Shyam's Slide Share Presentations


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Thursday, November 29, 2012

What can't get you a cup of coffee.11-29

What can't get you a cup of coffee,can get you a page on our blog all to yourself, where you can detail your activities, market your merchandise, promote events and even ask for donations.

Yes for a daily cost of less than, what can buy you a cup of coffee, we are giving page hosted & promoted by us on our blog  (Rs.5.00 or less than 20 cents)  .You can send us the content and the pictures. We will upload the page for you. The page will remain there for three months fro the date of upload.

We are creating only a few such pages. The page will be allotted to non commercial organizations only.If you are an organization into Not for profit ,Development, Charity,Spiritual activity or any non commercial activity that benefits the Human kind.

There will be a home page where there will be slots for all the organizations where the name of the organization along with an image & a coupe of lines & a link to the main page will be displayed.

You can design a web page and send the page or html along with the images in JPEG, JPG or GIFF format, or alternatively you can send the matter in the word format and send the images separately.

As mentioned earlier, the your page will remain online for the three months from the date of upload.


We are charging a less than nominal charge of Rs. 500.00 for three months for organizations in India. For organizations outside India, we charging USD $ 15.00 for three months.

While we welcome organizations from all over the world, we will be happy to be of use to organizations working in difficult conditions in Africa, specially the Sub Sahara region.

Please mail all your details to us @


You can update the content as often as you want,every update will cost you Rs.100.00.

Since this is basically a low cost activity to help the non profit organizations. We will not be committing on CPM, CTR, page views,visibility. We will do everythong in good faith and expect the same from the organizations.

Best Wishes,


Tuesday, November 27, 2012

Top industries for the graduating class of 2013 MBA2s

Top industries for the graduating class of 2013 MBA2s

Written by: Ryan 
10/18/2012 1:33 PM  RssIcon

We've already broken down the job functions for this year's graduating class of MBA2s. But what about the job industry experiences and preferences?
Similar to the functional areas, most MBAs are interested and experienced in jobs in Finance. Roughly 2 out of 5 graduating MBA students have experience in the Finance industry. And almost half of them are interested in working in Finance post-graduation. This is no different from previous years. But there are some changes to the next nine industries on the list.
The top 10 industry experiences for this year's graduating class of 2013 MBA2s are:
  • 1. Finance: 38.1% of candidates selected a Finance-related industry experience
  • 2. Consulting: 30.8%
  • 3. High Tech: 24.9%
  • 4. Not-for-Profit: 15.3%
  • 5. Services: 14.5%
  • 6. Consumer Packaged Goods: 13.7%
  • 7. Transportation: 12.5%
  • 8. Energy: 11.7%
  • 9. Healthcare: 10.2%
  • 10 Manufacturing: 8.3%
Which is very similar to last year's class of 2012 MBA2 experiences, where the only difference isNot-for-Profits jump to the 4th most popular industry from 6th last year:
  • 1. Finance: 37.8%
  • 2. Consulting: 30.6%
  • 3. High Tech: 24.0%
  • 4. Services: 15.6%
  • 5. Consumer Packaged Goods: 14.6%
  • 6. Not-for-Profit: 13.7%
  • 7. Transportation: 12.8%
  • 8. Energy: 10.7%
  • 9. Healthcare: 10.5%
  • 10. Manufacturing: 8.2%
What is interesting is when you compare these industry experiences to the industry preferences of these class of 2013 graduating MBA students:
  • 1. Finance: 48.6% of candidates selected a Finance-related industry preference
  • 2. Consulting: 48.6%
  • 3. High Tech: 31.1%
  • 4. Consumer Packaged Goods: 28.6%
  • 5. Energy: 22.9%
  • 6. Services: 21.7%
  • 7. Not-for-Profit: 18.9%
  • 8. Healthcare: 16.9%
  • 9. Transportation: 16.6%
  • 10. Manufacturing: 11.1%
Energy makes a huge leap into the top 5, where -- despite the fact that only 11% of the students have experience in the Energy industry -- 23% of them are seeking full-time employment in the Energyindustry. These students are also much more interested in Consulting and CPG than they are experienced those two industries.
And compared to last year, you'll notice that many more current students (6% more) are interested inHigh Tech than the graduating class of 2012 MBA2s were:
  • 1. Finance: 47.5%
  • 2. Consulting: 46.2%
  • 3. Consumer Packaged Goods: 27.4%
  • 4. High Tech: 25.4%
  • 5. Services: 21.4%
  • 6. Energy: 20.3%
  • 7. Not-for-Profit: 17.7%
  • 8. Healthcare: 15.3%
  • 9. Transportation: 14.5%
  • 10. Manufacturing: 8.9%
But the more things change the more they stay the same. Finance and Consulting remain the top two industries for students seeking full-time employment after graduating from the world's top MBA programs -- and the other industries continue to grow.

Wordle: Top 10 MBA Job Industries (2013)

For a complete breakdown of the profile demographics and five-year trends of the MBAs at the world's top business schools, please contact us to request the official Candidate Analytics Report.
Statistics above based on the candidate profiles of over 12,000 current graduating students at MBA Focus partner schools who have completed a profile already this year and 18,000 students from last year who graduated in the Spring/Summer of 2012. Candidates may choose more than one answer

Monday, November 26, 2012

Get great mileage for small investment. Advertise with us. 11-27

Get huge mileage & visibility out of small investment. Advertise on our  “Capacity  Building & Development “ (CBD) Blogs.

About us:

As is well known, we are a very small organization; almost a one man effort running from the  home. During these five years, amidst difficulties, we have built this movement brick by brick over the last five years. In the process we have built a huge network of people in more than hundred countries spread across six continents. Through word of mouth & through voluntary efforts of people who got benefited through us, the reach of various blogs are increasing by day. Plus social networks have helped increase the visibility of our various blogs. We have highly respectable figures, in terms of page views, unique page views, bounce rate and others.  Alexa ranks us amongst the top half percent of the websites in the world. As a policy we do not reveal our web stats.

Why these Ads?

We do all our work without generating any revenue. Now we find it difficult to keep this effort running without monetary help. Hence we have decided raise money to meet our establishment and recurring costs. On experimental basis we have decide to create five to six  slots on our pages and host advertisement from five to six clients.  This being the first time, we will charge money but it is not a commercial transaction. We will not commit on assured results in terms of visibility & hits. We expect the customers to treat this investment as an act of philanthropy, and be satisfied with results generated.

How We do it?

CBD has for the first time in its five year existence, decided to host advertisements on all of its blogs. There are about five to six slots on various locations on various locations of our various blogs. These five to six organization will have visibility on all of the more than 10,000 pages of our various blogs. This being the first time, we have not segmented either the blogs or the Advertisers. There will be no rotators. Same Ad will show per slot every time the page is refreshed, visited, or hit. Hence the visibility for each of the Advertisers will be the same as the total page views.

Our various Blogs

  1. Capacity Building & Development  (Home Page)
  2. Career blog (Hosts the latest Content in the management from reputed sources)
  3. Jobs Everywhere (Home page hosting links to jobs from more than 100 countries)
  4. Jobs Everywhere inner pages that actually contain job posting.(most viewed blog.)
  5. Knowledge-Korridor the Knowledge Conundrum Gateway that leads to the knowledge intellect on various blogs on Capacity Building & Development.
  6. Video  This blog hosts You tube and other Videos related to the management content on our blogs,
  7. Mangeshi Marvel. This blog is about Lata Mangeshkar & her family. Contains exclusive photographs, rare music videos shared by Lata ji herself.
  8. Season’s Greetings is a music blog contains very selective music videos in English, Hindi, other languages. It also contains some classic music videos containing Jazz & classical music.
  9. Mousiki is a music blog contains old film songs rendered by Talat Mahmood, Noor Jehan, Mehdi Hasan, others.
Your ad will appear simultaneously on all the nine blogs for a period of three months from the date it is published.

Who can advertise:

You can advertise,

If your target customers are in USA or India, The visibility & impact in other countries will be much less.

If you are marketing products relevant to Academicians, Academic Institutions, or if you are an Academic Institution seeking to market content, or your institution in India & or United States. Or as per our visibility stats mentioned below.

If you  have products that can be marketed to the software organizations, corporates, CEOs, and other “C” level executives.

If you have products that students can use. Like course ware, online classes, online imparting & others.
 Others kindly write to us to confirm whether it would be worth investing on our blogs.


If you have a website or a blog that could interest all the segments above.

Visibility & Exposure.  

We do not reveal our page view stats. We are not a commercial organization. For us reaching more number of needy people in more number of countries, and being able to make available jobs and knowledge is the most important goal. We are not charging our customers on the basis of number of assured impressions.

We will neither change our work pattern or go out of the way to get more visibility to our advertisers. To us what we do and the way we do is more important to us than anything else. We would like to associate with people with philanthropic mindset. We just need five or six advertisers.

The Visibility Ratio

The percentage value for visibility for our blog in India and USA is as follows.

USA 35 to 37 %

India 17 to 19 %

UK 10 to 13 %

The rest is spread across more than 100 countries across Middle East, Asia, Africa, Europe, North America, South America, & Oceania.

We are starting this on an experimental basis, & our commitment is for the next three months only. After that we will review the situation and take an appropriate decision.

Cost for three months                                                                         Rs.                     USD $

Top banner size   728x90 pixel .                   View sample                   50,000               1,200.00
(Just above the page title) one Ad

Bottom banner  728x90 pixel                        View Sample                  20,000                  600.00 
(Below  the comments area) 2 Ads.

Side bar rectangle banner 180x150 pixel       View Sample                  30,000                  750.00
(on the side bar at the top) 3 Ads.

The Ads will show for  three months from the date they are uploaded. The customer will receive a confirmation mail with all details once the Ad is uploaded.

Please note you will have to send images in, JPG, JPEG, Giff, Omni file along with the text & link to your website or blog.In case you don't have a website or blog, we will create a page for you on our blog with your text & images.

Please write to us in case you need any help in creating the banners or web page.

For more information, please contact us at 

Best Wishes,


Shyamsunder Panchavati

View my  Profile on



Sunday, November 25, 2012

What Sells CEOs on Social Networking 11-26

What Sells CEOs on Social Networking

Andrew McAfee, interviewed by David Kiron

Six years ago, MIT Sloan’s Andrew McAfee coined the term "Enterprise 2.0" as shorthand for what collaboration and sharing tools such as blogging and wikis (and, today, Twitter) would mean for enterprises. In a Q&A, he talks about how CEOs see this world today — and what really sells them on the tools.

FROM HIS BASE at the Center for Digital Business at MIT, Andrew McAfee‘s job these days is, he says, to “try to understand all the different things that technology is doing to the business world, all the different ways that it’s changing innovation and productivity and process execution, and then, at a higher level, try to understand how it’s affecting the work force and how it’s affecting competition.”
McAfee wrote the seminal piece “Enterprise 2.0: The Dawn of Emergent Collaboration” forMIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0(Harvard Business Publishing, 2009).
In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.
In 2006, you coined the term “Enterprise 2.0.” How did you come up with it?
I started to get interested in the phenomenon when I started to hear this phrase “Web 2.0″ getting thrown around. For me, this was in 2004-2005. I thought it was just silly hype from the Web community at first, because it’s a really strong claim: There is a new version of the Web out there, 2.0.
But then I started to go look at the things that the Web 2.0 advocates were talking about. I started to use Wikipedia for the first time, and I saw that thanks to blogging platforms, we didn’t need to be tech geeks or have any money to put our opinions up there on this worldwide library and printing press that was the Web. This really was different from the first generation of the Web.
I wanted to think about what these tools and the communities and processes and philosophies that came along with these tools meant for good old-fashioned companies trying to get their widgets out the door every day. So I used the phrase “Enterprise 2.0″ as the shorthand for what the Web 2.0 tools and that world meant for enterprises.
In retrospect, I should have anticipated that we’d be hanging the “2.0″ suffix off everything, but I didn’t. We hadn’t yet been bombarded with “Everything 2.0,” so that suffix wasn’t as tired as it is now.
You deliberately avoided using the term “social.”
Yeah. I have always tried hard not to use the term “social,” not because it’s inaccurate, but because it has primarily negative connotations, especially for a really hard-headed, pragmatic manager in a business, decision-maker in a business, who just wants to get more stuff done. When that person hears “social,” he thinks of happy hours after work and the corporate softball league. I thought the word “social” would be not just neutral, but actually a bad way to do that.
When you come into an organization, are you often working with somebody who says, “Well, I see that my competitor is doing something with Enterprise 2.0 stuff. . .”
There’s a lot of that that goes on. Very often, when a company contacts me, it’s, as you say, “I’ve heard that my three competitors are getting social, so I’d better get social.” Or, “I read an article in” — name it, the Times, the JournalFast CompanyBusiness 2.0 — “that talks about the social wave hitting business. I need to participate in that. What do I do?”
Who is typically in that conversation?
It can vary a lot. Very often, it is the IT department. The impression I get is that the CEO has walked into the CIO’s office and slammed some article down on the desk and said, “Okay, figure this 2.0 stuff out for us.” Just like, 15 years ago, they threw down the first article about the Internet and said, “Okay, figure this ‘Net stuff out for us.”
The HR community is often very interested in this because it is an inherently more empowering movement for the people in an organization. Sometimes marketing, who wants to do an experiment to reach out to customers differently, will come. And sometimes it’s just the top and middle of the company, the executive team, who has gotten together and said, “This is a big deal. We need to make some progress on this.”
When you’re talking to CEOs who haven’t gotten religion on this yet, what are the triggers you use that pique their interest?
The problem is that if “social” is a bad word in the enterprise these days, “knowledge management” is absolute kryptonite. It refers to a category of software and an approach for codifying knowledge that was hot in the ’80s and the early ’90s. A lot of software got sold with the knowledge management label, and it was largely a waste of money and effort by companies.
So I’ve had to come up with a different way to get at this knowledge challenge in the company. One useful trigger is to use a quote that I first heard a while back that is attributed to Lew Platt, who was the old CEO of Hewlett-Packard. He looked around his organization, which is a big, very well-run, hugely respected company in America for decades. This is not a poorly run company. He looked around Hewlett-Packard and said, “If only HP knew what HP knows, we’d be three times more productive.”
Whenever I say that to a room full of executives, you can see the heads nod.
So you go after the sense CEOs already have that their companies are not fully capturing the knowledge of all their employees. What’s another trigger?
Another trick is to find a way to let them see that an enterprise Facebook or a social network would be an extremely valuable thing, instead of a vehicle for time-wasting. The way I found to do that is something that found its way into my bookEnterprise 2.0 (Harvard Business Publishing, 2009) really prominently, which was this concept of “weak ties,” which is a connection you have with someone who is not your close professional colleague. In other words, you don’t sit side by side, you’re not part of the same team, you’re not responsible for the same deliverables; they are a professional acquaintance.
There is a huge amount of work in sociology, really beautiful work, that shows, especially if you want innovation and novelty, or introductions to other social networks, that your weak ties are a better place to go than your strong ties. Your weak-tie network is an extremely valuable thing for you. The problem is that before the 2.0 era, we had terrible tools for building and maintaining and exploiting a network of weak ties.
Once I phrase it to people that way, I show how, in this 2.0 era with these explicitly social, very network-based tools, you can build and maintain your network of weak ties. You can keep up to date with what all these people are doing. You can tell them what you’re doing. You can exploit them when you want to, even as you and they move around in your careers and your lives. You can stay in touch with these people if that body of work is right.
Is there another trigger, to round out the top three triggers?
Yeah, the other one that’s big is that all the executives that I talk to are aware that their kids are working very differently than they are. Their kids are part of the Facebook generation. They’re tweeting, they’re texting, they’re using these tools. And when these kids turn into the brand-new hires entering the workforce, there is a demographic change taking place. The millennials have some very different ideas about how they want to do their work, what tools will be helpful to them, what kind of constraints or limitations are and aren’t acceptable.
From your standpoint, is the issue of controlling information flows just the beginning of the story?
I’d say the idea of controlling information flows is becoming an obsolete notion. To me, the basic point of the 2.0 era is that we can get out of the business of predefining and controlling those information flows. We get out of the business of defining who is entitled to generate information, who’s entitled to share it with whom, who is entitled to talk on different subjects. When you get out of that business, you allow a huge amount of spontaneous activity, spontaneous collaboration, spontaneous interaction emerge. And then you can harvest for business purposes the good stuff that emerges.
How do you deal with the fear companies have institutionally of letting information flow freely?
It’s a very, very common fear, and the way I’ve found to deal with it is to ask people to be as specific as possible about what they are afraid of. Articulate the fears associated from that. They can do that pretty easily. They’re afraid of hate speech or harassment. They’re afraid of that one person whose idea of a joke is completely incompatible with somebody else’s idea of a joke. Afraid for security reasons, of the bad guys getting in or corporate secrets getting out. Afraid that there’s another body of information that could be part of a legal process, that could be subject to discovery rules.
The only way to combat that is to acknowledge that, while these are all plausible, all possible — they can happen — I’ve been trying to collect horror stories for five-plus years now, and the amount of bad stuff that actually does happen when you open up the conversation and let more people, particularly your employees, participate in this stuff, is shockingly low.
How much of this talk of fear really a cover for the fear that someone’s ego balloon is going to get busted?
It’s an impossible question to answer, but my impression is, much more than zero percent of the reasons I hear not to proceed are a cover story for what you just described, the fear of giving up control because control has been good to me. Some people definitely feel that, “I’m the guy in charge of innovation, why are we crowd-sourcing this? All we’re going to get is junk, and I don’t want to have to spend my time dealing with this. Let me go put my head down and be the expert in the field here.”
One bad way that I see this play out is when an executive says, “Okay, great, I’ve heard this is a great way to talk to your employees, I’m going to have an executive blog.” And what happens is he puts up one post a month, it reads exactly like a PR release, and they don’t even enable comments on it. That’s not a conversation with the employee base or customer base. It’s one more megaphone to go shout at the enterprise. And it doesn’t work too well.
But you bring up an interesting point. Historically, for both internal and external purposes, there has been one official voice of a company, and it’s blessed by the executive team and generated by the communications department. In the external world, on the Web, that world is over. You cannot be the only voice about your company and its products and its brands. Internally, you can try to stop that. You can shut off all the 2.0 stuff. My point is, if you do that, you’re turning your back on a huge opportunity.
So do you see Enterprise 2.0 as having a corroding effect on organizational hierarchy?
No, it’s not the death of the hierarchy, of the manager, of the org chart, of the job description, any of that stuff. Some of my colleagues who are interested in this phenomenon, I think take it a bit far, and they become zealots for the manager-free, hierarchy-free, gestalt organization. I don’t think that’s smart, and I don’t think it’s likely, and I don’t think it would be a good idea.
Everything we’re talking about is totally compatible with an official chain of command in a hierarchy. You still need someone to set direction and give marching orders. But the idea of input by many and decisions by few is a pretty powerful idea.
How can managers who are really excited about this phenomenon work with people who are in a position to fund?
You’ve got to listen to their objections as carefully as possible. I think the first thing you do is stop trying to convince, and listen to the reasons why not. Listen to them as carefully as you can. And then come up with all the evidence and arguments and case studies and anything else you can think of to try to address those real concerns. Everything from, here’s an applied theory, here’s a study, here’s a survey that was just done, here’s a case study, here’s a story in a magazine. Just keep the steady flow of persuasive stuff coming.
Increasingly, one of the things that makes me happy is that companies are turning their back on that really elaborate business case and the need for the ROI justification up front. They’re saying, great, we’ll do a trial, we’ll do a pilot, we’ll learn as we go, and if there’s a lot of enthusiasm and take-up for this stuff, then we’re going to go ahead and pull the trigger and fund it.
When I talk to CEOs, they desperately want to hear the voices of their customers, the voices of their employees. They want the straight talk to flow down and flow up in the company. But I also get the impression that there’s kind of a middle layer that has traditionally been the signal processor, both up and down, and some of them don’t want to see that role go away. The middle is very often a conservative place in organizations. The challenge is that the top can be sincerely interested, and there can be a lot of frontline people who are sincerely interested, but it’s what happens in the middle that can determine success and failure.
Are you finding that CEOs or people in the C suite, when you convey to them the power and the effectiveness of these tools, want to be active participants?
They do want to hear the voices of their organization, but it’s harder to convince them to be active voices. Number one is that the tools are unfamiliar, but number two is that they’re extraordinarily busy. They say to me, “How is this not just adding more hours to my workweek?”
Luckily, whenever I talk to groups of executives, there is very often at least one person in the room who is an active blogger or has joined a social network or is using a micro-blog like Twitter or some enterprise equivalent for that. And almost always, she will turn to her colleagues and say, “You guys don’t get it. Having this broadcast channel puts hours back in my week. It doesn’t take hours away, because I have to spend so much less time repeating myself and getting the story straight and saying the same thing to 12 different people.”
Is there evidence yet that there are competitive advantages that come from doing Enterprise 2.0?
At the individual level, like I said, the evidence is starting to mount that it will help you, as a knowledge worker, do better. At the company level, it’s an incredibly hard research question to answer, because you’ve got to, first of all, identify who’s good at it; then you have to isolate all the other things that could be affecting their performance; and then you have to watch them for long enough to see if their performance improves. So, no, I don’t have bulletproof academic research yet that will demonstrate that this stuff leads to superior outcomes at the level of the firm.
But even if you can’t demonstrate with bulletproof research that competitive advantage comes, go back to Lew Platt’s challenge, “If only HP knew what HP knows, we’d be three times more productive.” Do they think they’d be better off knowing what their company knows? The answer is almost always yes.
Tell us about a company where you’ve seen this play out.
Here’s one example I heard a while back that I thought was fascinating. I talked to what I would call the Enterprise 2.0 group at TCS, Tata Consultancy Services, Indian software development outsourcing company. It’s got 200,000 people all around, a behemoth company.
They put in place what I would call a 2.0 tool that lets people ask questions to the enterprise as a whole and get answers from the enterprise as a whole. One of the interesting things they did was ask people to categorize their questions, so this is a question about Windows, or about Java, or about Ruby on Rails. They had it running for a while, and they did some analysis. One of the other things they did was keep track of who were both the most prolific and the highest-rated respondents in each category.
And they noticed something that really surprised them: They noticed that over and over again, some of the people who were on the leader board in the Java category, for example, were not hired for their Java. It wasn’t their job. It wasn’t even anything that TCS knew they were good at. But these people were manifesting not only an ability, but a willingness to share their knowledge and be helpful to colleagues. Some combination of the peer recognition and being on top of the leader board, that kind of status, was so valuable to them that they were doing stuff that was exactly outside their job description.
This was completely voluntary?
Yes, completely voluntary and unrelated to formal performance review. A huge amount of energy unrelated to anything you’d find on their CV or job description. Doing it for the joy, doing it for the peer recognition, doing it because of the game-ification. Making visible how good you are.
To my knowledge, TCS has not yet baked that into the formal performance review. This is actually one of the things that I’ve been advocating: why don’t we make enterprise-level collegiality 10%, 15% of performance reviews every year? We now have great tools to let people be collegial across the enterprise, and to measure it pretty precisely, so why are we completely ignoring this when we try to evaluate employees?
Should there be mechanisms that allow these voices from below to be recognized higher up?
Yeah, and the great way to do that is for the voice at the top to say, “Hey, thank you for the comment. I think it’s really insightful. I agree with the following three points and not with the others, but keep it up.” That tends to lead to a good cascade.
You’ve been heavily involved in this space for six years. What has been most surprising to you in its evolution?
I think on the plus side, I’ve been surprised at how eager people are for very simple tools that will help them express themselves. So to make that concrete, when I first heard about it I thought that Twitter was a really silly, kind of a stupid thing. And then I realized it’s actually just this great environment for you to get thoughts out into the world: very little friction, very low overhead, great ability to forward them and share them. It’s this idea of small pieces loosely joined. I should have been more aware of that right from the start. The thirst for tools that let us express ourselves and share information is huge, absolutely huge.
On the negative side, the resistance of organizations to some of these tools and modes of use is surprising to me. One of the things that makes me really pessimistic is if I ask an organization for their social media policy and I get back a 50-page document. They might as well just say, “we’d prefer it if you don’t use social media.”
Again, I should have been smarter about this. After I got excited about it, I have this natural tendency to think that everybody else is going to be equally excited about it, and that’s just not the case. One of the things I’ve learned to do in the past six years is to just keep going slow, to re-explain the reasons to do this, to re-explain what’s going on, and to not to get frustrated because everyone doesn’t find it as cool as I do. Of course they don’t.
Are some organizations just better suited for this? Just more ready to adopt?
Yes, and they’re more full of young people, they’re more full of geeks, they have more enlightened management and leadership. Definitely. As those three things decrease in an organization, the receptiveness is going to go down and the work is going to become more difficult.
Finally, what are the chances that Enterprise 2.0 is a fad?
You know, six years in, I think it’s very, very unlikely that it’s a fad. I have never spoken to an executive or a manager who says, “I just long for the days when we collaborated in the old style, and e-mail was all we had, and nobody had a voice. Man, that was so fantastic. Let’s please go back there.”

Why MBA Programs Don't Produce Leaders 11-25

Why MBA Programs Don't Produce Leaders

Drew Hansen

According to theNational Center for Education Statistics(NCES), over 150,000 students graduate with their MBA in the United States every year. That’s a whopping 25% of all Master’s recipients (compared to Computer & Information Science at only 3%).
Two years ago I contemplated joining their ranks. I remember sitting at a kitchen table editing drafts of myHarvard Business School essays. Despite the impending deadline, I couldn’t find the motivation to complete my application. In my head, I reviewed reasons why my Bain colleagues encouraged me to go to business school. “The network,” they said. “A two-year vacation,” I heard from some. But I wanted to learn, grow, and develop as a leader. Could business school offer that?
Business Schools Have An Identity Crisis
Business schools have always juggled two missions: educating practitioners and creating knowledge through research. Fifty years ago, as explained in the 2005 HBR article How Business Schools Lost Their Way, business schools shifted their focus from the former to the latter. Management became a science rather than a profession.
This shift had profound implications. Business schools rewarded professors for publishing their research in academic journals, and their curriculum began to reflect the narrow focus of the faculty. Business school professors became increasingly disconnected from practicing managers and leaders. By the mid 2000s, it became clear that business schools had swung too far in one direction.
A Change In Image, Not Substance
Critics called for a re-emphasis on organizational leadership as a distinct profession and prescribed a number of curriculum changes to restore balance between academic rigor and everyday usefulness.
In response, business schools re-positioned themselves in the educational marketplace. For years they had touted the MBA degree as a sure path to career advancement and higher salaries, but they started to change their tune. Now, the mission statements of the nation’s top business schools claim to convert today’s students into tomorrow’s leaders. Chicago Booth is pretty representative of the rest:
Since 1898, we have produced ideas and leaders that shape the world of business. Our rigorous, discipline-based approach to business education transforms our students into confident, effective, respected business leaders prepared to face the toughest challenges
This new rhetoric was just that: rhetoric. A 2008 study of the top 50 U.S. business schools found that the “ideal curriculum remains far more of a normative construct than a positive reality.” In 2009, Joel Podolny, dean and VP of Apple University,promoted the same solutions that had been advanced earlier in the decade. MBA programs were failing to change.
When I sat there, questioning my business school plans, I was unaware of these criticisms. Yet, the inner conflict I felt was real, and I abandoned my application. I’ve since learned that business school, despite its good intentions, makes little difference in molding leadership potential. Its very nature is at odds with its purported mission.

College Degrees Employers Want Most 11-25

College Degrees Employers Want Most

Susan Adams

Which college degrees will be in greatest demand by employers looking to hire 2012 college graduates? Not surprisingly, a new survey from the National Association of Colleges and Employers (NACE) shows that business, engineering and computer science diplomas top the list.
Each year NACE, a Bethlehem, Pa. non-profit group that links college career placement offices with employers, surveys its employer members about their hiring plans. Members tend to be large companies with well-developed college recruiting programs. There are consulting  firms like Ernst & Young and KPMG, giant corporations like Procter & Gamble and DuPont and energy companies like ConocoPhillips and Entergy. Two hundred forty four companies responded to the survey.

After computer science, the next most in-demand major is the more general sciences, followed by liberal arts, communications, and lastly, agriculture and natural resources.As I wrote recently, the good news for college grads is that overall, survey respondents reported they planned to hire 9.5% more college grads than in 2011, though the boost is mostly due to attrition. The survey also found that companies aim to do most of their recruiting during the fall semester.
NACE slices and dices its survey data into multiple categories. Though the demand for business, engineering and computer science majors seems highly predictable, I’m intrigued by a breakdown NACE did of liberal arts degrees by demand. Political science/government ranked at the top, followed by psychology, English, sociology and finally, and to me somewhat sadly, history. Sad because it seems to me that a student of history would be more likely to bring a sense of perspective and critical analysis to a career than a student of finance or accounting, the top two most in-demand business majors.

Monday, November 19, 2012

world Toilet Day 11-20

World Toilet Day

No laughing matter this.

Today is World Toilet Day (WTD). The day is celebrated across the world to raise global awareness on the struggle 2.6 billion people face every day without access to proper, clean sanitation. WTD brings to the forefront the health, emotional and psychological consequences the poor endure as a result of inadequate sanitation.
Globally, India has the largest number of people - more than 600 million - still defecating in the open. Less than half the population of the country use toilets - in rural areas, almost 70 per cent do not have access to toilets. And diarrhoea, due to the lack of safe water, sanitation and basic hygiene, together with respiratory infections are the number one cause for child deaths in India.
Sanitation is vital for ensuring health, dignity and sustainable development. It can save hundreds of thousands of children who die every year.
Take ACTION now! Visit to help spread the message among friends and family about ways to improve the hygiene and sanitation in the country.
Participate in the photo contest and win prizes. You can also use the Germ Application or simply donate for the cause.