This will talk about 12 MS Excel Short Cut keys
Friday, December 9, 2011
Tuesday, February 22, 2011
Freakonomics
Read “Freakonomics “ by Steven D. levitt and Stephen J. Dubner.
As it says, it explores the hidden side of everything…
The chapters are named in very different ways like
• What do school teachers and sumo wrestlers are in common?
• How is the Ku Klux Klan like a group of Real-Estate agents?
• Why do drug dealers still live with their moms?
• What makes a perfect parent? How relevant are parents? Etc…
As the chapter names, the reading of the book was also a challenge in a way, it was demanding read and think about what you read. Not a leisure read at all.
Whts difference this book made to me?
I think it prompt me to ask more questions to myself.
Many of them may not lead to anything .But some of them will produce answers that are interesting, even surprising.
This is one book one must read if he prefers to improve the lateral thinking; well the vertical/diagonal any type of thinking rather…
As it says, it explores the hidden side of everything…
The chapters are named in very different ways like
• What do school teachers and sumo wrestlers are in common?
• How is the Ku Klux Klan like a group of Real-Estate agents?
• Why do drug dealers still live with their moms?
• What makes a perfect parent? How relevant are parents? Etc…
As the chapter names, the reading of the book was also a challenge in a way, it was demanding read and think about what you read. Not a leisure read at all.
Whts difference this book made to me?
I think it prompt me to ask more questions to myself.
Many of them may not lead to anything .But some of them will produce answers that are interesting, even surprising.
This is one book one must read if he prefers to improve the lateral thinking; well the vertical/diagonal any type of thinking rather…
Monday, February 21, 2011
A brutally honest letter from a CEO to his Employees
Happend to read a letter online (curtsey to Shriram) from Nokia CEO to its employees and which got my atention due to its shear truthfulness..
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem.
This means we're going to have to decide how we either build, catalyse or join an ecosystem. This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany,Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem.
This means we're going to have to decide how we either build, catalyse or join an ecosystem. This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany,Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
Monday, January 17, 2011
Lincoln's Letter to his Son's Teacher..
Lincoln's Letter to his Son's TeacherHe will have to learn, I know, that all men are not just, all men are not true.
But teach him also that for every scoundrel there is a hero; that for every selfish Politician, there is a dedicated leader…
Teach him for every enemy there is a friend,Steer him away from envy, if you can, teach him the secret of quiet laughter.
Let him learn early that the bullies are the easiest to lick…
Teach him, if you can, the wonder of books…
But also give him quiet time to ponder the eternal mystery of birds in the sky, bees in the sun, and the flowers on a green hillside.
In the school teach him it is far honourable to fail than to cheat…
Teach him to have faith in his own ideas, even if everyone tells him they are wrong…
Teach him to be gentle with gentle people, and tough with the tough.
Try to give my son the strength not to follow the crowd when everyone is getting on the band wagon…
Teach him to listen to all men… but teach him also to filter all he hears on a screen of truth, and take only the good that comes through.
Teach him if you can, how to laugh when he is sad…
Teach him there is no shame in tears, Teach him to scoff at cynics and to beware of too much sweetness…
Teach him to sell his brawn and brain to the highest bidders but never to put a price-tag on his heart and soul.T
each him to close his ears o a howling mob and to stand and fight if he thinks he's right.
Treat him gently, but do not cuddle him, because only the test of fire makes fine steel.
Let him have the courage to be impatient…
let him have the patience to be brave.
Teach him always to have sublime faith in himself, because then he will have sublime faith in mankind.
This is a big order, but see what you can do… He is such a fine little fellow, my son!
~ Abraham Lincoln
But teach him also that for every scoundrel there is a hero; that for every selfish Politician, there is a dedicated leader…
Teach him for every enemy there is a friend,Steer him away from envy, if you can, teach him the secret of quiet laughter.
Let him learn early that the bullies are the easiest to lick…
Teach him, if you can, the wonder of books…
But also give him quiet time to ponder the eternal mystery of birds in the sky, bees in the sun, and the flowers on a green hillside.
In the school teach him it is far honourable to fail than to cheat…
Teach him to have faith in his own ideas, even if everyone tells him they are wrong…
Teach him to be gentle with gentle people, and tough with the tough.
Try to give my son the strength not to follow the crowd when everyone is getting on the band wagon…
Teach him to listen to all men… but teach him also to filter all he hears on a screen of truth, and take only the good that comes through.
Teach him if you can, how to laugh when he is sad…
Teach him there is no shame in tears, Teach him to scoff at cynics and to beware of too much sweetness…
Teach him to sell his brawn and brain to the highest bidders but never to put a price-tag on his heart and soul.T
each him to close his ears o a howling mob and to stand and fight if he thinks he's right.
Treat him gently, but do not cuddle him, because only the test of fire makes fine steel.
Let him have the courage to be impatient…
let him have the patience to be brave.
Teach him always to have sublime faith in himself, because then he will have sublime faith in mankind.
This is a big order, but see what you can do… He is such a fine little fellow, my son!
~ Abraham Lincoln
Thursday, December 30, 2010
Economics is interesting ;sometimes difficult to understand...
Interesting article written by an Indian Economist
Japanese save a lot. They do not spend much. Also, Japan exports far more than it imports. Has an annual trade surplus of over 100 billions. Yet Japanese economy is considered weak, even collapsing.Americans spend, save little. Also US imports more than it exports. Has an annual trade deficit of over $400 billion. Yet, the American economy is considered strong and trusted to get stronger. But where from do Americans get money to spend? They borrow from Japan , China and even India .
Virtually others save for the US to spend. Global savings are mostly invested in US, in dollars. India itself keeps its foreign currency assets of over $50 billions in US securities. China has sunk over $160 billion in US securities. Japan 's stakes in US securities is in trillions. Result: The US has taken over $5 trillion from the world. So, as the world saves for the US - Its The Americans who spend freely. Today, to keep the US consumption going, that is for the US economy to work, other countries have to remit $180 billion every quarter, which is $2 billion a day, to the US ! A Chinese economist asked a neat question. Who has invested more, US in China , or China in US? The US has invested in China less than half of what China has invested in US. The same is the case with India . We have invested in US over $50 billion. But the US has invested less than $20 billion in India . Why the world is after US? The secret lies in the American spending, that they hardly save. In fact they use their credit cards to spend their future income. That the US spends is what makes it attractive to export to the US . So US imports more than what it exports year after year. The result: The world is dependent on US consumption for its growth. By its deepening culture of consumption, the US has habituated the world to feed on US consumption. But as the US needs money to finance its consumption, the world provides the money. It's like a shopkeeper providing the money to a customer so that the customer keeps buying from the shop. If the customer will not buy, the shop won't have business, unless the shopkeeper funds him. The US is like the lucky customer. And the world is like the helpless shopkeeper financier. Who is America 's biggest shopkeeper financier? Japan of course. Yet it's Japan which is regarded as weak. Modern economists complain that Japanese do not spend, so they do not grow. To force the Japanese to spend, the Japanese government exerted itself, reduced the savings rates, even charged the savers. Even then the Japanese did not spend (habits don't change, even with taxes, do they?). Their traditional postal savings alone is over $1.2 trillions, about three times the Indian GDP. Thus, savings, far from being the strength of Japan , has become its pain. Hence, what is the lesson? That is, a nation cannot grow unless the people spend, not save. Not just spend, but borrow and spend. Dr. Jagdish Bhagwati, the famous Indian-born economist in the US , told Manmohan Singh that Indians wastefully save. Ask them to spend, on imported cars and, seriously, even on cosmetics! This will put India on a growth curve. This is one of the reason for MNC's coming down to India , seeing the consumer spending.
'Saving is sin, and spending is virtue.'
But before you follow this Neo Economics, get some fools to save so that you can borrow from them and spend !!!
Japanese save a lot. They do not spend much. Also, Japan exports far more than it imports. Has an annual trade surplus of over 100 billions. Yet Japanese economy is considered weak, even collapsing.Americans spend, save little. Also US imports more than it exports. Has an annual trade deficit of over $400 billion. Yet, the American economy is considered strong and trusted to get stronger. But where from do Americans get money to spend? They borrow from Japan , China and even India .
Virtually others save for the US to spend. Global savings are mostly invested in US, in dollars. India itself keeps its foreign currency assets of over $50 billions in US securities. China has sunk over $160 billion in US securities. Japan 's stakes in US securities is in trillions. Result: The US has taken over $5 trillion from the world. So, as the world saves for the US - Its The Americans who spend freely. Today, to keep the US consumption going, that is for the US economy to work, other countries have to remit $180 billion every quarter, which is $2 billion a day, to the US ! A Chinese economist asked a neat question. Who has invested more, US in China , or China in US? The US has invested in China less than half of what China has invested in US. The same is the case with India . We have invested in US over $50 billion. But the US has invested less than $20 billion in India . Why the world is after US? The secret lies in the American spending, that they hardly save. In fact they use their credit cards to spend their future income. That the US spends is what makes it attractive to export to the US . So US imports more than what it exports year after year. The result: The world is dependent on US consumption for its growth. By its deepening culture of consumption, the US has habituated the world to feed on US consumption. But as the US needs money to finance its consumption, the world provides the money. It's like a shopkeeper providing the money to a customer so that the customer keeps buying from the shop. If the customer will not buy, the shop won't have business, unless the shopkeeper funds him. The US is like the lucky customer. And the world is like the helpless shopkeeper financier. Who is America 's biggest shopkeeper financier? Japan of course. Yet it's Japan which is regarded as weak. Modern economists complain that Japanese do not spend, so they do not grow. To force the Japanese to spend, the Japanese government exerted itself, reduced the savings rates, even charged the savers. Even then the Japanese did not spend (habits don't change, even with taxes, do they?). Their traditional postal savings alone is over $1.2 trillions, about three times the Indian GDP. Thus, savings, far from being the strength of Japan , has become its pain. Hence, what is the lesson? That is, a nation cannot grow unless the people spend, not save. Not just spend, but borrow and spend. Dr. Jagdish Bhagwati, the famous Indian-born economist in the US , told Manmohan Singh that Indians wastefully save. Ask them to spend, on imported cars and, seriously, even on cosmetics! This will put India on a growth curve. This is one of the reason for MNC's coming down to India , seeing the consumer spending.
'Saving is sin, and spending is virtue.'
But before you follow this Neo Economics, get some fools to save so that you can borrow from them and spend !!!
Tuesday, March 16, 2010
Quotes on Attitude
IF AN EGG IS BROKEN BY AN OUTSIDE FORCE..A LIFE ENDS. IF AN EGG BREAKS FROM WITHIN...... .LIFE BEGINS. GREAT THINGS ALWAYS BEGIN FROM WITHIN
WHEN YOU TRUST SOMEONE TRUST HIM COMPLETELY WITHOUT ANY DOUBT....... AT THE END YOU WOULD GET ONE OF THE TWO : EITHER A LESSON FOR YOUR LIFE OR A VERY GOOD PERSON
LIFE IS NOT ABOUT THE PEOPLE WHO ACT TRUE TO YOUR FACE ........ IT'S ABOUT THE PEOPLE WHO REMAIN TRUE BEHIND YOUR BACK
SOLDIER : SIR WE ARE SURROUNDED FROM ALL SIDES BY ENEMIES , MAJOR : EXCELLENT ! WE CAN ATTACK IN ANY DIRECTION.
THE WORST IN LIFE IS "ATTACHMENT " IT HURTS WHEN YOU LOSE IT. THE BEST THING IN LIFE IS " LONELINESS " BECAUSE IT TEACHES YOU EVERYTHING AND, WHEN YOU LOSE IT, YOU GET EVERYTHING.
"You never conquer a mountain. You stand on the summit a few moments; then the wind blows your footprints away." -Arlene Blum
“I hear and I forget. I see and I remember. I do and I understand.” Chinese proverb
“The greatest waste in the world is the difference between what we are and what we could become.” Ben Herbste
IF AN EGG IS BROKEN BY AN OUTSIDE FORCE..A LIFE ENDS. IF AN EGG BREAKS FROM WITHIN...... .LIFE BEGINS. GREAT THINGS ALWAYS BEGIN FROM WITHIN
WHEN YOU TRUST SOMEONE TRUST HIM COMPLETELY WITHOUT ANY DOUBT....... AT THE END YOU WOULD GET ONE OF THE TWO : EITHER A LESSON FOR YOUR LIFE OR A VERY GOOD PERSON
LIFE IS NOT ABOUT THE PEOPLE WHO ACT TRUE TO YOUR FACE ........ IT'S ABOUT THE PEOPLE WHO REMAIN TRUE BEHIND YOUR BACK
SOLDIER : SIR WE ARE SURROUNDED FROM ALL SIDES BY ENEMIES , MAJOR : EXCELLENT ! WE CAN ATTACK IN ANY DIRECTION.
THE WORST IN LIFE IS "ATTACHMENT " IT HURTS WHEN YOU LOSE IT. THE BEST THING IN LIFE IS " LONELINESS " BECAUSE IT TEACHES YOU EVERYTHING AND, WHEN YOU LOSE IT, YOU GET EVERYTHING.
"You never conquer a mountain. You stand on the summit a few moments; then the wind blows your footprints away." -Arlene Blum
“I hear and I forget. I see and I remember. I do and I understand.” Chinese proverb
“The greatest waste in the world is the difference between what we are and what we could become.” Ben Herbste
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