIO can emerge as her company's strategic investor in change, rather than become marginalized or obsolete—provided, of course, that CIOs today grasp and bend the golden opportunities that their increasingly technology-savvy colleagues and developments such as Web 2.0 offer.

Chris Potts is director of Dominic Barrow, a London-based consultancy specializing in corporate strategies for exploiting IT.

The business decisions that drive IT cost structure

    Mark P. McDonald
    GVP Exp - 7 years at Gartner
    23 years IT industry

    Mark McDonald, Ph.D., is a group vice president and head of research in Gartner Executive Programs. He is responsible for the research agenda focused exclusively on CIOs and the business of information technology. Read Full Bio

    The business decisions that drive IT cost structure

    by Mark McDonald  |  February 16, 2010  |  2 Comments
    What do you think about when you think about the drivers of IT cost?  IT headcount, managed service contracts, the number of servers, the amount of software maintenance, the number of PCs and the like come to mind.  These are all items within the IT budget, but are they the forces that drive these costs?
    Too often IT budgets seek to answer the question in terms of what do we need to meet capacity and quality of service requirements.  Surely those issues constitute IT's resources.  Using this logic the IT budget reflects the need to delivery technical services.
    If you are what you measure, then it is easy to see IT as an operating function as IT budgets support operational and performance requirements.  However, IT is more than this but it is hard to see when IT budgets in a functional way.
    The IT budget is strategic and therefore needs to be driven by more than just operational requirements.  This means that IT budgets need to dig deeper to connect IT with the business drivers that really influence the IT budget.
    Making that connection establishes the business basis for IT.
    Here are four drivers that CIOs should think about when considering the business decisions that drive the IT budget.  They will be introduced here and discussed in detail in subsequent posts and links created within this post.
    Customers and markets – How you organize to address the market and serve customers determines the structure of your customer sales and service channels, the structure of your systems, who has access to your systems, how you store and retain customer data and a number of other drivers. Changes in your go to market strategy create change and costs for IT beyond just rewriting marketing and customer reports.
    Products/Services – The number, complexity and scope of your products and services drives IT costs in terms of the requires support systems, overall system complexity, the duplication of information systems, data and operations.  Product and service needs determine process requirements and therefore systems functionality and performance requirements.  Adding products, increasing variation and enabling customer co-creation drive IT costs and complexity.
    Processes – the enterprises approach to business processes in terms of enterprise wide and local processes influences system complexity, proliferation and requirements.  Too often organizations support multiple operating project versions with specific systems implications and costs.
    Organizational – the distribution of responsibilities, resources and reporting requirements drive both core transaction and business intelligence requirements.  A change in an organizational structure requires an IT response and a cost structure.
    These are the business decisions that drive IT's cost structure.  They become readily apparent whenever the enterprise changes direction in these areas.  An example is an organization change such as moving from a country/geography structure to a regional/product structure.  This seems a simple issue of drawing a new org chart, but for IT it requires resetting accounts, reports, report distributions, etc because it introduces a new structure.
    Connecting these drivers to IT resource requirements reminds the enterprise that IT has a central and strategic role in the enterprise.  Without these connections the IT budget just looks like another operational functional group.  That is a view that is incomplete.  Having a full view of IT requires incorporating business drivers in you expectations and budgets.

    Thursday, November 11, 2010

    iPhone 4 is a fragile beast | ZDNet

    Sent by Maxis from my BlackBerry® smartphone

    10 questions on cloud computing: An interview with Accenture's Jimmy Harris

    • Date: November 10th, 2010
    • Author: Jeff Cerny
    As cloud solutions gain traction in the enterprise, new challenges are emerging. Accenture's managing director of cloud computing looks at how businesses should address these challenges and how cloud technologies are changing the role of IT.

    What is cloud computing if not outsourcing?

    In the same way that Detroit began to adopt robotics into the auto industry in the 70s and 80s (an upcoming Transformers storyline portrays the Motor City of the next century as a global robotics manufacturing hub), the information industry will automate and specialize as new capabilities are developed. Outsourcing to the cloud is increasingly viewed as a source of competitive advantage, both in increased agility and cost savings, allowing a company to concentrate resources on its primary business. But how is outsourcing a CRM application different from outsourcing the call center?

    Jimmy Harris has become an expert in cloud technology as an extension of his experience with outsourcing. After completing a degree in finance at the University of Virginia, he began applying his interest in technology at Accenture. He has stayed with the consulting giant through every technological trend since 1980, from punch-card programming to systems-integration consulting. He has directed major technology projects for insurance and mortgage companies, banks and utilities. He was also managing director of customer contact services, focusing on reducing contact rates and handle times, as well as increasing customer satisfaction. Jimmy ran the company's infrastructure outsourcing business from 2003 through last year. That's when he was asked to define and manage Accenture's growing range of cloud solutions.

    Note: This article is also available as a PDF download.

    1. Jeff: Coming from your outsourcing background to now working exclusively with cloud technology, do you see cloud services being very different from other kinds of outsourcing? Is it more a difference in degree than in kind?

    Jimmy: Cloud services in their purest form are outsourcing. They move the responsibility for a process or service to a third-party provider. Once you accept it on those terms, you have to evaluate cloud services similarly to the way you evaluate other outsourcing. The first thing to get in place is the right business environment and migration path. The alternatives have to be competitive on the bases of cost, capability, and performance. There are also security and functional requirements to take full advantage of moving to cloud services.

    2. Jeff: The financial model shifts away from a large capital outlay that is annuitized with future value tables and then compared to a business-as-usual approach, toward a cloud model of a simple monthly or annual fee. What other financial considerations come into play with the cloud?

    Jimmy: With software as a service, for example, you need to look at total cost of ownership; what it takes to implement, deploy, and integrate into the existing business processes. Do I have the appropriate governance models in place? Will I be able to effectively integrate the data and services across multiple service providers? What cost, if any, do upgrades add? What we see is that while cloud technology itself is less capital-intensive, there is still a need to consider those other factors in the total cost of cloud-based services.

    3. Jeff: What kinds of criteria are you looking at to determine whether a particular service is a good candidate for cloud outsourcing?

    Jimmy: Actually, there's a tool we've designed called the Accenture Cloud Computing Assessment Tool, which looks at the technology workload and helps determine which segments are good candidates for cloud services for our clients. We look at how computing-intensive it is, how storage-intensive, the performance requirements, variability of demand patterns, security, and privacy requirements. We essentially map out the characteristics of the application workload to see if it's appropriate for a company given their requirements in a cloud services option. The criteria we use are somewhat different from the traditional ISV selection. We look at more than a dozen categories to determine the appropriateness of the workload, and we continue to refine the criteria in the model as well as update our understanding of what is becoming available in the marketplace. As you can imagine, it's a very dynamic environment. It's literally changing every day.

    4. Jeff: Has the cloud enabled a democratization of business process and technology away from the gatekeepers, the way Photoshop or legal software has put things in the hands of the end user? How does that affect corporate structure?

    Jimmy: The governance model for information technology in larger enterprises needs to be thoroughly evaluated because of the phenomenon you're describing. The momentum is toward more of a business-services orientation, with the value being in the ability of the business to select services that match their requirements and then acquire and dispose of those services in a much lower-friction way than they do today. So the role of IT changes considerably from a purveyor of service to being an integrator of service. IT needs to be involved because there are still considerations related to cost management, performance, security, and data placement, but the changes enable the business to behave in a much more independent way with its use of technology.

    5. Jeff: Does the need for an IT manager who excels at aggregation, brokerage, and arbitration require a new job description? What kind of person have you found to be good at this?

    Jimmy: It's a person who has a combination of traditional governance, service management, and service integration capabilities. I see some companies that are better at recognizing this than others. The skills that are needed are ones that allow a person to understand and manage a multi-sourced environment, closely link the supplier and technology functions in the business, and understand the business even better than they do the specifics of the technologies. The emphasis has moved from being digital craftsmen to being integrators and arbiters of services with the intersection of skills to know what is economical, what will technically work, and what approach best matches the specific business environment.

    6. Jeff: Along with compatibility between services, what are the key requirements for moving to a service aggregator model?

    Jimmy: This is interesting, because some people view the service aggregator as an operations function, which it is in part. But as important as that aspect is, the service aggregator should be the driver of the migration from conventional service capabilities to cloud service capabilities. As much as we talk about responsibilities for aggregation and brokerage, the role of the service aggregator should be working in concert with the business technologists and purchasers from a dynamic roadmap. It should not only be able to interact, but also to drive the migration of new services and decommission the existing services with a sharp eye to gaining the best cost and performance. Much is written about provisioning and end-to-end SLA management, service catalogs, and CMDBs, and those are certainly important. But it's not as much about being there as getting there.

    7. Jeff: How realistic is the premise that a business can go to market faster using cloud services?

    Jimmy: Particularly among small to medium businesses, there is a considerable advantage to using cloud services to go to market, whether it's introducing new products and services or being able to expand geographically. There are also opportunities for large clients, specifically global companies. We're working with a variety of companies on the idea of "minimum business infrastructure," which is cloud-enabled and allows businesses to set up operations in a new geography quickly. It also lets them better integrate the supply chain or compress or shorten it by using cloud-based services or to deploy those services into a mobile environment more quickly. So even while we're still somewhat early on with this, it's easy to see how the availability of a set of standard services being acquired and deployed more rapidly could speed products and services to market and also to new geographies and segments more quickly.

    8. Jeff: One of the ways service providers are addressing security concerns is with a private cloud that operates behind a company's existing firewall. How well does this work, in your experience?

    Jimmy: Well, people tend to be binary about the way they assess this and say the private cloud is secure and the public cloud is not. I don't believe that's the case. Enterprises that operate behind the firewall may reduce the risk of security issues, but it doesn't completely mitigate or eliminate all the issues. A highly virtualized environment within the firewall requires a new a new set of security tests. Suddenly it's not possible to physically contain system applications and data behind virtual LANs or with a physical separation of devices. The private cloud does provide a greater sense of security because it is behind the firewall, but it's not a panacea. In general, security is a real concern as it relates to publicly available cloud services, and the service providers are responding with innovative approaches like the virtual private cloud and client partitions within the public cloud environment. I still see security as the single issue that is precluding much more rapid adoption of cloud services.

    9. Jeff: Do you see governments moving to regulate cloud services as "information utilities" at some point?

    Jimmy: I think regulation will be driven less by cloud services as generic utilities and more on the basis of the business being transacted in those utilities. Banking and healthcare will continue to be highly regulated, and there will always be certain regulations around pharmaceuticals. I don't see it being based on the technology they run on as much as the nature of the product or service. What we may begin to see are tests devised to ensure that the technology is able to maintain compliance with those regulations. I believe we will need to deal with that on a global level. The EU directives that are coming out are much different from those we see in the United State. We tend to look at the commercial relationships and maintain a highly regulated environment in certain industry segments. Then China, for example, has a very different regulatory landscape altogether.

    10. Jeff: How do you see the challenge of managing and monitoring the service levels at the endpoints where the users are involved?

    Jimmy: That will continue to become harder. It's not easy today, and I think there will be a heightened requirement to be able to fully explain how to monitor and manage service level compliance as projects become more distributed, potentially over multiple service providers. The market understands this requirement, so in engagements with many service providers there are tools that allow you to monitor services being deployed via the cloud. It's important to ensure that the service components are included in the CMDB and to be able to monitor performance and availability consistent with the end user's needs.

    Managing the endpoints is not always done well in today's environment because of the multiple layers of technology required to deliver a service. For example, consider a hotel reservation system. The hotel cares about the availability of the reservation system, but what it really cares about is filling rooms. You need an end device, a local area network, a router, a switch, a circuit, another router, another switch, a load balancer, an application server, and a database server. All those things need to be in place and working today to be able to say, "Yes, I can make that reservation." We use synthetic transactions to make sure each of those components is available. Not only to represent the availability of the end service, making the reservation, but also to anticipate the denigration in service going on, seeing that the database is slowing down, or that a router starts to bog down.

    What's next is that this entire process is contracted. The potential is for the activity across the business process, from the sale to booking it in the ERP system, entering the order, sending the order to the factory, scheduling the build of the product and shipping it out, all that is virtualized.

    I think we're still just at the beginning of the cloud phenomenon. We're going to see more services introduced, a greater amount of interest and demand in the market, and more innovative applications of the technology to business concepts. One of the continuing outcomes will be more emphasis on the services themselves and less on the hardware and technology underneath, which translates to a greater focus on doing business.

    Jimmy Harris is the Managing Director of Cloud Services at Accenture and is based in Reston, Virginia.

    Jeff Cerny has written interviews with top technology leaders for TechRepublic since 2008. He is also the author of Ten Breakable Habits to Creating a Remarkable Presentation. You can reach him at or follow on twitter @jeffcerny.