A Conversation between Bill Gates Sr. and Howard Davies [Audio]        
Speaker(s): Bill Gates Sr., Howard Davies | Bill Gates Sr., is a prominent lawyer, civil activist, and co-chair of the Bill and Melinda Gates Foundation. He is the author of Showing Up for Life: Thoughts on the Gifts of a Lifetime, a memoir that shares reflections on lessons from a lifetime of 'showing up' - lessons he learned growing up during the Great Depression, and that he instilled in his children and continues to practice on the world stage as co-chair of the Bill and Melinda Gates Foundation.
          Osborne's attempt to discredit Robin Hood Tax is a bit rich        
George Osborne has complained to his fellow European finance ministers that they're wasting time debating a financial transaction tax because he believes pensioners will pay for it rather than bankers.

Good to see our Chancellor fighting the cause for pensioners. He's always got their interests at heart. Like when he changed the rate of indexation from RPI to CPI costing pensioners on average between £2,250 and £2,500 per year and wiping off £75 billion off the value of private sector pensions. Not to mention the millions of public sector workers his government are currently seeking to make work longer and pay more for less pension.

It is somewhat galling therefore that he seeks to reject a progressive tax that would raise £30bn to fight poverty by painting himself as some kind of defender of pensioners.

He doesn't see the point of discussing it as it will not be unilaterally agreed. He ignores a report by Bill Gates that cites that the tax would work even if it wasn't agreed by all countries. He ignores faith leaders such as the Archbishop of Canterbury, the Pope and Desmond Tutu, and he ignores a global movement of more than 220 million people who are calling for it to help the world's poor and allow the banks to atone for creating the current financial crisis.

France, Germany and Brazil among others can hold their heads up high in the knowledge that their government's back this tax. I for one am ashamed that my government doesn't just not support it, but out-rightly seeks to disingenuously undermine it.

Again, Osborne is out to protect the interests of the wealthy few rather than the millions suffering from poverty.

The Robin Hood Tax campaign does a good job of refuting Osborne's bias against the tax on their website.



          Bill Gates backs Robin Hood Tax        
Philanthropists don't always go heavy on calling for taxation but campaigners calling for a financial transaction tax received a huge boost today after Bill Gates backed the idea.

Gates will present a report to the G20 when they meet in Cannes this November to recommend that a Robin Hood Tax would raise substantial revenue for aid and development.

A critical part of his findings as far as the UK government are concerned is that he says such a tax would work whether it was implemented unilaterally or by a small number of countries.

As Larry Elliott points out in today's Guardian this blows a hole in George Osborne's theory that the levy would need to be globally agreed to be workable.

This has been our government's main excuse against backing other leading European countries calls for the tax. Gates's report should make it harder for Osborne to wriggle out of it now. Let's hope so - hundreds of billions of dollars a year could be raised from it.
          Bill Gates’ Donkey Game Becomes Available on iPhones and Apple Watches        

Bill Gates is known for many things, and one of his greatest achievements was to co-found one of the world’s most famous software companies: Microsoft. However, Gates also has plenty of other notches in his belt, including programming the world’s first PC game. The game in question was actually co-written by Gates back in 1981, and […]

The post Bill Gates’ Donkey Game Becomes Available on iPhones and Apple Watches appeared first on eTeknix.


          ×ª×’ובה לפוסט: "Why did 2,000 people leave in the middle of Steve Sinoflsky's Tech-Ed Talk? Not Just Boredom" מאת "Eran Kampf"        
I dont think it was that bad, but maybe thats because im an Office techie :) Anyway I agree there should have been less talk and more demos, like on the PDC keynotes where Bill Gates presented the new Office\Vista UI. And maybe thats the problem... anyone who is even slightly intersted in Office2007 or Vista have probably already seen or heard about the new UI since it made quite a noise over the net in the past few monthes. The TechEd keynotes wasn't really interesting because there was nothing new there...
          If companies were countries, here’s what our currency would look like        
This week's Apple earnings call revealed that the company has an absolutely mind-boggling cash hoard of over $261 billion. If Apple were a country, its cash reserve would rank 11th in the world, ahead of Singapore and Germany. As we steadily march closer to a future where corporations and CEOs are universally more influential than elected officials, artist Jade Dalloul is answering an importation question: what would currency actually look like if Apple, Google, or Microsoft ruled the world? Clearly inspired by the design of the Euro and British pound, Dalloul rendered impressively believable bills baring the likenesses of tech leaders like Steve Jobs and Bill Gates, as well as other corporate big shots like McDonald's franchisor Ray Kroc and Starbucks president and CEO Kevin Johnson. The result is a stack of bills that seem at once absurd and yet completely believable, with company logos and imagery dotting the background of the currency and appropriately heroic portraits of their most influential leaders. "I took brand’s missions statements as if they were states Mottos, used the picture of companies’ founder as if they were intellectual and political figures, and displayed up strong brand icons the same way regimes had highlighted ideologies," Dalloul explains on his website. "Doing so, I also tried to root legitimacy of these brands in putting places related to their history, like the first gas pump for Shell, or the new Apple campus." Whether it's Apple Pay, Android Pay, or sending money to friends on Facebook, every major tech company seems to be dabbling in payments these days. This project is an interesting reversal of that, and while we probably won't ever see the likes of Steve Jobs on our cash, it's interesting to wonder "what if?"
          Whenever this comes up        
I'm reminded of the line I usually reply back at people whenever they use the Bill Gates "Nobody needs more than 640k" quote... Yeah, and as Jobs said "nobody needs a color monitor". You want BAD business decisions, how about introducing 640x480 at 256 color and calling it a innovation when the RoW (rest of world) was already running truecolor, at 1024x768 or higher in many cases. Not to say that video technology-wise, since the introduction of the Mac, Apple has always lagged a generation behind the PC world - oh wait, YES IT HAS.Edited 2006-10-03 14:57
          Cara Agar Bisa Menjadi Jutawan        
Miliarder memang identik dengan kepemilikan uang "segunung". Mereka bisa membelanjakan kekayaannya atau berfoya-foya sesuka hati. Bahkan, seolah-olah tak bakal habis meski sang miliarder sudah tutup usia.
Simak saja misalnya, Carlos Slim Helu, konglomerat di bidang telekomunikasi. Menurut majalah Forbes, ia memiliki kekayaan US$60,6 miliar. Dengan asumsi tidak ada perubahan kekayaan, ia bisa menghabiskan US$1.150 per menit hingga 100 tahun ke depan sebelum ia kehabisan uang.
Namun, Carlos memilih hidup berhemat. Dia, seperti beberapa contoh miliarder top dunia lainnya, juga tidak gemar berfoya-foya menghabiskan uangnya. Bahkan, beberapa sikap dan perilaku miliarder pun bisa dicontoh. Berikut beberapa contoh yang bisa ditiru:

1. Tetap tinggal di rumah sederhana
Seorang miliarder mampu tinggal di apartemen yang paling ekslusif lebih dari yang Anda bayangkan. Seperti Bill Gates yang memiliki luas rumah 66.000 kaki persegi, senilai US$147,5 juta di Medina-Washington.
Namun miliarder hemat seperti Warren Buffet memilih untuk tetap tinggal di rumah yang sederhana. Ia tinggal di rumah dengan lima kamar tidur di Omaha yang dibeli pada 1957 sebesar US$31.500.

2. Gunakan transportasi publik
Miliarder hemat seperti John Caudwell, David Cheriton dan Chuck Feeney memilih untuk jalan kaki, mengendarai sepeda, dan menggunakan transportasi publik untuk berkeliling kota.

Tentu saja orang kaya itu bisa menggunakan helikopter untuk pertemuan jamuan makan siang atau naik mobil Bentleys dengan dikemudikan sopir, namun mereka memilih sedikit berolahraga atau menggunakan angkutan umum. Ini menguntungkan untuk berhemat, sekaligus juga baik untuk lingkungan.
3. Membeli pakaian dari rak mal
Beberapa orang memakai pakaian dengan disainer ternama, namun beberapa miliarder hemat memutuskan menggunakan baju simpel, karena menurutnya baju yang mahal tidak sebanding dengan usaha mereka.

Anda dapat menemukan Cheriton, profesor Stanford, pendiri Google Sergey Brin dan Larry Page yang mengenakan jins dan T shirt.

Invard Kampard, pendiri perusahaan furnitur Ikea juga menghindari memakai jas, dan miliarder ponsel Caudwell membeli pakaiannya dari rak toko baju dibanding menghabiskan kekayaan dari perancang.

4. Gunakan salon biasa untuk memotong rambut.
Biaya rata-rata untuk memotong rambut sekitar US$45 di Amerika, namun orang kaya dapat menghabiskan US$800 untuk mengganti model rambut. Jika dikalikan setiap enam minggu selama satu tahun, maka akan menghabiskan US$7.200. Itu tidak termasuk dengan tip.

Para miliarder itu dapat mengganti model rambutnya dengan mode paling gaya dan tarif mahal di salon mewah. Tetapi, miliarder seperti Caudwell dan Cheriton memilih memotong rambut sendiri di rumah.

5. Mengendarai mobil biasa
Sementara itu, miliarder seperti Larry Ellison (pendiri dan CEO Oracle) gemar menghabiskan jutaan uang untuk mobil, kapal, dan pesawat tapi yang lain tetap rendah hati dengan menggunakan kendaraan pilihannya.
Jim Walton (keluarga Wal Mart) mengendarai truk pick up selama 15 tahun. Azin Preji, taipan India mengendarai Toyota Corolla. Sedangkan Kamprad dari Ikea, mengendarai mobil volvo selama 10 tahun.
Mereka berpendapat, daripada untuk membeli mobil, lebih baik memilih membeli tanah. Tidak perlu mengendari mobil yang berganti dalam seminggu.

6. Hindari membeli barang mewah
Mungkin ini mengejutkan bagi kita, namun orang terkaya di dunia, Slim-orang yang bisa menghabiskan lebih dari US$1.000 per menit ternyata tidak memiliki kapal pesiar atau pesawat.

Namun, banyak miliarder lainnya memilih menghindari barang mewah. Buffet juga menghindari barang mewah kendati materi berlimpah.  Menurutnya, "mainan itu kebanyakan menyebabkan sakit leher."

sumber : http://bisnis.vivanews.com/news/read/187559-6-cara-hidup-layaknya-miliarder
          [news] "2004 State of Application Development"        
Friday, August 13, 2004
Dateline: China
 
Special issues of journals and magazines are often quite good -- if you're into the subject matter.  But the current issue of VARBusiness is absolutely SUPERB!!  EVERY SYSTEMS INTEGRATOR SHOULD READ IT ASAP -- STOP WHAT YOU'RE DOING AND READ THIS ISSUE!!  (Or, at the very least, read the excerpts which follow.)  See http://tinyurl.com/6smzu .  They even have the survey results to 36 questions ranging from change in project scope to preferred verticals.  In this posting, I'm going to comment on excerpts from this issue.  My comments are in blue.  Bolded excerpted items are MY emphasis.
 
The lead article and cover story is titled, "The App-Dev Revolution."  "Of the solution providers we surveyed, 72 percent say they currently develop custom applications or tailor packaged software for their customers. Nearly half (45 percent) of their 2003 revenues came from these app-dev projects, and nearly two-thirds of them expect the app-dev portion of total revenue to increase during the next 12 months."  I view this as good news for China's SIs; from what I've observed, many SIs in China would be a good fit for SIs in the U.S. looking for partners to help lower their development costs.  "By necessity, today's solution providers are becoming nimbler in the software work they do, designing and developing targeted projects like those that solve regulatory compliance demands, such as HIPAA, or crafting wireless applications that let doctors and nurses stay connected while they roam hospital halls."  Have a niche; don't try to be everything to everyone.  "Nine in 10 of survey respondents said their average app-dev projects are completed in less than a year now, with the smallest companies (those with less than $1 million in revenue) finishing up in the quickest time, three months, on average."  Need for speed.  "The need to get the job done faster for quick ROI might explain the growing popularity of Microsoft's .Net framework and tools.  In our survey, 53 percent of VARs said they had developed a .Net application in the past 12 months, and 66 percent of them expect to do so in the coming 12 months."  My Microsoft build-to-their-stack strategy.  "Some of the hottest project areas they report this year include application integration, which 69 percent of VARs with between $10 million or more in revenue pinned as their busiest area.  Other top development projects center around e-commerce applications, CRM, business-intelligence solutions, enterprisewide portals and ERP, ..."  How many times have I said this?    "At the same time, VARs in significant numbers are tapping open-source tools and exploiting Web services and XML to help cut down on expensive software-integration work; in effect, acknowledging that application development needs to be more cost-conscious and, thus, take advantage of open standards and reusable components.  Our survey found that 32 percent of VARs had developed applications on Linux in the past six months, while 46 percent of them said they plan to do so in the next six months.  The other open-source technologies they are using today run the gamut from databases and development tools to application servers."  I guess there's really an open source strategy.  I come down hard on open source for one simple reason:  I believe that SIs in China could get more sub-contracting business from a build-to-a-stack strategy.  And building to the open source stack isn't building to a stack at all!!  "As a business, it has many points of entry and areas of specialization.  Our survey participants first arrived in the world of app dev in a variety of ways, from bidding on app-dev projects (45 percent) to partnering with more experienced developers and VARs (28 percent) to hiring more development personnel (31 percent)."  For SIs in China, simply responding to end-user RFQs is kind of silly.  Better to partner on a sub-contracting basis.  "According to our State of Application Development survey, health care (36 percent), retail (31 percent) and manufacturing (30 percent) ranked as the most popular vertical industries for which respondents are building custom applications.  Broken down further, among VARs with less than $1 million in total sales, retail scored highest, while health care topped the list of midrange to large solution providers."  Because of regulatory issues, I'm not so keen on health care.  I'd go with manufacturing followed by retail.  My $ .02.  "When it comes to partnering with the major platform vendors, Microsoft comes out the hands-on winner among ISVs and other development shops.  A whopping 76 percent of developers in our survey favored the Microsoft camp.  Their level of devotion was evenly divided among small, midsize and large VARs who partner with Microsoft to develop and deliver their application solutions.  By contrast, the next closest vendor is IBM, with whom one in four VARs said they partner.  Perhaps unsurprisingly, the IBM percentages were higher among the large VAR category (those with sales of $10 million or more), with 42 percent of their partners coming from that corporate demographic.  Only 16 percent of smaller VARs partner with IBM, according to the survey.  The same goes for Oracle: One-quarter of survey respondents reported partnering with the Redwood Shores, Calif.-based company, with 47 percent of them falling in the large VAR category.  On the deployment side, half of the developers surveyed picked Windows Server 2003/.Net as the primary platform to deliver their applications, while IBM's WebSphere application server was the choice for 7 percent of respondents.  BEA's WebLogic grabbed 4 percent, and Oracle's 9i application server 3 percent of those VARs who said they use these app servers as their primary deployment vehicle."  Microsoft, Microsoft, Microsoft.  Need I say more?  See http://tinyurl.com/45z94 .
 
The next article is on open source.  "Want a world-class database with all the bells and whistles for a fraction of what IBM or Oracle want?  There's MySQL.  How about a compelling alternative to WebSphere or WebLogic?  Think JBoss.  These are, obviously, the best-known examples of the second generation of open-source software companies following in the footsteps of Apache, Linux and other software initiatives, but there are far more alternatives than these.  Consider Zope, a content-management system downloaded tens of thousands of times per month free of charge, according to Zope CEO Rob Page.  Some believe Zope and applications built with Zope are better than the commercial alternative they threaten to put out of business, Documentum.  Zope is also often used to help build additional open-source applications.  One such example is Plone, an open-source information-management system.  What began as a fledgling movement at the end of the past decade and later became known as building around the "LAMP stack" (LAMP is an acronym that stands for Linux, Apache, MySQL and PHP or Perl) has exploded to virtually all categories of software.  That includes security, where SpamAssassin is battling spam and Symantec, too.  Popular?  Well, it has now become an Apache Software Foundation official project.  The use of open source is so widespread that the percentage of solution providers who say they partner with MySQL nearly equals the percentage who say they partner with Oracle"23 percent to 25 percent, respectively.There are plenty of choices for those SIs willing to play the open source game.  See http://tinyurl.com/4e3c7 .
 
"It's all about integration" follows.  "There are many reasons for the surge in application-development projects (the recent slowdown in software spending notwithstanding).  For one, many projects that were put on hold when the downturn hit a few years ago are now back in play.  That includes enterprise-portal projects, supply-chain automation efforts, various e-commerce endeavors and the integration of disparate business systems."  Choose carefully, however.  Balance this data with other data.  Right now, I see a lot more play with portals and EAI.  "Indeed, the need for quality and timely information is a key driver of investments in application-integration initiatives and the implementation of database and business-intelligence software and portals.  A healthy majority of solution providers say application integration is a key component of the IT solutions they are deploying for customers.  According to our application-development survey, 60 percent say their projects involved integrating disparate applications and systems during the past 12 months."  "Some customers are moving beyond enterprise-application integration to more standards-based services-oriented architectures (SOAs).  SOAs are a key building block that CIOs are looking to build across their enterprises."  Anyone who regularly reads any one of my three IT-related blogs knows that I'm gung-ho on SOAs.  "Even if your customers are not looking for an SOA, integrating different systems is clearly the order of the day.  To wit, even those partners that say enterprise portals or e-business applications account for the bulk of their business note that the integration component is key."  Yes, integration, integration, integration.  I'll be saying this next year, too.  And the year after ...  "Another way to stay on top of the competition is to participate in beta programs."  Absolutely true -- and a good strategy, too.  See http://tinyurl.com/6x2gg .
 
The next article is on utility computing versus packaged softwareAgain, if you read what I write, you know that I'm also gung-ho on utility computing.  "According to VARBusiness' survey of application developers, more than 66 percent of the applications created currently reside with the customer, while 22 percent of applications deployed are hosted by the VAR.  And a little more than 12 percent of applications developed are being hosted by a third party.   Where services have made their biggest inroads as an alternative to software is in applications that help companies manage their customer and sales information.The article goes on to state that apps that are not mission-critical have the best chance in the utility computing space.  Time will tell.  Take note, however, that these are often the apps that will most likely be outsourced to partners in China.  "Simply creating services from scratch and then shopping them around isn't the only way to break into this area.  NewView Consulting is expanding its services business by starting with the client and working backward.  The Porter, Ind.-based security consultant takes whatever technology clients have and develops services for them based on need."   And focus on services businesses and .NET, too.  "Most application developers agree that services revenue will continue to climb for the next year or two before they plateau, resulting in a 50-50 or 60-40 services-to-software mix for the typical developer.  The reason for this is that while applications such as CRM are ideally suited to services-based delivery, there are still plenty of other applications that companies would prefer to keep in-house and that are often dependent on the whims of a particular company."  Still, such a split shows a phenomenal rise in the importance of utility computing offerings.  See http://tinyurl.com/54blv .
 
Next up:  Microsoft wants you!!  (Replace the image of Uncle Sam with the image of Bill Gates!!)  Actually, the article isn't specifically about Microsoft.  "Microsoft is rounding up as many partners as it can and is bolstering them with support to increase software sales.  The attitude is: Here's our platform; go write and prosper.  IBM's strategy, meanwhile, is strikingly different.  While it, too, has created relationships with tens of thousands of ISVs over recent years,  IBM prefers to handpick a relatively select group, numbering approximately 1,000, and develop a hand-holding sales and marketing approach with them in a follow-through, go-to-market strategy."  Both are viable strategies, but NOT both at the same time!!  "To be sure, the results of VARBusiness' 2004 State of Application Development survey indicates that Microsoft's strategy makes it the No. 1 go-to platform vendor among the 472 application developers participating in the survey.  In fact, more than seven out of 10 (76 percent) said they were partnering with Microsoft to deliver custom applications for their clients.  That number is nearly three times the percentage of application developers (26 percent) who said they were working with IBM ..."  Percentages as follows:  Microsoft, 76%; IBM, 26%; Oracle, 25%; MySQL, 23%; Red Hat, 17%; Sun, 16%; Novell, 11%; BEA, 9%.  I said BOTH, NOT ALL.  Think Microsoft and IBM.  However, a Java strategy could be BOTH a Sun AND IBM strategy (and even a BEA strategy).  See http://tinyurl.com/68grf .
 
There was another article I liked called, "How to Team With A Vendor," although it's not part of the app-dev special section per se.  This posting is too long, so I'll either save it for later or now note that it has been urled.  See http://www.furl.net/item.jsp?id=680282 .  Also a kind of funny article on turning an Xbox into a Linux PC.  See http://tinyurl.com/4mhn6 .  See also http://www.xbox-linux.org .
 
Quick note:  I'll be in SH and HZ most of next week, so I may not publish again until the week of the 23rd.
 
Cheers,
 
David Scott Lewis
President & Principal Analyst
IT E-Strategies, Inc.
Menlo Park, CA & Qingdao, China
 
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          Roma AŞ: Ä°ki Kardeşin Temelini Attığı Dürüst mü Dürüst Bir Aile Şirketi        
Turkish

Her şirketin kuruluşunda bir efsane vardır. Küçük şirketler bile haklarında çok şey bilinmeyen atalarıyla ilgili hikâyeler üretir. Hayatının başında meteliğe kurşun atan Morty Amca’nın şimdiki haline bakın! Providence’tan Trenton’a kadar doğu sahili boyunca uzanan bir perakende mağaza zinciri! Elindeki birkaç kuruşla ve küçük bir ham­burger tezgâhıyla Ray Kroc, ortaçağ California’sında soğan doğrayıp köfte çevirerek ve bu şekilde milyarlarca, hatta günün birinde trilyon­larca insana hizmet veren binlerce mola yerinin her biriyle övüneceği bir dev yarattı. Genç Bill Gates ve Nolan Bushnell, ileri teknolojiden ziyade kötü rock and roll üretmeye elverişli olan, varoşlardaki tuhaf bir garajda iğrenç sivilceleriyle oynarken kişisel bilgisayarın hayalini kuruyorlardı. Babasının puro işinde sıkıntıdan patlayan Bill Paley, yeni bir mecra olan radyonun, hareket halinde olmaya uygun bir ürün olduğuna karar verdi, içinden ürünün geçtiği bir iletişim hattına sahip olup olamayacağını kendi kendine sordu ve bu istasyonları birbirine bağlayınca ne olacağını merak edip bir radyo ağı yarattı.Bu hikâyeler, yatırım ve ticaretin iç dinamiklerini harekete geçirir ve şirketleri kendilerine ait birleştirici bir anlayışa sahip olmaya götürür. Vazgeçilmez ve önemli oldukları hissi, onlara en azından daha ucuza çalışacak eleman alma yeteneği kazandırır.

Roma’nın kuruluş destanı, kuş uçmaz kervan geçmez bir tepede yaşayan birkaç derbeder çobanla başlar. Zaten o zamanlar kuş uçmaz kervan geçmez olmayan yer yoktu. Bu küçük, gürültücü grup, sürüle­rini otlatıyor ve vahşi doğada dolaşan kurt sürülerine karşı kendilerini savunuyorlardı.

Daha sonra Roma’ya dönüşecek olan geleceğin aile şirketinin ilk atası bu düşmanca ortama gözünü açtı. Adı Aineias’tı ve Homeros’ta anlatılan, Troya’nın o meşhur düşmanca ele geçirilişinden sonra yerleşecek yeni bir yer arıyordu. Oğlu yol kenarında Alba Longa adında küçük bir kent kurdu ve bu kent, kardeş olan iyi kralla kötü kral arasında hâkimiyet mücadelelerine sahne olacak kadar büyüdü.

Bugün de büyük-küçük tüm kurumlarda sıklıkla olduğu gibi, kötü kral ne yapıp edip Alba Longa’da iktidara geldi. Kötü CEO öylesine büyük bir tehlikeydi ki kardeşi hayatından endişe etti, başka yerlerdeki önemli işler için sayısız yolculuğa çıkarak neredeyse sırra kadem bastı ve böylece işten atılması da zorlaştı.

Alba Longa’nın kötü başkanı o kadar kötüydü ki iyi kralın kızını Vesta Rahibesi olmaya zorladı. Vesta Rahibeleri önemli dini şahsi­yetlerdi, ancak bu işi sürekli yapabilmeleri için temel koşul ömürleri boyunca her türlü cinsel ilişkiden kaçınmalarıydı. Bu, büyük ihtimalle onlar için olduğu kadar dinlerin evliliği yasakladığı diğer kurumsal kültürler için de geçerliydi.

Vesta Rahibesi, iyi başkanın kızı, tabii ki ibretlik bir örnekti – ta ki iyi ya da kötü talihiyle savaş tanrısı Mars’ın ilgisini çekinceye kadar. Roma tanrıları güçlü varlıklardı ve böyle oldukları için de diğer birçok tanrıya göre daha çekiciydiler. Ve elbette genel merkezden mükemmel bir yetkilinin ortaya çıkıp yerel bir kasabaya gelerek, alt kadrodan gözü yaşlı bir personeli bambaşka bir halde bıraktığı ilk vaka değildi bu. Rahibeden hoşlanan tanrı hiç vakit kaybetmedi ve Tacitus’a göre ona uykusunda sahip oldu. Böylece anneleri bakire, babaları bir tanrı olan ikizler dünyaya geldi. Adları Romus ve Romulus’tu.

Vesta Rahibesi (artık eski Vesta Rahibesi demek gerekiyor sanırım), yeni şirketin müstakbel sahiplerinin mağrur annesiydi. Ancak onla­rın varlığı, çok kötü olan mevcut CEO tarafından takdir edilmedi. Varlıklarından haberdar olunca anneleriyle birlikte çocukları da Tiber Irmağı’na attı. Irmak, kutsal rahibeler için ve tanrısal varlıkların ço­cukları için bile feci soğuk ve zorluydu.

Rahibenin güzelliği ırmak tanrısı tarafından fark edilince rahibe mucizevi bir şekilde hayatta kaldı. Tanrı, kadınla evlenerek onun na­musunu kurtardı. İkizler ise ırmağın kıyısında karaya fırlatıldı. Tam burada bir kurt sürüsü yaşıyordu ve bir anne kurt bebekleri emzirmek için hazır bulunuyordu. Büyüyüp serpilen çocuklar, kötü kralın çobanı tarafından evlat edinilecek kadar hayatta kalmayı başardı. Çoban onları tam da kralın korktuğu şekilde yetiştirdi – kendisinin kaçınılmaz sonu ve etrafındaki yeni nesil üst düzey yöneticiler olarak.

Böylece büyüyüp yetişkinliğe adım atan yakışıklı, iyi kalpli ve yete­nekli gençler Gabii’de okula gittiler ve çobanın ya da domuz çobanının (kime inandığınıza bağlı) oğulları olarak bilindikleri Alba sarayında vakit geçirdiler. Kötü kralın hizmetkârlarının sinirine dokunuyor, ancak kralın dikkatini hiç çekmiyorlardı.

Günün birinde domuzların çalınmasıyla ya da o zamanlar idamla cezalandırılan başka bir suçla ilgili bir kavga çıktı ve Romus durumu kontrol altına almak üzere bir grup genci topladı. Yerel merciler top­lanan bu kalabalığı yanlış yorumlayarak onları CEO’yu öldürmeye niyetlenmiş yevmiyeli bir işçi grubu sandı. Romus en tepedeki adamın huzuruna çıkarıldı. Adam ilk anda Romus’a ne yapacağını bilemedi.

Tuhaf bir güzelliği olan genç adamda özel bir şeyler olduğunu fark eden kötü başkan, o zamanlar bile eski olan delege etme sanatını kullanarak konuyu emri altındakilere havale etti, ancak onlar da ne yapacaklarını bilemez haldelerdi. Bu arada, ezeli ve ebedi başkan, o sırada yarı emekli bir Jobs olarak kırlarda dolaşan iyi kalpli büyükbaba ortaya çıkıp Romulus’u kardeşine yardım etmesi için yüreklendirdi. Romulus yardıma gitti ve göz açıp kapayıncaya kadar Romus serbest kaldı, kötü adam öldü ve Alba Longa bir kez daha gerçek başkanının, büyükbabanın eline geçti. Böylece ilk kurumsal el değiştirme tamam­lanmış oldu.

Bu hikâyedeki kötü başkanın paranoyasının sağlam temellere dayandığına dikkat edin lütfen. Paranoya hemen her zaman sağlam temellere dayanır, özellikle de üst düzey yöneticilere sunulan tek tazminat seçeneğinin, başlarının vücutlarından ayrılması olduğu kurumsal kültürlerde.

Doğuştan sahip oldukları hakkı öğrenip işe el koyan ve büyükba­balarına tahtı geri veren Romulus ve Romus kendi başlarına kalıp iki nedenden dolayı farklı bir yola koyuldular. Birincisi, kendi toprakla­rında her şey yoluna girmişti ve orada hükümdar olmalarının tek yolu büyükbabalarını öldürmekti. İyice düşünüp taşınan ve bunu reddeden kardeşlerin başka bir sorunu vardı: Askerler, köleler, kadınlar, çocuklar, kâhinler, domuz çobanları ve ipsiz sapsız bir sürü insandan oluşan, başıboş ve olacaklara hazırlıklı büyük bir kalabalık, son yıllarda yürüt­tükleri kurumsal savaşlar boyunca onlara bağlanmıştı. Kullanılmadığı takdirde tehlikeli bir sorumluluğa dönüşebilecek bu büyük kaynakla ilgili ne yapılabilirdi? Özellikle erkekler çeşitli amaçlarla yerli kadınları alıkoymaya başladığında, Plutarkhos’un belirttiği gibi “zorla alıkoyduk­larına karşı sıra dışı bir saygı gösterip hürmet etseler” bile, Alba Longa halkı bu güruhtan hiç kimseyi kesinlikle istemez oldu.

Kurucuları, girişimin büyümesi ve başarılı olması için merkezi bir önemi olan politikayı bu noktada, şirketin bu ilk günlerinde benimsedi. Bölgedeki bütün kaçaklara, seyahat eden askerlere, borçlulara, dilenci­lere ya da yersiz yurtsuzlara kapılarını açtılar, ibadetleri için bir tapınak sağladılar, hepsini korudular ve hiçbirini geri çevirmediler, ne köleleri sahiplerine ne katilleri polise teslim ettiler. Ve her birine değerli bir ödül teklif ettiler: Bu yeni oluşumda vatandaşlık ya da –iş dünyasının diliyle– en düşük yevmiyeli çalışan ya da danışmana bile kadrolu iş. Hakiki sadakat böyle temeller üzerinde kurulur.

Fethedilene vatandaşlık vermeye ve aynı şekilde gönüllü askerliğe yönelik olan bu politika, şirket tarafından alınan küçük şirketlerin her birini, çoğu zaman daha küçük, daha zayıf ve daha kötü giyimli hedef şirketteki üst düzey yöneticiler de dâhil olmak üzere, bir ölçüde hoşnut etti.

Çok geçmeden, Palatium Tepesi üzerinde bir gecede biten mantarlar gibi binin üzerinde ev belirdi. Kardeşler de bu işgücünü korumak ve bir arada tutmak için yerleşim merkezlerini canla başla inşa etmeye koyuldular.

Şirket için bir merkez ofise duyulan ihtiyaç R kardeşler –o andan itibaren kurucular– tarafından fark edildi ve sonunda yeni şirketi, ne yöne gittiklerini bilmeyen, kendilerini sanata, felsefeye kaptırıp her şeyi eskisi gibi sürdürmeye devam eden, Atina, Sparta ve başka yerlerde

ofisleri bulunan, o bölgenin eski büyük tüzel kişiliklerinden çok daha birleşik ve güçlü hale getirdi.

Kısa süre içinde duvarları nereden başlatacakları üzerine bir tartışma çıktı. Kardeşler bir anda birbirlerinden rahatsızlık duymaya başladılar. Genişleme, büyüme ve ortak başarıya eşlik eden tatlı sorunlara karşı aşırı bir tepki olarak görülebilir bu. Tam tersine. O gün de şimdi olduğu gibi ofis alanının boyutu, şekli ve düzenlemesi pek çok kanlı çekişmeye neden oluyordu.

Böylece Romulus genel merkezi bir yere kurmak istedi, Romus ise başka bir yere. Romulus bunu belli bir şekilde yapmak istedi, Romus da –tabii ki– başka bir şekilde. Öfkeden deliye dönen Romulus, “Ben de yoluma böyle devam ederim. Romus’la bu konu üzerine konuşmak için bir toplantı daha yaparsam kardeşim demeyip o lanet olasıcayı öldüreceğim,” diye düşündü.

Romulus projeye girişti, her iyi kuruluşun ihtiyacı olan ilk şeyi –güvenliği, yani duvarları– halletmek üzere kolları sıvadı. İş başladı. Heyecan doruktaydı. “Tanrım,” diye düşündü Romulus kendi kendine, “tek başına çalışmak ne güzel! O itici, dik kafalı ve her şeye muhalefet eden kardeşim sürekli kuyruğumda olmayınca ne kadar rahatım!” Romulus hem bu gelişmeden zevk alıyor hem de derin düşüncelere dalıyordu ve düşündükçe öfkesi daha da artıyordu. Burada gücünü ve adını o herifle paylaşıyordu, oysa o oturduğu yerden Romulus’un aklına gelen her fikrin altında bir bityeniği aramaktan başka bir şey yapmıyor­du. Peki, kendisinin herhangi bir fikri var mıydı? Bir tane bile yoktu.

Romulus’un şehri Roma çok büyük olacaktı, dünya tarihinin gelmiş geçmiş en büyük şehri. Bir vizyonu, bir alınyazısı olacaktı. Üşütük kardeşinin kuracağı uyduruk yer gibi bir çöplük olmayacaktı. Çakma şehrine hangi adı verecekti acaba? Reme mi?

Romulus’un gözünün karardığı ve şirketi kardeşinin elinden aldığı o vahim günle ilgili farklı hikâyeler anlatılır. Kimileri Romus’un şehrin yeni duvarlarının boyutuyla ilgili huzursuzluk çıkardığına, fazla alçak olduğunu söylediğine inanır. Bazı söylentilere göre ise duvarlar çok zayıf olduğundan Romus üstünden kolayca atlayarak dalga geçmiştir. Büyüklük ve boyla ilgili şakalar, sıkı bir rekabet içindeki erkekler arasında asla iyi sonuçlara yol açmaz. Genel kabullere göre Romus kardeşiyle dalga geçmiş, bu duruma daha fazla dayanamayan Romulus da onu baş aşağı yere devirmiş. Belki de niyeti onu öldürmek değildi. Bu düşünce Roma tarihinin geri kalanıyla çelişiyor olsa bile hadi biz de öyle düşünelim.

Şiddet içerikli bir sapkınlık değildi bu. Yapım işleri devam edebil­sin diye kardeşini öldürmekle Romulus gerçek bir yönetici kişiliğin tüm özelliklerini sergiliyor ve aynı zamanda bir kurumsal kültür tesis ediyordu.

 

Yönetici Kişilik

Zeki, stratejik, dinamik

Pek çok diğer harika karakter özellikleri ve…

Sağı solu belli olmayan nevrotik gurur

Sarsıcı, kontrol edilemeyen öfkeye yenik düşme

Dürtü kontrolsüzlüğü

Etik fakat ahlak dışı

Cüretkâr, kararlı, yaratıcı

Kendiyle ilgili yok denecek kadar az mizah anlayışı

 

Bu hızlı hamleyle Romulus, Roma haline geldi. Tıpkı Edison’ın, Ford’un ve Jobs’ın kurdukları şirketlere kalıcı bir marka vermeleri gibi o da bundan böyle halkın ne giyeceğinden neyi, nasıl yiyeceğine, hangi saatte uyuyacağından gururlu, üzgün ya da kızgın oldukların­da nasıl konuşacağına, yolda neler yapacağına kadar her ayrıntısıyla gelecek bin yılda Roma’nın nasıl yaşayacağını belirledi. Dediğim dedikti. Son derece tehlikeliydi. Bir şeyler yaratmayı da seviyordu, bir şeyleri öldürmeyi de. Kendi içinde yaratma ve yok etmenin ikili gücünü dengeliyor, bunu zamanının tüm diğer adamlarından daha iyi yapıyordu. İşlerin halledilmesi için ne gerekiyorsa yapma konusunda vahşi bir iştahın yanı sıra bütün bunlar da Roma’nın ayakta kalmasını sağlayan niteliklerdi.

Artık dünyaya sattıkları şey Roma fikriydi. Kıyamet gününde, bu görev bilinci yok olduğunda kaç tane askeri birliğiniz olduğunun hiçbir önemi kalmazdı, kaybetmeye mahkûm olurdunuz. İşin başında Romulus şirkete sadece bir kurucunun sağlayabileceği, esaslı bir şey hediye etmişti: Kurum kavramı.

Yüreklerinde ve zihinlerinde bu olduktan sonra zaten durdurula­mazlardı.

  • Tarih
  • Stanley Bing
              2010 Forbes ranking of the world's billionaires        
    Bill Gates is no longer the world's richest man. Carlos Slim Helu took that position, while a record 164 10-figure titans return to the ranking amid the global economic recovery.

    41 Vote(s)
              Top 10 Must watch videos for Entrepreneurs.        
    Being an entrepreneur shows the real guts of a person. Not only it clearly indicates the talent and the real brainstorm of that genius, but also unveils the struggle. Obviously becoming a successful entrepreneur is not a cakewalk, it takes some tough decisions and hard work, you have to be audacious.
    Here i'm gonna show you best 10 Youtube videos to become a successful entrepreneur, that will surely help for any problem you come across on your way.

    1.Developing a CEO within you


    10) The Apartment (El Apartamento) en el hotel The Connaught de Londres. Precio medio por noche: 23.500 dólares por noche. 285 metros cuadrados.
    the apartment
    The Apartment ha sido recientemente remodelado. Es un ático del hotel The Connaught. Tiene dos dormitorios y ha sido diseñado para que el huésped se sienta como en la casa de un coleccionista. La sala de recepción está llena de una gran variedad de arte. En esta exclusiva suite se pueden encontrar libros de edición limitada.
    Ofrece un servicio de mayordomo las 24 horas del día. Se puede organizar una cena privada a cargo de la chef francesa Hélène Darroze (dos estrellas Michelín). Haz click aquí para reservar.
    9) Suite Presidencial del Hotel Cala di Volpe. Ubicación: Porto Cervo, Italia. Precio medio por noche: 26.000 dólares. 450 metros cuadrados.
    Situada en la glamurosa Porto Cervo, fue creada en la década de 1960. Cuenta con tres dormitorios, un solárium, un gimnasio y una gran piscina privada. La suite está decorada en el estilo clásico romántico sardo, con techos de vigas y suelos de terracota. Una gran terraza ofrece vistas panorámicas a la costa azul y brillante. Haz clic aquí para reservar.
    8) Shangri-La Suite, en el hotel Shangri-La Bosphorus. Ubicación: Estambul, Turquía. Precio promedio por noche: 26.385 dólares. 366 metros cuadrados.
    Shangri-La Bosphorus
    La Shangri-La Suite, de dos dormitorios, es la única habitación en el ático del hotel con vistas al romántico estrecho del Bósforo. La suite cuenta con tres terrazas privadas y separadass. El cuarto de baño, revestido de mármol, tiene una calefacción por suelo radiante y televisión de 19 pulgadas integrada en el espejo. Los artículos del tocador son de Bulgari. Haz clic aquí para reservar.
    7) La Suite Presidencial del Mandarin Oriental Pudong de Shanghai, China. Precio medio por noche: 26.450 dólares. 788 metros cuadrados.
    La Suite Presidencial en el Mandarin Oriental Pudong ocupa la mayor parte del piso 25 del hotel.Este apartamento de dos dormitorios tiene su propia bodega de vinos privada, una cocina totalmente equipada, una sala de reuniones privada y un comedor.
    Solo el baño es más grande que la mayoría de los apartamentos de Hong-Kong. Tiene 50 metros cuadrados y está equipado con artículos de lujo en su tocador. Hay dos jardines en la azotea privada con increíbles vistas de toda la ciudad, si la contaminación no está demasiado concentrada ese día.
    Haz clic aquí para reservar.
    6) La Royal Suite del Hotel Plaza Athénée. Ubicación: París. Precio medio por noche: 27.000 dólares. 450 metros cuadrados.
    Royal Suite
    Hace dos años esta Royal Suite tuvo un cambio de imagen completo. Los interiores fueron remodelados por Marie-José Pommereau, co-fundadora de la versión francesa de la revistaArchitectural Digest y conocida por su trabajo en decorar algunas de las mejores casas de Francia. El resultado: una decoración clásica inclinada hacia el período de Regencia del siglo XVIII, con instalaciones de alta tecnología, incluyendo televisiones ocultas detrás de los espejos, un jacuzzi y un baño turco. La suite cuenta con cuatro habitaciones con baño, tres salas de estar y una cocina independiente.
    Haz clic aquí para reservar.
    5) La RoyalVILLA, en elGRAND RESORT LAGONISSI. Localización: Atenas, Grecia. Precio medio por noche: 35.000 dólares. 410 metros cuadrados.
    royal villa
    Únete a la cola, detrás de Leonardo di Caprio y Mel Gibson, para reservar esta suite. Un lugar de vacaciones muy disputado entre las celebridades internacionales.
    La Royal Villa del Grand Resort Lagonissi combina el glamour del Mediterráneo con la decoración griega clásica. La villa tiene dos dormitorios principales, cada uno con una chimenea, y un baño de mármol de gran tamaño (con un baño para las visitas adicional).
    Cuenta con mayordomo privado que se queda en una habitación de servicio con entrada independiente. Para los amantes del sol hay una terraza a nivel del mar para tomar el sol de manera privada. Cuenta también con un gimnasio totalmente equipado.
    Haga clic aquí para reservar.
    4) La suite Penthouse del GrandHYATT Cannes Hôtel Martinez. Ubicación: Cannes, Francia.Precio medio por noche: 37.500 dólares. 180 metros cuadrados.
    suite Penthouse
    Este clásicoHOTEL ART Deco en el Boulevard de la Croisette fue inaugurado en 1929 por Emmanuel Michele Martínez, hijo del barón Giovanni Martínez. El año pasado fue vendido al grupo hoteleroHYATT. En el séptimo piso del Martínez está la fabulosa suite Penthouse, con dos dormitorios completos, baños de mármol, una sala de estar y comedor extra grandes. Una terraza privada de 290 metros cuadrados con jacuzzi ofrece vistas fabulosas de la bahía de Cannes.
    Haga clic aquí para reservar.
    3) Hilltop Estate en Laucala IslandRESORT. Ubicación: Isla Laucala, Fiji. Precio medio por noche: 40.000 dólares. 1.200 metros cuadrados.
    Hilltop Estate
    El complejo consta de 25VILLAS de gran lujo con acceso privado-playa. Los huéspedes en la isla gozan de comida gourmet y un masaje de bienvenida en el spa.
    La residencia es propiedad del multimillonario de Red Bull, Dietrick Mateschitz pero cuando se queda vacante, está disponible para alquilar. Haz clic aquí para reservar.
    2) Ty Warner Penthouse enFOUR SEASONS HOTEL. Ubicación: Nueva York. El precio promedio por noche: 45.000 dólares. 400 metros cuadrados.
    Ty Warner Penthouse
    Cada centímetro de esta suite está cuidadosamente cuidado, desde las almohadas de seda japonesa del siglo XVIII a la extensa biblioteca con cientos de volúmenes sobre el arte y la cultura. La suite cuenta con su propio conserje de arte privado.
    En la ciudad de los rascacielos, es laHABITACIÓN DE HOTEL más alta de Nueva York, con increíbles vistas de 360 grados. Haz click aquí para reservar.
    1) Suite Royal Penthouse en elHOTEL President Wilson. Lugar: Ginebra, Suiza. Precio medio por noche: 67.000 dólares. 1.800 metros cuadrados.
    Suite Royal Penthouse en el Hotel President Wilson
    Los suizos son expertos en productos de lujo. Cuando hacen algo, lo hacen bien. Estamos hablando de 12 habitaciones palaciegas completas con 12 baños de mármol y una terraza que abarca toda la suite con vistas panorámicas sobre el lago Ginebra y los Alpes suizos.
    Baños con televisiones de plasma, el piano de cola Steinway y, por supuesto, una colección de arte cuidadosamente seleccionada. El Royal Penthouse es un favorito entre los VIPs y políticos. Según informes, los huéspedes más famosos han incluido a Bill Clinton, Michael Jackson, Richard Branson, Bill Gates y Rihanna. Y, al ser suizo, la seguridad es sin igual: con ventanas a prueba de balas y un ascensor privado.

              Anatomy of a Geek        

    I just got tagged by my old friend Jacob Sebastian at Beyond Relational, and it turns out it's my turn to explain how I became such a geek :)

    Way back in the day I got my start on the TRS-80 Model III (affectionately known as the "Trash-80s"), a nice little Z-80 based desktop computer with an 80x25 monochrome screen and a whopping 64KB of memory.  When I say "desktop", I mean it could fill an entire desktop :)  After playing some games written in BASIC on it I started getting curious about what made the games work.  So I started reverse-engineering them and eventually got to where I could actually write my own games on it.  Around that same time I got to start writing code on a Commodore 64 (oh, the colors and sounds!)  Of course creating database applications on a computer with 64KB of memory, a processor designed to run toaster ovens and a tape drive proved a little more challenging than I cared for :)

    Inside a Geek's Brain

    Fast-forward a few years - I started writing Turbo Pascal ("terrible Pascal" anyone?) programs on PC compatibles (the ones with the incredible 16 color palette -- only 4 colors viewable at any one time...)  And my memory suddenly spiked up to 640KB ("no one will ever need more" -- I still believe it!)  I actually wrote several increasingly complex homemade database management programs myself during that time, until I finally got my hands on a copy of dBase and realised someone else had already built the database engine.  Talk about an epiphany--suddenly I could concentrate on designing databases and not database engines!

    Around 1995 I was introduced to the world of relational databases with SQL Server 6.0. Since then I've been plugging away at SQL and learning new things with each new release.  I'm still fascinated at the potential of database systems and where we're headed.

    I guess my best advice to anyone who wants to be a geek would be explore all the interesting code samples you can find and don't get discouraged, even when your code breaks on the first 99 runs :)

    To continue the chain I'd like to tag a couple of folks that I'm personally interested in finding out about their start in this field:

    * SQL Server guru extraodinaire, Adam Machanic
    * THE Powershell Grandmaster (and Bill Gates body double), Allen White


              RE[3]: As a Power User...        
    Bill Gates would like that
              Kto stworzył Google?        

    Kto stworzył Google?

    Dopiero parę dni temu zorientowałem się, że nie mam pojęcia. Steve Jobs, Bill Gates - każdy zna. Zuckerberg - też zna, bo widział film.

    Google wymyślili Page i Brin.

    Poszukałem jakichś wywiadów z nimi i jestem zaskoczony. Spodziewałem się wizjonerów, a zobaczyłem szkoło. Gościowie są tak niewiarygodnie nijacy, że aż przeźroczyści. Nie mają nic do powiedzenia, kompletnie nic. Nie znalazłem ani jednego zdania wartego zapamiętania.

    Dziennikarze zawsze pytają takich ludzi: "jaka jest tajemnica waszego sukcesu". W tym wypadku tajemnicą jest...

              MS has not changed        
    In a private memo to the company's internal Office Group, 10 years ago, Microsoft head Bill Gates wrote: "Allowing Office documents to be rendered very well by other people's browsers is one of the most destructive things we could do to the company. We have to stop putting any effort into this and make sure that Office documents very well depends on PROPRIETARY IE capabilities." Interoperability is simply not in Microsoft's interests. MS Office earns them so much money that if they finally only manage to the adaption of ODF by a year or so because of all this OOXML confusion, then it was worth it.Edited 2008-04-02 22:11 UTC
              LISTen: An LISNews.org Program -- Episode #259        

    This week's episode presents a news miscellany.

    Related links:

    Download here (MP3) (Ogg Vorbis) (Free Lossless Audio Codec) (Speex), or subscribe to the podcast (MP3) to have episodes delivered to your media player. We suggest subscribing by way of a service like gpodder.net.

    This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 United States License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/us/.


              Peace Revolution episode 048: The Philosophy of Life / This is John Galt Speaking        
    itunes pic

    Notes, References, and Links for further study:

    1. Tragedy and Hope dot com
    2. Invitation to the Tragedy and Hope online community
    3. Log in page for the Tragedy and Hope online community
    4. Peace Revolution primary site (2009-2012)
    5. Peace Revolution backup stream (2006-2012)
      1. Includes the 9/11 Synchronicity Podcast (predecessor to Peace Revolution)
      2. These 2 podcasts amount to 250+ hours of commercial-free educational content, which formulate a comprehensive and conscious curriculum.
    6. Change your default settings from Google to Start Page!
      1. Start Page Search Firefox Add-On
    7. The Ultimate History Lesson dot com
    8. The Ultimate History Lesson Official Playlist (on YouTube)
    9. The Ultimate History Lesson (Torrents)
      1. (Video) The Ultimate History Lesson (5+ hours / 1080p HD mp4)
      2. (Audio) The Ultimate History Lesson + Commentary (16+ hours / mp3)
        1. If you’re interested in downloading the torrent versions, please send an email to: Editors@TragedyandHope.com with the word “torrent” in the subject line.
    10. What is a Torrent? (on Wikipedia)
      1. uTorrent (software to create and download torrent files)
    11. TRANSCRIPT for Episode 048: The Philosophy of Life
    12. Russell Means (on Wikipedia)
      1. www.RepublicofLakotah.org
      2. American Economic Collapse Imminent” interview with Alex Jones (on YouTube)
      3. Welcome to the Reservation” produced by Alex Jones & the Infowars Team
    13. TSA Greatest Liars on Earth” an editorial comment by Alex Jones & the Infowars Team
    14. “What means the number, 451?” from Fahrenheit 451, a 1966 film based on the book of the same name, by Ray Bradbury in 1953.
    15. Banning Fahrenheit 451: Why You Should Read It (on YouTube)
    16. Beyond SOPA: The Past, Present and Future of Internet Censorship” by James Corbett
      1. ACTA: Anti-Counterfeiting Trade Act (on YouTube)
    17. Vaccinations for Depopulation: Bill Gates and Sanjay Gupta (on YouTube)
    18. Dr. Richard Stallman interviewed by Alex Jones courtesy of Infowars.com
      1. Dr. Richard Stallman (on Wikipedia)
      2. www.Stallman.org
    19. Examples of how artists use the internet to spread their message:
      1. Free Talk Live with Ian Freeman, courtesy of Cody Hall
    20. The Tiny Dot: Larken Rose interviewed on Corbett Report Radio #55
    21. Atlas Shrugged” by Ayn Rand (on Wikipedia)
    22. This is John Galt Speaking” (on YouTube)
      1. Note: Galt is speaking to the plunderers, not the producers; to the irrational, not the rational. He is chastizing those who value illusions, and appealing to others who use reason.
      2. Note: Rand is less than comprehensively accurate in her description, as she succumbs to the fallacy of authority; which is indeed, a slippery slope. That being read, there is a great deal of useful information to be comprehended, removing contradictions as they are encountered; through which we are all empowered.
    23. If You were King” by Larken Rose (on YouTube)
    24. “The Most Dangerous Superstition” @ www.LarkenRose.com

    Peace Revolution partner podcasts:

    Corbett Report dot com

    Media Monarchy dot com

    Gnostic Media Podcast

    School Sucks Project Podcast

    Remedy Radio Podcast

    Meria dot net

    Other productions by members of the T&H network:

    The Ultimate History Lesson: A Weekend with John Taylor Gatto (2012) a journey into the dark heart of public schooling, revealing how America became incoherent, one student at a time.

    Navigating Netflix (2011) our video series wherein we conduct a critical analysis of films you might have missed; Navigating Netflix is available for free on YouTube.

    "Memories of a Political Prisoner", an interview with Professor Chengiah Ragaven, graduate of Oxford, Cambridge, and Sussex; AFTER he was a political prisoner, who was exiled from South Africa, during Apartheid. (2011)

    What You've Been Missing! (2011) is our video series focusing in on the history of corruption in our public education system.

    Top Documentary Films dot com: Hijacking Humanity by Paul Verge (2006)

    Top Documentary Films dot com: Exposing the Noble Lie (2010)

    Top Documentary Films dot com: The Pharmacratic Inquisition by Jan Irvin (2007)

    THANK YOU FOR YOUR SUPPORT! If you would like to donate so that we can continue producing independent media without commercial advertising, simply click the button below for a one-time donation:

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              another giveaway coming soon        

    Soon, I will be doing another review and giveaway for CSN Stores, purveyors of pretty much everything -- sling backpacks, snow booties for dogs (no joke) and the coolest Lego sets ever made (I want this).  And today is Cyber Monday, don’t forget, if you are still working on that Christmas shopping list…

    (On another note, this is my first post using the updated Windows Live Writer. It’s very, very nice. Thank you, Bill Gates.)


              Los Hombres Más Ricos Del Mundo "2010"        
    Segun la revista Forbes en lo que va de este año 2010. La lista oficial de las 10 personas más ricas del mundo "The World's Billionaires" se encontraría así.

    Sorprendentemente el conocido creador y fundador de Windows, Bill Gates habría dejado el trono que lo coronaba hace varios años ya como el hombre más rico del mundo, y fue desplazado por Carlos Slim Helu. Los detalles de él y los otros 9 integrantes de la lista a continuación...... Si no conocen a alguno de los millonarios pueden hacer click en el nombre que esta enlazado a "Wikipedia".

    PUESTO #1
    Carlos Slim Helu


    Valor Neto: $53.500 Millones
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Telecom
    Edad: 70
    País de Nacimiento: México
    Ciudad Actual: México City
    Educación: Universidad Nacional Autónoma de México. Bachillerato en Artes/Ciencias
    Estado Civil: Viudo - 6 Hijos


    PUESTO #2
    William H. Gates III (Bill Gates)
    Valor Neto: $53.000 Millones
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Microsoft
    Edad: 54
    País de Nacimiento: United States
    Ciudad Actual: Medina, Washington
    Educación: Harvard. No termino sus estudios.
    Estado Civil: Casado - 3 Hijos

    PUESTO #3
    Warren Buffett
    Valor Neto: $47.000 Millones
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Berkshire Hathaway
    Edad: 79
    Pais de Nacimiento: United States
    Ciudad Actual: Omaha, Nebraska
    Educación: Universidad de Colombia, Master en Ciencias. Universidad de Nebraska, Lincoln, Bachiller en Artes/Ciencias
    Estado Civil: Viudo - 3 Hijos

    PUESTO #4
    Mukesh Ambani
    Valor Neto: $29.000 Millones
    Fortuna: Heredada y en Crecimiento
    Fuente de Ingresos: Petroquímica, petróleo y gas.
    Edad: 52
    País de Nacimiento: India
    Ciudad Actual: Mumbai
    Educación: Universidad de Stanford-Abandono. Universidad de Bombay-Bachiller en Artes/Ciencias
    Estado Civil: Casado - 3 Hijos

    PUESTO #5
    Lakshmi Mittal
    Valor Neto: $28.700 Millones 
    Fortuna: Heredada y en Crecimiento
    Fuente de Ingresos: Acero
    Edad: 59
    Pais de Nacimiento: India
    Ciudad Actual: Londres
    Educación: St Xavier C Calcutta-Bachelor of Arts / Science
    Estado Civil: Casado - 2 Hijos

    PUESTO #6
    Lawrence Ellison
    Valor Neto: $28.000 Millones
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Oracle
    Edad: 65
    Pais de Nacimiento: Estados Unidos
    Ciudad Actual: Redwood City, California
    Educación: Universidad de Chicago-No terminó
    Estado Civil: Casado - 2 Hijos

    PUESTO #7
    Bernard Arnault
    Valor Neto: $27.500 Millones
    Fortuna: Heredada y en Crecimiento
    Fuente de Ingresos: LVMH
    Edad: 61
    País de Nacimiento: Francia
    Ciudad Actual: Paris
    Educación: Escuela Politécnica-Bachillerato en Artes/Ciencias
    Estado Civil: Casado - 5 Hijos

    PUESTO #8
    Eike Batista
    Valor Neto: $27.000 Millones
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Minería, petróleo
    Edad: 53
    País de Nacimiento: Brasil
    Ciudad Actual: Rio de Janeiro
    Educación: Universidad Acachen RWTH-No terminó
    Estado Civil: Divorciado - 2 Hijos

    PUESTO #9
    Amancio Ortega
    Valor Neto: $25.000 Millones 
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Zara
    Edad: 74
    País de Nacimiento: España
    Ciudad Actual: La Coruna
    Educación: No Especificada
    Estado Civil: Casado - 3 Hijos

    PUESTO #10
    Karl Albrecht
    Valor Neto: $23.500 Millones 
    Fortuna: Auto-Obtenida
    Fuente de Ingresos: Aldi
    Edad: 90
    Pais de Nacimiento: Alemanial
    Ciudad Actual: Mulheim an der Ruhr
    Educación: No Especificada
    Estado Civil: Casado - 2 Hijos

    Como pueden ver, la lista para muchos debe ser algo extraña, con nombres algo desconocidos. Muchos como yo, esperábamos ver hombres de gran importancia, dueños de compañías de gran reconocimiento. Pero parece qué no es así. 

    Lista completa click aquí.



    http://www.forbes.com/

              Microsoft Decides It Can't Compete With Salesforce.com; Sues For Patent Infringement Instead        
    Remember back when Bill Gates said:
    "If people had understood how patents would be granted when most of today's ideas were invented and had taken out patents, the industry would be at a complete standstill today... A future start-up with no patents of its own will be forced to pay whatever price the giants choose to impose."
    Those days are long gone, apparently. In its latest patent litigation action, Microsoft has decided to sue Salesforce.com for infringing on a bunch of patents. Basically, it looks like Microsoft went through its collection of patents to find whatever they could that Salesforce might possibly infringe on. Take a look at the list:
    • 7,251,653: Method and system for mapping between logical data and physical data
    • 5,742,768: System and method for providing and displaying a web page having an embedded menu
    • 5,644,737: Method and system for stacking toolbars in a computer display
    • 6,263,352: Automated web site creation using template driven generation of active server page applications
    • 6,542,164: Timing and velocity control for displaying graphical information
    • 6,281,879: Timing and velocity control for displaying graphical information (the 164 patent above looks to just be a continuation of this patent)
    • 5,845,077: Method and system for identifying and obtaining computer software from a remote computer
    • 5,941,947: System and method for controlling access to data entities in a computer network
    Amusingly, Microsoft and its super expensive lawyers were apparently in such a rush to file the lawsuit that they put the wrong patent number in on that second to last patent in the filing. Oops. Either way, look over that list of patents and try not to repeatedly shake your head in disbelief at the ridiculously broad nature of each and every one of those patents. And, then, since patent system defenders always remind us that it's the claims that matter, go take a look at the claims and wonder how these patents ever got approved in the first place. Going through that list of patents, you could use them to sue an awful lot of web-based service providers.

    Hopefully (though, unlikely), the Supreme Court gets around to issuing its Bilski ruling and puts software patents like these out of their misery. Here's the full filing for anyone interested:


    Permalink | Comments | Email This Story

              Veja a versão feminina dos maiores bilionários        
    A revista Forbes sempre publica a lista das pessoas mais ricas do mundo. Só que dessa vez eles publicaram também uma versão mostrando a desigualdade entre homem e mulher. “Se Bill Gates fosse mulher ganharia 21% a menos”. Mostrando que a mulher ainda é desvalorizada no mercado de trabalho. Até ...
              Taylor Wilson Bio, Medical Treatment Options, Privacy Policies, & More | Science & Technology Reviews, May 1, 2015        
    Wilson is regarded as an up-and-coming Steve Jobs or Bill Gates for the energy industry; Kaufman demonstrates the effects of Medicare policy on treatment benefits; experts wrestle with the changing concept of privacy
              10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia        

    Kartu nama. Benda yang satu ini emang sulit buat dibikin pudar. Meskipun era sekarang udah banyak orang yang ngegunain produk teknlologi macam BBM, WhatsApp ataupun email buat mem-follow-up seseorang, kartu nama masih tetap digunakan banyak khalayak karena mungkin kartu nama punya kelasnya tersendiri di mata orang-orang tersebut.

    Kita mundur sekitar 5 atau 10 tahun ke belakang saat kartu nama adalah primadona sebagai alat bantu orang-orang dan terutama perusahaan untuk saling memberitahukan keeksistensian mereka di mata publik. Dari berbagai kartu nama yang berseliweran itu, terdapat beberapa yang cukup exceptional. Yup, exceptional karena kartu nama-kartu nama tersebut berasal dari tokoh-tokoh terkenal dunia yang bisa dibilang mempunyai andil besar dalam membentuk dunia ini.

    Berikut penampakan beberapa kartu nama legendaris dari tokoh-tokoh terkenal dunia tersebut.

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Barack Obama

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Bill Gates

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Donald J. Trump

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Eric Schmidt

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Jerry Yang

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Kevin Mitnick

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Larry Page

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Mark Zuckerberg

    10 Kartu Nama Legendaris dari Tokoh-Tokoh Terkenal Dunia: Steve Jobs

    Seems legit kan gan? Dan ini asli loh!

    Sumber: _http://www.bitrebels.com/design/11-famous-business-cards-that-became-legendary/_

              How Rich Would Bill Gates Be Without His Copyright on Windows?        

    Dean Baker
    Truthout, July 10, 2017

    Read More ...


              MSFT Investment Needs More Patience?        

    Via Mini-Microsoft I found the article Microsoft Investment Requires Too Much Patience - Barron's which contains the following excerpt

    Some of the issues that worry analysts:

      1. It was clear from the presentation that many of the growth prospects will take 5-10 years to bear fruit.
      2. The company overspends ("nothing would delight analysts more than a nice big round of cost-cutting.")
      3. The businesses MSFT says it's entering (e.g. advertising and consumer electronics) are far more cut-throat than its current mix.
      4. Microsoft's focus on building internet infrastructure rather than building sites that bring in users is "backward."
      5. Bill Gates's plan to pass control of product development to Ray Ozzie "will not be a smooth one."
      >

    RE: Item #4, it seems weird for analysts to say Microsoft shouldn’t invest in building internet infrastructure but instead on building websites. What do they think you need to build the websites? It’s not like data centers are free.

    Now playing: Kanye West - Stronger (feat. Daft Punk)


              It's That Time of Year Again        

    From the Bloomberg news article Microsoft Gives Bonuses Totaling Almost $1 Billion (Update3) we learn

    Aug. 31 (Bloomberg) -- Microsoft Corp. paid out performance bonuses totaling almost $1 billion in restricted stock to 900 of its top executives.

    One-third of the 37 million shares vest immediately, Redmond, Washington-based Microsoft, the world's biggest software company, said in a regulatory filing today. Chairman Bill Gates and Chief Executive Officer Steve Ballmer were excluded.

    The company revamped its compensation plan in 2003 to hold onto key executives because many of the stock options granted previously were worthless. Doing so gave the company a way to reward executives and remain competitive with rival employers such as Google Inc. after the stock fell 56 percent in 2001 and 2002.

    It's September which means our yearly bonuses and raises are around the corner. It looks like I need to think up another excuse for why my girlfriend and I can't go furniture shopping at IKEA. :)


              Social Worlds of the Information Society: Lessons from the Calumet Region        
    by
    John Monberg
    2003-08-29

    Rhetoric heralding the information society promises a shiny new world. This rhetoric draws on cultural values powerful in America: technology as a means to social progress, an emphasis on individualism, and a belief in the dynamism of free markets. This rhetoric is powerful because the information society is both new and abstract. But what kind of social world and workplace are information technologies likely to actually create when they are shaped by unfettered corporate imperatives? Similar social promises were made at the beginning of the twentieth century when U.S. Steel planned the creation of Gary, Indiana, in the heart of the Calumet Region, on the shore of Lake Michigan, southeast of Chicago: advanced technologies would transform a frontier into a global village, create a wealthy workforce, a clean environment, and exciting social spaces.

    What social worlds emerged from U.S. Steel’s plans over the course of the twentieth century? Richard Dorson, a leading oral historian, conducted an exhaustive analysis of the Calumet Region. He summarized his findings in describing the self-produced myth of the Calumet Region as “a cultural desert peopled by blue-collar workers living in the midst of polluted skies, garbage dumps and violent ghettos.” (Dorson 235) This self-produced myth is perhaps the most succinctly stated vision of the most dystopian kind of social world one could imagine. It is also, at the same time, profoundly true and profoundly false. Cultural desert, blue-collar workers, polluted skies: each of the claims is supported and denied by massive physical, social, and environmental evidence of monumental scale. The Calumet Region offers scenes of a uniquely beautiful duneland environment and desolated urban waste sites, one of the most economically productive facilities in the world and bitter impoverishment. Why did the Calumet Region evolve the way it did over the course of the twentieth century? Early decisions diminished a distinctive ecology, permanently scarred the urban form of the area, and resulted in racial divisions that continue to cause great suffering even today. All of these consequences of power are manifestly visible in the Calumet Region, even as they remain invisible in many analyses of the information age. Corporate imperatives drove the brutal simplification of a complex ecological system and prevented the social solidarities that could challenge corporate power through unionization and community action.

    The logics driving the America Online-Time Warner merger are eerily similar to the forces shaping the Calumet Region’s history. Again, a technologically advanced, capital-intensive corporation with a dominant position in its industry restructures sets of social relations through a calculating rationality. America Online-Time Warner is producing audiences instead of steel, measuring and grading the demographic, psychological, and web-browsing activities of individuals as raw materials in the production process, but the logic it employs is the same logic that U.S. Steel employed one hundred years ago. The lessons of the Calumet Region experience debunk many of the myths surrounding the information age.

    Changes in media technology change patterns of social interaction, and changing patterns of social interaction have political consequences. Given the rapid advancement of communication technology and the wide range of novel uses to which this technology has been put, calls to assess the democratic potential of new communication technologies have become increasingly common. The Calumet Region offers lessons from one hundred years of social planning and experimentation that can be used to critique today’s promise of a more democratic information society. Why choose the Calumet Region as an object of comparison? It is the geographic location where the largest industrial concentration in the United States confronted both a natural environment with more species per acre than any area in the United States, and a social environment with unprecedented racial and ethnic diversity.

    Like computer-communication technologies of the present era, steel was a technology that had pervasive consequences for the America of its time. Steel changed the way people lived, worked, traveled, and fought wars (Misa, A Nation of Steel, passim). Cheap steel gave rise to railroads, skyscrapers, automobiles, battleships, armored tanks and most of the other items, technologies, and institutions we associate with modern, industrialized societies. The Calumet Region was at the heart of the transformation of American society, and was itself a product of it. The Calumet Region was home to the largest concentration of industrial production in the United States, and perhaps the world. Writers sponsored by the Works Projects Administration provided an overview of the Region in 1939:

    Today, with a population of 260,000, the Calumet has become, in only three decades, one of the greatest industrial centers of the world. Nowhere else in America is there such a concentration of diversified industrial operations. Dominated by the heavy industries - the manufacture of steel, railroad equipment, and chemicals, and the refining of oil - the region possesses 221 various companies which manufacture 1,217 different products. Represented in this group are several plants - a steel works, a rail mill, a cement plant, and a generating unit - which top the list of their category as the world’s largest. One of the five large oil refineries is the largest departmentalized refinery in the world (Calumet Region 3).

    The region underwent its most significant expansion when United States Steel calculated that it would be the optimal location for its largest steel making facilities. United States Steel was a more significant economic and political force for its time than any corporation today, including Microsoft, IBM, or Oracle.

    Even discounting the hyperbole inherent in the writing style of the time, Herbert Casson’s dramatization painted a striking image of the unique power of United States Steel:

    The biggest business fact in the world is the United States Steel Corporation. It has more stockholders than the population of Nevada; more employees than there are voters in Maine; more profits, in a good year than the revenue of the city of New York. Above all ordinary corporations it towers like the Great Pyramid of Cheops above the sand mounds of the desert (Casson 1).

    Like today’s information technologies, steel was the most advanced expression of science and technology in its era. U.S. Steel’s Gary facility was the first example of the deliberate application of the principles of scientific location for industry. There were no retraced steps, extra movements, or reheatings of intermediate products. The plant was designed for efficient flow of materials, was the first designed so as to take advantage of the benefits of electrification (Greer 60), and became a model for the most advanced production facilities of Germany and the Soviet Union.

    The glossiest promises of information society futurists like Bill Gates and Nicholas Negroponte merely echo the words of Will Moore, a U.S. Steel booster:

    Every advance known to science and industry will have its mark on these steel mills, destined to be soon the most extensive in the world in the manufacture of steel and the making of everything in which steel is the prime factor. I hereby submit a statement of facts that will surprise you. It is about the wonderful-amazing conditions, present and prospective, at Gary, Ind. - a business enterprise unequaled in combined size, speed and permanency in the world’s history (Moore 7).

    Many analysts argue that the interconnections of the information age will transform the world into a global village. Unlike the screen-deep interconnections of Webcams and Web pages today, the large number of immigrants who came to the Calumet Region in search of employment created a global village of physically close neighborhoods. They came primarily from eastern and southern Europe - Poles, Czechs, Russians, Lithuanians, Hungarians, Croatians, Serbians, Slovaks, Turks, Greeks, and Italians. Immigrants from fifty-two separate nationalities made their home in Gary by 1920, and the proportion of foreign stock (foreign-born, or native with at least one immigrant parent) reached 60.5 percent of the city’s entire population (Mohl and Betten 5).

    The business pages were, at millennium’s end, abuzz with stories of millionaires made rich by Internet initial public offerings. Similarly, in the turn of the century steel industry, “Every young officer who served under General Carnegie was either a millionaire or a physical wreck in a few years. No system has ever made so many men so wealthy in so short a time” (Casson 24). The social, political, and economic dominance of the Calumet Region in general and Gary in particular were expressed by Hammond, Indiana mayor Tom Knotts in 1910, who called Gary the “prophet”of the national and even global future (Lane 34). Contemporaries dubbed Gary the “Magic City.” Corporate planners for U.S. Steel shaped the urban form of Gary, Indiana according to the dictates of short-term profit as they implemented a strictly functional form of rationality. Because the social system was shaped to meet the requirements of the corporation, public participation in planning was almost nonexistent and the social spaces that would have allowed for deliberation and collective action were purposefully eliminated from the urban form. Gary’s largely immigrant population was already splintered along the lines of ethnicity, race, and class. U.S. Steel’s urban planning efforts exacerbated these divisions and lead directly to the social and environmental problems that continue to plague the Region today. A divided population, without access to direct or mediated communication, was unable to effectively resist US Steel’s imperatives.

    America Online, Time Warner, and the Information Society

    The AOL-Time Warner merger resulted in a $147 billion media conglomerate controlling the pipelines and information flows that connect most of the homes of the information society. If U.S. Steel’s efforts to maximize corporate profits shaped the Calumet Region during the twentieth century, AOL-Time Warner’s efforts to gain an advantage from advanced interactive communication technologies will likely shape the social structure of the information age during the twenty-first century. What will be the process by which publics are constituted through the efforts of Time Warner? The largest and most technologically advanced of these efforts were the Full Service Network, an interactive cable television system, and Pathfinder, Time Warner’s umbrella site on the World Wide Web.

    Such interactive efforts are worthy of attention. The world’s leading media and entertainment company, Time Warner has interests in cable television, movies, recorded music, book publishing, magazines, and theme parks. The company has revenues of more than $20 billion a year, including $4 billion of international revenue. Time Warner is also viewed within the media industry as a technological pioneer. It created the first national cable channel, Home Box Office, only made possible by an innovative use of satellite distribution facilities. Financial clout, breadth of content, and technical initiative are hallmarks of the company, allowing it to form a template of media products and services that have been widely adopted by the rest of the industry. Time Warner has aggressively deployed the most sophisticated technology in the area of interactive media. Its interactive initiatives include the Full Service Network, an advanced cable television network in Orlando, Florida and Pathfinder, one of the most extensive and prominent sites on the World Wide Web. These initiatives constitute an ongoing experimental effort to determine whether or not interactive media will be commercially viable on a large scale.

    Time Warner’s interactive efforts can be understood as a technical capability. The Full Service Network was the world’s first digital, interactive television network, and provided customers in Orlando, Florida on-demand access to a variety of entertainment and informational services. It was also, at the time, the most technically sophisticated commercial information service ever delivered to the consumer, self-described as the “Cadillac” of interactive-television tests. From the time of the system’s inception in 1992, over $700 million dollars were required in order to make it operational on December 14, 1994.

    The Full Service Network required advances in each of many sophisticated technical components as well as their coordination into a functioning system. Each technical component is produced by a different company or companies, develops at a different rate, and is subject to different regulatory barriers and business opportunities. Time Warner’s efforts are frequently symbolized in terms of heralding in a utopian future. The theme of “digital convergence” among software, hardware, communication, and entertainment industries is a staple of the business press and technological futurists. The perception created is that this field is a high risk/high reward activity. The promise of technology in shaping a new future is often framed in religious terms, as when the Full Service Network was described in Time magazine, “This is the holy grail of interactive television: true video on demand” (Elmer-Dewitt 125).

    In these narratives, the future is not a static vision on the horizon; it is hurtling toward us at an ever-increasing rate. Gerald Levin described the relationship between technological momentum and corporate initiatives vividly:

    Sooner or later, every significant player in the information and entertainment industry is going to have to understand the implications of broadband digital interactivity. Except as every competitor in the cable industry already knows, sooner isn’t only better, it’s often everything. The FSN will drive home this lesson with unforgiving velocity. The introduction of the FSN is an irreversible step across the threshold of change (Elmer-Dewitt 126).

    The Full Service Network was really an attempt to fulfill the promise that technological advances hold out. Even if the purpose of the Full Service Network is vague, the reasoning seems to be that technological change is so fast and so powerful that inevitably some way will be found to make use of emerging new technologies. Anything more than a cursory perusal of Gerald Levin’s speeches and position statements makes clear that he views technological advance, in and of itself, as a world-historical force. For example, in a shrilly argued piece, he stresses the watershed nature of interactive technology, “The same kind of minds that denounced Galileo as a heretic, ridiculed Edison’s notion of an electric-powered light and dismissed the Wright brothers’ ideas as a crackpot scheme have turned their sights on the new medium of interactivity” (Shapiro, B1). The idiom of today’s business journal is the language of early twentieth century industrial boosterism.

    The stridency of Levin’s language is as much a gauge of his beliefs as it is a gauge of the skepticism he must work to overcome. His statements reiterate the theme of technology in the service of corporate destiny. And in settling the frontier of the future, Levin frequently calls on metaphors with quasi-religious overtones. Connie Bruck observed that “Levin has long maintained that he has been compelled by something far less mundane, almost mystical: a sense of obligation to divine and bring to fruition the `manifest destiny’ of Time Inc. And now Time Warner” (Bruck 55). In such rhetorical strategies, the future is at once a time, a place, a corporate prize, and an inevitable outcome of technological development. There is no place in this rhetoric for arguments about technological choice. There is no room for public debate in narratives of linear technical progress. Access to communication channels, and the uses to which these technologies are put, are taken out of history, struggle, and politics. Ironically, these most advanced, most widespread channels of interactive capability may allow little space for a truly public social dialogue.

    Like the Calumet Region, information technology-based publics all lay at a key juncture, an identifiable point at which economic, cultural, and social forces intertwine. These technologies blur fixed distinctions between originator/message/audience and product/advertisement/community as complex chains created for a given purpose by one set of groups are adopted and modified over time by other groups. Planned urban streets no longer separate social classes; here relevant social categories may be as explicit as the data fields coded into marketing databases or as implicit as the global audience for a popular World Wide Web site. This analysis is sympathetic to and complements media studies efforts that trace the multiple, ongoing ways that the cultural technologies of media situate audiences.

    The forms of life congruent with the adoption of the printing press, highways, and similar technological orders were unforeseen and certainly not chosen by any of the actors involved in some sort of rational decision-making process. As James C. Carey’s analysis has demonstrated, with the adoption of the telegraph formerly bounded communities became much more strongly affected by distant economic, political, and cultural centers. These connections dramatically revised existing notions of journalistic style, conceptions of objectivity, common sense, and perceptions of time and space. The economic model of rational actors pursuing their individual ends through an efficient market is a poor model for the intelligent social shaping of advanced media technologies. The most profound and consequential impacts are often felt diffusely and only over the long term; they are not easily be measured in economic terms, and they may be outside the control of any particular actor.

    Or so shows the experience of the Calumet Region. The promise of steel was also held at one time to promise the creation of the kind of social worlds we most would want to inhabit. Capturing this trace of an alternative future has been the aim of photojournalist Jose Camilo Vergara. He spent several decades in Detroit, the Bronx, Chicago, and Gary, coming to understand the places left behind when the economic and industrial forces that promise so much move on. Vergara rejects the demands that these places are worthless and should be bulldozed, pleading that

    There is something inspiring about ruins. As witnesses of the urban condition, they urge us to ask: Is there no choice but to stand by and watch the destruction of our cities? Stripped down to their essences, leftover buildings and discarded spaces form cityscapes of great power. While they last, we have our ruins and the immense longings they instill in us. Even at risk of bodily harm, we need to hear the elemental chant that comes from our skeletal neighborhoods. The `City of the Broad Shoulders,’ and `Steel City,’ sing about the shortness of life, the awesome beauty of our creations, and our abject failure to create a just society. With their chant they beckon us to come home and perhaps try again (Vergara 197).

    My purpose has been to make metaphoric use of the ruins. They yet have work to do. If we listen to their chant we may build an information society that does not simply repeat the failures of the steel society. What framework is most useful for identifying the critical new aspects of these electronic social spaces? How does power function, as social differences are inscribed into systems, mobilized, and fed back into the circuits used to shape the social worlds of those who are enmeshed within such systems? At the moment, this problem area remains underdeveloped. If we are going to live in an “information society,” broad and deep perspectives ought to be brought to bear on specific projects, in order to illuminate and reimagine policy alternatives, and the implications these policies have for just what kind of society the “information society” might be.

    Works Cited

    Bruck, Connie. “Jerry’s Deal,” The New Yorker, February 19, 1996: 55-69.

    The Calumet Region Historical Guide. Compiled by the workers of the Writer’s Program of the Works Projects Administration, Indianapolis: Garman Printing CC, 1939.

    Carey, James W. Communication as Culture. London: Routledge, 1989.

    Casson, Herbert N. The Romance of Steel, The Story of a Thousand Millionaires. New York: A. S. Barnes and Company, 1907.

    Dorson, Richard M. Land of the Millrats. Cambridge: Harvard University Press, 1981.

    Elmer-Dewitt, Phillip. “Ready for Primetime?” Time, December 26, Volume 144, No. 26, 1994: 125-126.

    Greer, Edward. Big Steel: Black Politics and Corporate Power in Gary, Indiana. New York: Monthly Review Press, 1979.

    Lane, James B. “City of the Century”: A History of Gary, Indiana. Bloomington: Indiana University Press, 1978.

    Misa, Thomas J. A Nation of Steel: The Making of Modern America, 1865-1925. Baltimore: Johns Hopkins University Press, 1995.

    Mohl, Raymond A. and Neil Betten. Steel City Urban and Ethnic Patterns in Gary, Indiana, 1906-1950. New York: Holnes and Meier.

    Moore, Powell A. The Calumet Region: Indiana’s Last Frontier. Reprinted with an afterword by Lance Trusty 1977. Indiana Historical Bureau, 1991.

    Moore, Will H. `If I Had Known’ about Gary in 1909. Chicago: Barnard & Miller Print, 1911.

    Shapiro, Eben. “Time Warner’s Orlando Test to Start - Finally,” Wall Street Journal, December 7, 1994, B1.

    Vergara, Camilo Jose. The New American Ghetto. Brunswick, New Jersey: Rutgers University Press, 1995.


              Bill Gates Larang Anak Guna Gajet Hingga Umur 14 tahun, Steve Jobs Pula Haramkan Terus Ipad Pada Hari Persekolahan, Bagaimana Kita Pula?        

    Mendidik anak kini adalah satu tugas yang agak mencabar kerana anak-anak pada masa kini begitu mudah terdedah dengan anasir-anasir luar terutamanya apabila diberikan gajet.

    Ada yang tular sebelum ini, ada seorang ibu terkejut selepas melihat anaknya sedang menonton sebuah video kartun yang memaparkan aksi dewasa di laman Youtube yang membuatkan ramai ibu bapa risau.

    Membesarkan anak dengan gajet kini dilihat sebagai satu trend bukan sahaja di bandar, bahkan sudah merebak ke kawasan luar bandar, ada yang anak tak boleh berenggang dengan gajet sehingga 'hilang' kehidupan kanak-kanaknya dan anti-sosial.

    Dikongsikan oleh Puan Nowa Nija, satu tips parenting yang amat berguna, beliau telah menceritakan semula apa yang ditontonnya di dalam rancangan Wanita Hari Ini terbitan TV3 yang menampilkan Prof Dr Mariani Md Nor, Pakar Psikologi Fakulti Pendidikan Universiti Malaya, Dr Azam Mohd Nor, Pakar Pediatrik Hospital Pantai Puteri, Nadia Syahirah, Pensyarah Perkembangan awal kanak-kanak dan Puan Adlil Rajiah Mohd Nasir yang merupakan pakar motivasi.

    Jadi ternyata tips parenting ini jelas sekali adalah daripada pakar-pakar dalam bidang ini, jom kita baca tulisan panjang beliau.


    BAGI LAGI ANAK MAIN GAJET SELALU

    Mungkin sebab AN & NA mula ke arah gajet, Allah dorong ibu buka channel tv3 dan ngam-ngam topik wanita hari ini pasal anak dan gajet


    Ok panel tadi dua orang Pakar Psikologi & Pakar Pediatrik (boleh tengok gambar).

    Antara pengetahuan baru yang ibu dapat tadi:

    - Tahun lepas, Taiwan gubal undang-undang melarang anak dibawah umur 2tahun didedahkan pada gajet. Kanak-kanak bawah 18 tahun boleh guna gajet tapi ada had masa.

    - Steve Jobs, pengasas Apple Inc. yang mengeluarkan gajet antara terbesar di dunia, tapi dalam mendidik anaknya, dia sama sekali tidak benarkan anak-anaknya guna gajet pada hari persekolahan dan ada batasan kalau weekend.(Sumber: Independent)

    - Bill Gates hanya benarkan anak main gajet bila capai umur 14 tahun, walaupun mereka mendesak mahukan gajet, tetapi isterinya, Melinda, hanya buat tak tahu. (sumber: Independent)

    - Perkembangan otak berkembang sebanyak 80% dari otak dewasa bila umur anak 3 tahun sebab itu umur 0-3 tahun adalah tempoh yang tidak sesuai untuk anak terlalu kepada gajet. Nanti jejaskan perkembangan otak.

    - WAJIB tahu yang stimulasi rangsangan (persekitaran) sangat diperlukan untuk 2 tahun permulaan (eye contact bila bercakap dan respon).

    So hasil tadi juga bagi tamparan pada ibu dan ibu yakin pada ibu bapa lain juga:

    - Anak ni tengok pada ibu bapa. Sebab itu bila ibu bapa terlalu ke arah gajet, anak follow. Role model remember?


    - Memang anak akan suka pada games dalam gajet sebab umur 0-3 tahun ni dunia anak-anak adalah bermain. Bak kata salah seorang pakar tadi bisnes anak-anak ialah bermain.

    - Kalau seawal umur setahun tiada stimulasi rangsangan yang sangat diperlukan pada 2 tahun permulaan, penglihatan, perkembangan otak & tumbesaran akan terganggu

    - Jangan tanya kenapa anak suka tantrum (mengamuk) bila tidak dibagi gajet bila selama ni memang jadi teman rapat anak dah pappp tampar pipi ibu


    - Kognitif (membezakan besar kecil tinggi rendah etc) anak boleh terganggu. Even dalam gajet misalnya saiz haiwan tidak sama dengan di luar - bila masuk sekolah could be problem untuk anak-anak.

    - Attention deficit menakutkan. Sebab tu anak mula tidak dengar bila kita panggil dan kurang bercakap. Pokoknya benda lain pun tidak ambil peduli bila gajet depan mata.

    - Anak kecil sepatutnya Ekstrovert (periang dsb.), tapi bila dengan gajet sangat anak jadi introvert (pendiam dsb.).

    Sejujurnya ibu risau bila AN dalam sehari mencari gajet. Terkadang tu ada drama airmata bila ibu kata berhenti dulu. NA pun dah pandai tunjuk fon.

    Macam yang pakar cakap there is no betul salah pasal gajet. Sebab teknologi akan stay. Cuma sebagai parents kita yang kena corakkan anak. No wonder orang kata guru pertama anak ialah ibu bapa bukan cikgu masa di sekolah.


    Umur yang recommended untuk bagi gajet? 5 tahun.

    Suka saya masukkan sekali analogi yang Pakar tu bagi tadi - kita dibenarkan bawa kereta bila umur sesuai (17 ke atas - pastikan ada lesen) Sebab sudah pandai control dan ada kebolehan bawa kereta, sama juga prinsip nya dengan bagi anak gajet. Sebab itu walaupun recommended umur sebegitu tetap ada had masa. Parents kena peduli!

    Ohya Kalau ada kawan-kawan yang tengok tadi dan ada percanggahan daripada sharing ni let me know. tak mahulah nanti kena cakap sharing hemtam kromo. Walaupun ibu ini kategori momster tapi tetap tidak mau jadi monster bagi parents lain.


    Hari ni 3 orang panel (tengok gambar).

    - Ibu bapa jadi role model - Jangan melekat sangat dengan gajet. Anak tengok tu! Dah kalau ibu dengan abi sibuk dengan fon, anak pun akan ikut. Papppp tampar pipi sendiri!

    - Guna kuasa parents - jangan bagi full charge gajet tu. Supaya anak berhenti once bateri habis kan. Mujur ibu AN & NA selalu buat gini. Jangan bagi tau AN pula haha!

    - Guna kuasa parents - jangan ajar anak password telefon/iPad. Part ni kita lepas, bi

    - Guna kuasa parents - ibu tidak bagi anak gajet, apaknya pula yang baik hati bagi huhu, lepas tu dah kalau parents say no jangan pula segala auntie uncle jiran bagi green light pass gajet.

    - Selalu ingatkan anak gajet tu parents punya. Teringat dulu AN pernah tantrum minta fon abi dia. Berulang kali cakap dengan AN fon tu abi punya. Abi ada kerja kena buat guna fon (padahal tiada pun). Then sekarang jarang dah minta fon abi.

    - Panel juga ada sebut jadikan gajet ganjaran misalnya kalau anak buat kerja sekolah then baru dapat gajet tapi still kena kawal hari apa dan masa berapa lama.

    - Bila anak tengah guna gajet, parents sebolehnya kena ada sama dengan anak. Explain apa yang anak tengah tengok tu. Biar ada interaksi. Contoh saya buat dengan AN is saya explain gajah warna apa, yang ni belalai yang ni gading. Then AN akan respon "besarnya bu"

    - Ok yang ini terkena batang hidung sendiri - jangan suruh anak simpan gajet bila habis main, parents yang ambil dan simpan. So mulai sekarang ibu & abi kena rajin ambil dan simpan dari AN, ok bi?

    - Part ni suka dan seperti diketuk dahi ibu ni nak oii

    -wujudkan zon sifar teknologi misalnya tempat tidur, meja makan, dalam kereta.

    - Wujudkan masa sifar teknologi contohnya masa makan, masa tengah sanati dengan family.

    - Buat aktiviti dalam rumah untuk kurangkan ketagihan anak pada gajet. Ohya ibu ni salah seorang peminat Puan Adlil tu, ibu follow fb beliau. Puan tu bagi contoh aktiviti ada 4 jenis beliau sebut tapi ibu sempat take note 3 ni ja huhu ampuuunn:

    Pergerakan boleh lompat trampolin
    sensory berjalan kaki ayam atas pasir atau rumput
    kemahiran motor halus cari benda tersembunyi dalam pasir

    -Prof galakkan kita bawa anak keluar supaya boleh stimulate sensory anak sebab persekitaran sangat membantu kita as parents ni bentuk anak. Bila di luar, sekeliling anak ada bunyi, bau, rupa dan interaksi - benda benda ni yang akan anak guna untuk belajar.


    Ini ibu setuju sebab AN dulu tidak pandai bergaul bila bawa keluar (tapi memang jenis kuat senyum mesra sangat hehe). Masa mula-mula bawa pergi playground dia react seolah-olah the whole playground tu AN punya tau sebab kalau dalam rumah toys yang ada memang dia punya kan. Sekarang ni alhamdulillah dia dah pandai mingle up dengan budak lain.

    - Satu poin yang buka mata ibu juga bila prof ada sebut kekadang taska/playchool terlalu pentingkan ilmiah then balik sekolah anak stress cari gajet. Serius bi, kita kena cari playschool yang tidak strict pada ilmiah sahaja.

    PERASAN TIDAK?

    -Alasan klise kita: download video ilmiah misalnya ABC satu dua tiga supaya anak belajar.

    Hakikatnya: still perlukan ransangan. Perlukan interaksi pelbagai. Gajet punya komunikasi satu hala saja, parents!

    Bak kata Fiza Sabjahan tadi kita bukan menidakkan teknologi tapi menyeimbangkan

    Sebagai penutup, 3 panel bagi kesimpulan yang buat ibu cakap dalam hati.

    Frekuensi - dalam seminggu hadkan berapa hari. Contoh 2/7 jangan tiap hari please!
    Durasi - berapa jam setiap sesi. Contoh yang 2 hari bukan 24jam. Mungkin 2 jam saja.
    Konten - atau bahasa mudah isi video yang anak tengah tonton tu. Bentuk ilmiah atau permainan pastikan parents ada di sebelah. Risau kalau macam YouTube tu kan anak TERtekan video yang tidak sepatutnya. Jadi satu hal pula nanti 

    Suka ibu dengar salah satu panel tu sebut "the best parenting is thru akhlak", semoga ibu ni berakhlak la ya pada AN & NA.

    Pemikiran parents mesti lebih tinggi daripada anak sebab kuasa besar sebenarnya dari parents.

    Memang ramai yang risau bab-bab gajet ni macam zombie datang gigit anak supaya infected. Saya ni hah pun risau sebab AN & NA membesar di tangan saya. At the end of the day, anything happen baik buruk AN & NA saya yang kena soal siasat dulu.

    Sebab itu saya suka baca buku atau tulisan pasal parenting sebab parenting ni bukan pencapaian tapi perjalanan. Banyak benda lagi kena belajar.

    Pheww panjang lebar ibu bebel buat sharing haha! Parents yang baca ni mohon doakan AN & NA saya cepat sembuh dari demam. Terima kasih.

    Saya izinkan share kalau bermanfaat. SHARE ya bukan kopipes (berpeluh karang ni sambil layan demam AN & NA kesianlah pada saya)

    Kalau ada percanggahan info dari diskusi tadi dengan apa yang saya share ni mohon tegur saya dan saya akan betulkan.

    Momster yang masih belajar - Nowa Nija

    Sumber: Siakapkeli

              William Easterly on the Tyranny of Experts        
    William Easterly of New York University and author of The Tyranny of Experts: Economists, Dictators, and the Forgotten Rights of the Poor talks to EconTalk host Russ Roberts about the ideas in his book. Easterly argues that poverty endures in many poor countries because of a lack of economic and political freedom for its poorest members. He argues that the aid process and the role experts play in that process reinforces the oppression of the poor. Other topics discussed include data-oriented solutions, autocracy vs. democracy, and Easterly's perspective on development from Bill Gates and recent EconTalk guest Jeffery Sachs.
              CSU Hosts TEDx Salon on the Future of Democracy in the 21st Century, July 20        

    Event will focus on how the 2016 presidential election is transforming voter engagement and electoral politics

    CLEVELAND (Tuesday May 9, 2016) – The 2016 presidential election has already been one of the most controversial and transformative elections in American history, bringing new ideas, groups and individuals into the political discussion while also changing the ways candidates interact and communicate with voters. How will this ongoing transformation affect democracy moving forward and impact the leaders and government we ultimately get?

    This question will be the focus of a Salon discussion hosted by TEDxClevelandStateUniversity, featuring a panel of former elected officials, political activists and experts who will assess the current campaign environment and what it will mean for America’s future. It will also include audience Q&A and the opportunity to interact with the speakers following formal presentations. The event will be held Wednesday, July 20 from 10:30 a.m. to 1:00 p.m. in the CSU Student Center Ballroom. It is free and open to the public and lunch will be served. Seating is limited to 150 people and registration is required. For more information and to sign up for the event visit, http://tedxclevelandstateuniversity.com/tedxsalon.

    “With the Republican National Convention being held in Cleveland, we have a perfect opportunity to see first-hand how the old rules governing presidential elections no longer apply,” says Colette Hart, co-director of TEDxClevelandStateUniversity. “This has tremendous implications for voter engagement, voter efficacy and ultimately public policy. This Salon seeks to assess how the transformations we have witnessed in 2016 will change government and society as a whole.”

    Participants for the event include Lee Fisher, President of CEOs for Cities and former Lieutenant Governor of Ohio, Lee Weingart, Founder and President of the LNE Group and former Cuyahoga County Commissioner, Sharon Broussard, Chief Editorial Writer for cleveland.com and The Plain Dealer and Richard Perloff, Professor of Communication and Political Science at CSU and author of The Dynamics of Political Communication: Media and Politics in a Digital Age. The panel will be facilitated by Edward Horowitz, Associate Professor of Communication at CSU and an expert in political communication and socialization.

    TEDxClevelandStateUniversity

    A TED branded organization, TEDxClevelandStateUniversity brings together community leaders, innovators and activists from throughout Northeast Ohio to engage in proactive discussions on how we can work together to make society better. It hosts an annual conference and smaller Salon events which seek to spark community discussion on specific topics of community interest.

    TED

    TED is a nonprofit organization devoted to Ideas Worth Spreading. Started as a four-day conference in California almost 30 years ago, TED has grown to support those world-changing ideas with multiple initiatives. The two annual TED Conferences invite the world’s leading thinkers and doers to speak for 18 minutes on a diverse mix of topics. TED speakers have included Bill Gates, Jane Goodall, Isabel Allende and former UK Prime Minister Gordon Brown.

    About Cleveland State University

    Founded in 1964, Cleveland State University is a public research institution that provides a dynamic setting for Engaged Learning. With 17,000-plus students, nine colleges and more than 175 academic programs, CSU was again chosen for 2016 as one of America’s best universities by U.S. News & World Report. Find more information at www.csuohio.edu.

    ###


              Valuable Feedback in the Classroom        

    In the TED Talks Education video, “Teachers Need Real Feedback,” Bill Gates discusses the need for valuable feedback in the classroom and provides a solution to address this challenge. Gates begins his talk identifying a lack of valuable feedback available for teacher’s today. “We all need people who will give us feedback. That’s how we […]

    The post Valuable Feedback in the Classroom appeared first on Curriculum Crafter.


              Kisah Sukses Bill Gates        

    Jika mendengar nama ini, orang akan langsung ingat dua hal, yakni Microsoft dan kekayaan. Yah, memang tak bisa dimungkiri, orang mengenal Bill Gates sebagai pendiri perusahaan piranti lunak terbesar di dunia. Selain itu, kekayaan yang diperolehnya dari perusahaan itu telah membuatnya jadi orang terkaya di dunia beberapa tahun berturut-turut, tanpa pernah tergeser ke posisi kedua sekalipun. Konon, kekayaannya mencapai 71% nilai anggaran belanja negara kita, yakni lebih dari Rp500 triliun. Sungguh fantastis!

    Tapi, semua itu tentu melalui proses panjang. Semua berawal dari impian Bill Gates saat masih muda. Ketika itu, sekitar tahun 70-an, ia yang hobi mengutak-atik program komputer memimpikan bisa menghadirkan komputer ke rumah-rumah. Sesuatu yang dianggap sulit diwujudkan pada masa itu. Sebab, pada tahun itu komputer masih berukuran sangat besar dan hanya dimanfaatkan untuk hal-hal tertentu saja.

    Kelahiran Seattle dari pasangan seorang pengacara dan pegawai bank ini memang terkenal cukup ambisius. Pada saat masih sekolah dasar, semangatnya yang cenderung menyulitkannya dalam pergaulan membuat orang tuanya memindahkan sekolahnya ke sekolah unggulan khusus laki-laki di Lakeside School. Di sekolah itulah ia pertama kali berkenalan dengan dunia yang mengantarkan pada bakatnya di bidang pemrograman. Saat itu ia mengenal mesin teletype, semacam mesin ketik yang bisa diberi program sederhana. Dari mesin itu, kemudian dia mulai menguasai dengan baik bahasa pemrograman BASIC. Ia pun lantas bertemu dengan komunitas penggemar program dan sering menghabiskan waktunya berjam-jam untuk menekuni hobi tersebut.

    Ayah tiga anak ini kemudian mengembangkan bakatnya saat kuliah di Universitas Harvard. Namun, saat kuliah di universitas elit di Amerika itu, lagi-lagi ambisi Bill Gates membuatnya lebih memilih untuk mewujudkan impiannya, dibandingkan harus menyelesaikan studi. Ia memilih drop out dan berkomitmen kuat untuk mewujudkan ambisinya.

    Komitmen itu diwujudkan dengan ketekunan, ketelatenan, dan keuletan, sehingga pelan tapi pasti hobinya membuat program telah menjadi bisnis yang kian menguntungkan. Ia kemudian juga bertemu dengan Paul Allen, rekan yang kemudian turut membantunya mewujudkan impian menghadirkan komputer ke rumah-rumah. Duet mereka banyak menghasilnya program-program unggulan, salah satunya MS-DOS yang kemudian banyak dipakai sebagai software di berbagai komputer.

    Berbagai inovasi tak henti dilakukannya. Hasilnya? Seperti yang dilihat banyak orang saat ini. Impian Bill Gates telah menjadi nyata. Hampir setiap rumah, kini mempunyai komputer. Dan, hebatnya, sistem operasinya kebanyakan menggunakan produk Microsoft. Inilah yang membuat pundi-pundinya terus mengembang.

    Kini, dengan kekayaannya tersebut, Bill Gates dan istrinya, Melinda, kemudian mendirikan Bill & Melinda Gates Foundation. Yayasan bentukan Gates ini digunakan untuk berbagai kegiatan sosial. Mulai dari menyalurkan beasiswa kepada kaum minoritas, berperang melawan penyakit seperti AIDS dan berbagai penyakit lainnya, hingga memerangi kelaparan dan kemiskinan. Tak tanggung-tanggung, pasangan suami istri ini menyumbangkan lebih dari US$ 5 miliar untuk kepentingan yayasan ini. Sebuah sumbangan terbesar di dunia yang pernah diberikan pada sebuah yayasan sosial.

    Sebuah impian, jika disertai dengan keyakinan kuat dan kerja keras, serta dilandasi komitmen perjuangan tanpa henti, akan memberi hasil yang gemilang. Bill Gates adalah bukti nyata bahwa impiannya yang pernah dianggap mustahil, kini mampu diwujudkannya. Nilai keyakinan dan perjuangan inilah yang bisa kita contoh dalam kehidupan kita. Selain itu, kepedulian Bill Gates untuk berbagi juga bisa dijadikan teladan bahwa sukses akan lebih berarti jika kita bisa saling berbagi.



    Sumber :http://kisah2sukses.blogspot.com/2008/05/bill-gates-pendiri-microsoft.html


              Awal mula Google        
    Google lahir dari sebuah pertemuan tanpa disengaja dari Larry Page dan Sergey Brin di Universitas Stanford . Pada Januari 1996 Lary dan Sergey mulai melakukan kolaborasi dalam pembuatan Search Enggine yang diberi nama BackRub. 1998 Teknologi Search Enggine itu terus di sempurnakan, keduanya mulai mencari Investor untuk mengembangkan kecanggihan teknologi mesin pencari mereka.

    Sehingga, mereka mendapatkan suntikan dana dari Andy Bechtolsheim teman kampus sekaligus pendiri Sun Microsystem. Sebuah cek senilai 100 ribu dolar AS, yang uniknya di cek itu tertulis atas nama Google yang bahkan pada saat itu belum didirikan oleh Sergey dan Larry.

    Larry dan Sergey sebelumnya pernah menawarkan kemungkinan dengan Alta Vista, tetapi ditolak dengan alasan perusahaan induk Alta Vista yaitu Digital Equipment Corp tidak suka bergantung pada orang dari luar perusahaan.

    Investor di Silicon Valley, Michael Moritz (Sequa Capital) dan Jhon Doer (Kleiner Perkins) yang saling berkompetisi akhirnya bisa diyakinkan untuk menyuntik modal senilai 12,5 juta dolar AS ke perusahaan Google yang pada 7 Desember 1998 ini didirikan.

    Kantor pertamanya adalah sebuah ruang garasi rumah teman mereka di Menlo Park, California. Pada tahun 1999, Google pindah ke kantor di 165 University Ace Palo Alto California sebelum akhirnya pindah ke Googleplex pada akhir tahun tersebut.

    Larry dan Sergey terus menjalankan mesin pencari Google hingga tahun 2001. Setelah itu mereka merekrut Eric E. Schdimt untuk menjadi ketua umum dan CEO Google.
    Google kini menjadi perusahaan yang paling berpengaruh di Internet, termasuk karena Blogger.com sudah mereka kuasai.

    Googleplex menjadi tempat kerja yang sangat nyaman, karena dilengkapi sarana dan prasarana yang lengkap seperti kolam renang, bar, billiard room, futsal, voli pantai, makanan gratis, minuman kesehatan cuma-cuma, dan cemilan yang melimpah. Terlebih lagi, suasana kerja yang rileks karena karyawan google diperbolehkan untuk hanya mengenakan kaus dan celana jeans, sehingga apabila ketika kita datang ke googleplex dan melihat sesorang yang mengenakan pakaian resmi, jas dan sebagainya, hampir bisa dipastikan dia adalah Tamu.

    Satu lagi yang menarik, di Google diterapkan sistem , karyawan diberikan 20 % waktu kerja mereka untuk bebas mengerjakan apa yang di minati-nya - kira-kira dalam 1 minggu sehari. Sehingga kreativitas karyawan meningkat, dan lahirlah seperti misal google earth dll. Dengan begitu google sangat konsen pada Sumber Daya Manusia yang mereka miliki.

    Sebuah artikel yang ditulis oleh seorang wartawan dari Fortune, Freg Vogelstein, berjudul " Why Google Scares Bill Gates " menjelaskan persaingan antaran Google dengan Microsoft. Ini membuktikan betapa hebatnya google saat ini, sehingga raksasa seperti Microsoft yang sudah berusia 25 tahun lebih, menerapkan berbagai strategi untuk bersaing dengan google. Ini terlihat nyata, dengan rencana Akusisi Yahoo.com oleh Microsoft baru-baru ini, meskipun akhirnya kandas.

    Di balik itu, Google juga melakukan kerja-kerja filantropis ( sosial ) dengan mendirikan Google.org. Misi dari organisasi itu adalah membantu kampanye soal perubahan iklim, pemanasan global, juga kesehatan dan kemiskinan global. Direktur dari Google.org ini adalah Dr. Larry Brilliant.




    sumber :http://kisah2sukses.blogspot.com/

              Bill Gates Ã¥terigen världens rikaste        
    Med en förmögenhet på 490 miljarder kronor toppar IT-mogulen Bill Gates återigen tidskriften Forbes lista över världens rikaste

    (6 pushar, 0 kommentarer)


              Is It Really China vs. India: The Unspoken Criteria and Other Lessons from SIMChina        
    David on IT Outsourcing in China
    blog, e-newsletter , XML content feed & AvantGo channel (for PDAs & smartphones)
     
    Monday, July 11, 2004
    Dateline: China
     
    Stanford Summit & Panel on China
     
    Before I get to today's topic, I'd like to remind all subscribers of an upcoming conference at Stanford starting next Tuesday night, 19 July and going through Thursday afternoon.  It is the AlwaysOn Network Stanford Innovation Summit.  For background, the AlwaysOn Network is the largest professional and social online network based in Silicon Valley.  I write a weekly or so column titled, "Letter from China" and I will be the moderator for the panel on China.  The title for the session, "Are you ready for the Chinese revolt?" was not my choosing, but such is life.  Matter of fact, five of the six panelists are definitely pro-China and even the one detractor has an objective take on things.
     
    My panelists fall into three buckets:  Two venture capitalists, both with portfolio companies in China; two outsourcing specialists (one is the CEO of a Beijing-based solution provider, the other heads Tsinghua's outsourcing efforts); and, two policy wonks.  To me, all six are "star" panelists, but the best know is certainly Sandy Berger.  In a previous life, Sandy was the White House National Security Advisor.  At over US$2,000 per person, the 600 or so attendees will be mostly C-level executives.  (US$2,000 is a rather high hurdle these days, even by U.S. standards.)  Top venture capitalists, hottest Silicon Valley firms and chief execs.  I will summarize my panel in the August issue of this blog/e-newsletter.  For more information, click here or go to http://doiop.com/Stanford.
     
    Lessons from SIMChina: Is It Really China vs. India?
     
    My last two AlwaysOn Network "Letter from China" columns focused on lessons for Westerners, but are also applicable management lessons for China's solution providers, systems integrators and contract software development shops.  I don't want to rehash what I wrote.  You can read the first part here and the second part here.  Alternative links:  http://doiop.com/Management (part one) and http://doiop.com/China_vs_India (part two).
     
    In this posting, I'm going to elaborate a bit beyond what I wrote for my AO columns.  And I'm going to focus on India and Indians.
     
    First, most firms in China should know the reality:  If an Indian firm is in the bidding process, the odds are overwhelming that the China firm is being used as a bargaining chip against the Indian firm.  Something that evidently isn't widely understood by China's solution providers is that most American firms require at least three competitive bids.  However, if an Indian firm is already in the bidding process, it is quite likely that they have already been selected and all other firms, from China, Russia, the Czech Republic, wherever, are being used to provide a lower bid and benchmark which in turn is used to get a lower price from the Indian firm.  Like it or not, that's reality. 
     
    Bottom line:  Before spending too many resources on proposal preparation, find out if an Indian IT outsourcing firm is in the bidding process.  If so, adjust your efforts and pricing accordingly.  There may still be strategic reasons for competing; however, it may also be a signal to walk from the bidding process.
     
    Second, is the key decision maker an Indian?  I'm going to write about this at length for an article in Forbes China, but I'll touch upon it here (as I did at SIMChina).  I've heard from more than a few Indians that there's very little chance that they would let a contract to a non-Indian solution provider.  For one thing, it's easier to do due diligence on the Indian providers (sans Western providers).  More transparency and geographically far more convenient:  It's nice to scope out a half-dozen CMMi5 providers in the same city.  Also, American management realizes that there is closer cultural affinity for their project manager.  (How much this really matters varies by company and the internal relationships of the PM.)  It's also hard to get fired for choosing an Indian global.  TCS, Wipro, Infosys, Satyam, Cognizant.  Can't get fired for choosing one of these.  Finally, a little known secret:  A confession that when the Indian PM chooses an Indian provider, he gets free trips to visit his extended family in India.  This is more important than many may think.  I call this the "unspoken criteria."
     
    Bottom line:  Your mileage may vary, but be wary when the key decision maker on an outsourcing/offshoring contract is an Indian.  This plays a bit into the above recommendation since there will likely be an Indian provider in the bidding loop.  If the key decision maker is Indian and if there is at least one Indian solution provider in the bidding process, your bidding efforts might be better spent on other RFPs/RFQs.
     
    Worksoft hits a Grand Slam
     
    Okay, maybe a three-run homer.  But still pretty good.  Everyone reading this already knows (or should know) that Beijing-based Worksoft received an infusion of capital from DCM.  DCM (Doll Capital Management) is considered one of the most forward-looking Silicon Valley-based venture capital firms and a leader in the China market.  Other venture firms look to DCM for guidance.  For Worksoft to bag them says a lot about their senior management team.  Kudos to Chris and David!!  You can read the release here or click on http://doiop.com/Worksoft.  Also, read the related piece in USA Today.  Very nice.
     
    Although the idea of choosing PeopleSoft as their preferred partner was an obviously bad decision -- even three years ago, it was clear to any analyst that PeopleSoft was living on borrowed time -- at least Worksoft demonstrated (and quite effectively I might add) that they had a real, workable strategy.  Also, I realize that picking partners is often opportunistic; one vendor may be an obviously better choice, but it might be nearly impossible to get traction with them versus another vendor.
     
    Bottom line:  Expect more Silicon Valley-based venture firms to follow in DCM's footsteps.  Tremendous opportunities for many domestic (in China) solution providers.  I will get a better read on this in my FTF (face-to-face) discussions at the AO Stanford Summit. 
     
    A Pat on the Back
     
    I want to thank Vinnie Mirchandani for putting me in good company.  In one of his recent postings, he listed his choices for the top seven "global ambassadors for our (U.S.) technology industry."  The eight include Bill Gates, Larry Ellison (Oracle), John Chambers (Cisco), Jeff Immelt (GE), a couple of others, and yours truly.  Thanks Vinnie!!  See his posting here or click on http://doiop.com/Ambassadors .
     
    New Marketing Strategies
     
    Prussian (the spelling is correct) outsourcing firms take a new approach to marketing.  Best to download and watch this.  Click here to download or click on http://doiop.com/Prussian_Outsourcing .  I can't wait to see the NeuSoft music video!!
     
    Finally, China reaches out to Silicon Valley and America.  Who are China's best known living pair and ambassadors for peace?  Well, they're not who you think.  Try these guys, or click on http://doiop.com/Goodwill_Ambassadors.  I want to dedicate their song to my someone special; she's the ultimate cutie!!
     
    Enjoy ...
     
    Cheers,
     
    David Scott Lewis
    President & Principal Analyst
    Qingdao, China & Menlo Park, California
     
    http://www.itestrategies.com (current blog postings optimized for MSIE6.x)
    http://doiop.com/China (access to blog content archives in China)
    http://feeds.feedburner.com/Software (David on Enterprise Software podcast feed)
     
     
    To automatically subscribe click on http://tinyurl.com/388yf .
     

              [news] "2004 State of Application Development"        
    Friday, August 13, 2004
    Dateline: China
     
    Special issues of journals and magazines are often quite good -- if you're into the subject matter.  But the current issue of VARBusiness is absolutely SUPERB!!  EVERY SYSTEMS INTEGRATOR SHOULD READ IT ASAP -- STOP WHAT YOU'RE DOING AND READ THIS ISSUE!!  (Or, at the very least, read the excerpts which follow.)  See http://tinyurl.com/6smzu .  They even have the survey results to 36 questions ranging from change in project scope to preferred verticals.  In this posting, I'm going to comment on excerpts from this issue.  My comments are in blue.  Bolded excerpted items are MY emphasis.
     
    The lead article and cover story is titled, "The App-Dev Revolution."  "Of the solution providers we surveyed, 72 percent say they currently develop custom applications or tailor packaged software for their customers. Nearly half (45 percent) of their 2003 revenues came from these app-dev projects, and nearly two-thirds of them expect the app-dev portion of total revenue to increase during the next 12 months."  I view this as good news for China's SIs; from what I've observed, many SIs in China would be a good fit for SIs in the U.S. looking for partners to help lower their development costs.  "By necessity, today's solution providers are becoming nimbler in the software work they do, designing and developing targeted projects like those that solve regulatory compliance demands, such as HIPAA, or crafting wireless applications that let doctors and nurses stay connected while they roam hospital halls."  Have a niche; don't try to be everything to everyone.  "Nine in 10 of survey respondents said their average app-dev projects are completed in less than a year now, with the smallest companies (those with less than $1 million in revenue) finishing up in the quickest time, three months, on average."  Need for speed.  "The need to get the job done faster for quick ROI might explain the growing popularity of Microsoft's .Net framework and tools.  In our survey, 53 percent of VARs said they had developed a .Net application in the past 12 months, and 66 percent of them expect to do so in the coming 12 months."  My Microsoft build-to-their-stack strategy.  "Some of the hottest project areas they report this year include application integration, which 69 percent of VARs with between $10 million or more in revenue pinned as their busiest area.  Other top development projects center around e-commerce applications, CRM, business-intelligence solutions, enterprisewide portals and ERP, ..."  How many times have I said this?    "At the same time, VARs in significant numbers are tapping open-source tools and exploiting Web services and XML to help cut down on expensive software-integration work; in effect, acknowledging that application development needs to be more cost-conscious and, thus, take advantage of open standards and reusable components.  Our survey found that 32 percent of VARs had developed applications on Linux in the past six months, while 46 percent of them said they plan to do so in the next six months.  The other open-source technologies they are using today run the gamut from databases and development tools to application servers."  I guess there's really an open source strategy.  I come down hard on open source for one simple reason:  I believe that SIs in China could get more sub-contracting business from a build-to-a-stack strategy.  And building to the open source stack isn't building to a stack at all!!  "As a business, it has many points of entry and areas of specialization.  Our survey participants first arrived in the world of app dev in a variety of ways, from bidding on app-dev projects (45 percent) to partnering with more experienced developers and VARs (28 percent) to hiring more development personnel (31 percent)."  For SIs in China, simply responding to end-user RFQs is kind of silly.  Better to partner on a sub-contracting basis.  "According to our State of Application Development survey, health care (36 percent), retail (31 percent) and manufacturing (30 percent) ranked as the most popular vertical industries for which respondents are building custom applications.  Broken down further, among VARs with less than $1 million in total sales, retail scored highest, while health care topped the list of midrange to large solution providers."  Because of regulatory issues, I'm not so keen on health care.  I'd go with manufacturing followed by retail.  My $ .02.  "When it comes to partnering with the major platform vendors, Microsoft comes out the hands-on winner among ISVs and other development shops.  A whopping 76 percent of developers in our survey favored the Microsoft camp.  Their level of devotion was evenly divided among small, midsize and large VARs who partner with Microsoft to develop and deliver their application solutions.  By contrast, the next closest vendor is IBM, with whom one in four VARs said they partner.  Perhaps unsurprisingly, the IBM percentages were higher among the large VAR category (those with sales of $10 million or more), with 42 percent of their partners coming from that corporate demographic.  Only 16 percent of smaller VARs partner with IBM, according to the survey.  The same goes for Oracle: One-quarter of survey respondents reported partnering with the Redwood Shores, Calif.-based company, with 47 percent of them falling in the large VAR category.  On the deployment side, half of the developers surveyed picked Windows Server 2003/.Net as the primary platform to deliver their applications, while IBM's WebSphere application server was the choice for 7 percent of respondents.  BEA's WebLogic grabbed 4 percent, and Oracle's 9i application server 3 percent of those VARs who said they use these app servers as their primary deployment vehicle."  Microsoft, Microsoft, Microsoft.  Need I say more?  See http://tinyurl.com/45z94 .
     
    The next article is on open source.  "Want a world-class database with all the bells and whistles for a fraction of what IBM or Oracle want?  There's MySQL.  How about a compelling alternative to WebSphere or WebLogic?  Think JBoss.  These are, obviously, the best-known examples of the second generation of open-source software companies following in the footsteps of Apache, Linux and other software initiatives, but there are far more alternatives than these.  Consider Zope, a content-management system downloaded tens of thousands of times per month free of charge, according to Zope CEO Rob Page.  Some believe Zope and applications built with Zope are better than the commercial alternative they threaten to put out of business, Documentum.  Zope is also often used to help build additional open-source applications.  One such example is Plone, an open-source information-management system.  What began as a fledgling movement at the end of the past decade and later became known as building around the "LAMP stack" (LAMP is an acronym that stands for Linux, Apache, MySQL and PHP or Perl) has exploded to virtually all categories of software.  That includes security, where SpamAssassin is battling spam and Symantec, too.  Popular?  Well, it has now become an Apache Software Foundation official project.  The use of open source is so widespread that the percentage of solution providers who say they partner with MySQL nearly equals the percentage who say they partner with Oracle"23 percent to 25 percent, respectively.There are plenty of choices for those SIs willing to play the open source game.  See http://tinyurl.com/4e3c7 .
     
    "It's all about integration" follows.  "There are many reasons for the surge in application-development projects (the recent slowdown in software spending notwithstanding).  For one, many projects that were put on hold when the downturn hit a few years ago are now back in play.  That includes enterprise-portal projects, supply-chain automation efforts, various e-commerce endeavors and the integration of disparate business systems."  Choose carefully, however.  Balance this data with other data.  Right now, I see a lot more play with portals and EAI.  "Indeed, the need for quality and timely information is a key driver of investments in application-integration initiatives and the implementation of database and business-intelligence software and portals.  A healthy majority of solution providers say application integration is a key component of the IT solutions they are deploying for customers.  According to our application-development survey, 60 percent say their projects involved integrating disparate applications and systems during the past 12 months."  "Some customers are moving beyond enterprise-application integration to more standards-based services-oriented architectures (SOAs).  SOAs are a key building block that CIOs are looking to build across their enterprises."  Anyone who regularly reads any one of my three IT-related blogs knows that I'm gung-ho on SOAs.  "Even if your customers are not looking for an SOA, integrating different systems is clearly the order of the day.  To wit, even those partners that say enterprise portals or e-business applications account for the bulk of their business note that the integration component is key."  Yes, integration, integration, integration.  I'll be saying this next year, too.  And the year after ...  "Another way to stay on top of the competition is to participate in beta programs."  Absolutely true -- and a good strategy, too.  See http://tinyurl.com/6x2gg .
     
    The next article is on utility computing versus packaged softwareAgain, if you read what I write, you know that I'm also gung-ho on utility computing.  "According to VARBusiness' survey of application developers, more than 66 percent of the applications created currently reside with the customer, while 22 percent of applications deployed are hosted by the VAR.  And a little more than 12 percent of applications developed are being hosted by a third party.   Where services have made their biggest inroads as an alternative to software is in applications that help companies manage their customer and sales information.The article goes on to state that apps that are not mission-critical have the best chance in the utility computing space.  Time will tell.  Take note, however, that these are often the apps that will most likely be outsourced to partners in China.  "Simply creating services from scratch and then shopping them around isn't the only way to break into this area.  NewView Consulting is expanding its services business by starting with the client and working backward.  The Porter, Ind.-based security consultant takes whatever technology clients have and develops services for them based on need."   And focus on services businesses and .NET, too.  "Most application developers agree that services revenue will continue to climb for the next year or two before they plateau, resulting in a 50-50 or 60-40 services-to-software mix for the typical developer.  The reason for this is that while applications such as CRM are ideally suited to services-based delivery, there are still plenty of other applications that companies would prefer to keep in-house and that are often dependent on the whims of a particular company."  Still, such a split shows a phenomenal rise in the importance of utility computing offerings.  See http://tinyurl.com/54blv .
     
    Next up:  Microsoft wants you!!  (Replace the image of Uncle Sam with the image of Bill Gates!!)  Actually, the article isn't specifically about Microsoft.  "Microsoft is rounding up as many partners as it can and is bolstering them with support to increase software sales.  The attitude is: Here's our platform; go write and prosper.  IBM's strategy, meanwhile, is strikingly different.  While it, too, has created relationships with tens of thousands of ISVs over recent years,  IBM prefers to handpick a relatively select group, numbering approximately 1,000, and develop a hand-holding sales and marketing approach with them in a follow-through, go-to-market strategy."  Both are viable strategies, but NOT both at the same time!!  "To be sure, the results of VARBusiness' 2004 State of Application Development survey indicates that Microsoft's strategy makes it the No. 1 go-to platform vendor among the 472 application developers participating in the survey.  In fact, more than seven out of 10 (76 percent) said they were partnering with Microsoft to deliver custom applications for their clients.  That number is nearly three times the percentage of application developers (26 percent) who said they were working with IBM ..."  Percentages as follows:  Microsoft, 76%; IBM, 26%; Oracle, 25%; MySQL, 23%; Red Hat, 17%; Sun, 16%; Novell, 11%; BEA, 9%.  I said BOTH, NOT ALL.  Think Microsoft and IBM.  However, a Java strategy could be BOTH a Sun AND IBM strategy (and even a BEA strategy).  See http://tinyurl.com/68grf .
     
    There was another article I liked called, "How to Team With A Vendor," although it's not part of the app-dev special section per se.  This posting is too long, so I'll either save it for later or now note that it has been urled.  See http://www.furl.net/item.jsp?id=680282 .  Also a kind of funny article on turning an Xbox into a Linux PC.  See http://tinyurl.com/4mhn6 .  See also http://www.xbox-linux.org .
     
    Quick note:  I'll be in SH and HZ most of next week, so I may not publish again until the week of the 23rd.
     
    Cheers,
     
    David Scott Lewis
    President & Principal Analyst
    IT E-Strategies, Inc.
    Menlo Park, CA & Qingdao, China
     
    http://www.itestrategies.com (current blog postings optimized for MSIE6.x)
    http://tinyurl.com/2r3pa (access to blog content archives in China)
    http://tinyurl.com/2azkh (current blog postings for viewing in other browsers and for access to blog content archives in the US & ROW)
    http://tinyurl.com/2hg2e (AvantGo channel)
     
     
    To automatically subscribe click on http://tinyurl.com/388yf .
     

              Make Money Online        




    In today's economy a lot of people are wondering how to make money online. The secrets to making money online are the same as making money in the "real world": Hard work, creativity, innovation and knowledge. The Internet is the real world, it just has some aspects that allow a person of lesser means compete with people with much deeper pockets. That is its biggest draw.

    Hard Work


    Perhaps the biggest myth to making money online is that you don't have to work hard. This is far from the case. In fact, in the beginning you might be working harder than you are now. Most people who succeed online do so by working very hard work at whatever project they are doing online. They did not just put up a website and sit back and wait for checks to flow in. They worked hard to get their businesses off the ground and were rewarded for it. A person who wants to make money online will have to commit several hours a day at least and lots of sweat equity to the project. If you're not prepared to work hard forget about making money online. You have a chance to make a good deal of money online but you do have to earn it.

    Creativity


    The people who make the most money online are those who come up with new ideas and concepts. Whether it's SEO marketing, blogging, selling through Twitter whatever somebody had to create it. The biggest fortunes will be made by those who are willing to create something new and work hard at it. This has been the case in the "real world" for some time. It was Bill Gates who decided the PC need a new operating system Now he can give away billions and not miss it. The same creativity takes place now on the Internet.

    Innovation


    After the creators the people who make the most money online are the innovators. These can be those who come with a new idea or those who have the courage to try and implement a new idea. If an innovator sees something new that looks like a big money maker they try it, they adapt it and they start doing it. In many cases innovators simply take somebody else's idea and run with it. Next time you see a really great money making idea don't just try to figure out how you can get in on it. Instead, try to figure out how to do it better. That will make you an innovator. It was Henry Ford who realized cars could be made efficiently with an assembly line process. That innovation changed the way cars are built.

    Knowledge


    The old saying that knowledge is power has never been truer. The online world is all about knowledge; those who have the most knowledge will succeed online. That means learn as much about your business or product as you can. Read, do research online, talk to others in the business, or develop a mentor relationship with a more experienced marketer. Do whatever it takes to get more knowledge and you make money online.

              Lap top murah mulai diproduksi        
    Jonathan Fildes
    Wartawan Ilmu dan Teknologi BBC


    Lima tahun setelah gagasannya diperkenalkan, kini komputer jinjing murah yang disebut 'Laptop $ 100' --yang berarti laptop seratus dollar-- diproduki secara massal.


    Afrika
    Diharapkan akan membantu anak-anak di negara miskin

    Para pemasok perangkat keras komputer sudah memberi lampu hijau untuk menyediakan komponen yang dibutuhkan guna memproduksi jutaan komputer jinjing murah tersebut.

    Walau harga resminya belum diumumkan, jelas bahwa laptop murah ini --yang secara teknis disebut komputer XO-- akan terjangkau dibanding dengan harga lap top yang beredar di pasar saat ini.

    Organisasi yang berada di belakang proyek ini mengatakan mereka membutuhkan pesanan 3 juta laptop untuk mulai proses produksi.

    Diperkirakan komputer jinjing murah pertama akan tersedia di negara-negara berkembang pada Bulan Oktober 2007.

    "Masih ada piranti lunak yang perlu disiapkan, namun jelas ini merupakan langkah besar bagi kami," kata Walter Bender, Ketua pengembangan perangkat lunak dari lembaga One Laptop per Child, OLPC, atau Satu Komputer Satu Anak kepada BBC.

    Bagaimanapun Walter tidak menyebutkan negara mana yang kelak akan mendapat laptop pertama.

    Menuju kenyataan

    Prof. Nicholas Negroponte
    Negroponte selalu menegaskan proyeknya adalah pendidikan

    Mewujudkan laptop murah jelas merupakan perjalanan yang tidak mudah bagi One Laptop per Child dan pendirinya, Nicholas Negroponte.

    Sejak gagasannya diperkenalkan kepada umum tahun 2002, banyak yang pesimis atas komputer jinjing murah tersebut.

    Boss Intel, Craig Barret, menyebutnya sebagai mainan US$ 100 sementara pendiri Microsoft, Bill Gates, mempertanyakan disainnya karena hard disk yang dianggap kurang dan layarnya yang kecil.

    Yang lain mempertanyakan apakah memang ada kebutuhan akan komputer jinjing di negara-negara miskin, yang lebih membutuhkan sanitasi dan air bersih.

    Namun Professor Nicholas Negroponte selalu membalas dengan jawaban yang sama; "Ini adalah proyek pendidikan dan bukan proyek komputer."

    Dan pandangannya itu didukung oleh Kofi Annan, ketika masih menjabat Sekretaris Jenderal PBB.

    "Itu merupakan ekspresi dari solidaritas global yang akan membuka lapangan baru dalam pendidikan anak," kata Kofi Annan pada tahun 2005.

    Sejalan dengan bergulirnya waktu, para pengkritik kemudian juga berubah pendapatnya.

    Bulan Juli ini, Intel sudah mengatakan siap bergabung dengan proyek OLPC.

    Rancangan fungsional

    Laptop
    Banyak kalangan yang awalnya pesimis atas gagasan ini

    Rancangan laptop murah OLPC ini mendapat pujian dari para perancang teknologi.

    Dengan menggunakan piranti lunak 'open software,' OLPC mengembangkan sistem operasi yang cocok untuk komputer XO dengan memori 1GB.

    "Kami melakukan perubahan. Yang tidak dibutuhkan oleh para pekerja kantor mungkin cukup untuk kebutuhan anak-anak dalam belajar sambil bermain," tambah Negroponte.

    Komputer XO dirancang untuk berfungsi di daerah yang keras dan dan terpencil seperti gurun pasir di Libya maupun di kawasan pegunungan Peru.

    Salah satu kelengkapan untuk bisa digunakan di kawasan yang keras adalah bahannya yang kasar dan tahan air, sekaligus pula hemat energi.

    Laptop itu dirancang untuk digerakkan dengan energi yang jauh lebih sedikit dibanding dengan laptop pada umumnya.

    "Jadi bisa dioperasikan dengan menggunakan tenaga matahari maupun tenaga manusia," kata Profesor Bender.

    Komputer itu memang dilengkapi dengan sistem engkol sehingga bisa menyimpan energi dari tenaga manusia.

    Dan karena dirancang untuk kawasan-kawasan yang tidak selalu mempunyai sekolah, maka Komputer XO bisa digunakan di tempat terbuka.

    "Bagi banyak anak sekolah, itulah satu-satunya buku yang mereka punya dan kami ingin mereka akan segera mempunyai ketrampilan membaca yang pertama" tambah Prof. Bender.
              "TR" and the First 79        
    On Monday, August 9th, former Syracuse University professor Tom Richards ("TR") turns 79.  Mentor to a generation of photographers who have made their mark on modern photography, Richards taught and befriended such photographers as Stephen Wilkes, Seth Resnick, Bob Sacha, Clint Clemens, Ed Kashi, Nancie Battaglia, Walter P. Calahan, Nancy Leigh, and myself, as well as Sean Callahan, the founder of American Photographer magazine, which, for the ten years he edited it, was a substantially different magazine than its successor, American Photo.  

    Among us, we've published more than a dozen books, on subjects ranging from a biography of Margaret Bourke-White, to a book on Ellis Island, and one on India; photographed luminaries such as Bill Gates and Bruce Springsteen; and worked for magazines ranging from Life to Time.  Seth Resnick's workshops on digital imaging, Bob Sacha's numerous photo essays for National Geographic, and Clint Clemens' groundbreaking use of computers in his photography—all of them have in common the influence, the teaching, and the drive of the man behind those two initials, "TR."
    I took a course in color printing and color theory from Tom, in the late Sixties, but my own recollections of that time remain myopic—blurred with the passage of time, much like the Vaseline filters that were the rage in those days, along with fisheye lenses and LSD.   Yes, "TR" had me pegged.  'Timothy Leary?   Doctor Timothy Leary?  What kind of doctor is he?' he would ask sarcastically as he dashed up the back stairwells of Newhouse  1  between his third floor office and the lab, his white lab coat flapping in his wake. recall working for the student newspaper, photographing the FBI photographing the Berrigan brothers (renegade priests and anti-war activists), and being pinned against a wall by TR almost every day, in a jovial bout of questioning about some arcane corner of photographic technology.  One time he started rattling off Wratten filter numbers and asking me to describe their color--#12, 15, 21, 23, 25, 32, 47, 58...we kept going for 5 minutes, when he got all the way up to #102 and flashed his schoolboy grin at me, his eyes sparkling, and his eyebrows arched as if to say "Gotcha Meola !"   Until I simply looked at him with no emotion and said "lime green."


    Those encounters have stayed with me to this day. Friend and former magazine editor (now retired, but currently Adjunct Professor at SU) Sean Callahan, had these thoughts about this particular side of TR: "His exercise with you with the Wratten filters is a good example of the level he would go to challenge the individual. I doubt that he would do that to any other student, even a grad student, because it is pretty arcane stuff. Tom didn't mind taking on the challenge you were as a student, and actually relished it because he had made his mark in the profession, so he was comfortable as a practitioner. I believe this gave him the foundation to be a creative teacher."


    Yet, to be honest, in those days I was far more concerned with being drafted. I only had one eye on photography; my real focus was what was going on in Vietnam.  I was a full blown child of the Sixties.  Again, Sean, who somehow has maintained more brain cells than I from those heady times, recalls the following about my introduction to TR:


    "An English major with thoughts about being a writer (NOT a photographer), you were a live-at-home townie with little interest in campus activity until you responded to my call for help at the 'Daily Orange' (S.U.'s student newspaper) and you presented yourself with a list of hardware that was more modern and extensive than anything in the newspaper’s darkroom. ('What the *#@^*%#@??? is a Macbeth Quantalog Densitometer used for?')


    I kept prodding you to take a course with TR at the J-school and you only agreed to meet with him when I made the argument that you could easily boost your grade point average with a photo course.  I had sung your praises to TR prior to the meeting, and don’t recall what transpired between you, other than he had to get department head Fred Demarest’s OK since you obviously were going to have to come in at an advanced level and work in color (Fred’s domain.)"
    One of my photo heroes at the time was Ernst Haas, and when he was invited to talk at S.U., I was front and center.  Haas was renowned for introducing color to magazine photography, notably in Life, in the early 1950s with his sometimes lyrical imagery.  Of particular note was an essay he shot on bullfighting in Spain using the original Kodachrome (ASA 10) and slow shutter speeds to create some remarkable (for the time) impressionistic images. Haas' appearance obviously had the effect on his students that TR hoped for.Shortly thereafter, I got an assignment from the the yearbook editor to show the university's diversity. With refrains in my ears of TR's mantra to always look for a new way of seeing something that might be tried and true, I took a young Nigerian exchange student out to the newly constructed terminal at Syracuse's airport, and panned the camera as he ran against a bright red, enameled brick wall, his native robes unfurling in the wind.  It was the first time I knew I had caught TR's attention, and that I felt I had made a leap in the way I saw.

    TR's edgy irreverence with students always came with a demanding playfulness. He constantly challenged you to make better pictures—sometimes even in competition with himself. Just to keep his edge, TR would be the AP stringer for SU football games. (This was the Floyd Little/LarryCzonka era when SU was always in newsworthy contention for NCAA glory.) TR would help qualified students get sideline credentials. Sean sometimes got a credential for UPI, thereby putting him elbow-to-elbow with TR during the game. TR would heckle him all during the game but never offered any guidance.  This was, after all, the real world, and the student needed to learn to survive in it.  Later he would ask to see the student's take and offer helpful criticism, albeit sardonically delivered.

    As Sean recalls, "Perhaps the biggest event of my sophomore year was the week I beat TR to the Sunday NYTimes sports page. That was the only time UPI edged AP in Syracuse that season but it was enough for me. TR grudgingly mentioned it in class the next week, claiming it was an example of egregious photo editing. I beamed and it was obvious that he was proud, too—but not too obvious about it such that I would get cocky."

    Photographer Ed Kashi, got a taste of another side of TR:
    “I have many memories of TR, and not all of them are easy or pleasant. He never made me feel a part of the group and was, I felt, quite tough on me. But what he did was prepare me for a life in photography.  When I was a senior and about to graduate, I asked him to write me a letter of recommendation. What I got back was unusable. He basically ripped me apart in that letter. It was a sobering lesson for what was about to come as I entered the 'real world' of professional photography.
    TR was also a very kind man, generous and strong. If he liked you, there was no end to what he would do for you. My sense is that he expected people to give it their all and learn what it meant to be mature and professional. His judgment of me, way back then, was probably good for me. He kept me honest and humbled; and forced me to conjure up my inner strength and resolve, which prepared me for the future. His tough expectations were a good thing for an undisciplined, but eager, kid.”
    Here are recollections of other former students who stand in TR's debt: 





























































              The Hitchikers Guide to 2011        

    It’s exactly 30 years since the TV series of Hitch Hikers guide to the Galaxy popularized the book to millions of people, and the genius of Douglas Adams was writ large on the nations consciousness.

    30 years is a long time, and many things can happen, many developments can occur, and while it is true that the Earth has NOT been bull-dozered to make way for an intergalactic superhighway, it is striking how many of the things Douglas Adams wrote about in his futuristic fiction have come to life!

    For a start, there’s the Internet, that in 1981 that was barely a twinkle in Bill Gates’ eye. But when Adams described the Hitch Hikers Guide to the Galaxy (the magical book with the answer to everything...) it sounds almost exactly like the internet

    “It has the answer to everything known, compiled by people all round the galaxy beaming in their copy and it being instantly available to anybody to read – over something called the subethernet.”

    Or then there’s the Ipad/ Smart phone technology he describes:

    “It's sort of like an electronic book, you press the screen, and it lights up and gives you an index and characters appear upon the surface.”

    Visionary! There’s even predictions that came true about Artificial Intelligence, Genetically Modified Animals, Biological Computers, and satellite technology!

    It’s almost to the point where I wouldn’t be surprised if the earth ended up being a giant super computer run by mice! Well, I would be surprised, just not as much as I could be.

    Pick up the books again if you get the chance – they’re a staple at second hand shops – and have a laugh, they are truly as brilliant and as funny as you remember them! And you might even get a clue as to what the future holds for the 2020’s!
              Steve Jobs Bill Gates Musical “Nerds” Cancels Broadway Run        

    Loss of Major Investor Leads to Indefinite Postponement Nerds: A Musical Dot-Comedy was scheduled to being Broadway previews on April 1, 2016, with an opening night of April 21, 2016, to run for an open-ended engagement at the Longacre Theatre.  However, this past Tuesday, just weeks before the performances were scheduled to begin, it was […]

    The post Steve Jobs Bill Gates Musical “Nerds” Cancels Broadway Run appeared first on New York Show News.


              Si Pemalu Berharta Rp 107 Triliun Siapa Dia ?        

    Jakarta - eBay dikenal sebagai situs lelang dan jual beli raksasa, yang populer di berbagai belahan dunia. Didirikan tahun 1995, eBay adalah pelopor era e-commerce. Website ini merupakan gagasan seorang pria low profile bernama Pierre Morad Omidyar.

    Omidyar dikenal sosok pemalu, tak suka berkomentar dan jarang muncul di media. Tak banyak berita tentangnya beredar. 

    "Aku memang senang berada di bawah radar. Ketika jalan-jalan di kota, aku ingin orang yang mengenal dan memanggilku adalah rekan di Starbucks," katanya suatu ketika.

    Omidyar lahir di Paris 49 tahun lampau. Orang tuanya imigran asal Iran yang dikirim ke Prancis untuk kuliah. Ia hidup berkecukupan, ibunya akademisi terhormat dan sang ayah dokter. 

    Saat Omidyar bocah, mereka pindah ke Amerika Serikat terkait pekerjaan sang ayah. Sayang, orang tua Omidyar kemudian cerai. 

    Ia tertarik pada dunia komputer sejak remaja dan meraih gelar sarjana Ilmu Komputer dari Tufts University. Sempat bekerja di beberapa perusahaan teknologi Silicon Valley, Omidyar mendirikan layanan lelang online di September 1995. Awalnya dinamai Auction Web sebelum berganti jadi eBay. 

    Tiga tahun kemudian atau di 1998, eBay melantai di bursa saham dan membuat Omidyar jadi miliuner di usianya yang baru 31 tahun. Saat ini, ia masih termasuk manusia terkaya dunia dengan harta terkini diestimasi Forbes USD 8,1 miliar atau di kisaran Rp 107 Triliun.

    Sejak awal, Omidyar lebih suka berada di balik layar. Bukan tipe bos teknologi yang senang tampil semacam Steve Jobs, Bill Gates ataupun Mark Zuckeberg. Itu diakuinya sendiri.

    "Aku bukan tipe pendiri merangkap CEO seperti Bill Gates atau Steve Jobs. Aku membangun perusahaan sampai titik tertentu dan jika sukses, kami akan membawa manajamen profesional. Skillku adalah melakukan inovasi dan menciptakan. Tapi agar berhasil, aku tahu kami butuh manajer sejati," jelasnya.

    Tahun 1998, Omidyar menunjuk Meg Whitman sebagai CEO eBay. Whitman yang sekarang adalah CEO Hewlett Packard, dinilai sukses memimpin eBay di era awal itu. "Aku hanya memberi saran buat Meg di belakang layar. Dialah yang memimpin,"

    Saat ini, Omidyar dan istrinya Pamela tinggal di Henderson, Nevada, dengan 3 anak mereka. Ia memiliki beberapa properti mewah, antara lain di Hawaii, tempat di mana dia pernah tinggal beberapa lama.

    Bersama sang istri, Omidyar memiliki yayasan amal bernama Omidyar Network. Yayasan ini telah menyumbangkan dana senilai ratusan juta dolar ke berbagai organisasi nirlaba untuk meningkatkan taraf kehidupan manusia. (fyk/mag)

    Source : https://inet.detik.com/business/d-3533767/pendiri-raksasa-ebay-si-pemalu-berharta-rp-107-triliun?_ga=2.10064438.221776006.1497671149-719642800.1497671149

              A Font Is at the Heart of Pakistan’s Prime Minister’s Legal Troubles        

    A font might just be the political death knell for Pakistan Prime Minister Nawaz Sharif, who is currently embroiled in legal troubles that began with a 2016 leak of documents popularly known as the Panama Papers. According to a report of a joint investigation team probing the source of Sharif’s family wealth, a property deed dated 2006 was typed in Microsoft’s Calibri font. That’s mysterious, because the font apparently did not debut until 2007.

    The investigation team asked the U.K.-based Forensic Handwriting & Document Examiner to investigate the documents. The final report says that the examiner “proves, beyond any doubt that presented documents by respondents in the Supreme Court and the documents presented to the [joint investigation team] by Ms. Maryam Safdar were falsified to mislead the Court to believe that they were signed in 2006, whereas they could not have been typed in that font in that year as it was not yet introduced.”

    And so Calibri, a default Microsoft Word font frequently replaced by its colleagues Times New Roman and Arial, has become central to the investigation into whether the Pakistani prime minister’s daughter Maryam fabricated documents to make it look like her family had properly disclosed details of their wealth to relevant authorities.

    Staff from the Pakistani newspaper Dawn spoke with the creator of the Calibri font shortly after the report was released. "As far as I know, the first public beta versions of Calibri were published in 2006. We do not know the exact date for this public release date [but] it is [still] extremely unlikely that somebody would copy fonts from a beta environment to use in official documents," Lucas de Groot told the paper last week.

    Pakistanis on Twitter were quick to mock the Sharif family’s lapse of judgment, and the hashtag #CalibriGate soon went viral, with tweets like, “Always do corruption in Arial,” “#Calibri is our very own Covfefe,” and “Cause of Death: Calibri.” Memes of Prime Minister Sharif with Microsoft founder Bill Gates also made the rounds on social media.

    The Calibri Wikipedia page was also bombarded by attempted edits to include the font’s significant role in exposing foul play at the hands of the Prime Minister and his family. The Wikipedia page is currently restricted “from editing until July 18, 2017, or until editing disputes have been resolved.”

    But at least they didn’t use Comic Sans, right?


              T is for Training 204 : You Sound Like My Therapist        
    Five hours of learning each week?  How hard that can be? Also, do we live in an information age? These are the topics Kate Kosturski, Maurice Coleman, and Paul Signorelli discussed. Resource: Bill Gates, Warren Buffett, and Oprah Winfrey All Use the 5-Hour Rule: Top Business Leaders Often Spend Five Hours Per Week Doing Deliberate […]
              Bill Gates says Surface tablets won’t affect OEM partnerships        

    When Microsoft unveiled the Surface tablets we wondered what OEMs were thinking. It’s always interesting when a software company decides to make it’s own hardware because then they become a competitor with the hardware partners they usually rely on. Bill Gates has been quiet about Surface, but last night he went on Charlie Rose and had a few things to say about the situation.
    I actually believe you can have the best of both worlds. You can have a rich eco-system of manufacturers and you can have a few signature devices that show off, wow, what’s the difference between a tablet and a PC?
    We happen to agree with Gates on this one. Surface will not do significant harm to their partners like Asus, Samsung, and HP, but that’s not their goal. Surface, and other Microsoft-made devices, are there to show the partners what they should be doing with the software. Gates’ view is that the PC as we know it will become devices like Surface.
    You can get everything you like about a tablet, everything you like a PC, all in one device. That should change the way people look at things.
    Microsoft can’t always rely on partners to understand what they intend the software to do.

              Bill Gates, hero or villain?        
    – No, this is not one of those Mac vs. PC things (although I’m a PC guy myself, but I do own an iPod as well). A little while back I ran across this entry by Mike Adams, the Blue Ranger, Texas Ranger, Power Ranger or whatever he calls himself, of NaturalNews infamy. He linked […]
              Romney's Success        
    Mitt Romney want's to be know as a successful business man. We could call him that if he created something from nothing. Our history is full of men like that: Andrew Carnegie, Henry Ford, J. C. Penny, Bill Gates.

    Romney is not any of those guys.

    Romney's claim to fame is creating nothing from something. He made millions by slashing jobs, gutting businesses and forcing bankruptcies. The American landscape is littered with what once were thriving businesses but now are empty shells because Romney and others like him sucked the life out of businesses the way parasites suck the life from healthy bodies. That may be success to Romney but it's dirty business to the rest of us.

              Field of dreams Harvard Business School reinvents its MBA course        


    article link

    YOUNG mums shopping in the Copley Mall in downtown Boston last month found themselves being questioned about their use of soap by students from Harvard Business School. The students were not doing odd jobs to earn beer money. They were preparing to help a firm in Brazil launch an antibacterial cleanser.

    Fieldwork—ie, going out and talking to people—is a big change for HBS. Its students used to sit in a classroom and discuss case studies written by professors. Now they may also work in a developing country and launch a start-up. “Learning by doing” will become the norm, if a radical overhaul of the MBA curriculum succeeds.

    The 900 students arriving in Boston this summer for their two-year course were told they would be guinea pigs. The new practical addition to HBS’s curriculum is known as “FIELD” (Field Immersion Experiences for Leadership Development). Not all the staff and students are overjoyed to be experimented on. But the man responsible, Nitin Nohria, who became dean of HBS in July 2010, says that “if it works, the FIELD method could become an equal partner to the case method.”

    Long before he became dean, Mr Nohria lamented the failure of business schools to fulfil their mission of turning management into a profession similar to law or medicine. Asked what should be expected from someone with an MBA, he replies that “obviously, they should master a body of knowledge. But we should also expect them to apply that knowledge with some measure of judgment.” MBA students have long been sent on summer internships with prospective employers, but HBS, like most business schools, did little else to help them with the practical application of management studies.

    What happens in the second year of the new course is still being worked out. But the first year has three elements. First, team-building exercises. Students take turns to lead a group engaged in a project such as designing an “eco-friendly sculpture”. They learn to collaborate and to give and take feedback. These exercises are loosely based on ones used in the US army.

    Second, students will be sent to work for a week with one of more than 140 firms in 11 countries. Already the new intake have had conference calls with these companies, ranging from the Brazilian soapmaker to a Chinese property firm, and gone off-campus to conduct product-development “dashes” like the one in Copley Mall. This sort of structured learning-by-doing is a world away from HBS’s traditional encouragement of students to “go on an adventure” outside of classes.

    In the third novel part of the course, students will be given eight weeks, and seed money of $3,000 each, to launch a small company. The most successful, as voted by their fellow students, will get more funding. It remains to be seen if this amounts to much more than a souped-up business-plan competition, though Mr Nohria says he hopes some real businesses will be created. (If only HBS had thought of this when Bill Gates was thinking of starting Microsoft, or Mark Zuckerberg was creating Facebook—perhaps the school would have received shares in those firms.)

    It is unclear how much the one-week working assignments will achieve. Pankaj Ghemawat, a management guru, says “the literature suggests that an immersion experience needs to be at least 2-3 weeks and be backed up with time in the classroom.” The HBS students’ classroom preparation will have to be pretty thorough, then, to make up for the brevity of their field trips. Moreover, some of the HBS alumni who have agreed to offer work experience at their firms say they are unsure what meaningful work they can offer the students.

    Privately, some faculty members are sceptical that all this change will be worthwhile. In January, the vote in favour of trying the field method was “as enthusiastic as you could get from a faculty,” says Mr Nohria, wryly. He wisely ensured that ownership of the idea was widely spread by delegating design of the new curriculum to several faculty committees. The vote gave the go-ahead to run a “delicate experiment for 3-5 years to see if we can move the needle”, he says, compared with the 13 years it took to develop the case method into more or less what it is today.

    The experiment does not come cheap, adding 10-15% to the course’s cost (students pay at least $84,000 a year), which HBS will bear while it figures out what works. A lot is at stake. For where Harvard leads, other universities may follow.


              Bridge International, for-profit chain of schools in Africa may violate student privacy rights among other abuses        
    A little less than a year ago, I blogged about how the journalist Tina Rosenberg, who regularly writes for the NY Times Fixes column, had repeatedly praised the for-profit education company, Bridge International Academy, while glossing over or omitted negative information, including the arrest of a doctoral student falsely arrested for investigating conditions at the school. Bridge International, or BIA as it is commonly called, currently runs over 500 private schools in India, Kenya, Nigeria, and Uganda, with the professed goal of reaching 10 million students by 2025. The company hires high school graduates and provide them with just a few weeks of training, and then send them off to teach to read scripts off computer tablets.

    Rosenberg wrote glowingly about  this company in her column while failing to disclose how she and the organization she co-founded, Solutions Journalism, have a conflict of interest:  Bill Gates has invested in BIA, along with Pearson, Mark Zuckerberg and others, while the Gates Foundation has granted Solutions Journalism more than $2.5 million in funds since 2014.

    Last year, Liberian government outsourced fifty primary schools to be operated by Bridge, and  recently decided to allow them to expand the number even more, without waiting for the results of a randomized trial as originally promised.  The decision of the Liberian government to expand the company's operations without actual evidence of their schools' quality led to a public statement of protest from the academic community.  Bridge's operations in Liberia has also been criticized by Kishore Singh, the United Nations Special Rapporteur on the Right to Education, who sent a letter to the Liberian president, stating that by outsourcing its educational system to a for-profit company, the country was committing a “gross violation” of its education obligations under the Sustainable Development Goal number four, which states that by 2030, the nation would “ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes.”


    On July 27,  the NY Times magazine ran a comprehensive on-the-ground description by Peg Tyre of these schools in Kenya, along with some of their problems.  Tyre described how many families can't afford the tuition, students were sent home immediately if their parents fell behind on payments, teachers deliver rigid scripted lessons with no time to answer questions, and in buildings that often feature inadequate unsanitary conditions.

    A couple of weeks later, Tyre's account was challenged by a breezy NY Times column by Nick Kristof whose argument could be summarized this way: the Liberian education system is a disaster, so Bridge's schools must serve as an improvement.  (The same argument, by the way, is often used by charter school supporters to privatize public schools, rather than invest in improving their conditions.) This column sparked a Twitter debate between Prof. Daniel Katz and Kristof, into which I occasionally interjected.

    Among the other troubling concerns with Bridge is the company's plans to achieve profits by using the personal student data of students for marketing purposes, as described here by the Global Initiative for Economic, Social and Cultural Rights.
    This concept is troubling, to say the least, and it can be easily imagined how Bridge International Academy might share data on families that lapsed on tuition payments with banks and used to deny them credit and/or loans.

    More recently Liberia's teachers have come out publicly against the expansion of Bridge, and yesterday 174 organizations from 50 nations, including Network for Public Education, on whose board I sit, came out with a letter urging investors to cease their support and divest in Bridge given the company's lack of transparency, inadequate research evidence, poor conditions, and violation of student and teacher rights.  As well as divestment, the letter from the organizations , whose logos are below,  goes on to make the following demands of investors:

    ● Immediately and independently verify BIA’s compliance with national laws and standards,
    including human rights, educational, disability, and labor standards;
    ● Ensure that issues of equity, systemic discrimination, and exclusion are addressed;
    ● Demand that BIA immediately uphold standards of transparency and publicly disclose information about its operations, including accurate information on actual levels of fees and real costs for parents, teacher salaries and qualifications, enrollment data of children with disabilities, student attrition and completion rates, legal status and policy compliance in different countries, etc.
    ● Demand that BIA immediately stop intimidating civil society organizations and researchers, including teachers’ unions, and collaborate with any interested researcher in order to provide reasonable access to its schools and all information required to make independent assessments of its claims;
    ● Engage in dialogue with civil society organizations to review the concerns about BIA and to explore alternative ways to make a valuable contribution to education;
    ● Demand immediate action to remedy the above violations, within a reasonable timeframe and with adequate monitoring, or alternatively withdraw existing investments;
    ● Transparently share information about existing or future evaluations of BIA, and engage in dialogue about these evaluations with all stakeholders, including civil society organizations;
    ● Cease future investments of public or private resources in BIA and other fee-charging, commercial private schools that are failing to reach the most disadvantaged and contributing to socio-economic segregation, undermining the public education system, or undermining the rule of law;
    ● Invest in programs that fight poverty and inequality by promoting high-quality, equitable, free public education, including programs that help local and national governments improve public schools and expand to under-served areas;
    ● Constructively engage with civil society organizations to promote the realization of the right to education.

    Surely, that would be a good start!

              Arne Duncan still arguing for mayoral control -- when the trend is in the opposite direction         
    Arne Duncan - a fan of mayoral control
    In the Sunday Daily News , former Secretary of Education Arne Duncan argued for the extension of Mayoral control.  The official legislative session is supposed to end Wednesday and Mayoral control expires at the end of the month.  Yet considering Arne's unpopular and controversial policies this probably is not the most effective endorsement.  He wrote:
    "Mayors who are in control of their schools are directly accountable for the success of those schools. Education becomes a key to the Mayors' success. To put it another way, parents are hard to fool and parents vote."
    Really? This certainly is a change of tone from Duncan’s earlier condescending remarks that parents only opposed the Common Core standards after finding out that “their child isn’t as brilliant as they thought they were, and their school isn’t quite as good as they thought they were.”
    If NYC parents are so hard to fool, one wonders why can't they have the right to elect a school board as voters do in most of the country? 
    Mayor de Blasio and Chancellor Farina have offered their own unconvincing arguments.  The Mayor has said an era of “corruption and chaos” would return if mayoral control is not renewed: 

    “Unfortunately a lot of chaos went with that. A lot of corruption went with that. A lot of patronage ... a lot of people went to jail, we’ve got to make sure we never go back to those days.”

    Chancellor Farina’s hand-wringing is  even more extreme:

    Managers, appointed by the local school boards, inflated the price of contracts to generate lucrative kickbacks that took money directly away from students and siphoned money from taxpayers. One district alone stole $6 million from students, paying 81 employees for jobs they never showed up to. In another, school safety was entrusted to a high-level gang member.

    Yet as Patrick Sullivan points out in this blog, mayoral control in NYC has not ensured a lack of corruption.  In fact, several  multi-million dollar fraudulent DOE contracts were paid out while Mayor Bloomberg was in charge, far more costly than anything was stolen during the days of the local school boards.  A huge, potential billion dollar contract was awarded by the DOE in 2015 to a vendor that had engaged in a massive kickback scheme, only to be rejected by City Hall after the media had called attention to it.    Moreover, local school boards lost all power to hire or to award contracts in 1996, years before mayoral control was established, as well as the power to appoint district superintendents. All that authority was given to the Chancellor.  More on that here.  

    Arne Duncan famously said in March 2009, “At the end of my tenure, if only seven mayors are in control, I think I will have failed.”"  In fact, no school district in the country adopted this governance system since Duncan made this statement – with Washington DC the last to do so in 2007, according to Wikipedia.

    Just this spring, the Illinois Legislature voted to revoke mayoral control in Chicago, Arne’s home town and the first city to adopt the system.  As Chicago residents also found out, mayoral control is no defense against wrong-headed policies, mismanagement or corruption.  In fact, one could argue that autocratic rule makes it even more likely.  Mayor Rahm Emanuel’s first hand-picked CEO of the Chicago public schools, Jean-Claude Brizard, lasted only a 17 months in the job; and the second, Barbara Byrd Bennett, who closed 50 Chicago schools in one year, is now serving an 4 ½  year sentence for kickbacks and self-dealing.

    In 2015, Chicago voters overwhelmingly approved an advisory referendum to return to an elected school board, and a bill to do so was introduced in the Legislature.  As one of the co-sponsors, Illinois State Representative Greg Harris explained:
    There is only one school district in the State of Illinois that does NOT have an elected school board, and that is the Chicago Public Schools.  Currently all members of the Chicago Board of Education are appointed by Mayor and are not accountable to the parents, students or communities they serve. It is time for a change. That is why I am proud to cosponsor HB 4268 which would change Chicago’s school board from appointees to an elected school board.

    We know about the recent pay-to-play scandals rocking CPS. But for our neighborhoods there are so many other reasons that we need to take back control of our schools. We have seen our neighborhood schools losing resources for enrichment programs such as music, art, sports, foreign languages, advanced placement and special education. This year, CPS is proposing over $8.7 million in cutsto schools in our area.

    It is also worth noting that at the same time the Board is cutting our schools and asking for a property tax increase, we will be paying $238 million in termination fees to banks and investorsto get us out of interest rate swaps and other financial deals that the CPS Board itself instigated.

    Mayor Ras Baraka of Newark
    Chicago is not alone in its intention to go back to elected school boards.  Detroit just reinstated an elected school board  with the support of its mayor, after many years of "emergency managers" under state and mayoral control.  At least two major cities have successfully resisted adopting mayoral control despite attempts by their Mayors to exert more power: Los Angeles in 2006 and Seattle more recently in 2016. The Mayor of Newark, Ras Baraka, has convinced the New Jersey Governor, Chris Christie, to allow their elected school board to resume authority after 21 years of state control.
    So why do Duncan and others of his political persuasion keep promoting this inherently undemocratic system?  Bill Gates poured $4 million into the campaign to allow Mayor Bloomberg to keep control in 2009, as the NY Post then reported for the following reasons:

    Microsoft founder and philanthropist Bill Gates — a pal of fellow billionaire Mayor Bloomberg — has secretly bankrolled Learn-NY, the group that joined the campaign led by The Post to extend mayoral control. “You want to allow for experimentation.” The cities where our foundation has put the most money is where there is a single person responsible.

    Another big supporter of mayoral control, Bill Gates
    Surely, it is always easier to only convince one person in charge to allow for untested policies to be imposed on our public schools and students, in the name of “experimentation,” without having to deal with school boards whose members may have different views.  Indeed, the top-down methods preferred by Gates and corporate reformers are far easier to implement without any of the limitations that messy democracy might require.
    So what is the alternative?  As much as I’d like a citywide elected school board to replace the rubber-stamp Panel for Educational Policy, elected school boards are no panacea.  In Denver and more recently in Los Angeles and Oaklandwealthy financiers, corporate executives and the charter lobby have combined to spend millions to elect school board members who complacently fall in line with their plans for privatization.  (Watch this terrific video if you haven’t yet of Kate Burnite, a recent Denver high school graduate, excoriating the school board for being in the pocket of Democrats for Education Reform and other privateers.)

    Perhaps the simplest alternative would be for the NYC Council to be given the authority to provide some measure of checks and balance in an amended system of mayoral control known as municipal control.  Unacknowledged in all the heated rhetoric about the need to retain mayoral control in its current form is that the Department of Education is the only city agency where the City Council has no real power to affect change – or to exert any counterbalance against damaging policies.  

    Right now, the City Council can only influence education by passing bills to try to influence policy through more reporting and/or through the overall budget.  The members have no ability to pass legislation when it comes to school closings, charter schools, testing or any of the myriad issues that deeply affect NYC students. The provision of municipal, local control would be a good first step—and because of strong campaign finance laws in NYC it would be difficult for privateer billionaires to hijack Council elections as they have done in school board elections elsewhere, and in the case of the GOP- and IDC- controlled NY Senate. 

    Yet the members of the City Council would have to speak up more strongly to gain this counter-balancing authority over the DOE and our schools.  And the State Legislature tends to be very proprietary about retaining their prerogatives over NYC schools, and all too willing to use it as a bargaining chip, as occurs each time mayoral control comes up for a vote.   

    The worst outcome of all would be for the Mayor and the Democratic leadership in the Assembly to trade mayoral control for more charter schools or tuition tax credits, as the Governor and the Senate GOP and IDC leaders seem intent on trying to extort.  Let’s hope this doesn’t happen – make your calls now to your Legislators, if you haven’t yet done this already; more on how to do this here.