"I had a manager once demand that our coders accomplish a certain task within record-breaking time," says Horne. "He didn't understand that because a unionized workforce was involved in testing the application, it could be done only if the union workers were available to do it -- during business hours, Monday through Friday.
"When we got up to leave on Friday evening, he went off like Vesuvius," Horne continues. "Threw a tantrum and screamed at us that we had to work through the entire weekend to make our deadline. The union workers literally laughed in his face and said, 'Take it up with the stop steward. See you on Monday.' He thought he could simply order us to solve the problem."
Bottom line: That deadline was missed -- but the manager wasn't when he was transferred seven months later to a less demanding position.
IT sin No. 7: Pride creep
Pride manifests as sin when it blinds IT managers into thinking they know everything they need to know -- even when they know very little about a given topic.
"Pride implies a state of completion and achievement," says DeLuccia. "It exposes an organization more to competitors and nastier threats than any other form of sin."
The arrogance and overconfidence that stem from pride can cost an organization millions, notes Asuret's Krigsman.
"There was this multibillion-dollar manufacturer with a huge distribution channel," he says. "Rather than license an off-the-shelf ERP system, they built their own. The problem was that the CIO didn't believe in QA. So they literally rolled it out to hundreds of retail locations without any testing. He wasn't doing it to intentionally hurt people. He did it simply because he had the power to do it."
After pouring millions of dollars down the drain, the project was ultimately canceled, and project team members were laid off, Krigsman adds.
One of the biggest problems is tech managers who think they're capable of doing something themselves when really they aren't, says IT Now's Vickers.
"We've gone into companies talking about the importance of managed backups. They say it's not a problem," Vickers says. "When we go look, we find no RAID systems and no backups for the past three months. Backup is just something people are doing on their own."
The solution: generous doses of humility and the manager's willingness to accept responsibility for their failings, says Sparxent's Taylor.
"IT people need to swallow their pride and be more open about mistakes they've made in the past," he says. "The intelligent IT director needs to get lined up on the side of the CEO and the CFO. The best way to do this is to be very open about IT successes -- and failures. It does indeed take swallowing some pride, but admitting that projects in the past failed to return on the investment will help business owners realize the IT director cares about driving the overall success of the business."
quote from www.infoworld.com
December 20, 2008
The 7 deadly sins of IT management (4)
"During an economic downturn, it becomes more important than ever for IT people's plates to be very full," he says. "If you've been putting off a big project for a while because you were reluctant to spend the hours it takes to get it done, then now is the time to tackle it. Show the company there's no hint of sloth in your IT department and you're willing to put in the long hours just to save the company money in the long haul."
IT sin No. 5. In-house envy
Fiefdoms, kingdoms, and silos have a tendency to develop over time as a company matures, says author DeLuccia. In other words, people stop sharing information and instead spend most of their time protecting their own turf and envying the status or budgets of others. The result? Duplication, lack of transparency, and culture-destroying politics that can cripple an organization, he says.
DeLuccia himself was exposed to the classic example of IT envy when he worked with a global-industrial construction equipment maker. A manager who ran a substantial part of the company's IT operations continuously complained that other divisions had better metrics and superior funding.
"It was his mantra: 'I can't do this because they have a bigger budget, and this is why our operations are failing,'" DeLuccia says.
A third-party audit revealed that the manager's group was continually missing its service-level agreements and not operating as a proper business unit. As a result, the IT manager was let go, and his team was dismantled, DeLuccia says.
"Envy was his downfall," he says. "Instead of being more proactive and saying, 'Here's what we need to do to fix these problems,' he focused all of his attention on what other people had."
SolarWinds' Stevens says similar things happen in many IT organizations, both large and small.
"IT managers are always looking to take responsibility from other IT people in the organization," he says. "The infrastructure guy wants to manage servers; the server guy wants to also be the database administrator. They continually seek more and more responsibility to the point where they're no longer working for the organization; they're just working to take each others' jobs."
IT sin No. 6: Wrath management
Call it management by intimidation. But losing one's head at high volume is no way for an IT manager to motivate his or her troops.
"I think CIO wrath is probably the most damaging of the sins," says Marcelo Schnettler. "They demoralize and often foster the growth of a 'cover your ass' mentality within an IT department that leads to finger-pointing and a lack of collaboration."
Schnettler, who served under six CIOs in six years at various companies, says almost all of them blew up in public at one time or another. Once during a large systems outage, a CIO charged into the cubicle of the person he thought was responsible and chewed him out using language that would curl a sailor's ears, he says. "When he was done, he looked over the cubicles and said, 'Now who am I going to rip a new ***hole next?'"
Inexperienced or immature IT managers throw temper tantrums when they're forced to admit that computers are not magic and that they should have listened to steadier heads when they had the chance, notes Bill Horne, a computer and networking consultant who has worked for many years in the IT and engineering departments of one of the nation's largest telcos.
quote from www.infoworld.com
IT sin No. 5. In-house envy
Fiefdoms, kingdoms, and silos have a tendency to develop over time as a company matures, says author DeLuccia. In other words, people stop sharing information and instead spend most of their time protecting their own turf and envying the status or budgets of others. The result? Duplication, lack of transparency, and culture-destroying politics that can cripple an organization, he says.
DeLuccia himself was exposed to the classic example of IT envy when he worked with a global-industrial construction equipment maker. A manager who ran a substantial part of the company's IT operations continuously complained that other divisions had better metrics and superior funding.
"It was his mantra: 'I can't do this because they have a bigger budget, and this is why our operations are failing,'" DeLuccia says.
A third-party audit revealed that the manager's group was continually missing its service-level agreements and not operating as a proper business unit. As a result, the IT manager was let go, and his team was dismantled, DeLuccia says.
"Envy was his downfall," he says. "Instead of being more proactive and saying, 'Here's what we need to do to fix these problems,' he focused all of his attention on what other people had."
SolarWinds' Stevens says similar things happen in many IT organizations, both large and small.
"IT managers are always looking to take responsibility from other IT people in the organization," he says. "The infrastructure guy wants to manage servers; the server guy wants to also be the database administrator. They continually seek more and more responsibility to the point where they're no longer working for the organization; they're just working to take each others' jobs."
IT sin No. 6: Wrath management
Call it management by intimidation. But losing one's head at high volume is no way for an IT manager to motivate his or her troops.
"I think CIO wrath is probably the most damaging of the sins," says Marcelo Schnettler. "They demoralize and often foster the growth of a 'cover your ass' mentality within an IT department that leads to finger-pointing and a lack of collaboration."
Schnettler, who served under six CIOs in six years at various companies, says almost all of them blew up in public at one time or another. Once during a large systems outage, a CIO charged into the cubicle of the person he thought was responsible and chewed him out using language that would curl a sailor's ears, he says. "When he was done, he looked over the cubicles and said, 'Now who am I going to rip a new ***hole next?'"
Inexperienced or immature IT managers throw temper tantrums when they're forced to admit that computers are not magic and that they should have listened to steadier heads when they had the chance, notes Bill Horne, a computer and networking consultant who has worked for many years in the IT and engineering departments of one of the nation's largest telcos.
quote from www.infoworld.com
The 7 deadly sins of IT management (3)
According to Krigsman, to overcome inherent greed, you must build incentives for success into the agreement. Consider, for example, an early completion bonus, combined with stiff penalties for projects that run late or over budget.
A side effect of greed is an unwillingness to spend what is needed to get the job done, especially with smaller organizations, says Craig Vickers, a partner at IT Now, a managed IT services provider for small and medium-size businesses.
"One client needed to set up a call center for 50 or 60 people," Vickers says. "We recommended a bonded T1 line for the phones, but they balked at the cost. When we came back a few months later, we opened up the telecom closet and found six DSL modems mounted to the wall. They'd created six different networks, and now they couldn't figure out why their printers wouldn't print. We had to rip them out and throw them away."
This often ends up costing companies more in the long run, he adds.
"A lot of companies think they're saving money, but in the end, they waste more on stuff they throw away instead of buying the things they needed in the first place," he says. "It's all because of greed."
IT sin No. 4: Slothful approaches to IT
IT professionals work hard -- that's a given. But all too often, they're unwilling to step outside their comfort zones or go the extra mile. Despite their hard work, IT managers often commit the sin of sloth by not doing the right things for the business.
"IT people have a fundamental belief that they're not doing anything wrong," says Tony Fisher, CEO of data-quality specialists DataFlux. "That's because they lack an understanding of the business at large. You end up with an environment where the IT manager sits in his office naive and happy, thinking he's doing all the right things, reading all the right journals, and executing everything according to specs that have everything to do with technology but little to do with the business."
For example, Fisher says this year's mortgage debt crisis might not have been so severe if the IT organizations in lending institutions had paid more attention to data quality and accuracy.
"A lot of the data collected from mortgage buyers was incorrect," says Fisher. "There are easy technical ways to validate this information and incorporate it into the system, but it was never done. They just took the information provided at face value. The mortgages were wrapped up in financial packages and sold to mutual funds and banks, but without any attempt to validate whether they were good financial purchases. Whether this was the fault of the business or IT is hard to say. But it's a problem technology could have solved."
The ways sloth can hurt IT departments is almost endless -- from lazy oversight of outsourcing arrangements to lackadaisical compliance auditing, inadequate data security, or bare-bones network monitoring.
"One very large broadband provider in the Northeast had implemented a very expensive network monitoring system they knew wasn't working right but did nothing about it," notes SolarWinds' Stephens. "Then one day, they had an outage affecting over a million people. They had no idea what was happening until their customers started calling them. If they'd implemented even a basic working NMS [network monitoring system], they'd have treated their customers a lot better."
Given the current economic conditions, now is an especially good time to be proactive and busy, says Dave Taylor, co-founder of Sparxent, an IT management solutions vendor.
quote from www.infoworld.com
Continued
A side effect of greed is an unwillingness to spend what is needed to get the job done, especially with smaller organizations, says Craig Vickers, a partner at IT Now, a managed IT services provider for small and medium-size businesses.
"One client needed to set up a call center for 50 or 60 people," Vickers says. "We recommended a bonded T1 line for the phones, but they balked at the cost. When we came back a few months later, we opened up the telecom closet and found six DSL modems mounted to the wall. They'd created six different networks, and now they couldn't figure out why their printers wouldn't print. We had to rip them out and throw them away."
This often ends up costing companies more in the long run, he adds.
"A lot of companies think they're saving money, but in the end, they waste more on stuff they throw away instead of buying the things they needed in the first place," he says. "It's all because of greed."
IT sin No. 4: Slothful approaches to IT
IT professionals work hard -- that's a given. But all too often, they're unwilling to step outside their comfort zones or go the extra mile. Despite their hard work, IT managers often commit the sin of sloth by not doing the right things for the business.
"IT people have a fundamental belief that they're not doing anything wrong," says Tony Fisher, CEO of data-quality specialists DataFlux. "That's because they lack an understanding of the business at large. You end up with an environment where the IT manager sits in his office naive and happy, thinking he's doing all the right things, reading all the right journals, and executing everything according to specs that have everything to do with technology but little to do with the business."
For example, Fisher says this year's mortgage debt crisis might not have been so severe if the IT organizations in lending institutions had paid more attention to data quality and accuracy.
"A lot of the data collected from mortgage buyers was incorrect," says Fisher. "There are easy technical ways to validate this information and incorporate it into the system, but it was never done. They just took the information provided at face value. The mortgages were wrapped up in financial packages and sold to mutual funds and banks, but without any attempt to validate whether they were good financial purchases. Whether this was the fault of the business or IT is hard to say. But it's a problem technology could have solved."
The ways sloth can hurt IT departments is almost endless -- from lazy oversight of outsourcing arrangements to lackadaisical compliance auditing, inadequate data security, or bare-bones network monitoring.
"One very large broadband provider in the Northeast had implemented a very expensive network monitoring system they knew wasn't working right but did nothing about it," notes SolarWinds' Stephens. "Then one day, they had an outage affecting over a million people. They had no idea what was happening until their customers started calling them. If they'd implemented even a basic working NMS [network monitoring system], they'd have treated their customers a lot better."
Given the current economic conditions, now is an especially good time to be proactive and busy, says Dave Taylor, co-founder of Sparxent, an IT management solutions vendor.
quote from www.infoworld.com
Continued
The 7 deadly sins of IT management (2)
IT sin No. 2: Information gluttony
Not as expensive as lust but more common is the sin of hoarding information. Too often, this unwillingness to share one's expertise is mistakenly believed to be the path to job security.
"I worked with one IT manager who really didn't like to hand out information about the network infrastructure," says Josh Stephens, head geek at SolarWinds, a network management software provider. "He was fine with letting other people handle servers and periphery switches, but he controlled the core of the network and didn't want anyone else to know how it worked. He liked being the go-to guy for this."
One weekend, when the manager was out of the country, the company had an outage. Nobody could bring the system back up because they didn't know how it was set up, says Stephens.
"They had to start from scratch and rebuild the core of the network. It took a day and a half when it probably should have taken an hour," Stephens says. "These people think they look smarter by knowing things nobody else knows. In my experience, you look smarter by sharing information and teaching the people around you."
Besides hoarding information, another common form of IT gluttony is the hoarding of projects, says Marcelo Schnettler, vice president of a small consulting firm in Jersey City, N.J. Some IT managers just can't say no -- which can prove disastrous over the long haul.
"Senior management either takes on these projects because they want the attention and funding that comes with trying to get all of these projects done, or they're psychologically unable to turn it down," Schnettler says.
The result: IT departments end up running at emergency maximum levels for every project, then are unable to handle a real emergency because no one's available to attend to it.
"I personally left an IT department that ran on crisis mode for three years," Schnettler says. "Everyone worked 60- to 80-hour weeks, weekends, and God forbid if you tried to take a vacation. As far as I know, it is still running that way today."
IT sin No. 3: Avarice as an action item
When an IT project fails, more often than not, it is due to a lethal combination of arrogance and greed, says Michael Krigsman, CEO of Asuret, a consultancy that specializes in reducing IT project failures.
The problem, says Krigsman, is what he calls "the devil's triangle": naive or arrogant customers who craft hopelessly unrealistic RFPs (requests for proposals); system integrators and consultants who promise to deliver what they know is impossible; and technology providers caught in the middle.
"Even when the integrators go into a project with good faith, they face a conundrum," says Krigsman. "Do they tell the customer that the RFP is doomed to fail and lose the opportunity to win that business? Or do they do what the customer asks and run the risk of failing?"
Failing causes more hassles for integrators, notes Krigsman, but it almost always means more money in their pockets as they rack up hourly surcharges fixing fundamental flaws. "That's where the greed kicks in," he says. Meanwhile, tech providers, loath to alienate the integrators that provide them with cash-paying customers, take a hands-off approach.
quote from www.infoworld.com
Continued
Not as expensive as lust but more common is the sin of hoarding information. Too often, this unwillingness to share one's expertise is mistakenly believed to be the path to job security.
"I worked with one IT manager who really didn't like to hand out information about the network infrastructure," says Josh Stephens, head geek at SolarWinds, a network management software provider. "He was fine with letting other people handle servers and periphery switches, but he controlled the core of the network and didn't want anyone else to know how it worked. He liked being the go-to guy for this."
One weekend, when the manager was out of the country, the company had an outage. Nobody could bring the system back up because they didn't know how it was set up, says Stephens.
"They had to start from scratch and rebuild the core of the network. It took a day and a half when it probably should have taken an hour," Stephens says. "These people think they look smarter by knowing things nobody else knows. In my experience, you look smarter by sharing information and teaching the people around you."
Besides hoarding information, another common form of IT gluttony is the hoarding of projects, says Marcelo Schnettler, vice president of a small consulting firm in Jersey City, N.J. Some IT managers just can't say no -- which can prove disastrous over the long haul.
"Senior management either takes on these projects because they want the attention and funding that comes with trying to get all of these projects done, or they're psychologically unable to turn it down," Schnettler says.
The result: IT departments end up running at emergency maximum levels for every project, then are unable to handle a real emergency because no one's available to attend to it.
"I personally left an IT department that ran on crisis mode for three years," Schnettler says. "Everyone worked 60- to 80-hour weeks, weekends, and God forbid if you tried to take a vacation. As far as I know, it is still running that way today."
IT sin No. 3: Avarice as an action item
When an IT project fails, more often than not, it is due to a lethal combination of arrogance and greed, says Michael Krigsman, CEO of Asuret, a consultancy that specializes in reducing IT project failures.
The problem, says Krigsman, is what he calls "the devil's triangle": naive or arrogant customers who craft hopelessly unrealistic RFPs (requests for proposals); system integrators and consultants who promise to deliver what they know is impossible; and technology providers caught in the middle.
"Even when the integrators go into a project with good faith, they face a conundrum," says Krigsman. "Do they tell the customer that the RFP is doomed to fail and lose the opportunity to win that business? Or do they do what the customer asks and run the risk of failing?"
Failing causes more hassles for integrators, notes Krigsman, but it almost always means more money in their pockets as they rack up hourly surcharges fixing fundamental flaws. "That's where the greed kicks in," he says. Meanwhile, tech providers, loath to alienate the integrators that provide them with cash-paying customers, take a hands-off approach.
quote from www.infoworld.com
Continued
The 7 deadly sins of IT management (1)
Let the IT manager who is without sin cast the first stone.
OK, we're still waiting.
Odds are, you've committed some venal sins at work -- if not mortal ones. Whether it's falling prey to gadget lust, hoarding information, avoiding necessary but onerous chores, coveting thy neighbor's budget, venting anger all over your staff, or letting ego get in the way of the job, we're all guilty of something.
Not surprisingly, most of our transgressions find their foundation in the classics: lust, gluttony, avarice, sloth, envy, wrath, and pride. With apologies to Dante Alighieri, here are the seven deadliest sins IT managers can commit.
(The identities of the sinners have been obscured to protect the guilty. Read and learn from their wicked ways.)
Read. Repent. Repeat. Then go forth and rectify.
IT sin No. 1: Lust for new technology
There are many kinds of lust in the IT universe -- lust for power, for position, even (gulp) the physical kind. But believe it or not, the most damaging unbridled desire in the IT workplace might just be gadget lust.
The most common expression of lust in IT is the endless pursuit of new technology for the sole purpose of having new technology, notes James J. DeLuccia, author of IT Compliance and Controls.
"IT managers mistakenly seek out the latest processors and hardware to 'keep with the times' when, in most cases, the present technology is functioning just fine," he notes.
To illustrate, DeLuccia tells the tale of a consumer-goods manufacturer in the Northeast. Things were going well -- operations were running smoothly, service-level agreements were being met, clients were happy. Nonetheless, the company's IT managers were infatuated with new technology and elected to perform a full upgrade to a new Oracle database and Xenon processors.
As with many IT endeavors undertaken in lust for the new, the first thing that happened was that the software the company used to connect to its database didn't support the new version of Oracle. Moreover, the software vendor itself was no longer in business. So, as a result of the upgrade, the company's primary service applications no longer worked.
Worse, the new hardware drew too much power, and the datacenter's electrical and UPS systems weren't up to the task. The result? Power outages. And when you're in the manufacturing business and your conveyor belts stop running, you're dead in the water.
Add to this bill all the long-term costs for hardware and maintenance, infrastructure upgrades, software licenses, energy costs, and training new Oracle DBAs.
"Now they're in a really long spending cycle for something that was completely unnecessary," adds DeLuccia. "If you're going after new technology, it has to be really practical and necessary to the business. Lusting after technology for the sake of desire is a costly sin."
Quote from www.infoworld.com
Continued
OK, we're still waiting.
Odds are, you've committed some venal sins at work -- if not mortal ones. Whether it's falling prey to gadget lust, hoarding information, avoiding necessary but onerous chores, coveting thy neighbor's budget, venting anger all over your staff, or letting ego get in the way of the job, we're all guilty of something.
Not surprisingly, most of our transgressions find their foundation in the classics: lust, gluttony, avarice, sloth, envy, wrath, and pride. With apologies to Dante Alighieri, here are the seven deadliest sins IT managers can commit.
(The identities of the sinners have been obscured to protect the guilty. Read and learn from their wicked ways.)
Read. Repent. Repeat. Then go forth and rectify.
IT sin No. 1: Lust for new technology
There are many kinds of lust in the IT universe -- lust for power, for position, even (gulp) the physical kind. But believe it or not, the most damaging unbridled desire in the IT workplace might just be gadget lust.
The most common expression of lust in IT is the endless pursuit of new technology for the sole purpose of having new technology, notes James J. DeLuccia, author of IT Compliance and Controls.
"IT managers mistakenly seek out the latest processors and hardware to 'keep with the times' when, in most cases, the present technology is functioning just fine," he notes.
To illustrate, DeLuccia tells the tale of a consumer-goods manufacturer in the Northeast. Things were going well -- operations were running smoothly, service-level agreements were being met, clients were happy. Nonetheless, the company's IT managers were infatuated with new technology and elected to perform a full upgrade to a new Oracle database and Xenon processors.
As with many IT endeavors undertaken in lust for the new, the first thing that happened was that the software the company used to connect to its database didn't support the new version of Oracle. Moreover, the software vendor itself was no longer in business. So, as a result of the upgrade, the company's primary service applications no longer worked.
Worse, the new hardware drew too much power, and the datacenter's electrical and UPS systems weren't up to the task. The result? Power outages. And when you're in the manufacturing business and your conveyor belts stop running, you're dead in the water.
Add to this bill all the long-term costs for hardware and maintenance, infrastructure upgrades, software licenses, energy costs, and training new Oracle DBAs.
"Now they're in a really long spending cycle for something that was completely unnecessary," adds DeLuccia. "If you're going after new technology, it has to be really practical and necessary to the business. Lusting after technology for the sake of desire is a costly sin."
Quote from www.infoworld.com
Continued
Bailout shifts again; floodgates could open
WASHINGTON - In another about-face, the Bush administration says Congress needs to free up the second half of the $700 billion federal bailout. And now that automakers are getting a share, the floodgates are almost certain to open for other nonfinancial industries that want government help.
Wobbling insurance companies would likely be among the first to ask for help. Whether they actually get the money will probably be determined only after Barack Obama is sworn in as president.
State and local governments, also facing hard times in what is already the longest recession in decades, are expected to make some appeals. They'll probably keep their primary focus on a likely economic stimulus package next year.
The $17 billion loan to the automakers is another makeover for the bailout, which began as a plan to buy up bad mortgage debt instead of direct cash infusions, and with only banks as customers.
Treasury Secretary Henry Paulson said Friday that using the financial bailout package for loans to automakers basically means the administration has used up the first $350 billion of the fund.
Earlier, Paulson had said he expected to leave the remaining $350 billion to Obama's team. But he said Friday that having Congress free up what's left of the money now was important "to support financial market stability."
The original plan was to buy up bad debt from banks, but Paulson abandoned that approach, in favor of having the government directly buy stock in the banks. Paulson said the first way would have taken too long.
Paulson's statement came out as President George W. Bush ordered an emergency bailout of General Motors and Chrysler. Ford was not expected to seek short-term help.
Paulson said he would consult with congressional leaders and Obama's economic team to determine how to proceed. But he and other Treasury officials did not offer any specific date for when the administration might formally request release of the second half of the bailout fund. Bush leaves office in one month.
The legislation that set up the rescue fund on Oct. 3 requires the administration to submit a report to Congress when it determines it needs the second $350 billion, and to spell out how it will use the money.
Analysts said they saw Paulson's announcement as an effort to assure financial markets that should the second part of the fund be needed, the current administration would move quickly to have it approved by Congress.
But given that a Democratic president and new Congress will take office next month, analysts said the current administration is unlikely to push for full approval to spend the second half of the rescue effort.
"I can't imagine that Congress will actually go through hearings and doing all that needs to be done to get the money released before the next administration is in office," said Mark Zandi, chief economist at Moody's Economy.com.
Representatives of Obama's transition team declined comment.
A request for the second half of the bailout money would run into resistance on Capitol Hill, with key Democrats vowing to block the release of more money unless the administration includes greater efforts to help homeowners threatened with foreclosure.
quote from www.msnbc.com
Wobbling insurance companies would likely be among the first to ask for help. Whether they actually get the money will probably be determined only after Barack Obama is sworn in as president.
State and local governments, also facing hard times in what is already the longest recession in decades, are expected to make some appeals. They'll probably keep their primary focus on a likely economic stimulus package next year.
The $17 billion loan to the automakers is another makeover for the bailout, which began as a plan to buy up bad mortgage debt instead of direct cash infusions, and with only banks as customers.
Treasury Secretary Henry Paulson said Friday that using the financial bailout package for loans to automakers basically means the administration has used up the first $350 billion of the fund.
Earlier, Paulson had said he expected to leave the remaining $350 billion to Obama's team. But he said Friday that having Congress free up what's left of the money now was important "to support financial market stability."
The original plan was to buy up bad debt from banks, but Paulson abandoned that approach, in favor of having the government directly buy stock in the banks. Paulson said the first way would have taken too long.
Paulson's statement came out as President George W. Bush ordered an emergency bailout of General Motors and Chrysler. Ford was not expected to seek short-term help.
Paulson said he would consult with congressional leaders and Obama's economic team to determine how to proceed. But he and other Treasury officials did not offer any specific date for when the administration might formally request release of the second half of the bailout fund. Bush leaves office in one month.
The legislation that set up the rescue fund on Oct. 3 requires the administration to submit a report to Congress when it determines it needs the second $350 billion, and to spell out how it will use the money.
Analysts said they saw Paulson's announcement as an effort to assure financial markets that should the second part of the fund be needed, the current administration would move quickly to have it approved by Congress.
But given that a Democratic president and new Congress will take office next month, analysts said the current administration is unlikely to push for full approval to spend the second half of the rescue effort.
"I can't imagine that Congress will actually go through hearings and doing all that needs to be done to get the money released before the next administration is in office," said Mark Zandi, chief economist at Moody's Economy.com.
Representatives of Obama's transition team declined comment.
A request for the second half of the bailout money would run into resistance on Capitol Hill, with key Democrats vowing to block the release of more money unless the administration includes greater efforts to help homeowners threatened with foreclosure.
quote from www.msnbc.com
November 21, 2008
Bank of Japan may hold rates.
Financeroll.com (21/11) -- The Bank of Japan may consider more measures to soothe frazzled money markets at a meeting this week and keep interest rates steady until a shrinking economy or the global financial crisis demand a more drastic response.
The central bank cut its benchmark rate by 20 basis points to 0.3 percent last month, and economists say it may consider another cut either next month or early next year.
But with its benchmark already the lowest among the Group of Seven rich nations and the economy in its first recession in seven years, the BOJ has little room to manoeuvre on monetary policy.
Last week Seiji Nakamura, a member of the BOJ's rate-setting board, said he did not see an immediate need for a rate cut and warned that very low rates could disrupt money markets.(RTR/hqm)
The central bank cut its benchmark rate by 20 basis points to 0.3 percent last month, and economists say it may consider another cut either next month or early next year.
But with its benchmark already the lowest among the Group of Seven rich nations and the economy in its first recession in seven years, the BOJ has little room to manoeuvre on monetary policy.
Last week Seiji Nakamura, a member of the BOJ's rate-setting board, said he did not see an immediate need for a rate cut and warned that very low rates could disrupt money markets.(RTR/hqm)
Obama pick Geithner as Treasury Secretary.
Financeroll.com (22/11) -- President-elect Barack Obama picked Timothy Geithner, head of the Federal Reserve Bank of New York, to be his Treasury secretary, with Lawrence Summers getting a senior White House role, as released in Bloomberg.
Geithner helped lead the U.S. response to the deepest financial crisis in seven decades, including the takeover of American International Group Inc. and Bear Stearns Cos. rescue, and decision to let Lehman Brothers Holdings Inc. fail. The U.S. stock market’s benchmark index climbed from an 11-year low after news of Obama’s pick.
Both Geithner and Summers are veterans of managing financial turmoil, working together on the Asian financial crisis of 1997- 98 and staving off a Mexican default earlier that decade. They will be charged with shepherding Obama’s plans for a fiscal stimulus to cushion an economy that analysts say is in its deepest recession in a quarter century.
Summers, Bill Clinton’s last Treasury secretary and now a professor at Harvard University, would have a post that positions him to succeed Ben S. Bernanke as Fed chairman.
Obama is also likely to nominate New Mexico Governor Bill Richardson as Commerce Secretary, and to announce his picks on Nov. 24, the person said on condition of anonymity. Richardson was Clinton’s Energy secretary and former ambassador to the United Nations.
The Standard & Poor’s 500 Stock index jumped 6.3 percent to 800.03 at the close in New York. The gauge is still heading for its biggest annual decline since 1931.(BLB)
Geithner helped lead the U.S. response to the deepest financial crisis in seven decades, including the takeover of American International Group Inc. and Bear Stearns Cos. rescue, and decision to let Lehman Brothers Holdings Inc. fail. The U.S. stock market’s benchmark index climbed from an 11-year low after news of Obama’s pick.
Both Geithner and Summers are veterans of managing financial turmoil, working together on the Asian financial crisis of 1997- 98 and staving off a Mexican default earlier that decade. They will be charged with shepherding Obama’s plans for a fiscal stimulus to cushion an economy that analysts say is in its deepest recession in a quarter century.
Summers, Bill Clinton’s last Treasury secretary and now a professor at Harvard University, would have a post that positions him to succeed Ben S. Bernanke as Fed chairman.
Obama is also likely to nominate New Mexico Governor Bill Richardson as Commerce Secretary, and to announce his picks on Nov. 24, the person said on condition of anonymity. Richardson was Clinton’s Energy secretary and former ambassador to the United Nations.
The Standard & Poor’s 500 Stock index jumped 6.3 percent to 800.03 at the close in New York. The gauge is still heading for its biggest annual decline since 1931.(BLB)
November 15, 2008
Asco installs wireless broadband network from Motorola
The city of Asco, Spain, has installed Motorola's Motomesh Duo wireless broadband network service throughout the city. Motorola’s Canopy 400 series point-to-multipoint wireless broadband service is providing the backhaul link.
This service is installed by Motorola partner Eurona. According to Motorola, its Motomesh Duo service will meet the bandwidth demands from municipal users, mobile businesses and residential subscribers. The system is also being used to automate the control of traffic through the city's network of narrow streets.
According to Motorola, Motomesh Duo is a dual radio wireless broadband service that delivers data at speeds of 10Mbps and reduces the costs of wide scale networks. The network also supports a broad range of applications including VoIP, video surveillance and location-based services.
Jaume Sanpera, director general at Eurona, said: “The Motomesh Duo units are small in size, lightweight and have low power consumption, enabling them to be mounted in a short period of time on buildings and street lights. Additional units can easily be added to the network to cater for increased demand.”
Recently Motorola announced that the company, its local partner Magic Telekom and European distributor AIR are collaborating with the city of Varaždin to develop a municipal wireless broadband network for the benefit of the city's employees, businesses, residents and visitors. The project heralds the deployment of Motorola's Motomesh Duo network in Europe, Middle East and Africa.
quote from networking.cbronline.com
This service is installed by Motorola partner Eurona. According to Motorola, its Motomesh Duo service will meet the bandwidth demands from municipal users, mobile businesses and residential subscribers. The system is also being used to automate the control of traffic through the city's network of narrow streets.
According to Motorola, Motomesh Duo is a dual radio wireless broadband service that delivers data at speeds of 10Mbps and reduces the costs of wide scale networks. The network also supports a broad range of applications including VoIP, video surveillance and location-based services.
Jaume Sanpera, director general at Eurona, said: “The Motomesh Duo units are small in size, lightweight and have low power consumption, enabling them to be mounted in a short period of time on buildings and street lights. Additional units can easily be added to the network to cater for increased demand.”
Recently Motorola announced that the company, its local partner Magic Telekom and European distributor AIR are collaborating with the city of Varaždin to develop a municipal wireless broadband network for the benefit of the city's employees, businesses, residents and visitors. The project heralds the deployment of Motorola's Motomesh Duo network in Europe, Middle East and Africa.
quote from networking.cbronline.com
Wall Street Ends Turbulent Week Sharply Lower
NEW YORK - Wall Street ended a turbulent week with another astonishing show of volatility Friday, with stocks plunging, recovering and then plunging again as investors absorbed another wave of downbeat economic news. The Dow Jones industrials fell almost 340 points and the major indexes all fell sharply for the second straight week.
Hedge fund selling in advance of a Saturday deadline contributed to the market’s gyrations, and some retrenchment was to be expected following a big rally Thursday, when the Dow rallied more than 550 points after falling near its lows for the year. But there was plenty of discouraging news for investors to focus on, including comments from Federal Reserve Chairman Ben Bernanke that the markets remain under “severe strain” and a sobering report on October retail sales.
Analysts believe the market is still searching for a bottom after last month’s huge losses, and that the pattern of volatility will continue for some time — selling, even on technical reasons like looming deadlines for cashing out hedge fund holdings, is still coming against a backdrop of an extremely weak economy.
“Clearly, the trading crowd like hedge funds can take this market in any direction they want to. Anybody looking to build a position is just not confident,” said Joseph V. Battipaglia, chief investment officer at Ryan Beck & Co.
The session saw another stream of bad news. Bernanke said during a speech in Frankfurt, Germany, that he would work closely with other central banks to try to alleviate the global financial crisis and left open the door to a fresh interest rate cut. The Fed is scheduled to meet Dec. 16 at its last regularly scheduled meeting this year.
While Wall Street would like to see another rate cut, many investors aren’t sure, given the litany of bad economic and corporate news, of how effective a rate reduction would be in the near term. Many investors are still trying to assimilate the idea that the economy’s downturn will be protracted, lasting well into next year and perhaps longer.
“The economic news continues to be very negative,” said Ben Halliburton, chief investment officer of Tradition Capital Management. “The realization that ’09 is going to be a very bad year for economic activity is starting to dawn on people and they are starting to digest how bad it’s going to be.”
The Commerce Department reported that retail sales plunged by the largest amount on record in October as consumers cut back on spending in the wake of the financial crisis. Retail sales fell by 2.8 percent last month, surpassing the old mark of a 2.65 percent drop in November 2001 in the wake of the terrorist attacks that year.
The market got more disappointing consumer news from retailers Abercrombie & Fitch Co. and JCPenney Co. Both warned that profits will come in below Wall Street’s already lowered projections as retailers head into a holiday shopping season that could be among the slowest on record.
The great fear on the Street is that Americans’ reluctance to spend will extend what is already a serious economic downturn. A barrage of negative consumer news sent stocks tumbling earlier in the week.
The market drew some brief comfort in the afternoon from comments from Treasury Secretary Henry Paulson, who told CNBC that capital injections in the banking sector will help stimulate lending. He also defended the decision to not buy toxic assets from banks, saying that it would not work as quickly; the move helped send stocks falling earlier this week.
There was disquieting news from the tech sector that weighed on the Nasdaq composite index. Sun Microsystems Inc. said it will cut up to 6,000 workers, or about 18 percent of global staff, as part of a massive restructuring plan. And handset maker Nokia Corp. warned the global economic slowdown will weigh on sales next year.
The Dow fell 337.93, or 3.82 percent, to 8,497.31, at its lows of the day. The Dow fell more than 300 in early trading, recovered to a slim advance and then turned sharply lower at the end of the day as hedge funds cashed out. Fund investors had a Nov. 15 deadline for withdrawing their money, which forced the funds in turn to sell stocks.
quote from www.msnbc.msn.com
Hedge fund selling in advance of a Saturday deadline contributed to the market’s gyrations, and some retrenchment was to be expected following a big rally Thursday, when the Dow rallied more than 550 points after falling near its lows for the year. But there was plenty of discouraging news for investors to focus on, including comments from Federal Reserve Chairman Ben Bernanke that the markets remain under “severe strain” and a sobering report on October retail sales.
Analysts believe the market is still searching for a bottom after last month’s huge losses, and that the pattern of volatility will continue for some time — selling, even on technical reasons like looming deadlines for cashing out hedge fund holdings, is still coming against a backdrop of an extremely weak economy.
“Clearly, the trading crowd like hedge funds can take this market in any direction they want to. Anybody looking to build a position is just not confident,” said Joseph V. Battipaglia, chief investment officer at Ryan Beck & Co.
The session saw another stream of bad news. Bernanke said during a speech in Frankfurt, Germany, that he would work closely with other central banks to try to alleviate the global financial crisis and left open the door to a fresh interest rate cut. The Fed is scheduled to meet Dec. 16 at its last regularly scheduled meeting this year.
While Wall Street would like to see another rate cut, many investors aren’t sure, given the litany of bad economic and corporate news, of how effective a rate reduction would be in the near term. Many investors are still trying to assimilate the idea that the economy’s downturn will be protracted, lasting well into next year and perhaps longer.
“The economic news continues to be very negative,” said Ben Halliburton, chief investment officer of Tradition Capital Management. “The realization that ’09 is going to be a very bad year for economic activity is starting to dawn on people and they are starting to digest how bad it’s going to be.”
The Commerce Department reported that retail sales plunged by the largest amount on record in October as consumers cut back on spending in the wake of the financial crisis. Retail sales fell by 2.8 percent last month, surpassing the old mark of a 2.65 percent drop in November 2001 in the wake of the terrorist attacks that year.
The market got more disappointing consumer news from retailers Abercrombie & Fitch Co. and JCPenney Co. Both warned that profits will come in below Wall Street’s already lowered projections as retailers head into a holiday shopping season that could be among the slowest on record.
The great fear on the Street is that Americans’ reluctance to spend will extend what is already a serious economic downturn. A barrage of negative consumer news sent stocks tumbling earlier in the week.
The market drew some brief comfort in the afternoon from comments from Treasury Secretary Henry Paulson, who told CNBC that capital injections in the banking sector will help stimulate lending. He also defended the decision to not buy toxic assets from banks, saying that it would not work as quickly; the move helped send stocks falling earlier this week.
There was disquieting news from the tech sector that weighed on the Nasdaq composite index. Sun Microsystems Inc. said it will cut up to 6,000 workers, or about 18 percent of global staff, as part of a massive restructuring plan. And handset maker Nokia Corp. warned the global economic slowdown will weigh on sales next year.
The Dow fell 337.93, or 3.82 percent, to 8,497.31, at its lows of the day. The Dow fell more than 300 in early trading, recovered to a slim advance and then turned sharply lower at the end of the day as hedge funds cashed out. Fund investors had a Nov. 15 deadline for withdrawing their money, which forced the funds in turn to sell stocks.
quote from www.msnbc.msn.com
Retail Sales Plunge by Largest Amount on Record
WASHINGTON - Retail sales plunged by a record amount in October as shoppers reined in spending with home prices falling, although plunging gasoline prices also reduced outlays by consumers.
Sales slumped 2.8 percent last month to a seasonally adjusted $363.7 billion, the largest decline since the series began in 1992, the Commerce Department said. The previous record was a 2.65 percent drop in November 2001 in the wake of the terrorist attacks that year.
Retail sales fell 1.3 percent in September. Meanwhile, consumer confidence rose unexpectedly, according to a survey released Friday, as tumbling gasoline prices offset worries about unemployment and recession.
Retailers J.C. Penney and Abercrombie & Fitch added to the gloom. Both reported lower quarterly earnings and said soft conditions would extend into next year.
Stock prices were down sharply in midday trading as investors cashed in gains after a sharp rally Thursday.
The decline in retail sales was led by a huge drop in auto purchases, but sales of all types of products from furniture to clothing fell as consumers retrenched.
The 2.8 percent drop marked the fourth consecutive monthly decline in retail sales and was much bigger than the 2 percent fall economists expected.
“What you are seeing now is the turmoil in the credit and funding markets playing out into the consumer sector,” said Kevin Flanagan, fixed income strategist, global wealth management at Morgan Stanley in Purchase, New York.
The weakness was led by a 5.5 percent plunge in auto sales, the biggest drop since August 2005. Auto companies reported unit sales fell to the lowest level in 17 years as potential buyers, frightened by all the turmoil on Wall Street, stayed away from auto showrooms.
Excluding autos, retail sales fell by 2.2 percent, also a record decline, underscoring the widespread weakness last month.
“Consumers went into hibernation in October while concerns about the economy were at a peak,” said Rosalind Wells, chief economist for the National Retail Federation. “As economic uncertainty went from bad to worse, shoppers pulled back on everything but the basics to weather the storm.”
Consumer spending accounts for two-thirds of total economic activity, and weakness in this area was the major factor dragging down overall economic growth in the July-September quarter. The gross domestic product fell 0.3 percent at an annual rate during the third quarter, the strongest signal yet that the country has fallen into a recession.
In a bit of bright news, consumer sentiment edged up in early November. The Reuters/University of Michigan Surveys of Consumers said its index of confidence rose to 57.9 from 57.6 in October. Despite the rise, sentiment remains at depressed levels, with the index below the lowest levels hit during the depths plumbed during the last two recessions.
"Lower gas prices and sizable discounts at retailers helped to slightly improve consumers' assessments of current economic conditions, while higher unemployment and a deepening recession dimmed their expectations for future gains," the report said.
The index came in above economists' expectations of 56.0, according to the median of forecasts in a Reuters poll.
However, business inventories dropped in September by the greatest amount in more than three years, a possible sign of falling confidence in the face of a worsening economic slump.
Many economists believe the nation's GDP will drop sharply in the current October-December period and will continue falling through the first two quarters of next year. They are expecting that the financial crisis, the worst in seven decades, will produce the country’s worst recession since the 1981-1982 downturn.
The government reported last week that the unemployment rate shot up to 6.5 percent in October, and many economists believe it will top 8 percent before the economy starts to mount a sustained rebound.
The retail sales report showed that sales at general merchandise stores, the category that includes big chains such as Wal-Mart and department stores, fell by 0.4 percent, while sales at specialty clothing stores were down a bigger 1.4 percent.
Circuit City, the No. 2 U.S. consumer electronics retailer, filed for bankruptcy on Monday just weeks before the start of the crucial holiday shopping season, as its vendors tightened credit and shoppers closed their wallets.
Sales at furniture stores dropped by 2.5 percent, with sales at appliance stores and sport goods stores also showing declines.
One of the few areas to show an increase was the category that includes restaurants and bars which posted a small 0.3 percent gain, perhaps reflecting the desire of some to seek solace during turbulent economic times.
quote from www.msnbc.msn.com
November 06, 2008
Point Strategy
The success of a company depends on the strategies implemented, but sometimes seemed from the outside strategy from this small. Even things that are sometimes small changes can make a big accidentally. If this happens in the company, the company will be successful in sales. This incident occurred on the Wolverine, the manufacturer of shoes with the Hush Puppies brand. Classic suede shoes with the sole light of raw rubber is made in United States sales decreased sharply, to only 30,000 pairs per year and most of the shops or stalls, a simple outlet in a small town far from the crowd. Wolverine think even the company to stop production.
Suddenly, in late 1994 and early 1995 a miracle happened. In the event the opening of a branch of fashion houses, two executive Hush Puppies, Owen Baxter and Geoffrey Lewis met with a fashion designer from New York who relaxed in the discussion told them that the classic Hush Puppies suddenly popular in the hipster clubs and cafes in the center of the area Manhattan business. “Some shops of goods used in the Village and Soho sells shoes made us. Many of those who invade the small stores that buy everything “said Owen Baxter. “Isaac Mizrahi also wear Hush Puppies” said the fashion designer. For some of the old story, the story of Lewis Baxter and the only joke. For those not reasonable if the shoes are so behind the days suddenly become famous.
Fashion designer John Barlett, the use Hush Puppies in the Spring collection. Then followed, Anna Sui, which is used for the presentation of clothing. Jooel Fitzgerald make balloon and install a seven and a half meters in the form of soft furry dog children, short-legged and long-ear is a symbol of the Hush Puppies brand. Fitzgerald even install symbols on the roof of the store at Hollywood and clear in its art gallery to be a special boutique Hush Puppies. When it is paint and arrange the shelves, actors Pee-Wee Herman to come and ask a few pairs are provided. “Promotion of mouth to mouth, really powerful” said Joel Fitzgerald.
In 1995, Hush Puppies sold 430,000 pairs of next year and can sell four times in 1997 and sold more of the Hush Puppies ultimately strengthen itself as a fashion trend completions youth in the United States. Hush Puppies Cool Street also won the award best from the Council of Fashion Designers in a reception dinner at Lincoln Center and president of the company’s board stage with Calvin Klein and Donna Karan to receive the award on the cut Hush Puppies.
Successful sale of Hush Puppies shoes, only because teenagers who accidentally in the East Village and Soho that only a handful only. Teenagers are, whoever they do not intend promote. They put on shoes is merely just want to appear different. However, somehow something that is not intentionally spread to other teenagers until finally there was the two-mode use commodities to offer them another. These shoes appear on the surface because the accident. Shoes reaches certain point because of the popularity of Hush Puppies is said by Malcolm Gladwell reached tipping point. Prayer can change something that is not possible, something that becomes extraordinary. Prayer is followed by a hard business that can make the tipping point.
In 1995, Hush Puppies sold 430,000 pairs of next year and can sell four times in 1997 and sold more of the Hush Puppies ultimately strengthen itself as a fashion trend completions youth in the United States. Hush Puppies Cool Street also won the award best from the Council of Fashion Designers in a reception dinner at Lincoln Center and president of the company’s board stage with Calvin Klein and Donna Karan to receive the award on the cut Hush Puppies.
Successful sale of Hush Puppies shoes, only because teenagers who accidentally in the East Village and Soho that only a handful only. Teenagers are, whoever they do not intend promote. They put on shoes is merely just want to appear different. However, somehow something that is not intentionally spread to other teenagers until finally there was the two-mode use commodities to offer them another. These shoes appear on the surface because the accident. Shoes reaches certain point of popularity because it is not accidental, according to Malcolm Gladwell said reaching tipping point. Prayer can change something that is not possible, something that becomes extraordinary. Prayer is followed by a hard business that can make the tipping point.
Actualization made by the world fegures
Abraham Maslow examines the figures of the world’s people called extraordinary. These figures among others, George Washington, Abraham Lincoln, Thomas Jefferson, Albert Einstein, Eleanor Roosevelt, Goethe, DT SUSUKI, Benjamin Franklin, William Russell, Jane Addams, William James and figures of the other world. These people have been called to do himself actualization. Features the most universal and the public from these figures is their ability to see life with a clear view of what life is not according to their desire, be patient, be more objective on the results of their observations, personal desires are not misleading their observations, have the ability far above average in terms of assessing the appropriate people in the dive and falsity. Generally, the choice of partner in their marriage far better than average, even if not perfect.
Owing to the perception that they are powerful, figures that have been self-actualization do this more firmly and have a more clear understanding of right and wrong. They predict more telling of events that will occur. The ability to see efficient, more accurate rate on those “a man full of” this was also to infiltrate the life of other many, in the form of understanding not only of the people but the art, music, issues and political philosophy. Figures are unable to see the reality and reality-hidden in a more permissive confusing nimble and more precise than the average person.
However, they are humble, able to listen to other people with full patience, would acknowledge that they do not know everything and want to learn from other people. Other people will be able to teach them something. Perception is a powerful part of the birth and in understanding better about themselves. This concept can also be depicted as a simple nature in children and lacking ostentation. Children often listen without using the previous draft, or the previous assessment. As the children of the world with wide eyes, far from critics and without sin, to observe the problem is, without challenge or demands of the matter.
God: “O Moses, if you understand why I speak directly to you.” Moses: “You Know Most of it all.” God: “I know every human heart, but did not see a more humble, such as hearts, because it’s having a direct talk.” That is the word of God that said by Kaa’ab Al-Ahbar.
Owing to the perception that they are powerful, figures that have been self-actualization do this more firmly and have a more clear understanding of right and wrong. They predict more telling of events that will occur. The ability to see efficient, more accurate rate on those “a man full of” this was also to infiltrate the life of other many, in the form of understanding not only of the people but the art, music, issues and political philosophy. Figures are unable to see the reality and reality-hidden in a more permissive confusing nimble and more precise than the average person.
However, they are humble, able to listen to other people with full patience, would acknowledge that they do not know everything and want to learn from other people. Other people will be able to teach them something. Perception is a powerful part of the birth and in understanding better about themselves. This concept can also be depicted as a simple nature in children and lacking ostentation. Children often listen without using the previous draft, or the previous assessment. As the children of the world with wide eyes, far from critics and without sin, to observe the problem is, without challenge or demands of the matter.
God: “O Moses, if you understand why I speak directly to you.” Moses: “You Know Most of it all.” God: “I know every human heart, but did not see a more humble, such as hearts, because it’s having a direct talk.” That is the word of God that said by Kaa’ab Al-Ahbar.
October 31, 2008
Message of Iraq Veterans to Obama become hits on YouTube
Washington - People often want to convey the aspirations of the candidates on their leaders. And in this Internet era, the aspirations of delivery via popular video sharing site, YouTube, the public is done.
Concerning the election the United States (U.S.), many people deliver a special message to the two presidential candidates, Barack Obama and John McCain on YouTube. However, the election of print video hits relatively little high.
DetikINET as quoted from the BBC, Friday (31/10/2008), election-related video that hits the highest print is a video titled 'Dear Mr. Obama. Video aspirations that are intended to Obama is recorded has been viewed 11 million times.
In the video, a veteran war in Iraq nampang camera to deliver a message on Obama. Core message is, he not agree that the opinion Obama is the Iraq war a mistake. According to the veterans, the Iraq war is to defend freedom. Therefore, he prefers to support the panda.
Still many YouTube video with the theme of delivery uneg-uneg on the presidential candidates this. How longer also varies, from the ordinary course until the furor suggestive.
The influence of YouTube in the election campaign in the United States is considered significant. Both presidential candidates apparently do not shrink menggelontokan various campaign video on YouTube to reach people's sympathy.
Especially for the John McCain campaign funds, which are under Obama, the use of YouTube in a cost-efficient fee assessed enough to help lift the image of the party candidates from the Republic.
This is by Julie Germany, political scholars at George Washington University. He stated that the campaign team panda make the strategic decision to better utilize the power YouTube rather desperately in advertising.
Quoted from Detikinet.com
Concerning the election the United States (U.S.), many people deliver a special message to the two presidential candidates, Barack Obama and John McCain on YouTube. However, the election of print video hits relatively little high.
DetikINET as quoted from the BBC, Friday (31/10/2008), election-related video that hits the highest print is a video titled 'Dear Mr. Obama. Video aspirations that are intended to Obama is recorded has been viewed 11 million times.
In the video, a veteran war in Iraq nampang camera to deliver a message on Obama. Core message is, he not agree that the opinion Obama is the Iraq war a mistake. According to the veterans, the Iraq war is to defend freedom. Therefore, he prefers to support the panda.
Still many YouTube video with the theme of delivery uneg-uneg on the presidential candidates this. How longer also varies, from the ordinary course until the furor suggestive.
The influence of YouTube in the election campaign in the United States is considered significant. Both presidential candidates apparently do not shrink menggelontokan various campaign video on YouTube to reach people's sympathy.
Especially for the John McCain campaign funds, which are under Obama, the use of YouTube in a cost-efficient fee assessed enough to help lift the image of the party candidates from the Republic.
This is by Julie Germany, political scholars at George Washington University. He stated that the campaign team panda make the strategic decision to better utilize the power YouTube rather desperately in advertising.
Quoted from Detikinet.com
October 30, 2008
I Will Find out Why Lehman Bankrupt
Washington - U.S. investment bank Lehman Brothers one of the companies that ignored by the U.S. government. That left bankrupt companies have assets, although large and influential on the U.S. financial industry.
CEO of Lehman Brothers, which insulted many people because of bankruptcy Lehman, Richard Fuld is not out of mind. Fuld continues to repeatedly ask why the U.S. government does not save Lehman Brothers
Fuld in a panel discussion with the U.S. Congress, on Monday local time, said that he is responsible for the bankruptcy Lehman, but he wondered why the government does not save Lehman, which is aged 158 years.
Even regulators in the U.S. market is difficult to know the situation faced by Lehman speaking before Lehman months kebangkrutannya submit to the court.
"I want to clarify again, I am responsible for the decisions I take. Until I die I will find out, I do not know why but we are not saved," Fuld said as cited by Reuters, on Tuesday (7/10/2008).
A day after Lehman to bankruptcy on 15 September 2008, the U.S. government offers a direct step to save the insurance company AIG. U.S. government debt to provide up to U.S. $ 85 billion to save AIG from bankruptcy.
In the Congress itself, other than blame Fuld, who also questioned why the government directly save AIG, while Lehman left bankrupt. (Ddn / ir)
CEO of Lehman Brothers, which insulted many people because of bankruptcy Lehman, Richard Fuld is not out of mind. Fuld continues to repeatedly ask why the U.S. government does not save Lehman Brothers
Fuld in a panel discussion with the U.S. Congress, on Monday local time, said that he is responsible for the bankruptcy Lehman, but he wondered why the government does not save Lehman, which is aged 158 years.
Even regulators in the U.S. market is difficult to know the situation faced by Lehman speaking before Lehman months kebangkrutannya submit to the court.
"I want to clarify again, I am responsible for the decisions I take. Until I die I will find out, I do not know why but we are not saved," Fuld said as cited by Reuters, on Tuesday (7/10/2008).
A day after Lehman to bankruptcy on 15 September 2008, the U.S. government offers a direct step to save the insurance company AIG. U.S. government debt to provide up to U.S. $ 85 billion to save AIG from bankruptcy.
In the Congress itself, other than blame Fuld, who also questioned why the government directly save AIG, while Lehman left bankrupt. (Ddn / ir)
Paul Krugman Get Nobel Prize in Economics
Washington - U.S. economist, Paul Krugman won the Nobel award in Economics. Professor of the University of Princenton successfully get the prestigious award on the analysis of the pattern of trade.
According to the Board of Nobel Prize Jury, Krugman, 55 years old, successful memformulakan theory that takes into account the effects of free trade and globalization as a factor behind the stimulus urbanization in various parts of the world.
"Krugman's approach is based on the premise that many basic goods and services that can be produced more cheaply in a long series, a general concept known as economies of scale," said Nobel jury, as quoted from the AFP, Mon (13/10/2008 ).
Unlike the traditional trade theory assumes that the differences between countries explain why some countries to export other agricultural products while exporting goods industry. However, Krugman mengklarifikasi theory why all world trade in fact, dominated by countries that do not only have the same condition, but also trade the same product.
Krugman has formalize a new world trade policies that help to explain that globalization tends to be a concentration, both in terms of what made the manufacturing base and where the location. The theory suggests that globalization tends to increase the pressure of city life community, and make people pushed to the center of concentration.
"Krugman theory indicates that the results of this process is that an area can be divided into the city core high and the surrounding environment that are less developed," added Jury.
Krugman is known as a sharp critic President George Walker Bush through various article in the New York Times. He also has published dozens of books and hundreds of articles, teritama on international trade and financial world and known as the spark "New Economic Geography."
Born in Long Island, USA on 28 February 1953, Krugman PhD degree from the Massachusetts Institute of Technology (MIT). He also taught at Yale University, the London School of Economics, Stanford and MIT. In addition to publish two weekly column, Krugman also served as advisor of the Board of the U.S. economy.
What is the response from the New York Times columnist who is productive on this award?
"I am someone who has great confidence to continue working. I hope this award does not change the many Israeli," Krugman said in the interview with Swedish television, shortly after receiving the award,
Years ago, the U.S. trio Leonid Hurwicz, Eric Maskin and Roger Myerson won this prestigious award, because it was considered a pioneer for the trading mechanism, which is intended to make the market more efficient. The Nobel award giving ceremony will be held in Stockholm and Oslo on 10 December.
(Qom / ddn)
According to the Board of Nobel Prize Jury, Krugman, 55 years old, successful memformulakan theory that takes into account the effects of free trade and globalization as a factor behind the stimulus urbanization in various parts of the world.
"Krugman's approach is based on the premise that many basic goods and services that can be produced more cheaply in a long series, a general concept known as economies of scale," said Nobel jury, as quoted from the AFP, Mon (13/10/2008 ).
Unlike the traditional trade theory assumes that the differences between countries explain why some countries to export other agricultural products while exporting goods industry. However, Krugman mengklarifikasi theory why all world trade in fact, dominated by countries that do not only have the same condition, but also trade the same product.
Krugman has formalize a new world trade policies that help to explain that globalization tends to be a concentration, both in terms of what made the manufacturing base and where the location. The theory suggests that globalization tends to increase the pressure of city life community, and make people pushed to the center of concentration.
"Krugman theory indicates that the results of this process is that an area can be divided into the city core high and the surrounding environment that are less developed," added Jury.
Krugman is known as a sharp critic President George Walker Bush through various article in the New York Times. He also has published dozens of books and hundreds of articles, teritama on international trade and financial world and known as the spark "New Economic Geography."
Born in Long Island, USA on 28 February 1953, Krugman PhD degree from the Massachusetts Institute of Technology (MIT). He also taught at Yale University, the London School of Economics, Stanford and MIT. In addition to publish two weekly column, Krugman also served as advisor of the Board of the U.S. economy.
What is the response from the New York Times columnist who is productive on this award?
"I am someone who has great confidence to continue working. I hope this award does not change the many Israeli," Krugman said in the interview with Swedish television, shortly after receiving the award,
Years ago, the U.S. trio Leonid Hurwicz, Eric Maskin and Roger Myerson won this prestigious award, because it was considered a pioneer for the trading mechanism, which is intended to make the market more efficient. The Nobel award giving ceremony will be held in Stockholm and Oslo on 10 December.
(Qom / ddn)
First Time, Notebook Sales Exceeded PC
New York - While the crisis strikes the United States (U.S.), consumer interest in buying a computer is not retroactive. Sales of notebook computers in the country Adidaya was able for the first time sales exceeded desktop computers.
According to market research company IDC, notebook sales during the period of July to September 2008 reached 55.2 percent, grew 18 percent compared to the same period last year. Figures for the first time the number exceeded 50 percent.
The number of notebooks that are shipped during the quarter alone, as quoted detikINET from AFP, on Thursday (30/10/2008), reached 9.5 million units.
"This figure is achieved because the season to return to school, and a growing financial crisis had not affected the performance of the market PC (personal computer)," said IDC.
IDC research manager David Daoud, not decline if the economic tensions that linger can give effect to the sector in the PC market, which causes reduced growth.
However, good news, such as Daoud said, every buyer is considering a PC as a compulsory product is owned, not included in the list of secondary needs. (Dwn / fyk)
Quoted from www.detikinet.com
According to market research company IDC, notebook sales during the period of July to September 2008 reached 55.2 percent, grew 18 percent compared to the same period last year. Figures for the first time the number exceeded 50 percent.
The number of notebooks that are shipped during the quarter alone, as quoted detikINET from AFP, on Thursday (30/10/2008), reached 9.5 million units.
"This figure is achieved because the season to return to school, and a growing financial crisis had not affected the performance of the market PC (personal computer)," said IDC.
IDC research manager David Daoud, not decline if the economic tensions that linger can give effect to the sector in the PC market, which causes reduced growth.
However, good news, such as Daoud said, every buyer is considering a PC as a compulsory product is owned, not included in the list of secondary needs. (Dwn / fyk)
Quoted from www.detikinet.com
Software Virtualization predict growth of Triple Digit
Jakarta - Despite including newcomers, virtualization technology to predict future growth, which has quickly. IDC predicts sales even virtualization software solution will penetrate the triple digits for the period 2008-2009 for the Asia Pacific region.
Daphne Chung, Senior Researcher Manager of IDC Asia Pacific said, the triple-digit growth is not too high. For, although quite a new technology industry, but the movement is that many prospective adopting this technology later.
"We do not talk of the double-digits again, it's reached triple digits," he said, without mention optimistic figures certainly, in a press conference launching the latest Microsoft virtualization technology, Hyper V and System Center Virtual Machine Manager at the Hotel Kempinsky, Grand Indonesia Jakarta, on Thursday ( 30/10/2008).
Meanwhile, for the years 2006 to 2007, sales growth year on year, according to IDC virtualization software reached 68.5 percent. And it predicted strong growth will be faster again in 2008.
Adrian Anwar, Server Business Group Lead Enterprise PT Microsoft Indonesia, the Philippines is already recorded about 56 percent of Microsoft customers that they are interested in implementing virtualization. And 8 percent, has been implementing it completely.
And prove the new technology, virtualization, of course digembar tout intended to create savings for users. However, the need to remember, saving the cost of the solution of this variety, depending on how large the implementation of virtualization in the IT environment of a company.
For a small scale, Microsoft began claiming savings of 25 percent for electric energy consumption and overhead. Meanwhile, for large-scale, said savings could reach 80 percent. (Ash / dwn)
Quoted from www.detikinet.com
Daphne Chung, Senior Researcher Manager of IDC Asia Pacific said, the triple-digit growth is not too high. For, although quite a new technology industry, but the movement is that many prospective adopting this technology later.
"We do not talk of the double-digits again, it's reached triple digits," he said, without mention optimistic figures certainly, in a press conference launching the latest Microsoft virtualization technology, Hyper V and System Center Virtual Machine Manager at the Hotel Kempinsky, Grand Indonesia Jakarta, on Thursday ( 30/10/2008).
Meanwhile, for the years 2006 to 2007, sales growth year on year, according to IDC virtualization software reached 68.5 percent. And it predicted strong growth will be faster again in 2008.
Adrian Anwar, Server Business Group Lead Enterprise PT Microsoft Indonesia, the Philippines is already recorded about 56 percent of Microsoft customers that they are interested in implementing virtualization. And 8 percent, has been implementing it completely.
And prove the new technology, virtualization, of course digembar tout intended to create savings for users. However, the need to remember, saving the cost of the solution of this variety, depending on how large the implementation of virtualization in the IT environment of a company.
For a small scale, Microsoft began claiming savings of 25 percent for electric energy consumption and overhead. Meanwhile, for large-scale, said savings could reach 80 percent. (Ash / dwn)
Quoted from www.detikinet.com
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