See Seven types of persons here

  1. Those who create complications but do not themselves know what they have done!?!?!?
  2. Those who are at least aware that they have created complications, but do nothing for the solution.
  3. Those who are at least aware that they have created complications, and then transfer these complications by informing others.
  4. Those who are at least aware that they have created complications, and then ‘inform’ others by ‘sticky-notes’ [now by e-mail or SMS].
  5. Those who are at least aware that they have created complications, and ensure self-awareness not to permit the repetition [We invite them for the jobs here.]
  6. Those who are at least aware that they have created complications, and ensure that others are aware not to permit the repetition. [We have open doors for jobs for them, always]
  7. Those who are at least aware that they have created complications, search for the solutions and also ensure own and others’ awareness for avoiding the repetition. [We are on the constant look out for such leaders.]

[[Observed at the hardboard at the Reception counter of an Engineering Company]]

Courtesy: http://nilenekinarethi.wordpress.com/2011/11/15/seven-kinds-of-people/

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Seth’s Blog: After you’ve done your best

Seth’s Blog: After you’ve done your best.

One certainly can learn from the failures only, only if you know – why,how and what.
That is why failing the right way would remain an art.   

The King of Good Times is now the pauper of bad times.

The growth of airlines industry in India seems to have happened quite unplanned.
Before, any meaningful comment can be offered, one needs to study the market share , the patterns of traffic, the cost structure, infrastructure management practices etc. of of each airline.
However,  few observations can be recorded at this stage:
1. Airlines seems to find competition uncomfortable. It is time that they are able to work out strategy of differentiating on factors other than price. As a customer, I have not preferred price alone. I would be necessarily guided by the preferred time slot for my travel, the experience of on-time travel. However, the airlines do not seem to have been able monetize their such USPs.
2. Certainly, [only] some routes may be profitable! but is it only the average, day-in-day-out load factor the only parameter driving that routes profitability?
3. The airlines are facing the monopoly in several other areas, like airport charges, fuel cost etc. But, this is not very much new for the industry as a whole. There are many industries  which have many customers [ meaning difficult to achieve segmentation and loyalty]; many players [Classic application of ‘Rule of 3’ – relatively fragmented supply side] and few [oligopolistic] structure of input suppliers [meaning that not much control on your input cost and /or quality performance parameters].

Certainly, the industry is in unenviable situation. But do they have not landed themselves in that condition themselves? If so, why, someone else should help them out?

[This is copy of my Comment to the original blog-post on BlogAdda’s Spicy Saturday Picks – Nov. 12, ’11]

BBC News – India’s undying love affair with Tintin

BBC News – India’s undying love affair with Tintin.

Two suprises: First one that Tin Tin has been translated in Hindi  and Bengali and Second, Tin Tin is so popular in India that the new Steven Spielberg animation movie is released in India first.

Here is the small news item in BBC Hindi <http://www.bbc.co.uk/hindi/entertainment/2011/11/111111_tintin_india_dk.shtml>

Seth’s Blog: There’s nothing wrong with having a plan

Seth’s Blog: There’s nothing wrong with having a plan.

The plans can fail because

  • either the design was not adequate and complete, missing some vital elements that would affect input or process or output, OR
  • it was not implemented the way it was designed, OR
  • some of the external environmental factors did not behave as expected in the plan design, OR
  • perhaps the target was too high vis-a-vis planned or available resources.
But the mission is what the plan aims to achieve. The mission can undergo change, as it should, ordinarily.
One may give up the mission. but, that still is not mission’s [intrinsic ] failure. It is the failure of that individual who had dreamed that mission.

Best film songs based on classical ragas | Songs Of Yore

Best film songs based on classical ragas | Songs Of Yore.

One of the very well researched works.

More intersting is very orginal selction of subjects.

On personal note, good many of songs selected for any particular post has my personal favorites too.

I have located the Audio CD ‘Alaap – Classical Legends in Hindi Films [CDF 124064], in which Sa Re Ga Ma have released hindi film songs rendered by the classical singers. The two songs by Shobha Gurtu – ‘बंधन बांधो ‘ from पाकीझा and ‘सैयां रूठ गये’ from मैं तुलसी तेरे आंगन की – are indeed the real collectors’ gems, as these are not available elasehwere.

Why Peter Drucker Distrusted Facts – Stephen Wunker – Harvard Business Review

Why Peter Drucker Distrusted Facts – Stephen Wunker – Harvard Business Review.

One of the very valid point made in the article is that decisions are, in essence,  the human judgments. If the decisions, based on facts alone – without requite evaluation of all options and all round views- can be erroneous, the judgments are usually dubbed as ‘subjective’, because they also are prone not to consider and evaluate all options as well as thoroughly churn out  all points of -current and past – views in arriving at THE decision.

The judgement is a function of the mental conditioning. hence, it makes a great sense to cultivate habit of assimilating facts, opinions of others and history of similar vents into the process of arriving at a judgement.Initially, this may slow down the process, but more rigorously this is practiced, the process is likely to speed up.

This is the stage when intuition becomes so well tuned that one can reach the stage of rational decision-making at blink of the eyelid.

One then depends both on facts and intuition equally for a ‘confident’ decision, perfectly blending the science of decision-making into art of ‘high-speed computing though the natural “super” computer – the human brain’.

The bottom line is to transform the complicated decision-making iterative external process into the internal natural reflex-action.