;-PP “too long; didn’t read” or “tl;dr”
Why RSS Readers and the Choice of a Feed Reader Matters | The CerebralRift
domingo, 30 de junio de 2013
Los 10 factores que predicen el éxito (o fracaso) de una empresa
Foco, control de costes, equipo, compromiso, liderazgo …
Los 10 en detalle, según Empresa Radical
Los 10 en detalle, según Empresa Radical
On “Geek” Versus “Nerd”
On “Geek” Versus “Nerd” | Slackpropagation
"…
"…
Conclusion
In broad strokes, it seems to me that geeky words are more about stuff (e.g., “#stuff”), while nerdy words are more about ideas (e.g., “hypothesis”). Geeks are fans, and fans collect stuff; nerds are practitioners, and practitioners play with ideas. Of course, geeks can collect ideas and nerds play with stuff, too. Plus, they aren’t two distinct personalities as much as different aspects of personality. Generally, the data seem to affirm my thinking. …"
In broad strokes, it seems to me that geeky words are more about stuff (e.g., “#stuff”), while nerdy words are more about ideas (e.g., “hypothesis”). Geeks are fans, and fans collect stuff; nerds are practitioners, and practitioners play with ideas. Of course, geeks can collect ideas and nerds play with stuff, too. Plus, they aren’t two distinct personalities as much as different aspects of personality. Generally, the data seem to affirm my thinking. …"
Aaron Schwartz, in memoriam
Be curious. Read widely. Try new things. I think a lot of what people call intelligence boils down to curiosity.
Quotes on Design
Quotes on Design
jueves, 27 de junio de 2013
Top Billionaire Art Collectors - Business Insider
Top Billionaire Art Collectors - Business Insider
#10 Samuel Irving Newhouse Jr, CEO de Advance Publications (Condé Nast entre otras)
#9 Leon Black, fundador de Apollo Global Management
#8 Doris F Fisher, empezó The Gap
#7 Norman L Braman, distribuidor de coches
#6 Nasser David Khalili, magnate de las propiedades
#5 François Pinault, CEO de PPR, lo que era Pinault-Printemps-Redout
#4 Boris Ivanishvili, banca y "metales" …
#3 Eli Broad, fundador de SunAmerica Inc. and KB Home
#2 Steven A. Cohen, CEO del fondo SAC Capital
#1 David Geffen, fundador de DreamWorks Animation
Montones de enlaces en el original de Business Insider enlazado arriba.
#10 Samuel Irving Newhouse Jr, CEO de Advance Publications (Condé Nast entre otras)
#9 Leon Black, fundador de Apollo Global Management
#8 Doris F Fisher, empezó The Gap
#7 Norman L Braman, distribuidor de coches
#6 Nasser David Khalili, magnate de las propiedades
#5 François Pinault, CEO de PPR, lo que era Pinault-Printemps-Redout
#4 Boris Ivanishvili, banca y "metales" …
#3 Eli Broad, fundador de SunAmerica Inc. and KB Home
#2 Steven A. Cohen, CEO del fondo SAC Capital
#1 David Geffen, fundador de DreamWorks Animation
Montones de enlaces en el original de Business Insider enlazado arriba.
domingo, 23 de junio de 2013
To Sell Anything You Need to Know What Makes You Unique
"… If you have gotten the customer to acknowledge a “pain” and they are aware and believe that your can uniquely solve that pain you’re a long way down the sales funnel. …"
To Sell Anything You Need to Know What Makes You Unique
"… But that instant product / market fit is rare.
So you need a business case to persuade customers that they should buy now. If they can quantify the amount of gain from using your product or the loss from not using it then you’ve got a burning platform from which to sell now.
It’s called ROI (return-on-investment) selling. :"
Pain
"… It’s a reminder that unless your prospect has a need to solve a problem they are not going to buy a product. Customers sometimes buy things spontaneously without thinking through what their actual need is. But often there is an underlying reason for a purchase even if the buyer doesn’t bring it to the surface.
… The pain was that somebody senior in the organization had read about the importance of Facebook for business and had begun asking loud questions about why the organization didn’t have a strong Facebook presence. That is still “pain.”
To Sell Anything You Need to Know What Makes You Unique
"… But that instant product / market fit is rare.
So you need a business case to persuade customers that they should buy now. If they can quantify the amount of gain from using your product or the loss from not using it then you’ve got a burning platform from which to sell now.
It’s called ROI (return-on-investment) selling. :"
Pain
"… It’s a reminder that unless your prospect has a need to solve a problem they are not going to buy a product. Customers sometimes buy things spontaneously without thinking through what their actual need is. But often there is an underlying reason for a purchase even if the buyer doesn’t bring it to the surface.
… The pain was that somebody senior in the organization had read about the importance of Facebook for business and had begun asking loud questions about why the organization didn’t have a strong Facebook presence. That is still “pain.”
It’s a reason a company would buy. That a boss is a dolt with no economic rationale for what he is asking to be achieved does not disqualify pain. …"
…
Often if a customer has heard similar problems described in other customers (not hearing your solution pitched at them but a real business discussion about the pain point) then they will start to open up and have a discussion.
Even if they start to debate with you whether this is a real problem or not, you’re having a much better meeting then just flipping through slides. If they’re going to take the time, energy and logic to try and debate with you then they’re at least engaged.
People prefer to hear themselves speak rather than to listen to you. It’s just human nature. :"
Even if they start to debate with you whether this is a real problem or not, you’re having a much better meeting then just flipping through slides. If they’re going to take the time, energy and logic to try and debate with you then they’re at least engaged.
People prefer to hear themselves speak rather than to listen to you. It’s just human nature. :"
…
Write down the customer pains so you’ll have them for later. Ask questions the whole time. The best form of sales is “active listening” where you’re engaged in what the customer is telling you.
And please resist the temptation to cut off the customer with a story of your own.
You know, the blah, blah, blah I heard you but now let ME tell you this great story I have. Most people naturally do this at cocktail parties (everybody does) but not in sales meetings. Never. When you cut off customers with your stories you lose valuable insights that might be exposing more pain points. …"
And please resist the temptation to cut off the customer with a story of your own.
You know, the blah, blah, blah I heard you but now let ME tell you this great story I have. Most people naturally do this at cocktail parties (everybody does) but not in sales meetings. Never. When you cut off customers with your stories you lose valuable insights that might be exposing more pain points. …"
Why Making Money Is Not Enough | MIT Sloan Management Review
"… the maximization of profit is not a purpose; instead, it is an outcome." -Ratan Tata
Why Making Money Is Not Enough | MIT Sloan Management Review
"… it is possible to build and lead companies that retain a deeper purpose,” they write. Despite the growing wealth of the Tata Group, they note, company leaders are not featured in the listings of the richest people in India or the world. The reason: Two-thirds of the shares of Tata Sons, the holding company of the group, belong to the Tata Trusts, one of the largest and oldest Indian philanthropic foundations. …"
Why Making Money Is Not Enough | MIT Sloan Management Review
"… it is possible to build and lead companies that retain a deeper purpose,” they write. Despite the growing wealth of the Tata Group, they note, company leaders are not featured in the listings of the richest people in India or the world. The reason: Two-thirds of the shares of Tata Sons, the holding company of the group, belong to the Tata Trusts, one of the largest and oldest Indian philanthropic foundations. …"
Ideas sobre información, conocimiento y educación; @dreig
"… en cuanto al dilema de si el profesor tiene que ser experto o no en tecnología, lo que tengo cada vez más claro es que en lo que tiene que ser experto es en su materia. …"
El pulpo que vive en los árboles (o la diferencia entre información y conocimiento) | El caparazon:
El pulpo que vive en los árboles (o la diferencia entre información y conocimiento) | El caparazon:
"… aprender bien requiere conocer cuestiones, en primer lugar porque no podemos pensar si no es en algo sobre lo que hacerlo y en segundo porque las competencias más importantes en aprendizaje, el razonamiento y la resolución de problemas, dependen en gran medida del conocimiento sobre hechos que se almacena en la memoria a largo plazo, no solamente en lo que podemos almacenar en el ambiente (o en las máquinas).
…
Lo dije también hace poco en Ibertic en Buenos Aires y cada día estoy más convencida de ello: más que poner el énfasis en lo que los profesores deberían aprender, deberíamos ponerlo en trasladar al contexto actual lo que ya saben hacer. No digo que no deban saber de las tecnologías y nuevas habilidades de manejo de la información en sus respectivas especialidades pero debemos respetarles si son capaces de dejar libertad o negociar con sus alumnos, especialmente expertos en ello, en cuanto a los formatos, los procedimientos, las herramientas con las que presentan o evalúan y que se centren en los contenidos de los que son expertos.
No estamos hablando de modelos exclusivamente memorísticos: Evaluar debería parecerse, en un escenario de proactividad del alumno en el aprendizaje, a valorar si lo que se aporta es coherente y además añade un nuevo valor a lo que ya existe. …"
…
Lo dije también hace poco en Ibertic en Buenos Aires y cada día estoy más convencida de ello: más que poner el énfasis en lo que los profesores deberían aprender, deberíamos ponerlo en trasladar al contexto actual lo que ya saben hacer. No digo que no deban saber de las tecnologías y nuevas habilidades de manejo de la información en sus respectivas especialidades pero debemos respetarles si son capaces de dejar libertad o negociar con sus alumnos, especialmente expertos en ello, en cuanto a los formatos, los procedimientos, las herramientas con las que presentan o evalúan y que se centren en los contenidos de los que son expertos.
No estamos hablando de modelos exclusivamente memorísticos: Evaluar debería parecerse, en un escenario de proactividad del alumno en el aprendizaje, a valorar si lo que se aporta es coherente y además añade un nuevo valor a lo que ya existe. …"
Is $75 Million in Venture Capital an Advantage? - NYTimes.com
The question is, “Better positioned for what?”
… From an outsider’s perspective, it looks like they spent their time finding a repeatable and scalable business model before they gave away equity to a V.C.
Is $75 Million in Venture Capital an Advantage? - NYTimes.com:
Which of the two companies mentioned in the article — RJMetrics and GoodData — is better positioned?
- The question is, “Better positioned for what?” GoodData is better positioned to get big or go home. The good news is, with $75 million in the bank, you can make a lot of mistakes and still be in business. The bad news is that raising all that money makes you act like all you have to do is execute and everything works. The reality is that no business plan survives first contact with customers. After raising $75 million, GoodData needs to sell (or take public) the company at several times that number for the investors/founders to make money. To grow that large they’re going to be selling software to companies that can pay $100,000 and above.
… From an outsider’s perspective, it looks like they spent their time finding a repeatable and scalable business model before they gave away equity to a V.C.
Is $75 Million in Venture Capital an Advantage? - NYTimes.com:
Which of the two companies mentioned in the article — RJMetrics and GoodData — is better positioned?
- The question is, “Better positioned for what?” GoodData is better positioned to get big or go home. The good news is, with $75 million in the bank, you can make a lot of mistakes and still be in business. The bad news is that raising all that money makes you act like all you have to do is execute and everything works. The reality is that no business plan survives first contact with customers. After raising $75 million, GoodData needs to sell (or take public) the company at several times that number for the investors/founders to make money. To grow that large they’re going to be selling software to companies that can pay $100,000 and above.
RJMetrics, either by default or design, has minimized the amount of capital they raised. From an outsider’s perspective, it looks like they spent their time finding a repeatable and scalable business model before they gave away equity to a V.C. Now it appears they’ve found a business that works, and they’re using their investors’ dollars to go for scale.
sábado, 22 de junio de 2013
La era de la destrucción del empleo por la tecnología
Versión en Business Insider para los que tenemos prisa del artículo en MIT Technology Review
"… The real problem facing workers today is computer software that can handle the work typically performed in white-collar jobs. From clerical work to handling finances, software can perform many tasks faster and with fewer errors. With developments like big data and analytics, few tasks will require human input in the years ahead.
This means that two types of jobs will do well in the future: those that benefit from computer assistance, like programming, engineering, and design, and low-skill jobs that require the basic problem-solving abilities that humans still have over machines, like janitorial and restaurant services …"
Computer Technology Is Destroying Jobs - Business Insider
"… The real problem facing workers today is computer software that can handle the work typically performed in white-collar jobs. From clerical work to handling finances, software can perform many tasks faster and with fewer errors. With developments like big data and analytics, few tasks will require human input in the years ahead.
This means that two types of jobs will do well in the future: those that benefit from computer assistance, like programming, engineering, and design, and low-skill jobs that require the basic problem-solving abilities that humans still have over machines, like janitorial and restaurant services …"
Computer Technology Is Destroying Jobs - Business Insider
Microsoft da un empujón a los emprendedores valencianos (a dónde los empuja es otra cuestión)
Les pone herramientas microsoft … no se si es mucho apoyo.
Además se apoderan del concepto "smart city" en el que IBM es precursora ("smarter worl" http://www.ibm.com/smarterplanet/us/en/smarter_cities/overview ) y apoya el mercado más tradicional, dejando de lado modelos de negocio que puedan crecer y ofrecer un desarrollo más sostenible.
A mi no me parece el mejor camin ni el mejor aliado … espero equivocarme si es bueno para todos.
VLC News | Microsoft da un empujón a los emprendedores valencianos
Además se apoderan del concepto "smart city" en el que IBM es precursora ("smarter worl" http://www.ibm.com/smarterplanet/us/en/smarter_cities/overview ) y apoya el mercado más tradicional, dejando de lado modelos de negocio que puedan crecer y ofrecer un desarrollo más sostenible.
A mi no me parece el mejor camin ni el mejor aliado … espero equivocarme si es bueno para todos.
VLC News | Microsoft da un empujón a los emprendedores valencianos
Un decálogo para evitar sobresimplificaciones bobas en las redes sociales | Ricardo Galli, de software libre
Al fin alguien capaz de expresar, mucho mejor que yo lo que no me acaba de gustar de twitter…
Un decálogo para evitar sobresimplificaciones bobas en las redes sociales | Ricardo Galli, de software libre
El mundo, y la sociedad, es mucho más complejo de lo que imaginas.
Puedes coger unas pocas variables y creer que eso lo explica todo, pero es FALSO, la complejidad no se explica con pocas variables.
Tenemos tendencia a la falacia narrativa, a encontrar relaciones causales e “historias” donde no las hay. No caigas en la trampa.
Hay tantas variables y ruido que creerás encontrar relaciones que lo explican. Lo más probable es que sea puro ruido, ve alerta.
A todo lo que no entendemos queremos encontrar responsables o culpables. Es muy humano y siempre ocurre, pero evítalo.
Los humanos tenemos el sesgo de selección en nuestros genes, nos acordamos sólo de la información que confirma nuestras creencias.
Nuestra “intuición” reconoce patrones automáticamente, algunos son útiles, pero inútiles para explicar sistemas complejos.
Nuestra parte racional es muy perezosa y sólo se pone en marcha voluntariamente y con esfuerzo, por eso no solemos ser muy racionales.
Ante información extraordinaria que confirma tus creencias, párate y haz el esfuerzo de poner en marcha tu sistema racional.
Por lo que expliqué antes, DEJA YA DE HACER GRANDES SIMPLIFICACIONES GENIALES DEL MUNDO EN TWITTER, son una chorrada.
Un decálogo para evitar sobresimplificaciones bobas en las redes sociales | Ricardo Galli, de software libre
40 de las mejores herramientas que tu startup podría estar utilizando
Vía @sonarventures www.eureka-startups.com 40 de las mejores herramientas que tu startup podría estar utilizando
Buscadores, equipo, directorio de becarios, sistemas de tickets, estudios de mercado, análisi de datos, pruebas de usabilidad, herramientas para presentaciones, redes de emprendedores, blogs, coworking, seguimiento de KPIs …
Buscadores, equipo, directorio de becarios, sistemas de tickets, estudios de mercado, análisi de datos, pruebas de usabilidad, herramientas para presentaciones, redes de emprendedores, blogs, coworking, seguimiento de KPIs …
lunes, 17 de junio de 2013
Outcomes from relating to other managers (3/3)
And finally:
- Keep it simple, not everybody wants to be an entrepreneur
- Is the team rich or king?
- Buyback terms?
- Reward 50% based on personal / 50% on team (results)
- Let people choose, hardcash or stock
- Don't forget to evaluate how your plan will fit the hard times
- Silicon Valley usual allocation of stock-options
CEO 5,4%
CTO 1,9%
Sales 1,2%
BD 1,23%
Consider 10% for Board Members
- Consider to set a cash reward plan for milestones
- A broken promise is not broken if redefined (particularly before the due date)
- Remember to model exit scenarios
- Remember considering tax consequences (not just for the company and branches, but for the considered employees nationalities)
- If you are looking for a place for HQ you must consider:
Business friendly
Tax
Talent (availability)
- For euro/HQ you should consider Lithuania (savings, biz-friendly with facilities) or Netherlands (low VAT)
- For US company "localization":
Delaware is complex for an IPO
For talent … think a bout Oklahoma or Oregon for good engineering (difficult in CA, for example)
- For getting more business abroad: use piggybacking with bigger companies or alliances
- Why the banks does not loan you, unless you are BIG?
The MBAs who crowded banks years ago, were used to don't ask about assets when you present big revenue and cash-flow more or less stable. You can get this in big companies whose revenue is about 100 million a year.
They started to look at companies' assets when revenue was from 10 to 100 millions a year. So they could guarantee the loan if the cash-flow where not so clear.
Of course, they didn't allocate any resources to "invest" in loans to companies under 10 millions a year, they could loan the other ones more securely.
When hard times came, they didn't change strategy, but the performance of a large number of companies plummeted so now many more companies are in the last step and they are not "worthy"the resources allocation.
(more or less)
- Keep it simple, not everybody wants to be an entrepreneur
- Is the team rich or king?
- Buyback terms?
- Reward 50% based on personal / 50% on team (results)
- Let people choose, hardcash or stock
- Don't forget to evaluate how your plan will fit the hard times
- Silicon Valley usual allocation of stock-options
CEO 5,4%
CTO 1,9%
Sales 1,2%
BD 1,23%
Consider 10% for Board Members
- Consider to set a cash reward plan for milestones
- A broken promise is not broken if redefined (particularly before the due date)
- Remember to model exit scenarios
- Remember considering tax consequences (not just for the company and branches, but for the considered employees nationalities)
- If you are looking for a place for HQ you must consider:
Business friendly
Tax
Talent (availability)
- For euro/HQ you should consider Lithuania (savings, biz-friendly with facilities) or Netherlands (low VAT)
- For US company "localization":
Delaware is complex for an IPO
For talent … think a bout Oklahoma or Oregon for good engineering (difficult in CA, for example)
- For getting more business abroad: use piggybacking with bigger companies or alliances
- Why the banks does not loan you, unless you are BIG?
The MBAs who crowded banks years ago, were used to don't ask about assets when you present big revenue and cash-flow more or less stable. You can get this in big companies whose revenue is about 100 million a year.
They started to look at companies' assets when revenue was from 10 to 100 millions a year. So they could guarantee the loan if the cash-flow where not so clear.
Of course, they didn't allocate any resources to "invest" in loans to companies under 10 millions a year, they could loan the other ones more securely.
When hard times came, they didn't change strategy, but the performance of a large number of companies plummeted so now many more companies are in the last step and they are not "worthy"the resources allocation.
(more or less)
Outcomes from relating to other managers (2/3)
Going on, some days later:
- Erosion of knowledge:
Mobile trained workers
More capable universities
US hegemony is decreasing
Oligopoly market positions are decreasing
Venture Capital is increasing (focused on Development, instead of R+D)
- Open Innovation is playing poker, but you shouldn't forget playing chess
- What's innovation?
Before:
After:
- Most of the patents are idle in most of the companies
- Open Innovation is not about firing your R+D dept., but encouraging their collaborative skills
- Tips outside - in
1. Open internal first
2. Know what you are looking for
3. Think about how a solution looks like (collaboration)
4. Understand relation with external source
5. (Sometimes) more is not better when it comes to maintain external connections
6. Invest in key relationships. Time is more valuable than money in many cases
7. Win-win relationships
8. Develop & deploy T-shaped tech staff
9. Be clear on definition of who owns what…
- Tips inside-out
1. Be open to new business models
2. Be open to share
3. Fight lazy thinking
4. Let customer decide when and where to buy your technology
5. Let your business units share revenues for esxternal use of their assets
- RyanAir business model is to get money from airports (more than from customers)
-What is a business model?
Identifies a market segment
Articulate the value of the proposed offering
Focus on the key attributes of the offering
Defines the value chain to deliver that offering
Creates a way for getting paid
Establishes the value network needed to sustain the model
- Business Model becomes a "cognitive" trap …
Implications
A successful business model is a double-edged sword
Make use of external ideas in your business model
Make use of your ideas in other's business models
Startups can be sources of learning
Established companies should interact with startups (even fund them occasionally)
- “Disruptive Technology is a misnomer. What it really is, is trivial technology that disrupts your business model.” -AndyGrove
- Managing Busines Models: VCs vs. Corporations
DON'Ts
- Erosion of knowledge:
Mobile trained workers
More capable universities
US hegemony is decreasing
Oligopoly market positions are decreasing
Venture Capital is increasing (focused on Development, instead of R+D)
- Open Innovation is playing poker, but you shouldn't forget playing chess
- What's innovation?
Before:
- Invention, product
- Tech-driven
- Internal
- Engineering job
After:
- Commercialization
- Business (process & business model)
- Business value -driven
- Internal integration of internal & external stuff
- Everyone's job
- Most of the patents are idle in most of the companies
- Open Innovation is not about firing your R+D dept., but encouraging their collaborative skills
- Tips outside - in
1. Open internal first
2. Know what you are looking for
3. Think about how a solution looks like (collaboration)
4. Understand relation with external source
5. (Sometimes) more is not better when it comes to maintain external connections
6. Invest in key relationships. Time is more valuable than money in many cases
7. Win-win relationships
8. Develop & deploy T-shaped tech staff
9. Be clear on definition of who owns what…
- Tips inside-out
1. Be open to new business models
2. Be open to share
3. Fight lazy thinking
4. Let customer decide when and where to buy your technology
5. Let your business units share revenues for esxternal use of their assets
- RyanAir business model is to get money from airports (more than from customers)
-What is a business model?
Identifies a market segment
Articulate the value of the proposed offering
Focus on the key attributes of the offering
Defines the value chain to deliver that offering
Creates a way for getting paid
Establishes the value network needed to sustain the model
- Business Model becomes a "cognitive" trap …
Implications
A successful business model is a double-edged sword
Make use of external ideas in your business model
Make use of your ideas in other's business models
Startups can be sources of learning
Established companies should interact with startups (even fund them occasionally)
- “Disruptive Technology is a misnomer. What it really is, is trivial technology that disrupts your business model.” -AndyGrove
- Managing Busines Models: VCs vs. Corporations
VCs
- Clear financial goals
- Staged financing
- Independent Board & oversight
- Outside CEO
- Selecting and changing the Business Model
Corporations
- Financial and Strategic goals
- Annual budget process
- Internal Bd & oversight
- InsideCEO
- Tendency to utilize parent company Model
- Venturing DOs and DON'Ts
DO
- Use your existing organization to innovate your current businesses
- Leverage some of your existing organization’s resources
- Borrow
- But also Forget
DON'Ts
- Use your existing organization to create a new business in a different area
- Try to leverage all of your existing organization’s resources in a new business in a different area
- Be careful with "breaking" bonus of sales people …
- Metric for startups says: until 20 people you can avoid HR
- Deal with disruption
- Net Present Value: cost, risk, expectations
- Windows IP management:
Enforce in US (as it's a "de facto" standard)
Do not enforce in China (as each illegal Windows is one Linux less)
Outcomes from relating to other managers (1/3)
The last two weeks, I've been in different events, one organized by IBM for its Business Partners in their Innovation Center in La Gaude (close to Nice, France) and the other one(s) in Barceona, where I had the chance, and luck to do so, to assist to an Open Innovation course and This Way Up 2013 (a CEO-CF event), both in ESADE (Barcelona, Spain).
I like to grab notes during this meetings, events and the like so I'd rather write them here, for teh record and to share them, given the case somebody read my blog. At least they allow me to get back to waht I "learnt" or to the concepts worth to keep in mind. So, here we go
- Don't talk about products; talk about capabilities (solutions for the customer's pain, pain relief instead vitamin)
- 400 millions tweets a day
- 2'5 quadrillion bytes of data a day
- CMOs are second in IT expenditures
- Targeted content
- Automagically
- Selling point: saving pays for the investment
- 34% of IT projects "are late"
- Apple like experience (in deployments)
- Less cores = Less costs (energy, licenses, etc)
- Set:
1. Mobile is primary
2. Insight from mobile data provide new opportunities
3. Mobile is about transacting
4. Mobile must create a continuous brand experience
5. Mobile enables the internet of things
- Leverage Mobiel: Big Opportunities in GPS, NFC, Accelerometers, Microbolometers
- Why mktg investment does drive results?
1. Broader market reach
2. More leads
3. Steadier revenue flow
4. Better use of sales resources
5. More profit
- Patterns are the secret sauce for Pure
- TCO reduction = 76%
- Now querying quintillions of data can spped up from 27 hours to 12 minutes …
- Mobile-Social-Big Data (anyone, everywhere, anything).
Mobile is driving business processes
- Networking integrated into Pure means most of the traffic is node-to-node (faster)
Topology systemized
Virtual Appliances (standard TCO)
Virtual Systems Patterns (better TCO)
Virtual Application Patterns (best TCO)
- Rethink IT - Reinvent Business
- Growing IT complexity is unsustainable. With Patterns you get:
- preinstalled OS
- preinstalled integrated components
- configured and tuned
- configured and monitored
- configured for security
… to be continued
-
I like to grab notes during this meetings, events and the like so I'd rather write them here, for teh record and to share them, given the case somebody read my blog. At least they allow me to get back to waht I "learnt" or to the concepts worth to keep in mind. So, here we go
- Don't talk about products; talk about capabilities (solutions for the customer's pain, pain relief instead vitamin)
- 400 millions tweets a day
- 2'5 quadrillion bytes of data a day
- CMOs are second in IT expenditures
- Targeted content
- Automagically
- Selling point: saving pays for the investment
- 34% of IT projects "are late"
- Apple like experience (in deployments)
- Less cores = Less costs (energy, licenses, etc)
- Set:
1. Mobile is primary
2. Insight from mobile data provide new opportunities
3. Mobile is about transacting
4. Mobile must create a continuous brand experience
5. Mobile enables the internet of things
- Leverage Mobiel: Big Opportunities in GPS, NFC, Accelerometers, Microbolometers
- Why mktg investment does drive results?
1. Broader market reach
2. More leads
3. Steadier revenue flow
4. Better use of sales resources
5. More profit
- Patterns are the secret sauce for Pure
- TCO reduction = 76%
- Now querying quintillions of data can spped up from 27 hours to 12 minutes …
- Mobile-Social-Big Data (anyone, everywhere, anything).
Mobile is driving business processes
- Networking integrated into Pure means most of the traffic is node-to-node (faster)
Topology systemized
Virtual Appliances (standard TCO)
Virtual Systems Patterns (better TCO)
Virtual Application Patterns (best TCO)
- Rethink IT - Reinvent Business
- Growing IT complexity is unsustainable. With Patterns you get:
- preinstalled OS
- preinstalled integrated components
- configured and tuned
- configured and monitored
- configured for security
… to be continued
-
domingo, 16 de junio de 2013
¿Por qué más de un 70% de las solicitudes de crédito a las pymes son desatendidas?
"… Es decir, el sector público ha acaparado recursos de los ahorradores para financiar su gasto, traducido por lo general en gasto corriente (prestaciones por desempleo, intereses de la deuda…) y, por tanto, improductivo. …"
¿Por qué más de un 70% de las solicitudes de crédito a las pymes son desatendidas?
"… De ahí que desde Europa se esté insistiendo tanto en rebajar el déficit. Si los gastos siguen aumentando, el Estado va a seguir financiándose en los mercados, eliminando de esta manera del círculo del crédito a las pymes y obligándoles, por tanto, a realizar verdaderos esfuerzos para mantener su negocio en pie. Por tanto, es necesario, no ya solo solucionar el problema financiero, sino también reducir el déficit público si de verdad queremos que nuestras pymes vuelvan a tener acceso al crédito. …"
¿Por qué más de un 70% de las solicitudes de crédito a las pymes son desatendidas?
"… De ahí que desde Europa se esté insistiendo tanto en rebajar el déficit. Si los gastos siguen aumentando, el Estado va a seguir financiándose en los mercados, eliminando de esta manera del círculo del crédito a las pymes y obligándoles, por tanto, a realizar verdaderos esfuerzos para mantener su negocio en pie. Por tanto, es necesario, no ya solo solucionar el problema financiero, sino también reducir el déficit público si de verdad queremos que nuestras pymes vuelvan a tener acceso al crédito. …"
Andrew McAfee: What will future jobs look like? | Video on TED.com
Andrew McAfee: What will future jobs look like? | Video on TED.com
"… So this is not the set of challenges we really need to worry about. To tell you the kinds of societal challenges that are going to come up in the new machine age, I want to tell a story about two stereotypical American workers. And to make them really stereotypical, let's make them both white guys. And the first one is a college-educated professional, creative type, manager, engineer, doctor, lawyer, that kind of worker. We're going to call him "Ted."He's at the top of the American middle class. His counterpart is not college-educated and works as a laborer, works as a clerk, does low-level white collar or blue collar work in the economy. We're going to call that guy "Bill."
But over the longer term, if we are moving into an economy that's heavy on technology and light on labor, and we are, then we have to consider some more radical interventions, for example, something like a guaranteed minimum income. Now, that's probably making some folk in this room uncomfortable, because that idea is associated with the extreme left wingand with fairly radical schemes for redistributing wealth. I did a little bit of research on this notion, and it might calm some folk down to know that the idea of a net guaranteed minimum income has been championed by those frothing-at-the-mouth socialists Friedrich Hayek, Richard Nixon and Milton Friedman. And if you find yourself worried that something like a guaranteed income is going to stifle our drive to succeed and make us kind of complacent, you might be interested to know that social mobility, one of the things we really pride ourselves on in the United States, is now lower than it is in the northern European countries that have these very generous social safety nets. So the economic playbook is actually pretty straightforward.
The societal one is a lot more challenging. I don't know what the playbook is for getting Bill to engage and stay engaged throughout life.
I do know that education is a huge part of it. I witnessed this firsthand. I was a Montessori kid for the first few years of my education, and what that education taught me is that the world is an interesting place and my job is to go explore it. The school stopped in third grade, so then I entered the public school system, and it felt like I had been sent to the Gulag. With the benefit of hindsight, I now know the job was to prepare me for life as a clerk or a laborer, but at the time it felt like the job was to kind of bore me into some submission with what was going on around me. We have to do better than this. We cannot keep turning out Bills.
So we see some green shoots that things are getting better. We see technology deeply impacting education and engaging people, from our youngest learners up to our oldest ones. We see very prominent business voices telling us we need to rethink some of the things that we've been holding dear for a while. And we see very serious and sustained and data-driven efforts to understand how to intervene in some of the most troubled communities that we have.
"… So this is not the set of challenges we really need to worry about. To tell you the kinds of societal challenges that are going to come up in the new machine age, I want to tell a story about two stereotypical American workers. And to make them really stereotypical, let's make them both white guys. And the first one is a college-educated professional, creative type, manager, engineer, doctor, lawyer, that kind of worker. We're going to call him "Ted."He's at the top of the American middle class. His counterpart is not college-educated and works as a laborer, works as a clerk, does low-level white collar or blue collar work in the economy. We're going to call that guy "Bill."
But over the longer term, if we are moving into an economy that's heavy on technology and light on labor, and we are, then we have to consider some more radical interventions, for example, something like a guaranteed minimum income. Now, that's probably making some folk in this room uncomfortable, because that idea is associated with the extreme left wingand with fairly radical schemes for redistributing wealth. I did a little bit of research on this notion, and it might calm some folk down to know that the idea of a net guaranteed minimum income has been championed by those frothing-at-the-mouth socialists Friedrich Hayek, Richard Nixon and Milton Friedman. And if you find yourself worried that something like a guaranteed income is going to stifle our drive to succeed and make us kind of complacent, you might be interested to know that social mobility, one of the things we really pride ourselves on in the United States, is now lower than it is in the northern European countries that have these very generous social safety nets. So the economic playbook is actually pretty straightforward.
The societal one is a lot more challenging. I don't know what the playbook is for getting Bill to engage and stay engaged throughout life.
I do know that education is a huge part of it. I witnessed this firsthand. I was a Montessori kid for the first few years of my education, and what that education taught me is that the world is an interesting place and my job is to go explore it. The school stopped in third grade, so then I entered the public school system, and it felt like I had been sent to the Gulag. With the benefit of hindsight, I now know the job was to prepare me for life as a clerk or a laborer, but at the time it felt like the job was to kind of bore me into some submission with what was going on around me. We have to do better than this. We cannot keep turning out Bills.
So we see some green shoots that things are getting better. We see technology deeply impacting education and engaging people, from our youngest learners up to our oldest ones. We see very prominent business voices telling us we need to rethink some of the things that we've been holding dear for a while. And we see very serious and sustained and data-driven efforts to understand how to intervene in some of the most troubled communities that we have.
…
But I actually don't think that's what we're going to do. I think we're going to do something a lot better for one very straightforward reason: The facts are getting out there. The realities of this new machine age and the change in the economy are becoming more widely known.If we wanted to accelerate that process, we could do things like have our best economists and policymakers play "Jeopardy!" against Watson. We could send Congress on an autonomous car road trip. And if we do enough of these kinds of things, the awareness is going to sink in that things are going to be different. And then we're off to the races,because I don't believe for a second that we have forgotten how to solve tough challengesor that we have become too apathetic or hard-hearted to even try.
I started my talk with quotes from wordsmiths who were separated by an ocean and a century. Let me end it with words from politicians who were similarly distant.
Winston Churchill came to my home of MIT in 1949, and he said, "If we are to bring the broad masses of the people in every land to the table of abundance, it can only be by the tireless improvement of all of our means of technical production."
Abraham Lincoln realized there was one other ingredient. He said, "I am a firm believer in the people. If given the truth, they can be depended upon to meet any national crisis. The great point is to give them the plain facts."
So the optimistic note, great point that I want to leave you with is that the plain facts of the machine age are becoming clear, and I have every confidence that we're going to use themto chart a good course into the challenging, abundant economy that we're creating. …"
But I actually don't think that's what we're going to do. I think we're going to do something a lot better for one very straightforward reason: The facts are getting out there. The realities of this new machine age and the change in the economy are becoming more widely known.If we wanted to accelerate that process, we could do things like have our best economists and policymakers play "Jeopardy!" against Watson. We could send Congress on an autonomous car road trip. And if we do enough of these kinds of things, the awareness is going to sink in that things are going to be different. And then we're off to the races,because I don't believe for a second that we have forgotten how to solve tough challengesor that we have become too apathetic or hard-hearted to even try.
I started my talk with quotes from wordsmiths who were separated by an ocean and a century. Let me end it with words from politicians who were similarly distant.
Winston Churchill came to my home of MIT in 1949, and he said, "If we are to bring the broad masses of the people in every land to the table of abundance, it can only be by the tireless improvement of all of our means of technical production."
Abraham Lincoln realized there was one other ingredient. He said, "I am a firm believer in the people. If given the truth, they can be depended upon to meet any national crisis. The great point is to give them the plain facts."
So the optimistic note, great point that I want to leave you with is that the plain facts of the machine age are becoming clear, and I have every confidence that we're going to use themto chart a good course into the challenging, abundant economy that we're creating. …"
sábado, 15 de junio de 2013
Minimalizar el Consumo no es lo mismo que Minimizarlo | Mínimum Opus
Minimalizar el Consumo no es lo mismo que Minimizarlo | Mínimum Opus
"… De poco sirven los experimentos de los cien objetos, los ejercicios de mindfulness, aprender a manejar la avalancha informativa, o cualquier otra técnica de las que tanto hablamos en la blogsfera minimalista si la mayor parte del día la pasas sentado en un cubículo esperando ansiosamente que llegue la hora en que se acaba esa tortura cotidiana.
Una vez te redescubras verás que la división entre trabajo y ocio empieza a ser menos nítida: verás tu trabajo como un arte, algo que tiene sentido hacer independientemente del ingreso que te genera. Esto no solo alivia el impulso hacia el consumismo y otras formas de conducta evasiva, sino que lleva naturalmente a priorizarizar el gasto de dinero en todo aquello que te ayude a hacerte un maestro de tu arte, un hacker.
A medida que vamos adoptando el paradigma minimalista seguramente nos será más satisfactorio consumir productos y servicios producidos con criterios minimalistas, osea, por empresas que se toman su trabajo como un arte, satisfacen un nicho muy claramente definido, incorporan un alto grado de conocimiento e innovación en lo que hacen y ofrecen una excelente relación calidad-precio. Por lo general las empresas minimalistas tienden naturalmente a operar a pequeña escala, a tener relaciones armónicas con su entorno, y a organizarse horizontal ó cooperativamente.
Otro ángulo interesante para minimalizar el consumo es el de gastar más dinero en generar experiencias que en adquirir objetos materiales. … preferimos salir con amigos a comer o ir al cine que comprarnos ropa nueva, hacer un buen viaje que cambiar los muebles, o apuntarnos en un curso para aprender sobre un tema interesante que comprar un horno microondas nuevo. …"
"… De poco sirven los experimentos de los cien objetos, los ejercicios de mindfulness, aprender a manejar la avalancha informativa, o cualquier otra técnica de las que tanto hablamos en la blogsfera minimalista si la mayor parte del día la pasas sentado en un cubículo esperando ansiosamente que llegue la hora en que se acaba esa tortura cotidiana.
Una vez te redescubras verás que la división entre trabajo y ocio empieza a ser menos nítida: verás tu trabajo como un arte, algo que tiene sentido hacer independientemente del ingreso que te genera. Esto no solo alivia el impulso hacia el consumismo y otras formas de conducta evasiva, sino que lleva naturalmente a priorizarizar el gasto de dinero en todo aquello que te ayude a hacerte un maestro de tu arte, un hacker.
A medida que vamos adoptando el paradigma minimalista seguramente nos será más satisfactorio consumir productos y servicios producidos con criterios minimalistas, osea, por empresas que se toman su trabajo como un arte, satisfacen un nicho muy claramente definido, incorporan un alto grado de conocimiento e innovación en lo que hacen y ofrecen una excelente relación calidad-precio. Por lo general las empresas minimalistas tienden naturalmente a operar a pequeña escala, a tener relaciones armónicas con su entorno, y a organizarse horizontal ó cooperativamente.
Otro ángulo interesante para minimalizar el consumo es el de gastar más dinero en generar experiencias que en adquirir objetos materiales. … preferimos salir con amigos a comer o ir al cine que comprarnos ropa nueva, hacer un buen viaje que cambiar los muebles, o apuntarnos en un curso para aprender sobre un tema interesante que comprar un horno microondas nuevo. …"
viernes, 14 de junio de 2013
Apple ha conseguido sacarme una emoción (de nuevo)
Apple no me emocionaba así desde los tiempos de Think Different (no seas perret y haz click en el enlace) y el Twentieth Anniversary Macintosh TAM:
For twenty years
For twenty years
Apple design engineers
have been building bridges
between what people
dream about and the
technology that can make
those dreams reality.
It's our magnificient obsession.
It's about working
and playing and listening
and learning and creating
and communicating–
sometimes all
at the same time,
It's about the delight
of doing things faster
and better and easier,
It's about
turning your back on
conventional wisdom
and finding new ways.
I'ts about the joy
of holding and handling
and using things
that are very well made.
Now, it's about
celebrating the last
twenty years,
and heralding
the next twenty.
It's about
the most wonderful thing
we've ever built.
It's the Twentieth Anniversary Macintosh
Aunque se que es sólo marketing, me gusta que sea bueno (o a mi me lo parezca, que para el caso… es de lo que se trata, pienso). Es como cuándo Jobs introdujo el concepto de la intersección entre el arte y la tecnología, en 2003 ó 2004, posiblemente con el lanzamiento del cube y que hasta en el segundo iPad se ha utilizado (ahora con una "slide" que habla de technology y liberal arts).
Dice así:
This is it.
This is what matters.
The experience of a product.
How it will make someone feel.
Will it make life better?
Does it deserve to exist?
We spend a lot of time on a few great things, until every idea we touch enhances each life it touches.
You may rarely look at it, but you’ll always feel it.
This is our signature, and it means everything.
No estaba mal, pero me ha sonado … raro. Luego, vía @macdailynews he visto este otro que sí "me ha llegado":
Simplify is the only one yes in a thousand no's. from Andy Chen on Vimeo.
Dice así:
we simplify
This is it.
This is what matters.
The experience of a product.
How it will make someone feel.
Will it make life better?
Does it deserve to exist?
We spend a lot of time on a few great things, until every idea we touch enhances each life it touches.
You may rarely look at it, but you’ll always feel it.
This is our signature, and it means everything.
No estaba mal, pero me ha sonado … raro. Luego, vía @macdailynews he visto este otro que sí "me ha llegado":
Simplify is the only one yes in a thousand no's. from Andy Chen on Vimeo.
Dice así:
if everyone
is busy making everything
how can anyone perfect anything?
we start to confuse convenience with joy
abundance with choice
is busy making everything
how can anyone perfect anything?
we start to confuse convenience with joy
abundance with choice
designing something requires focus
the first thing we ask is
the first thing we ask is
what do we want people to feel?
delight, surprise, love, connection
then we begin to craft around our intention
then we begin to craft around our intention
it takes time…
there are a thousand no’s for every yes
we simplify
we perfect
we start over
until everything we touch enhances each life it touches
we start over
until everything we touch enhances each life it touches
only then do we sign our work
Designed by Apple in California
(Que sí, que seguro que alguien los mencionó antes, no me importa).
domingo, 9 de junio de 2013
Comando Dharma: una mañana en el cielo
"… en una gran comunión fraterna, juntos y solidarios, gozando a manos llenas de las personas y de las cosas, en casa, fluyendo…"
Comando Dharma: una mañana en el cielo
Cielo e Infierno
Según una antigua leyenda china, un discípulo preguntó a un gran maestro y vidente:
- Maestro, ¿Cual es la diferencia entre el cielo y el infierno?
Y el vidente respondió:- Es muy pequeña y sin embargo de grandes consecuencias.Vi un gran monte de arroz cocido y preparado como alimento. A su al rededor había muchos hombres hambrientos casi a punto de morir. No podían aproximarse al monte de arroz, pero tenían en sus manos largos palillos de dos y tres metros de largo. Es verdad que llegaban a coger el arroz, pero no conseguían llevarlo a la boca porque los palillos que tenían en sus manos eran muy largos. De este modo, hambrientos y moribundos, juntos pero solitarios, permanecían padeciendo un hambre eterna delante de una abundancia inagotable. Y eso era el infierno.
Vi otro gran monte de arroz cocido y preparado como alimento. Al rededor de él había muchos hombres hambrientos, pero llenos de vitalidad. No podían aproximarse al monte de arroz, pero tenían en sus manos largos palillos de dos y tres metros de largo. Llegaban a coger el arroz, pero no conseguían llevarlo a la propia boca porque los palillos que tenían eran muy largos. Sin embargo, con sus largos palillos, en vez de llevarlos a la propia boca, se servían unos a otros el arroz. Y así acallaban su hambre insaciable, en una gran comunión fraterna, juntos y solidaridad, gozando a manos llenas de las personas y de las cosas, en casa, fluyendo. Eso era el cielo. (Cuento tradicional Taoista)
Comando Dharma: una mañana en el cielo
Cielo e Infierno
Según una antigua leyenda china, un discípulo preguntó a un gran maestro y vidente:
- Maestro, ¿Cual es la diferencia entre el cielo y el infierno?
Y el vidente respondió:- Es muy pequeña y sin embargo de grandes consecuencias.Vi un gran monte de arroz cocido y preparado como alimento. A su al rededor había muchos hombres hambrientos casi a punto de morir. No podían aproximarse al monte de arroz, pero tenían en sus manos largos palillos de dos y tres metros de largo. Es verdad que llegaban a coger el arroz, pero no conseguían llevarlo a la boca porque los palillos que tenían en sus manos eran muy largos. De este modo, hambrientos y moribundos, juntos pero solitarios, permanecían padeciendo un hambre eterna delante de una abundancia inagotable. Y eso era el infierno.
Vi otro gran monte de arroz cocido y preparado como alimento. Al rededor de él había muchos hombres hambrientos, pero llenos de vitalidad. No podían aproximarse al monte de arroz, pero tenían en sus manos largos palillos de dos y tres metros de largo. Llegaban a coger el arroz, pero no conseguían llevarlo a la propia boca porque los palillos que tenían eran muy largos. Sin embargo, con sus largos palillos, en vez de llevarlos a la propia boca, se servían unos a otros el arroz. Y así acallaban su hambre insaciable, en una gran comunión fraterna, juntos y solidaridad, gozando a manos llenas de las personas y de las cosas, en casa, fluyendo. Eso era el cielo. (Cuento tradicional Taoista)
viernes, 7 de junio de 2013
Cosa de comerciales
Un estudio ha revelado que ha subido a 18 la media de acciones comerciales necesarias para "firmar" una operación. Visitas, llamadas de seguimiento, nuevas visitas, a lo mejor organizar una demo o llevarlo a una demo-room … 18 "actos".
Entre el 70% y 80 por ciento de los comerciales no pasan de 4 (CUATRO, sí) de estas acciones.
Siento no tener los datos del estudio.
Entre el 70% y 80 por ciento de los comerciales no pasan de 4 (CUATRO, sí) de estas acciones.
Siento no tener los datos del estudio.
domingo, 2 de junio de 2013
Why Pay More? "conspicuous consumption"
In his classic "The Theory of the Leisure Class", published in 1899, he argued that once the basis of social status became wealth itself – rather than, say, wisdom, knowledge, moral integrity, or skill in battle – the rich needed to find ways of spending money that had no other objective than the display of wealth itself. He termed this "conspicuous consumption".
Why Pay More? by Peter Singer - Project Syndicate
We can adapt that judgment to the man or woman who wears a $30,000 watch or buys similar luxury goods, like a $12,000 handbag. Essentially, such a person is saying; “I am either extraordinarily ignorant, or just plain selfish. If I were not ignorant, I would know that children are dying from diarrhea or malaria, because they lack safe drinking water, or mosquito nets, and obviously what I have spent on this watch or handbag would have been enough to help several of them survive; but I care so little about them that I would rather spend my money on something that I wear for ostentation alone.”
Why Pay More? by Peter Singer - Project Syndicate
We can adapt that judgment to the man or woman who wears a $30,000 watch or buys similar luxury goods, like a $12,000 handbag. Essentially, such a person is saying; “I am either extraordinarily ignorant, or just plain selfish. If I were not ignorant, I would know that children are dying from diarrhea or malaria, because they lack safe drinking water, or mosquito nets, and obviously what I have spent on this watch or handbag would have been enough to help several of them survive; but I care so little about them that I would rather spend my money on something that I wear for ostentation alone.”
Quiérete, el primero de los 10 consejo para el éxito de Onassis
Visto que llevan muchos años circulando y están en muchos blogs, aunque yo los descubrí en el primer ejemplar de la edición española de la revista Forbes … me han parecido bastante interesantes.
Aquí están tal y como los he copiado del blog "Negocios y Emprendimiento", que los publicaba en 2009:
Aquí están tal y como los he copiado del blog "Negocios y Emprendimiento", que los publicaba en 2009:
En 1970, cinco años antes de su muerte, concedió una entrevista en la que reveló los que, según él, son los diez secretos del éxito:
1º Cuida tu cuerpo. Haz de él lo mejor que puedas. No te preocupes por los defectos. Mírame a mí. No soy ningún Dios griego, pero no perdí mi tiempo lloriqueando porque no nací con aspecto de dios. Recuerda que nadie es tan feo como se piensa que lo es.
2º Come ligeramente y mantente apartado de los vinos y las comidas abundantes cuando se tiene que hacer un trabajo. El pasarse varias horas a la mesa, en medio de un día de trabajo, es la mejor forma de acortar la vida.
3º Espera hasta la noche, cuando se dispone de más tiempo y se ha terminado el trabajo del día. Entonces, disfruta de una buena comida con los amigos, y no hables nunca de negocios mientras se come.
4º Ejercítate y mantente en buenas condiciones. Los ejercicios básicos de yoga ayudan muchísimo, tanto a la mente como al cuerpo; y si uno se las puede arreglar para practicar una o dos horas semanales de judo, eso le liberará de todos sus complejos.
5º Mantente bronceado, aunque tengas que utilizar una lámpara. Para la mayoría de la gente, el bronceado en invierno sólo significa que uno ha estado donde está el sol y, en ese sentido, el sol es dinero.
6º Una vez que hayas cuidado tu aspecto físico, establece un modo de vida con éxito.Vive en un edificio elegante -aunque tengas que alquilar una habitación en el ático- donde te puedas codear con personas ricas y de éxito en los pasillos y ascensores. Frecuenta los cafés de lujo, aunque sólo puedas tomar sus bebidas a pequeños sorbos. No tardarás en darte cuenta de que mucha gente con dinero se siente muy sola.
7º Si te falta dinero, tómalo prestado. Y no pidas nunca préstamos pequeños; pide prestadas grandes cantidades, pero devuélvelas siempre con rapidez.
8º Guarda tus problemas para ti mismo y haz creer a la gente que lo estás pasando estupendamente.
9º No duermas demasiado o te despertarás con un fracaso. Si duermes tres horas menos cada noche durante un año, dispondrás de un mes y medio extra de tiempo para alcanzar el éxito.
10º Si aspiras a conseguir el éxito, no malgastes tu tiempo leyendo las cosas que han hecho otros. Es mucho mejor vivir la propia vida que preocuparse de lo que han hecho los demás. Esta regla se aplica principalmente a todas las historias sobre mí mismo, Jacquie y mis amigos. Si fuera cierta una cuarta parte de lo que han escrito los periodistas sobre mí, ya estaría arruinado, abandonado y me sentiría tan deprimido por mis desgracias, que estaría a punto de suicidarme".
Aristóteles Onassis, 1970.
A estas diez recomendaciones, Onassis se olvidó de añadir una fundamental que es, según sus biógrafos, la auténtica clave de su éxito:
"Ten el coraje de afrontar riesgos"
Fuente: Taringa
El interés del creador es la conquista de la naturaleza, …
… el interés del parásito es la conquista del hombre.
El Minimalismo como Forma Radical de Individualismo
Está bien descubrir que, sin haber sido muy dado a la filosofía, tu cabeza (seguramente llegando muy tarde a conclusiones) te ha llevado a razonamientos como los de John Locke o David Hume. ;-)
El Minimalismo como Forma Radical de Individualismo | Mínimum Opus
"… la versión orgánica del individualismo, al concebir a los intereses individuales como intrínsecamente armoniosos, es más merecedora del título individualismo radical que la versión atomista porque los organicistas sostienen su posición individualista en una variedad más amplia de asuntos: aunque coinciden con los atomistas en su individualismo motivacional, tanto metodológica como normativamente, al concebir los intereses humanos como armoniosos y la cooperación social como natural, también son individualistas sociales, alentando la autonomía y la independencia; y además son individualistas políticos y económicos, en el sentido de que confían en que el orden social emerge sin necesidad de que sea impuesto por una autoridad coercitiva.
… Los individualistas radicales sostienen que ˝gracias a que los individuos están orgánicamente relacionados a la sociedad˝ es innecesario imponerles ningún tipo de esquema gubernamental compulsivo.
…
El que el minimalismo existencial ponga al significado como medida central de la felicidad y la buena vida alude directamente a la eudaimonía: lo que aporta significado a nuestras vidas es el vivirla de acuerdo a un conjunto de virtudes que vamos desarrollando a medida que la vivimos. Y el minimalismo, al igual que el individualismo radical, se ocupa en gran parte de reflexionar sobre cómo desarrollar esas virtudes. …
…
… como dijimos al principio de esta entrada, una de las virtudes centrales que el individualismo radical celebra y rescata de la tradición grecorromana es el genuino interés por los demás. El Protágoras de Platón plantea que la sabiduría política que permite a la gente cooperar espontáneamente proviene de la capacidad humana para desarrollar espontáneamente un gusto inherente por la justicia, la amistad y el orden, y un sentido de aidos (término que puede significar tanto “respeto” como “vergüenza”).
…
… como lo expresa Long a manera de conclusión: “para los individualistas radicales la independencia es la base de la benevolencia, no el obstáculo para alcanzarla: cuando impedimos que las opiniones de los demás determinen nuestro destino, el otro pierde poder sobre nosotros y deja de ser una amenaza para nuestra felicidad, por lo que el miedo y el resentimiento que de otra manera podríamos sentir hacia ellos se convierte en un sentimiento de compañerismo …”
El Minimalismo como Forma Radical de Individualismo | Mínimum Opus
"… la versión orgánica del individualismo, al concebir a los intereses individuales como intrínsecamente armoniosos, es más merecedora del título individualismo radical que la versión atomista porque los organicistas sostienen su posición individualista en una variedad más amplia de asuntos: aunque coinciden con los atomistas en su individualismo motivacional, tanto metodológica como normativamente, al concebir los intereses humanos como armoniosos y la cooperación social como natural, también son individualistas sociales, alentando la autonomía y la independencia; y además son individualistas políticos y económicos, en el sentido de que confían en que el orden social emerge sin necesidad de que sea impuesto por una autoridad coercitiva.
… Los individualistas radicales sostienen que ˝gracias a que los individuos están orgánicamente relacionados a la sociedad˝ es innecesario imponerles ningún tipo de esquema gubernamental compulsivo.
…
El que el minimalismo existencial ponga al significado como medida central de la felicidad y la buena vida alude directamente a la eudaimonía: lo que aporta significado a nuestras vidas es el vivirla de acuerdo a un conjunto de virtudes que vamos desarrollando a medida que la vivimos. Y el minimalismo, al igual que el individualismo radical, se ocupa en gran parte de reflexionar sobre cómo desarrollar esas virtudes. …
…
… como dijimos al principio de esta entrada, una de las virtudes centrales que el individualismo radical celebra y rescata de la tradición grecorromana es el genuino interés por los demás. El Protágoras de Platón plantea que la sabiduría política que permite a la gente cooperar espontáneamente proviene de la capacidad humana para desarrollar espontáneamente un gusto inherente por la justicia, la amistad y el orden, y un sentido de aidos (término que puede significar tanto “respeto” como “vergüenza”).
…
… como lo expresa Long a manera de conclusión: “para los individualistas radicales la independencia es la base de la benevolencia, no el obstáculo para alcanzarla: cuando impedimos que las opiniones de los demás determinen nuestro destino, el otro pierde poder sobre nosotros y deja de ser una amenaza para nuestra felicidad, por lo que el miedo y el resentimiento que de otra manera podríamos sentir hacia ellos se convierte en un sentimiento de compañerismo …”
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