The Vatican on Tuesday issued a set of "Ten Commandments" for drivers, telling motorists not to kill, not to drink and drive, and to help fellow travelers in case of accidents.
It warned about the effects of road rage, saying driving can bring out "primitive" behavior in motorists, including "impoliteness, rude gestures, cursing, blasphemy, loss of sense of responsibility or deliberate infringement of the highway code."
It urged motorists to obey traffic regulations, drive with a moral sense, and to pray when behind the wheel.
Cardinal Renato Martino, who heads the office, told a news conference that the Vatican felt it necessary to address the pastoral needs of motorists because driving had become such a big part of contemporary life.
The "Drivers' Ten Commandments," as listed by the document, are:
1. You shall not kill.
2. The road shall be for you a means of communion between people and not of mortal harm.
3. Courtesy, uprightness and prudence will help you deal with unforeseen events.
4. Be charitable and help your neighbor in need, especially victims of accidents.
5. Cars shall not be for you an expression of power and domination, and an occasion of sin.
6. Charitably convince the young and not so young not to drive when they are not in a fitting condition to do so.
7. Support the families of accident victims.
8. Bring guilty motorists and their victims together, at the appropriate time, so that they can undergo the liberating experience of forgiveness.
9. On the road, protect the more vulnerable party.
10. Feel responsible toward others.
Tuesday, June 19, 2007
Thursday, June 14, 2007
Emerson quotes
"Do not be too timid and squeamish about your actions. All life is an experiment. The more experiments you make the better. What if they are a little course, and you may get your coat soiled or torn? What if you do fail, and get fairly rolled in the dirt once or twice. Up again, you shall never be so afraid of a tumble." - RWE
"Life is a succession of lessons which must be lived to be understood." RWE
"He who is not everyday conquering some fear has not learned the secret of life." - RWE
"Life is a succession of lessons which must be lived to be understood." RWE
"He who is not everyday conquering some fear has not learned the secret of life." - RWE
Emerson" to Laugh Often and Love Much ...this is to have suceeded.
"To laugh often and love much... to appreciate beauty, to find the best in others, to give one's self... this is to have succeeded." -- (Ralph Waldo Emerson)
====
"To laugh often and love much; to win the respect of intelligent persons and the affection of children; to earn the approbation of honest citizens and endure the betrayal of false friends; to appreciate beauty; to find the best in others; to give of one's self; to leave the world a bit better, whether by a healthy child, a garden patch or a redeemed social condition; to have played and laughed with enthusiasm and sung with exultation; to know even one life has breathed easier because you have lived - this is to have succeeded." -- (Ralph Waldo Emerson)
====
"To laugh often and love much; to win the respect of intelligent persons and the affection of children; to earn the approbation of honest citizens and endure the betrayal of false friends; to appreciate beauty; to find the best in others; to give of one's self; to leave the world a bit better, whether by a healthy child, a garden patch or a redeemed social condition; to have played and laughed with enthusiasm and sung with exultation; to know even one life has breathed easier because you have lived - this is to have succeeded." -- (Ralph Waldo Emerson)
Love is everything it's cracked up to be...
"Do you want me to tell you something really subversive? Love is everything it's cracked up to be. That's why people are so cynical about it. It really is worth fighting for, being brave for, risking everything for. And the trouble is, if you don't risk anything, you risk even more." (Erica Jong, American Author)
"Where there is love there is life." (Mahatma Gandhi)
"I love a hand that meets my own with a grasp that causes some sensation." (Samuel Osgood)
"Where there is love there is life." (Mahatma Gandhi)
"I love a hand that meets my own with a grasp that causes some sensation." (Samuel Osgood)
She walks in Beauty, and to love is to be vulnerable
LORD BYRON
SHE WALKS IN BEAUTY
SHE walks in beauty, like the night
Of cloudless climes and starry skies;
And all that 's best of dark and bright
Meet in her aspect and her eyes:
Thus mellow'd to that tender light
Which heaven to gaudy day denies.
One shade the more, one ray the less,
Had half impair'd the nameless grace
Which waves in every raven tress,
Or softly lightens o'er her face;
Where thoughts serenely sweet express
How pure, how dear their dwelling-place.
And on that cheek, and o'er that brow,
So soft, so calm, yet eloquent,
The smiles that win, the tints that glow,
But tell of days in goodness spent,
A mind at peace with all below,
A heart whose love is innocent
=================
"Love anything and your heart will be wrung and possibly broken. If you want to make sure of keeping it intact you must give it to no one, not even an animal. Wrap it carefully round with hobbies and little luxuries; avoid all entanglements. Lock it up safe in the casket or coffin of your selfishness. But in that casket, safe, dark, motionless, airless, it will change. It will not be broken; it will become unbreakable, impenetrable, irredeemable. To love is to be vulnerable."
-CS Lewis
SHE WALKS IN BEAUTY
SHE walks in beauty, like the night
Of cloudless climes and starry skies;
And all that 's best of dark and bright
Meet in her aspect and her eyes:
Thus mellow'd to that tender light
Which heaven to gaudy day denies.
One shade the more, one ray the less,
Had half impair'd the nameless grace
Which waves in every raven tress,
Or softly lightens o'er her face;
Where thoughts serenely sweet express
How pure, how dear their dwelling-place.
And on that cheek, and o'er that brow,
So soft, so calm, yet eloquent,
The smiles that win, the tints that glow,
But tell of days in goodness spent,
A mind at peace with all below,
A heart whose love is innocent
=================
"Love anything and your heart will be wrung and possibly broken. If you want to make sure of keeping it intact you must give it to no one, not even an animal. Wrap it carefully round with hobbies and little luxuries; avoid all entanglements. Lock it up safe in the casket or coffin of your selfishness. But in that casket, safe, dark, motionless, airless, it will change. It will not be broken; it will become unbreakable, impenetrable, irredeemable. To love is to be vulnerable."
-CS Lewis
Friday, June 8, 2007
Outsourcing your life - use elance etc ! cool ideas
Outsourcing Your Life
by Ellen Gamerman
Monday, June 4, 2007
provided by
When David San Filippo decided to create a tribute video in honor of his sister's wedding, he could have gotten a recommendation from a friend or looked up video editors in the phone book. Instead, he did what big corporations have been doing for more than a decade: sent the work offshore.
On the Internet, Mr. San Filippo located a graphic artist in Romania who agreed to do the whole thing for $59. The result was a splashy two-minute video with a space theme and "Star Wars" soundtrack. It won raves at the wedding.
More from The Wall Street Journal Online:
• Employers Are Beefing Up Their Summer Hiring Plans
• American M.B.As. Flock to Asia to Acquire Overseas Experience
• Americans Get Too Little Sleep and Everyone Has an Excuse
Offshore outsourcing has transformed the way U.S. companies do business. Now, some early adopters are figuring out how to tap overseas workers for personal tasks. They're turning to a vast talent pool in India, China, Bangladesh and elsewhere for jobs ranging from landscape architecture to kitchen remodeling and math tutoring. They're also outsourcing some surprisingly small jobs, including getting a dress designed, creating address labels for wedding invitations or finding a good deal on a hotel room, for example.
Such "personal offshoring" is still new and represents a tiny fraction of the more than $20 billion overseas outsourcing industry. But management consultants and economists say it's likely to evolve into a larger niche as offshore workers identify the opportunities. Thanks to instant messaging, computer scanners and email attachments, any work that doesn't require meeting in person has the potential to be done overseas.
The approach relies on the same model that drives corporate outsourcing: labor arbitrage, or benefiting from the wage differential between U.S. workers and those in developing countries. In the U.S., tutoring services charge $40 to $60 an hour for math help. Some skilled tutors in India are paid $2 to $3 an hour. In India, $20 is enough to buy a week's groceries for two people.
Sending personal work offshore requires Internet proficiency, and some patience as well. Though a few firms have begun tailoring their services to consumers, most deal primarily with businesses. Tapping this bargain work force means knowing about the online bazaars where workers abroad compete to bid for small projects.
Some big free-lancing sites include Elance.com, Guru.com and Rentacoder.com. In a recent study on the growth of offshoring services to small businesses and homes, market researcher Evalueserve found more than 90 such online marketplaces, with 500,000 vendors from low-wage countries using them.
Consumers must also be able to recognize when a routine task can be done digitally, and across time zones. Earlier this year, Dan Frey went in search of an artist to illustrate a children's book his mother had written for the grandkids about her life growing up in New York City. He thought about finding a student from a local art school, but then it dawned on him that he could outsource it without leaving his house. The job didn't necessarily require a face-to-face meeting -- he could just email the draft.
He logged on to Guru, which he'd learned about from computer programmer friends who had used it for work. Within a week, 80 bids had come in from countries like Lebanon, Ukraine and Malaysia. To narrow the field, he had 10 finalists send him sample drawings depicting a young girl. He rejected the illustrators who didn't follow instructions and sent pictures of animals instead, and he bypassed an Indian firm that seemed big and impersonal, offering him a "project manager" to oversee a staff of artists.
The woman he finally hired lives in the Philippines. He says her drawings, styled after Japanese anime, were more cheerful than other entries, and he was impressed by her polished portfolio. She offered to do 25 drawings for $300 -- what some others wanted for a single illustration. "I was kind of amazed at how easy it was," says the 36-year-old sales and marketing consultant. He says his mother was "overwhelmed" when she saw the finished product.
It isn't always easy to evaluate a vendor. Language gaps can lead to misunderstandings, and if projects involve revisions, they could take more time -- and cost more in long-distance bills -- than they're worth. When reporters tried outsourcing personal tasks, they were offered a range of prices, making it difficult to know what they were getting (see adjacent chart for more on our test).
Janice Harrelson says she was ultimately satisfied with the Web site designed for her by Virtuoso Online, a firm in India. But she says cultural gaps initially hampered the designers' ability to strike the right tone on a site devoted to her Christian beliefs. The theme she wanted to emphasize was the bond that believers have with Jesus Christ -- a concept known as being "the bride of Christ." The Indian technicians posted pictures of women in wedding gowns.
"They were beautiful, but not what I had in mind," says the real-estate manager from North Carolina, who went through a few more revisions before the site was completed with images of a waterfall and a crown. The total bill came to $250 -- half the price she was quoted by a local Web designer.
Global Solutions India, in Mumbai, is one of the firms now adding consumers to its primary business of corporate graphic design and web development. Americans never used to call for small personal projects four years ago, but now the company says about 20% of all inquiries comes from individuals in the U.S. -- some of whom discover the company after seeing its occasional banner ads on sites like Google. The jobs are handled by a six-person team making $1,000 to $1,500 each per month. They work in a small office with anything from Hindi pop to Shania Twain playing in the background.
Rajesh Shah, the 27-year-old president of Global Solutions, tells his clients to call him anytime, even on his cellphone at 3 a.m. He sometimes works 16-hour days, and he lives a seven-minute walk from the office so he can get there fast. "I normally don't turn down work," says Mr. Shah, who often sends work to new customers before they've paid him. The most prominent feature of the office is a statue of the elephant-headed Lord Ganesh, worshiped as a god of wisdom and a remover of obstacles.
Outsourcing has already trickled down from big corporations to small businesses, which now send everything from secretarial work to graphic design to back-end legal research overseas. Outsourcing revenue from small businesses was more than $250 million in fiscal 2006, and is likely to grow to more than $2 billion by 2015, according to Evalueserve. As offshore providers gain proficiency in dealing with smaller clients, individuals are a logical next step. "We're seeing the very tip of a very big trend," says Peter Allen, partner and managing director of TPI, a Houston management consulting firm that specializes in outsourcing.
Glen Hackler says he was inspired to try outsourcing for his personal income taxes after he hired an offshore firm to do the bookkeeping for his business. The owner of a Web site that sells RV parts, Mr. Hackler came across FinTax Experts, part of a larger outsourcing firm based outside New Delhi, during a Web search. He says FinTax saved his business several hundred dollars in accounting work.
This year, he decided to have FinTax do his personal income taxes, too. He emailed his earnings and scanned receipts, getting a completed return within two days. The firm charged him about $50, a third of what H&R Block charges for an average return. Since the return wasn't prepared by a U.S. accountant, he says, he filed it as "self-prepared," but he says he got all the deductions his CPA used to find him. "They seem to know all the laws here."
Most consumer outsourcing takes place on auction sites like Guru. In 2000, the Pittsburgh-based company launched an online job board. Its infrastructure is like eBay, with a ratings system so buyers can feel more comfortable choosing a vendor. Guru has an escrow system to avoid handing over a credit-card number to a stranger. Vendors pay a listing fee of roughly $10 to $80 a month, and Guru gets 6% to 9% of every successful deal. Customers aren't charged to list projects for which they're seeking bidders.
Guru says it is taking steps to make the process more user-friendly, with additions it says are likely to appeal to consumers. A new feature will let vendors post short videos of themselves and their offices.
Another site, Elance, is starting up "Elance University," a mandatory online course for vendors that will instruct them on how to attract customers and improve their customer-service skills. Elance just doubled the size of its customer-service team as it gets more calls from people who aren't Internet whizzes. "We're just coming out of the early adopter phase," says Fabio Rosati, CEO of Elance. "We're starting to see more and more mainstream people ... people that are not Silicon Valley technofreaks, that are not online entrepreneurs."
As evidence that more consumer tasks will wind up going overseas, economists point out that it's already happening more than Americans might realize. Many U.S. service businesses now routinely subcontract some portions of their work offshore. An architect designing a residence, for instance, might send drawings overseas to be turned into computer-generated renderings.
Some labor experts are skeptical that this kind of outsourcing will ever go beyond a small group of enthusiasts. One issue is being able to trust a worker thousands of miles away with projects of a personal nature.
And though it's hardly the political hot-button that's provoked industries like manufacturing and information technology, it is bringing consumers face to face with some thorny issues. Many are stumbling into their own personal-life versions of corporate responsibility in terms of working conditions and fair wages.
That has become an issue for the Oyler family of Fayetteville, N.C. Nitza Oyler raves about her stepdaughter's tutor, Raji Suresh, whom she hired through TutorVista, an online tutoring service based in Bangalore, India. Ms. Oyler says after shopping around, she couldn't find anyone else to beat the price: $99 a month, compared with the roughly $40-an-hour quote she got from Sylvan Learning Center. Last fall, her daughter Megan began two-hour sessions five days a week, using a digital tablet, instant messaging and a headset to communicate with her tutor.
Ms. Suresh, has grown close with the Oylers. She frequently tells Megan she loves her and says Megan always replies, "I love you more." But earlier in the spring, the Oylers began to worry about Ms. Suresh, who wakes up at 3:30 a.m. so the 12-year-old can do her homework after dinner in North Carolina -- and works a full day after that. "I felt bad," says Ms. Oyler.
When daylight savings time kicked in, Ms. Oyler decided that instead of making Raji get up even earlier to accommodate the new hours, Megan would start her homework an hour later, at 7 p.m., giving Raji some extra sleep. "That was very considerate," says Ms. Suresh, who lives with her husband and two sons in a three-bedroom apartment in Chennai.
Architects, accountants, landscape designers and other professionals say it's too soon to tell if this kind of outsourcing poses a threat to their business. But American free-lancers say they're getting hit. To compete on auction sites, U.S. vendors are either positioning themselves as experts so they can charge more, or lowering their bids. "People are undercutting each other to remain competitive," says Jia Ji, who manages community relations at Guru.
Tanisha Coffey, who does small writing jobs through her Atlanta-area company, Scribe, Etc., says larger offshore firms with several dozen employees routinely win contracts she's going after because of their low prices. While she asks 50 cents a word for a long article, she says some offshore firms charge $3 for the whole thing. "I can't work for that," she says.
Actress Michele Greene, known for her role as Abby on "L.A. Law," has found a way to outsource one of Hollywood's most entrenched jobs: the personal assistant. She contracted India-based concierge service GetFriday last year. Ms. Greene says she pays $150 a month for about 20 hours of service. That's about $2 less per hour than her L.A. assistants charged.
Ms. Greene says her offshore assistant has been a big help while she works on her second young-adult novel and a country-folk CD in addition to acting projects. Along with paying her bills and booking her flights, her assistant has given her tips on Bollywood movies and Indian food. His recipe for garbanzo beans with eggplant and peppers has become one of her signature dishes. It's a huge improvement over the unemployed actors who typically fill these jobs in Hollywood, she says: "They'd screw up everything you'd ask them to do."
by Ellen Gamerman
Monday, June 4, 2007
provided by
When David San Filippo decided to create a tribute video in honor of his sister's wedding, he could have gotten a recommendation from a friend or looked up video editors in the phone book. Instead, he did what big corporations have been doing for more than a decade: sent the work offshore.
On the Internet, Mr. San Filippo located a graphic artist in Romania who agreed to do the whole thing for $59. The result was a splashy two-minute video with a space theme and "Star Wars" soundtrack. It won raves at the wedding.
More from The Wall Street Journal Online:
• Employers Are Beefing Up Their Summer Hiring Plans
• American M.B.As. Flock to Asia to Acquire Overseas Experience
• Americans Get Too Little Sleep and Everyone Has an Excuse
Offshore outsourcing has transformed the way U.S. companies do business. Now, some early adopters are figuring out how to tap overseas workers for personal tasks. They're turning to a vast talent pool in India, China, Bangladesh and elsewhere for jobs ranging from landscape architecture to kitchen remodeling and math tutoring. They're also outsourcing some surprisingly small jobs, including getting a dress designed, creating address labels for wedding invitations or finding a good deal on a hotel room, for example.
Such "personal offshoring" is still new and represents a tiny fraction of the more than $20 billion overseas outsourcing industry. But management consultants and economists say it's likely to evolve into a larger niche as offshore workers identify the opportunities. Thanks to instant messaging, computer scanners and email attachments, any work that doesn't require meeting in person has the potential to be done overseas.
The approach relies on the same model that drives corporate outsourcing: labor arbitrage, or benefiting from the wage differential between U.S. workers and those in developing countries. In the U.S., tutoring services charge $40 to $60 an hour for math help. Some skilled tutors in India are paid $2 to $3 an hour. In India, $20 is enough to buy a week's groceries for two people.
Sending personal work offshore requires Internet proficiency, and some patience as well. Though a few firms have begun tailoring their services to consumers, most deal primarily with businesses. Tapping this bargain work force means knowing about the online bazaars where workers abroad compete to bid for small projects.
Some big free-lancing sites include Elance.com, Guru.com and Rentacoder.com. In a recent study on the growth of offshoring services to small businesses and homes, market researcher Evalueserve found more than 90 such online marketplaces, with 500,000 vendors from low-wage countries using them.
Consumers must also be able to recognize when a routine task can be done digitally, and across time zones. Earlier this year, Dan Frey went in search of an artist to illustrate a children's book his mother had written for the grandkids about her life growing up in New York City. He thought about finding a student from a local art school, but then it dawned on him that he could outsource it without leaving his house. The job didn't necessarily require a face-to-face meeting -- he could just email the draft.
He logged on to Guru, which he'd learned about from computer programmer friends who had used it for work. Within a week, 80 bids had come in from countries like Lebanon, Ukraine and Malaysia. To narrow the field, he had 10 finalists send him sample drawings depicting a young girl. He rejected the illustrators who didn't follow instructions and sent pictures of animals instead, and he bypassed an Indian firm that seemed big and impersonal, offering him a "project manager" to oversee a staff of artists.
The woman he finally hired lives in the Philippines. He says her drawings, styled after Japanese anime, were more cheerful than other entries, and he was impressed by her polished portfolio. She offered to do 25 drawings for $300 -- what some others wanted for a single illustration. "I was kind of amazed at how easy it was," says the 36-year-old sales and marketing consultant. He says his mother was "overwhelmed" when she saw the finished product.
It isn't always easy to evaluate a vendor. Language gaps can lead to misunderstandings, and if projects involve revisions, they could take more time -- and cost more in long-distance bills -- than they're worth. When reporters tried outsourcing personal tasks, they were offered a range of prices, making it difficult to know what they were getting (see adjacent chart for more on our test).
Janice Harrelson says she was ultimately satisfied with the Web site designed for her by Virtuoso Online, a firm in India. But she says cultural gaps initially hampered the designers' ability to strike the right tone on a site devoted to her Christian beliefs. The theme she wanted to emphasize was the bond that believers have with Jesus Christ -- a concept known as being "the bride of Christ." The Indian technicians posted pictures of women in wedding gowns.
"They were beautiful, but not what I had in mind," says the real-estate manager from North Carolina, who went through a few more revisions before the site was completed with images of a waterfall and a crown. The total bill came to $250 -- half the price she was quoted by a local Web designer.
Global Solutions India, in Mumbai, is one of the firms now adding consumers to its primary business of corporate graphic design and web development. Americans never used to call for small personal projects four years ago, but now the company says about 20% of all inquiries comes from individuals in the U.S. -- some of whom discover the company after seeing its occasional banner ads on sites like Google. The jobs are handled by a six-person team making $1,000 to $1,500 each per month. They work in a small office with anything from Hindi pop to Shania Twain playing in the background.
Rajesh Shah, the 27-year-old president of Global Solutions, tells his clients to call him anytime, even on his cellphone at 3 a.m. He sometimes works 16-hour days, and he lives a seven-minute walk from the office so he can get there fast. "I normally don't turn down work," says Mr. Shah, who often sends work to new customers before they've paid him. The most prominent feature of the office is a statue of the elephant-headed Lord Ganesh, worshiped as a god of wisdom and a remover of obstacles.
Outsourcing has already trickled down from big corporations to small businesses, which now send everything from secretarial work to graphic design to back-end legal research overseas. Outsourcing revenue from small businesses was more than $250 million in fiscal 2006, and is likely to grow to more than $2 billion by 2015, according to Evalueserve. As offshore providers gain proficiency in dealing with smaller clients, individuals are a logical next step. "We're seeing the very tip of a very big trend," says Peter Allen, partner and managing director of TPI, a Houston management consulting firm that specializes in outsourcing.
Glen Hackler says he was inspired to try outsourcing for his personal income taxes after he hired an offshore firm to do the bookkeeping for his business. The owner of a Web site that sells RV parts, Mr. Hackler came across FinTax Experts, part of a larger outsourcing firm based outside New Delhi, during a Web search. He says FinTax saved his business several hundred dollars in accounting work.
This year, he decided to have FinTax do his personal income taxes, too. He emailed his earnings and scanned receipts, getting a completed return within two days. The firm charged him about $50, a third of what H&R Block charges for an average return. Since the return wasn't prepared by a U.S. accountant, he says, he filed it as "self-prepared," but he says he got all the deductions his CPA used to find him. "They seem to know all the laws here."
Most consumer outsourcing takes place on auction sites like Guru. In 2000, the Pittsburgh-based company launched an online job board. Its infrastructure is like eBay, with a ratings system so buyers can feel more comfortable choosing a vendor. Guru has an escrow system to avoid handing over a credit-card number to a stranger. Vendors pay a listing fee of roughly $10 to $80 a month, and Guru gets 6% to 9% of every successful deal. Customers aren't charged to list projects for which they're seeking bidders.
Guru says it is taking steps to make the process more user-friendly, with additions it says are likely to appeal to consumers. A new feature will let vendors post short videos of themselves and their offices.
Another site, Elance, is starting up "Elance University," a mandatory online course for vendors that will instruct them on how to attract customers and improve their customer-service skills. Elance just doubled the size of its customer-service team as it gets more calls from people who aren't Internet whizzes. "We're just coming out of the early adopter phase," says Fabio Rosati, CEO of Elance. "We're starting to see more and more mainstream people ... people that are not Silicon Valley technofreaks, that are not online entrepreneurs."
As evidence that more consumer tasks will wind up going overseas, economists point out that it's already happening more than Americans might realize. Many U.S. service businesses now routinely subcontract some portions of their work offshore. An architect designing a residence, for instance, might send drawings overseas to be turned into computer-generated renderings.
Some labor experts are skeptical that this kind of outsourcing will ever go beyond a small group of enthusiasts. One issue is being able to trust a worker thousands of miles away with projects of a personal nature.
And though it's hardly the political hot-button that's provoked industries like manufacturing and information technology, it is bringing consumers face to face with some thorny issues. Many are stumbling into their own personal-life versions of corporate responsibility in terms of working conditions and fair wages.
That has become an issue for the Oyler family of Fayetteville, N.C. Nitza Oyler raves about her stepdaughter's tutor, Raji Suresh, whom she hired through TutorVista, an online tutoring service based in Bangalore, India. Ms. Oyler says after shopping around, she couldn't find anyone else to beat the price: $99 a month, compared with the roughly $40-an-hour quote she got from Sylvan Learning Center. Last fall, her daughter Megan began two-hour sessions five days a week, using a digital tablet, instant messaging and a headset to communicate with her tutor.
Ms. Suresh, has grown close with the Oylers. She frequently tells Megan she loves her and says Megan always replies, "I love you more." But earlier in the spring, the Oylers began to worry about Ms. Suresh, who wakes up at 3:30 a.m. so the 12-year-old can do her homework after dinner in North Carolina -- and works a full day after that. "I felt bad," says Ms. Oyler.
When daylight savings time kicked in, Ms. Oyler decided that instead of making Raji get up even earlier to accommodate the new hours, Megan would start her homework an hour later, at 7 p.m., giving Raji some extra sleep. "That was very considerate," says Ms. Suresh, who lives with her husband and two sons in a three-bedroom apartment in Chennai.
Architects, accountants, landscape designers and other professionals say it's too soon to tell if this kind of outsourcing poses a threat to their business. But American free-lancers say they're getting hit. To compete on auction sites, U.S. vendors are either positioning themselves as experts so they can charge more, or lowering their bids. "People are undercutting each other to remain competitive," says Jia Ji, who manages community relations at Guru.
Tanisha Coffey, who does small writing jobs through her Atlanta-area company, Scribe, Etc., says larger offshore firms with several dozen employees routinely win contracts she's going after because of their low prices. While she asks 50 cents a word for a long article, she says some offshore firms charge $3 for the whole thing. "I can't work for that," she says.
Actress Michele Greene, known for her role as Abby on "L.A. Law," has found a way to outsource one of Hollywood's most entrenched jobs: the personal assistant. She contracted India-based concierge service GetFriday last year. Ms. Greene says she pays $150 a month for about 20 hours of service. That's about $2 less per hour than her L.A. assistants charged.
Ms. Greene says her offshore assistant has been a big help while she works on her second young-adult novel and a country-folk CD in addition to acting projects. Along with paying her bills and booking her flights, her assistant has given her tips on Bollywood movies and Indian food. His recipe for garbanzo beans with eggplant and peppers has become one of her signature dishes. It's a huge improvement over the unemployed actors who typically fill these jobs in Hollywood, she says: "They'd screw up everything you'd ask them to do."
pick a job where people are happy, you are not so unique
complicated, adaptable and curious
If you can get along with different groups of people, you won’t just be liked more at work, you’ll be more equipped to meet your personal goals. People who are able to develop friendships with a wide range of people are more able to change the way they think about themselves, according to Tracy McLaughlin-Volpe, professor of psychology at University of Vermont. Developing cross-group friendships as opposed to in-group friendships makes your more adept at creating a dynamic image of yourself – you are likely to be a person who can make changes to become the person you want to be.
You want to be someone who can make changes in yourself when you see the need, because social psychologists have also found that people remember negative traits more than positive traits. So if you tell a new employee your boss is “smart, open-minded, kind and disorganized,” the new employee will form an opinion of the boss primarily on “disorganized.” Your bad traits have more sticking power on your reputation than your good traits. If you want to be liked, face up to your weaknesses and compensate for them.
=====
Gilbert recommends going into a career where people are happy. But don’t ask them if their career makes them happy, because most people will say yes; they have a vested interest in convincing themselves they are happy. Instead, try out a few different professions before you settle on one. For college students, Gilbert envisions this happening with part-time jobs and internships at the cost of “giving up a few keggers and a trip to Florida over spring break.” But even if you wait until you enter the workforce, it makes sense to switch from one entry-level job to another; no seniority and scant experience means you have little to lose. So it’s an ideal time to figure out what will make you happy: Use a series of jobs to observe different professions at close range to see if YOU think they make people happy.
It’s simple, proven advice, but few people take it because they think they are unique and their experience in a career will be different. Get over that. You are not unique, you are basically just like everyone else. Gilbert can, in the course of five minutes, rattle off ten reasons why people think they are unique but they are not. For example: We spend our lives finding differences between people to choose teachers, band mates and spouses, so our perception of peoples’ differences is exaggerated… And then Gilbert gets to grapes: “If you spend seven years studying the differences between grapes, no two will look the same to you, but really a grape is a grape.”
So your first step is to stop thinking you’re a special case. Take Gilbert’s advice and choose a career based on your assessment of other people in that career. You next step is to focus on social relationships, because in terms of happiness, job satisfaction is very important but social relationships are most important.
If you can get along with different groups of people, you won’t just be liked more at work, you’ll be more equipped to meet your personal goals. People who are able to develop friendships with a wide range of people are more able to change the way they think about themselves, according to Tracy McLaughlin-Volpe, professor of psychology at University of Vermont. Developing cross-group friendships as opposed to in-group friendships makes your more adept at creating a dynamic image of yourself – you are likely to be a person who can make changes to become the person you want to be.
You want to be someone who can make changes in yourself when you see the need, because social psychologists have also found that people remember negative traits more than positive traits. So if you tell a new employee your boss is “smart, open-minded, kind and disorganized,” the new employee will form an opinion of the boss primarily on “disorganized.” Your bad traits have more sticking power on your reputation than your good traits. If you want to be liked, face up to your weaknesses and compensate for them.
=====
Gilbert recommends going into a career where people are happy. But don’t ask them if their career makes them happy, because most people will say yes; they have a vested interest in convincing themselves they are happy. Instead, try out a few different professions before you settle on one. For college students, Gilbert envisions this happening with part-time jobs and internships at the cost of “giving up a few keggers and a trip to Florida over spring break.” But even if you wait until you enter the workforce, it makes sense to switch from one entry-level job to another; no seniority and scant experience means you have little to lose. So it’s an ideal time to figure out what will make you happy: Use a series of jobs to observe different professions at close range to see if YOU think they make people happy.
It’s simple, proven advice, but few people take it because they think they are unique and their experience in a career will be different. Get over that. You are not unique, you are basically just like everyone else. Gilbert can, in the course of five minutes, rattle off ten reasons why people think they are unique but they are not. For example: We spend our lives finding differences between people to choose teachers, band mates and spouses, so our perception of peoples’ differences is exaggerated… And then Gilbert gets to grapes: “If you spend seven years studying the differences between grapes, no two will look the same to you, but really a grape is a grape.”
So your first step is to stop thinking you’re a special case. Take Gilbert’s advice and choose a career based on your assessment of other people in that career. You next step is to focus on social relationships, because in terms of happiness, job satisfaction is very important but social relationships are most important.
Business MoneyMaking Basics
The Basics of Moneymaking
by Ram Charan
Posted on Wednesday, June 6, 2007, 12:00AM
Here's a question to test your prospects as a business leader: How does your company make money?
If you can't answer it, you're hardly alone. Many MBAs can't answer it. Many CFOs and vice presidents can't answer it. Experienced CEOs sometimes struggle to answer it.
What I'm testing with this question is your business acumen.
The Universals of Business
At the core of every successful business, from a global giant to a corner store, are the same fundamentals of moneymaking: cash, margin, velocity, return, and growth. And at the core of every successful business leader is an intuitive understanding of the relationships among them.
It's easy to think the basics of business are for beginners. Everyone knows what cash is, and that companies must make a profit.
But business acumen isn't about knowing definitions. It's about keeping the basics of moneymaking in sharp focus and balancing them in a way that's healthy for the business.
When you have business acumen, you realize the importance of every job at every stage of your career. A mailroom clerk with business acumen knows that getting checks to the accounts receivable department more quickly will ease the company's cash flow. And a sales rep with business acumen knows that higher-margin products will increase the company's return.
Moneymaking Basics
As the complexity of your job increases, it's easy to lose sight of the fundamentals. If your business acumen doesn't develop, you can stumble -- focus too much on revenue growth and overlook cash, or focus too much on cash and overlook growth.
That's why you should never consider it beneath you to revisit the moneymaking basics. They should be front and center in your diagnosis and decision making in every job you have.
Here are the basics:
• Cash
No business survives long without it. You should know how much cash your business generates and how much cash it consumes.
What are the sources of it? What drains it? What's the timing of the inflows and outflows and how is it changing? More revenues (sales) often means more cash. But growing a business consumes cash. How fast can the company expand without straining its cash flow?
• Margin
When people talk about the bottom line, they generally mean net profit margin -- the money the company earns after paying all its expenses, interest, and taxes. But gross margin is important, too.
Gross margin -- the difference between a product's selling price and what it costs to make the product (the "costs of goods"), expressed as a percent of the selling price -- can signal important shifts in a business. When PC makers saw their 32 percent gross margins decline to 20, they knew (or should have known) the competitive landscape had changed.
You have to know how changes inside or outside the business affect gross margin. Are there new entrants in the market who are winning customers? A competitor who's found a clever way to reduce costs and prices? A change in the pricing power of suppliers?
• Velocity
Velocity refers to speed, turnover, or movement.
How much revenue do you turn over, or generate, for each dollar of inventory? If you have $1 million in inventory for the year and revenues of $10 million, your inventory velocity is 10. This tells you how fast you're moving raw materials through the factory, turning them into finished products, and moving those products off the shelf to customers. The faster, the better.
Service businesses can track velocity, too. For banks, velocity of equity -- how much revenue is generated per dollar of equity -- is a useful measure. The concept applies to every business.
• Return
Margin multiplied by velocity equals return. If your return is lower than your cost of capital, your business is likely to be in trouble. That's when shareholders get concerned.
How do you boost your return? See if you can boost your margin or increase your velocity -- or, better yet, both.
• Growth
Every business needs to grow to stay in business. How do you grow in a way that keeps the other aspects of moneymaking in balance? There's no formula -- people with business acumen figure it out.
Where Business Acumen Counts Most
Street vendors in villages around the world use business acumen every day. They have to -- their next meal often depends on it.
In companies, business acumen is crucial when the external world changes and there's a need to reposition the business.
Like when Hollywood studios started selling videocassettes directly to the public at the same time it sold them to video rental companies. That's when Blockbuster's rental business started to slide.
People wanted to buy movies, not just rent them, so Blockbuster started selling them. But the moneymaking was completely different.
Blockbuster was used to buying videocassettes on credit and making payments with the cash from renting them. Returns were high.
Selling videocassettes meant laying out the cash up front, holding lots of inventory, and waiting for the cash to come in when the videocassettes were sold. Cash flow, velocity, and return were all adversely affected.
Where Do You Want to Go?
You don't need business acumen to make a meaningful contribution to a business. But you'll need it to rise through the leadership ranks.
You can't acquire it at a seminar or in a quick read. You learn it by using it in real business situations.
Start now by applying it to your company. Ask for the numbers or pull them from the annual report. Precision isn't necessary -- knowing what to focus on is.
by Ram Charan
Posted on Wednesday, June 6, 2007, 12:00AM
Here's a question to test your prospects as a business leader: How does your company make money?
If you can't answer it, you're hardly alone. Many MBAs can't answer it. Many CFOs and vice presidents can't answer it. Experienced CEOs sometimes struggle to answer it.
What I'm testing with this question is your business acumen.
The Universals of Business
At the core of every successful business, from a global giant to a corner store, are the same fundamentals of moneymaking: cash, margin, velocity, return, and growth. And at the core of every successful business leader is an intuitive understanding of the relationships among them.
It's easy to think the basics of business are for beginners. Everyone knows what cash is, and that companies must make a profit.
But business acumen isn't about knowing definitions. It's about keeping the basics of moneymaking in sharp focus and balancing them in a way that's healthy for the business.
When you have business acumen, you realize the importance of every job at every stage of your career. A mailroom clerk with business acumen knows that getting checks to the accounts receivable department more quickly will ease the company's cash flow. And a sales rep with business acumen knows that higher-margin products will increase the company's return.
Moneymaking Basics
As the complexity of your job increases, it's easy to lose sight of the fundamentals. If your business acumen doesn't develop, you can stumble -- focus too much on revenue growth and overlook cash, or focus too much on cash and overlook growth.
That's why you should never consider it beneath you to revisit the moneymaking basics. They should be front and center in your diagnosis and decision making in every job you have.
Here are the basics:
• Cash
No business survives long without it. You should know how much cash your business generates and how much cash it consumes.
What are the sources of it? What drains it? What's the timing of the inflows and outflows and how is it changing? More revenues (sales) often means more cash. But growing a business consumes cash. How fast can the company expand without straining its cash flow?
• Margin
When people talk about the bottom line, they generally mean net profit margin -- the money the company earns after paying all its expenses, interest, and taxes. But gross margin is important, too.
Gross margin -- the difference between a product's selling price and what it costs to make the product (the "costs of goods"), expressed as a percent of the selling price -- can signal important shifts in a business. When PC makers saw their 32 percent gross margins decline to 20, they knew (or should have known) the competitive landscape had changed.
You have to know how changes inside or outside the business affect gross margin. Are there new entrants in the market who are winning customers? A competitor who's found a clever way to reduce costs and prices? A change in the pricing power of suppliers?
• Velocity
Velocity refers to speed, turnover, or movement.
How much revenue do you turn over, or generate, for each dollar of inventory? If you have $1 million in inventory for the year and revenues of $10 million, your inventory velocity is 10. This tells you how fast you're moving raw materials through the factory, turning them into finished products, and moving those products off the shelf to customers. The faster, the better.
Service businesses can track velocity, too. For banks, velocity of equity -- how much revenue is generated per dollar of equity -- is a useful measure. The concept applies to every business.
• Return
Margin multiplied by velocity equals return. If your return is lower than your cost of capital, your business is likely to be in trouble. That's when shareholders get concerned.
How do you boost your return? See if you can boost your margin or increase your velocity -- or, better yet, both.
• Growth
Every business needs to grow to stay in business. How do you grow in a way that keeps the other aspects of moneymaking in balance? There's no formula -- people with business acumen figure it out.
Where Business Acumen Counts Most
Street vendors in villages around the world use business acumen every day. They have to -- their next meal often depends on it.
In companies, business acumen is crucial when the external world changes and there's a need to reposition the business.
Like when Hollywood studios started selling videocassettes directly to the public at the same time it sold them to video rental companies. That's when Blockbuster's rental business started to slide.
People wanted to buy movies, not just rent them, so Blockbuster started selling them. But the moneymaking was completely different.
Blockbuster was used to buying videocassettes on credit and making payments with the cash from renting them. Returns were high.
Selling videocassettes meant laying out the cash up front, holding lots of inventory, and waiting for the cash to come in when the videocassettes were sold. Cash flow, velocity, and return were all adversely affected.
Where Do You Want to Go?
You don't need business acumen to make a meaningful contribution to a business. But you'll need it to rise through the leadership ranks.
You can't acquire it at a seminar or in a quick read. You learn it by using it in real business situations.
Start now by applying it to your company. Ask for the numbers or pull them from the annual report. Precision isn't necessary -- knowing what to focus on is.
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