Leadership Style of Heaven

According to Peter F. Drucker, leadership no connection apart from the culture (the culture) is carried by the community it serves. Cultures were even featured as an integral part in the overall leadership, the kind commonly known as a frame style (style), so there are terms of leadership style or leadership style Japanese Chinese or Western style of leadership and so on.

Leadership served a mission for the institution they serve, operate based on cultural and leadership activities serve to develop any productive work and making manjadi to perform each job, do it based on the breath, spirit and soul of culture. In managing the social impact and social responsibility, the existence and activities of the institution they serve, leaders do in the understanding of the culture.

In East and Southeast Asia, perhaps we can not hesitate to talk about Japanese culture, Korean culture, Chinese culture and the culture of Indonesia in addition to cultures of other, more local and regional nature. Indonesian culture, which according to Ki Hajar Dewantara is the culmination of all the regional culture, which then interact with each other and to adapt gradually dissolve into a single personality. Leadership style taught Ki Hajar Dewantoro, "Ing Ngarsa Sung Tuladha, Ing Madya Mangun Karsa, Tut Wuri Handayani", ie in front should be an example, in the middle must be supported and must follow behind, is one of the foundation's leadership style with Indonesian culture .

We also know Hasta Brata leadership style, which has the leadership qualities of the sun, moon, stars, wind, fire, clouds, oceans and earth. Leaders who have the qualities of the sun, should be able to provide a burning passion and power of spirit to his men. Leaders with the nature of the moon, must be interesting, given the beauty of working atmosphere, and association, as well as making light appears dark. Leaders who have the star qualities, must be able to provide the right direction for the way an organization or institution. Leaders also must have the nature of wind. He must be able to communicate well, able to motivate and to fill the gap with the expression of his soothing words, not just criticize. Leaders with the nature of fire, may be firm, without discrimination action against the guilty without hesitation. The nature of clouds has a strong authority, respected and loved by the people. Leaders must also possess the oceans and earth. That leader should be able to accommodate all the problems, remain patient and calm in providing solutions. He also had to stand firm and strong position, but be ready also to hear any feedback to be taken into consideration.

History proves that the storm time and age, not able to change the basic joints culture. Namely the belief in Essence, the Most High, Creator and togetherness in the context of mutual cooperation. Thus the sociological, cultural archetype of leadership is the leadership community Indonesia.

Rasulullah SAW. said: "Verily God created Adam with eight kids nature. Four characteristics of Heaven to experts, the sweet face, eloquent verbal, a pure heart and hands that provide assistance, and four properties to experts Hell, is a grim-faced people, cruel words, a hard heart, hands that will not help ". Morality based leader with a sweet face, eloquent verbal, a pure heart and hands that provide assistance Leadership Style of Heaven.

by Prof. Dr. M. Suyanto of AMIKOM Yogyakarta

Blue Ocean Strategy

W. Chan Kim and Renee Mauborgne claim that Red Ocean Strategy is no longer effective to create growth and profits in the future. They both propose a new strategy called the Blue Ocean Strategy. Blue Ocean Strategy, considers that the competitive market is to create a space that no opponent. A vast market like the "blue ocean".

W Chan Kim and Renee Mauborgne claim that 86% use the Red Ocean Strategy, and only 14% who use the Blue Ocean Strategy. From the company that uses Red Ocean Strategy is to earn a total of 62% and 39% total profits, while companies that use the Blue Ocean Strategy is only getting 38% of total income but total profits 61%.

Cirque du Soleil is one company that uses Blue Ocean Strategy. Cirque du Soleil. Company founded in 1984 by a group of street performer, Cirque has done stage production featuring dozens of visits by about 40 million people in 90 cities around the world. In 20 years, Cirque has achieved revenues worldwide leader circus Ringling Bros and Barnum & Bailey. Both companies are world leaders circus to achieve it took 100 years.

Ringling Bros. and Barnum & Bailey circus to design standards and compete with the circus on a scale similar declining market. Ringling Bros. and Barnum & Bailey uses the perspective of competition-based strategy, so that the circus industry finally appears to be unattractive. While Cirque du Soleil's success by not taking the market from the existing circus industry, the market historically children. Cirque du Soleil does not compete Ringling Bros. and Barnum & Bailey, for creating a new market that no opponent and make the competition irrelevant. Cirque du Soleil brought a new market in addition to the children is a new customer group of adults and corporate clients with not only a circus show, but it displays theater, opera and ballet, so the audience is willing to pay several times more than the usual traditional circus. Strategy of Cirque du Soleil is called Blue Ocean Strategy.

Blue Oceans is a whole industry that is not currently available, not known for its market space and there is no competition. In blue oceans are created that demand, not a hotly contested competition. Demand could grow quickly and profitably. To create blue oceans in two ways, the company can increase a complete new industry, such as eBay to create an auction, but online. The second way, blue oceans can be created from within red oceans when the company changed the existing industry boundaries, as practiced by Cirque du Soleil.

by Prof. Dr. M. Suyanto of AMIKOM Yogyakarta

Becoming an Entrepreneur in Internet Media

The Internet is a network of computers connected globally, enabling users to exchange information through various channels. Thereby allowing users to do business together. The whole world's richest entrepreneurs take advantage of the market is called the Internet. There are several reasons why the companies they target the Internet market. First of all, the television audience began to migrate to the Internet. Since they moved the advertising media must be followed, with the assumption that any marketer's goal is to reach its target audience effectively and efficiently. Marketers recognize that they must make adjustments to its marketing plan to pursue a continued increase in the number of people who spend time in front of online media, often with leaves and other media.

Second, to target the Internet market with ads that can be updated at any time with minimal cost: because the ads on the internet always look new. Third, the Internet market can reach potential buyers in a very large number in the global count. Fourth, the cost of online advertising is sometimes more expensive than television advertising, newspaper, or radio. Media advertising latter becomes more expensive because it is determined by the space will be used, how many days (time for) the ad will be loaded, and on how many television stations and local or national newspaper ad will be posted. Fifth, advertising on the internet can efficiently use the convergence of text, audio, graphics, and animation. Sixth, the Internet itself is growing rapidly. Seventh, you can create an interactive advertising and targeted on specific groups and / or individuals.

Research conducted in the fall of 1996 found that three-quarters of users of personal computers (PCs) will leave the television and spend time in front of their computers. The displacement of the amount of television that look very impressive. In addition to this fact is that Internet users are educated people and have very high incomes, so the logical if manjadi concluded that Internet explorer is a target that was envisioned by the marketers.

Beginning in 1998, this characteristic has convinced a large company that produces everything needed for consumers to start shifting advertising budgets from traditional media to Internet advertising. Toyota made a real example of the Internet so powerful. Saatchi and Saatchi, a leading advertising agency, developing Web sites for Toyota (www.toyota.com) and place banner ads on a very interesting popular sites, such as www.espn.com. Within one year, the site can be done to match the sales of Toyota's sales 800 other sources.

by Prof. Dr. M. Suyanto of AMIKOM Yogyakarta

The Inside Story: Facebook Marketing Strategies

SEOmoz Blog On August 26th, 2008 Facebook, Inc. reached the milestone of 100,000,000 active users. Since then, its growth has continued to grow exponentially into emerging markets and additional countries. At the same time, the company has remained a relatively untapped oasis for internet marketers.

I recently had the chance to meet Facebook engineers Andew “Boz” Bosworth, creator of the much talked about News Feed, and David Fetterman, lead engineer for the Facebook Development Platform, and took to the opportunity to find out exactly how the website could best be used by internet marketers and SEOs. The features we talked about are below.


Facebook Search

According to Bosworth, Facebook operates the largest people search engine on the internet. It is run by ten engineers (two of whom work solely on people search) and directs traffic for millions of people a day.

People Search’s secret sauce is its ability to employ the searcher’s social graph to find the most relevant Pages (business profiles) and people to a given user. Once the people search engine narrows down the users list of Facebook friends and Pages, it returns five related results in an alphabetically ordered drop down menu. This built in search engine is heavily used and currently underutilized by SEOs.

Facebook Search

TIP: Note the opportunity to take advantage of the inherent flaws of returning results in alphabetical order. It is not a coincidence that so many companies named themselves with alphabetical order in mind in the days when yellow pages were popular. (Ex. AAA Plumbing) The same tactic can be used to drive users to a given Facebook Page.

The search function also has a lesser known feature that has the ability to drive traffic outside of the site. When a user types in a query that doesn’t match anything in their social graph, the search bar provides the ability to search Microsoft’s Live search index.

Facebook's Search the Web uses Microsoft's Live Index

Performing a search of the web through Facebook returns search results and ads that are exactly the same as those returned by Microsoft’s Live.

Facebook Search Engine Result Page (SERP)

Danny Dover, SEOmoz Blog 

Twitter Marketing #1

PandemicLabs.com Steve Jobs is speaking to the crowd at the Moscone Center in San Francisco and is announcing the next generation of Apple’s mobile operating system and its mobile phone device. The secrecy and buzz that is built around these keynote speeches have always given a boost in the traditional media to the announcements that Jobs makes that day and therefore boost sales the day that products finally reach the shelves. The online real-time following of the event takes place through blogs, Twitter and Twitter tools like Summize, generating an enormous amount of Apple-related content and opinions before, during and after the event. During a Steve Jobs’ keynote, Twitter traffic is 10 times greater than usual. Within an hour of the end of the keynote, the majority of the Twitter community is aware that on July 11th the new iPhone will be available at stores with a price of $199. This is how Apple will benefit from the Twitter/keynote combined madness and is also an example of the potential of Twitter for viral marketing efforts.


140 Characters to promote your brand

Several brands are using Twitter as part of their online marketing strategy. Moreover, they are engaging users by being in a position where they can penetrate their “circle of trust”, which in Twitter is the circle of the people they follow. Here is a list of companies (and their number of followers) that are using Twitter to inform “fans” of upcoming products, events, promotions, announcements, etc. In the case of Amazon, their Twitter profile works as a Book Finder; if you send them a message with a book title or ISBN, they answer back with the book’s price.

• Carnival Cruise Lines (249 followers)
• Apple Inc (2,467 followers)
• Intel Software Network (160 followers)
• PodTech Network (1,163 followers)
• Barack Obama (37,544 followers)
• Zappos (6,352 followers, Zappo’s CEO is twitting)
• H&R Block (482 followers)
• Amazon’s Book Finder (328 followers)

The mechanics of influence

The Twitter community is made up of highly engaged, pro-technology early adopters that look to enrich their Twitter activity by following important, interesting and influential members, as well as friends, relatives and colleagues. Being an “influencer” community, it is likely to shape the direction, preferences and opinions of others. The more followers a Twitter members has, the more influential he or she is and the more impact his thoughts, recommendations, complaints, reviews and comments will have. Like any other online tool that has reached a critical mass, there has to be an overall strategy in place in order to include it in a social media marketing campaign.

The Twitter pulse

The instant and constant nature of Twitter posts, and their ability to be generated from everywhere (thanks to Twitter integration with mobile phone devices via texting) opens the door for a parallel universe of user-generated content. Tools like Summize or Twist let the user search for a specific word in the “public timeline” and Twist also allows the search for trends of a specific search term against another. Twitter can be an excellent tool to see what is being said in real-time about your brand and manage your online reputation. Moreover, it let’s you socialize the way you manage your digital footprint. It is important to know that the Twitter pulse is representative of a certain segment of consumers and that this segment is highly influential and highly opinionated.

by Bernardo Sosa, Pandemic Labs team



http://www.marketingfactor.com/socialmarketing/twitter-marketing-101/

'Doomsday' 2012, Natural Solar Activity

Head of Institute of Aeronautics and Space Agency (Lapan) Adi Sadewo Salatun mention, in science, such phenomena are said to be a scientific end.

One is the end of each reliji people who believed in accordance with their respective beliefs. The second is the scientific end, "said Adi when found in his office, Monday (9/11/2009).

"Simply put, the astronomers described it as a gravitational force of the sun activity is very strong and once every 11 years his behavior improved.  As the gravitational attraction is so strong and unbearable, it will cause the explosion of hydrogen, "said Adi.

Simply put, Adi said that when subjected to maximum activity, solar radiation can affect the Earth. When gravity is weaker, the sun will expand and the Earth can go into the fire.

The impact caused a major impact on the Earth. For example, when the last time it happens, this phenomenon causes the satellite's orbit shifts. When the satellite palapa changed its location. Even with the satellites of other countries. This obviously affects the public communications on Earth.

In extreme cases this is enough to disrupt the transmission of electricity on Earth that causes relay station exploded and died PLN electricity.

"The task is Lapan told this to telecom operators, PLN and other communities near the occurrence of this phenomenon," said Adi.

However, according to Adi, as far as Lapan until now seen only natural sun activities, no symptoms to fear.
"When the sun will do the maximum activity, from now on can be detected how the behavior," he said.

Six Strategic Principles for Managers

1) Capture Your Market Without Destroying It

“Generally in war, the best policy is to take a state intact; to ruin it is inferior to this....For to win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the acme of skill.”
--Sun Tzu

Sun Tzu calls this the need to “win-all-without-fighting”. Since the goal of your business is to survive and prosper, you must capture your market. However, you must do so in such a way that your market is not destroyed in the process. A company can do this in several ways, such as attacking parts of the market that are under-served or by using subtle, indirect, and low-key approach that will not draw a competitor's attention or response. What should be avoided at all costs is a price-war. Research has shown that price attacks draw the quickest and most aggressive responses from competitors, as well as leaving the market drained of profits.
2) Avoid your competitor's strength, and attack their weakness

“An army may be likened to water, for just as flowing water avoids the heights and hastens to the lowlands, so an army avoids strength and strikes weakness.”
--Sun Tzu

The Western approach to warfare has spilled over into business competition, leading many companies to launch head-on, direct attacks against their competitor's strongest point. This approach to business strategy leads to battles of attrition, which end up being very costly for everyone involved. Instead, you should focus on the competition's weakness, which maximizes your gains while minimizing the use of resources. This, by definition, increases profits.
3) Use foreknowledge & deception to maximize the power of business intelligence.

“Know the enemy and know yourself; in a hundred battles you will never be in peril”
--Sun Tzu

To find and exploit your competitor's weakness requires a deep understanding of their executives' strategy, capabilities, thoughts and desires, as well as similar depth of knowledge of your own strengths and weaknesses. It is also important to understand the overall competitive and industry trends occurring around you in order to have a feel for the “terrain” on which you will do battle. Conversely, to keep your competitor from utilizing this strategy against you, it is critical to mask your plans and keep them secret.
4) Use speed and preparation to swiftly overcome the competition.

“To rely on rustics and not prepare is the greatest of crimes; to be prepared beforehand for any contingency is the greatest of virtues.”
--Sun Tzu

To fully exploit foreknowledge and deception, Sun Tzu states that you must be able to act with blinding speed. To move with speed does not mean that you do things hastily. In reality, speed requires much preparation. Reducing the time it takes your company to make decisions, develop products and service customers is critical. To think through and understand potential competitive reactions to your attacks is essential as well.
5) Use alliances and strategic control points in the industry to “shape” your opponents and make them conform to your will.

“Therefore, those skilled in war bring the enemy to the field of battle and are not brought there by him.”
--Sun Tzu

“Shaping you competition” means changing the rules of contest and making the competition conform to your desires and your actions. It means taking control of the situation away from your competitor and putting it in your own hands. One way of doing so is through the skillful use of alliances. By building a strong web of alliances, the moves of your competitors can be limited. Also, by controlling key strategic points in your industry, you will be able to call the tune to which your competitors dance.
6) Develop your character as a leader to maximize the potential of your employees.

“When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders.”
--Sun Tzu

It takes a special kind of leader to implement these strategic concepts and maximize the tremendous potential of employees. Sun Tzu describes the many traits of the preferred type of leader. The leader should be wise, sincere, humane, courageous, and strict. Leaders must also always be “first in the toils and fatigues of the army”, putting their needs behind those of their troops. It is leaders with character that get the most out of their employees.
These principles have been utilized throughout time in both the military arena and the business world to build creative strategies and achieve lasting success. If you use them properly, they will bring you success as well.

Based on Mark McNeilly’s book Sun Tzu and the Art of Business
http://www.suntzu1.com/content/six_strategic_principles_for_managers/

Bees fight to death over females

It is rare for any species of animal to regularly kill its own in combat.

However, male Dawson's bees, one of the world's largest bee species, are so aggressive that they kill each other en masse in a bid to mate with females.
 The bees enter a frenzy of fighting, and by the time their deadly combat is over, every male bee is either killed or has perished.
The extreme behaviour, which can lead to even females being killed, is caught on film by a BBC natural history crew.
Dawson's bees (Amegilla dawsoni) are large burrowing bees that nest in the baked soil of the Australian outback.
Each year, males emerge from their burrows earlier than females.

Flight of a killer

The male bees are adapted to pursue one of two tactics for securing a mate.
Smaller, minor males patrol either flower patches where females forage, or around the periphery of the entrances to females' burrows.
However, much larger major males patrol the entrance sites for emerging females, seeking to mate with them as soon as they appear.
Up to 90% of all females are mated by major males immediately upon their emergence.

A bee brawl

But it is a far from straightforward, or even safe, act.
The scent of the female bees inflames the major males, which are built for fighting.
As a female emerges, the male bees turn on one another, competing intensely to get access to her.

Hail the loser

Bundles of male bees form, with each trying to bite and sting another to death.

The result is mass murder, with whole generations of male bees wiping each other out to mate with females.

This frenzy of killing has been filmed by a BBC camera crew producing the landmark natural history series.


Harmony resumes

Usually one male will emerge from the fighting frenzy to carry a female away to be mated.
But sometimes the males are so aggressive they they kill the females they are attempting to meet.
Another irony is that for most of the year, Dawson's bees form extremely harmonious communities.
That is because once the mating season is passed, all the males have either killed each other or since perished, leaving an all-female community to produce the next generation.

Desert home

Dawson's bees belong to the genus Amegilla, which includes around 250 species of large-bodied bee.

Some of its members are important agricultural pollinators in Australia and other tropical and sub-tropical areas.

One member, the blue-banded bee, uses vibration to obtain pollen, a process known as buzz pollination. The bees land on a flower and beat their wings so frequently that its shakes the pollen loose.

Another is the cutely named teddy bear bee, another solitary species whose hair wears off as it ages, leaving bald patches on its body.

The "Dawson's bee battle" is broadcast within the Insects episode of the BBC series Life at 2100GMT on BBC One on Monday 16 November.


By Matt Walker
Editor, Earth News
http://news.bbc.co.uk/earth/hi/

Digital Cloud Plans for City Skies

A giant "digital cloud" that would "float" above London's skyline has been outlined by an international team of architects, artists and engineers.

The construction would include 120m- (400ft-) tall mesh towers and a series of interconnected plastic bubbles that can be used to display images and data.
The Cloud, as it is known, would also be used an observation deck and park.
The unconventional structure was originally envisaged as a centre piece of the city's Olympic village.

Its designers plan to raise the funds to build it by asking for micro-donations from millions of people.

"It's really about people coming together to raise the Cloud," Carlo Ratti, one of the architects behind the design from the Massachusetts Institute of Technology (MIT) told BBC News.

"We can build our Cloud with £5m or £50m. The flexibility of the structural system will allow us to tune the size of the Cloud to the level of funding that is reached."

The size of the structure will evolve depending on the number of contributions, he said.
Paola Antonelli, senior curator of architecture and design at the Museum of Modern Art in New York who has seen the design described it as a "sculptural spectacle" and "a celebration of technology".

'Data Streams'

The Cloud was shortlisted in a competition set up by London Mayor Boris Johnson.
The mayor has committed to build a tourist attraction in the Olympic Park "with a legacy for the east end [of London]".

Other finalists are thought to include the former Turner prize winner Anish Kapoor and Antony Gormley, the designer of the Angel of the North.
The mayor is still in the "process of deciding" which design will be commissioned, according to a spokesperson.

However, the team, which also includes the writer Umberto Eco and engineers from Arup, has decided to push ahead and publish details of its design.

The structure draws on work by artist Tomas Saraceno, a German-based designer who has previously shown off huge inflatable sculptures.

It is envisaged that the spheres would be made of a plastic known as Ethylene tetrafluoroethylene (ETFE), the material used to build the Beijing Aquatic Centre.

The different spheres would act as structural elements, habitable spaces, decoration and LCD screens on which data could be projected.

"We could provide a custom feed of… searches made by Londoners during the Olympics to give a real time 'barometer' of the city's interests and mood," said Google, one of the supporters of the project, which has also offered to provide the information feeds.

The team also envisage projecting weather information, spectator numbers, race results or even images of the Olympic Torch on to the building.
Ramps, stairs and lifts would carry people to the top of the structure to look out over the city.

'Zero power'

The inflatable elements of the building would sit on top of slender, lightweight towers, stabilised by a net of metal cables.
Damping technology, similar to that used in Japanese skyscrapers to resist earthquakes, would prevent the towers being buffeted by the wind.

"Many tall towers have preceded this, but our achievement is the high degree of transparency, the minimal use of material and the vast volume created by the spheres," said professor Joerg Schleich, the structural engineer behind the towers.

Professor Schleich was responsible for the Olympic Stadium in Munich as well as numerous lightweight towers built to the same design as the Cloud.

The structure would also be used to harvest all the energy it produces according to Professor Ratti.
"It would be a zero power cloud," he said.
As well as solar cells on the ground and inside some of the spheres, the lifts would use regenerative braking, similar to that in some hybrid cars.

That way, the designers say, potential energy from visitors to the top of the tower can be harnessed into useful electricity.

The team have launched a fundraising website called raisethecloud.org and are now looking for a site for the tower.

Google has already offered to provide free advertising for the so-called "cloud-raising" effort.
The firm has offered a sponsored link at the top of the page advertising a "£1 for 1 pixel" concept to people who search for terms relevant to London 2012.
"It will be a monument to crowd-sourcing," said Professor Ratti.

(Jonathan Fildes, BBC)

 http://news.bbc.co.uk/2/hi/technology/

12 Year Olds Child's Speech Amazed UN Forum

This story is talking about a problem child named Severn Suzuki was a problem child at the age of 9 years has established Environmental Children's Organization (ECO).

 ECO itself is a small group of children "wrote dedicated to learning and teach children" the other about the problem "environment.
 

And they were invited to attend the UN Conference on Environment, which at that time Seveern wrote 12 year old gave a powerful speech wrote a big impact (and silenced) some prominent world leaders.

One's delivered by a small child to the age of 12 years until he could make the UN HEARING ROOM silence, then finished his speech during a courtroom filled with people "wrote leading up and give bring down the house to the 12-year-old child.

Inilah Isi pidato tersebut: (sumber The Collage Foundation) This is the contents of the speech: (sources of the Collage Foundation)

Hello, My name Severn Suzuki, speaking for ECO - Environmental Children's Organization
 

We are group of Canada which consisted of children "aged 12 and 13 years, who tried to make a difference: Vanessa Suttie, Morga, Geister, Michelle Quiq and myself. We raise funds to be able to come here as far as 6000 miles. To tell you all the adults that you must change your ways, today here, too. I do not have a hidden agenda. I want a future for myself only.
 

Loss of the future is not the same as losing the general election or losses in the stock market.  I was here to speak for all generations to come.

I was here to represent the child "wrote hunger around the world that cries no longer heard.

I was here to speak for the animals "that dying without number throughout the planet because of its loss of habitat. We can not not listen.

I was afraid to be under the sun because of its ozone layer hole. I was afraid to breathe because I did not know there was so-chemicals carried by air.

I'm often fishing in Vancouver with my dad until a few years ago we found that the fish "was full of cancer. And now we hear that the animals' and plants extinct one by one each day - gone forever.

In my life, I have a dream to see a large collection of animals "wild, jungle and tropical forests filled with birds and butterflies". but now I do not know if it "is even still there to see my son later.

Do you all have to worry about the problem "this small when you all were the same age I am now?

All this happened in front of us and although we still act like we still have a lot of time and all of its solutions. I was just a kid and I do not have all of his solutions but I want you all to realize that you are all also the same as me!

You do not know how to fix a hole in our ozone layer ..

You do not know how how to restore the salmon fish into the river of origin.
You do not know how to restore the animals that have become extinct.

And you can not restore the Forest-Forest to normal now in place only a desert.

Jika anda tidak tahu bagaima cara memperbaikinya. If you do not know how to fix them.
PLEASE STOP ruin it!

Here you are deligations of your country. Employers, union members, journalists or politicians - but actually you are the father and mother, brothers and sisters, uncles and aunts - and you all are children of a person.

I was just a kid, but I know that we are all part of a large family, consisting of more than 5 billion, consisting of 30 million families and we all share the air, water and soil on the same planet - borders and governments will not be change it.

I'm Only a small child but once I know that we all face the same problems and we should unite for the same purpose.

Walaupun marah, namun saya tidak buta, dan walaupun takut, saya tidak ragu untuk memberitahukan dunia apa yang saya rasakan. Although angry, but I'm not blind, and even fear, I did not hesitate to tell the world what I feel.

In my country, we are very much to waste, we buy something and then thrown away, to buy and then discard. Although it still states "in the north will not be shared with those in need ..

Even when we have more than enough, we are afraid to lose some of our wealth, we are afraid to share.

In Canada we have a comfortable life, with clothing, food and shelter are inadequate - we have watches, bicycles, computers and television sets.

Two days ago here in Brazil, we were surprised when we spend time with children "who live on the streets.  And one child told us: "I wish I was rich, and if I am rich, I will give children" street food, clothing and medicines, shelter.  And love and affection ".

If a child who was in the streets who do not have any, are willing to share, why do we who have everything still so greedy?

I can not stop thinking that the child "are the same age with me, that place of your birth can make such a big difference that I might be one of the children "who live in Favellas Rio; I might be a child starving in Somalia; a middle eastern war victims or a beggar in India.

I was a little kid but I knew that if all the money spent on war is used to reduce the level of kemisikinan and find answers to the problems of nature, how would the world be beautiful ..

At school, even in kindergarten you teach us to do good. You taught us to not fight with other people.

Looking for a way out, clean up the mess that we caused.
Does not hurt other living creatures, sharing and not greedy ..

Then why did you then do your thing so ajarakan us not to do it?

Do not forget why you are attending this conference. Why you do this - we are the children "you all, you decide sekalianlah what kind of world would we live. Parents should be able to give comfort to the children "them by saying" Everything will be fine ". We did the best we can do' and 'this is not the end of everything'

But I do not feel that you can say it to us again. Are we even on the list of all your priorities?

My dad always said 'you will always be remembered for your deeds, not by the words.'

So, what you do makes me cry at night. your're mature, you say that you love us.

I challenge YOU, try to realize the word.

Sekian dan terima kasih atas perhatian nya. Thank you for his attention.
 

Servern Cullis-Suzuki has silenced the courtroom 1 United Nations Conference, silencing all the people "is important from all over the world just by his speech, after he finished a speech at the same time all people who attended the speech in the room stood and gave a standing ovation for the 12-year-old child.

Autonomous Valet Parking System

At the official public introduction to the Volkswagen Automotive Innovation Laboratory and Stanford’s new robotic car on Saturday, the VAIL showed off their latest foray into intelligent vehicle technology: an autonomous valet parking system. The system does exactly what you’re probably hoping it does: you get out if the car, tell it to park itself, and off it goes to do just that:

And of course, when you’re ready to go home, you just call the car back and it’ll be waiting for you. VAIL researchers are envisioning something like an iPhone app to control all this, but it doesn’t need to be any more complicated than a “park” button and a “return” button. The car does the rest, all by itself.

 

The most awesome part of all this is that the Volkswagen Passat used in this demo, Junior 3, is almost (almost) entirely stock, as far as the hardware goes. There are three different primary sensors in use: a front radar (which is available as part of Volkswagen’s adaptive cruise control system), a camera mounted in front of the rear view mirror (also available for night driving assistance), and a couple little off the shelf LIDAR units mounted on the sides. The LIDAR isn’t currently part of any option package, of course, but Volkswagen does offer other side looking sensors, like lane assist and blind spot detection. The only other major difference is the giant rack of computers in the trunk, but it turns out that the computer system is a standard package for Stanford’s autonomous vehicles, and the computer that comes with the car is actually capable of running everything. Bottom line is, we’re technologically more or less ready for autonomous parking already, with in production vehicles.

 

So what’s the hold-up? Well, the car currently can’t detect obstacles. Like, you know, people. There’s no reason it couldn’t do that with the current hardware, and that’s in fact the next step, but it’s still a huge liability issue that Volkswagen doesn’t want to tackle. The car also needs a detailed map of the parking lot, so you wouldn’t be able to just drop it off anywhere (yet). So when we first see this technology, VAIL envisions parking garages that are specifically designed for self parking vehicles. There would be a drop off area, and no pedestrians would be allowed in the garage, which wouldn’t need elevators, stairs, walkways, or even lights. This infrastructure isn’t ready yet, but the vehicle technology

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The Japanese Art of Negotiating

Negotiating, meetings and 'Nemawashi'
Meetings are usually never the place where decisions get made or can be expected in Japan. In fact they are a forum for both sides to present their views and state their positions.
All disagreements are usually ironed out in the evening over a drink and/or dinner. This is in stark contrast to the Indian business practice (or better still, Western business practice) where we try to get everybody concerned to be present and attempt to iron out issues immediately.

'Nemawashi' literally stands for "digging around the root" and preparing a tree or sapling for transplant. This manifests itself in consensus building across the Japanese team before a decision is taken or a change is initiated.
It is well known that the Japanese prefer a team approach (as opposed to the more common individualistic approach in India) whereby they want all the members of the team to "buy in". This consensus building always takes some time and hence leads to delays in several decisions.
It is therefore important for the Indian businessman to understand this situation and go along and support this process. At the end of the day, one should be also prepared to negotiate very hard with the Japanese regardless of the relationship that has been built!

Software "let us think and develop"
It is not uncommon for the Japanese to award a contract and then start to think about what they want exactly. They generally have an idea of what is wanted but like to develop it to perfection as they go along. In direct contrast, the Indian IT industry focuses on extreme detailing during the specification stage so that the scope of delivery can be defined.
This difference in approach leads to many problems during the delivery stage whereby both sides need to adopt an approach of "give and take".

Customer is GOD
The Japanese service industry has set precedents and world standards in excellence that others strive to achieve, with limited success. One of the cornerstones of this industry is the belief that the customer is God and hence nobody ever asks "Why?" when the customer makes a demand -- no matter how unreasonable it is! [Such a statement can create quite some furore and be open to considerable debate; however, that is the way the industry operates].
On the other hand, in India it is not uncommon to find a customer service executive (though the service industry is evolving rapidly, one must admit) arguing with a client. A similar approach is often carried on to the dealings with the Japanese.
However, this difference in approach usually causes a lot of problems in the relationship and almost immediately results in a reduction of trust. Therefore, It is extremely crucial  to recognize and overcome this difference in approach.
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The Toyota Way #2

Section III — Add Value to the Organization by Developing Your People

Principle 9

• Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

Without constant attention, the principles will fade. The principles have to be ingrained, it must be the way one thinks. Employees must be educated and trained: they have to maintain a learning organization.
Principle 10

• Develop exceptional people and teams who follow your company's philosophy.

Teams should consist of 4-5 people and numerous management tiers. Success is based on the team, not the individual.
Principle 11

• Respect your extended network of partners and suppliers by challenging them and helping them improve.

Toyota treats suppliers much like they treat their employees, challenging them to do better and helping them to achieve it. Toyota provides cross functional teams to help suppliers discover and fix problems so that they can become a stronger, better supplier.

Section IV: Continuously Solving Root Problems Drives Organizational Learning

Principle 12

• Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).

Toyota managers are expected to "go-and-see" operations. Without experiencing the situation firsthand, managers will not have an understanding of how it can be improved. Furthermore, managers use Tadashi Yamashima's (President, Toyota Technical Center (TTC)) ten management principles as a guideline:

1. Always keep the final target in mind.
2. Clearly assign tasks to yourself and others.
3. Think and speak on verified, proven information and data.
4. Take full advantage of the wisdom and experiences of others to send, gather or discuss information.
5. Share information with others in a timely fashion.
6. Always report, inform and consult in a timely manner.
7. Analyze and understand shortcomings in your capabilities in a measurable way.
8. Relentlessly strive to conduct kaizen activities.
9. Think "outside the box," or beyond common sense and standard rules.
10. Always be mindful of protecting your safety and health.

Principle 13

• Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).

The following are decision parameters:

1. Find what is really going on (go-and-see) to test
2. Determine the underlying cause
3. Consider a broad range of alternatives
4. Build consensus on the resolution
5. Use efficient communication tools

Principle 14

• Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

The process of becoming a learning organization involves criticizing every aspect of what one does. The general problem solving technique to determine the root cause of a problem includes:

1. Initial problem perception
2. Clarify the problem
3. Locate area/point of cause
4. Investigate root cause (5 whys)
5. Countermeasure
6. Evaluate
7. Standardize

Translating the principles

There is a question of uptake of the principles now that Toyota has production operations in many different countries around the world. As a New York Times article notes, while the corporate culture may have been easily disseminated by word of mouth when Toyota manufacturing was only in Japan, with worldwide production, many different cultures must be taken into account. Concepts such as “mutual ownership of problems,” or “genchi genbutsu,” (solving problems at the source instead of behind desks), and the “kaizen mind,” (an unending sense of crisis behind the company’s constant drive to improve), may be unfamiliar to North Americans and people of other cultures. A recent increase in vehicle recalls may be due, in part, to "a failure by Toyota to spread its obsession for craftsmanship among its growing ranks of overseas factory workers and managers." Toyota is attempting to address these needs by establishing training institutes in the United States and in Thailand.

The Toyota Way #1

The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes the Toyota Production System. The main ideas are to base management decisions on a "philosophical sense of purpose", to think long term, to have a process for solving problems, to add value to the organization by developing its people, and to recognize that continuously solving root problems drives organizational learning.^[1]
Since the 1980s, Toyota and Lexus vehicles have been recognized for their quality and are consistently ranked higher than other car makers in owner satisfaction surveys, due in large part (according to Jeffrey Liker, a University of Michigan professor of industrial engineering) to the business philosophy that underlies its system of production.

The 14 Principles

The Toyota Way has been called "a system designed to provide the tools for people to continually improve their work"^[1] The 14 principles of The Toyota Way are organized in four sections: I) Long-Term Philosophy, II) The Right Process Will Produce the Right Results, III) Add Value to the Organization by Developing Your People, and IV) Continuously Solving Root Problems Drives Organizational Learning. The principles are set out and briefly described below:

[edit] Section I — Long-Term Philosophy

Principle 1

• Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

People need purpose to find motivation and establish goals.

[edit] Section II — The Right Process Will Produce the Right Results

Principle 2

• Create a continuous process flow to bring problems to the surface.

Work processes are redesigned to eliminate waste (muda) through the process of continuous improvement — kaizen. The seven types of muda are:

1. Overproduction
2. Waiting (time on hand)
3. Unnecessary transport or conveyance
4. Overprocessing or incorrect processing
5. Excess inventory
6. Motion
7. Defects

Principle 3

• Use "pull" systems to avoid overproduction.

A method where a process signals its predecessor that more material is needed. The pull system produces only the required material after the subsequent operation signals a need for it. This process is necessary to reduce overproduction.
Principle 4

• Level out the workload (heijunka). (Work like the tortoise, not the hare).

This helps achieve the goal of minimizing waste (muda), not overburdening people or the equipment (muri), and not creating uneven production levels (mura).
Principle 5

• Build a culture of stopping to fix problems, to get quality right the first time.

Quality takes precedence (Jidoka). Any employee in the Toyota Production System has the authority to stop the process to signal a quality issue.
Principle 6

• Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

Although Toyota has a bureaucratic system, the way that it is implemented allows for continuous improvement (kaizen) from the people affected by that system. It empowers the employee to aid in the growth and improvement of the company.
Principle 7

• Use visual control so no problems are hidden.

Included in this principle is the 5S Program - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment.

• Sort: Sort out unneeded items
• Straighten: Have a place for everything
• Shine: Keep the area clean
• Standardize: Create rules and standard operating procedures
• Sustain: Maintain the system and continue to improve it

Principle 8

• Use only reliable, thoroughly tested technology that serves your people and processes.

Technology is pulled by manufacturing, not pushed to manufacturing.