FUNDING BUTTON LINK
Showing posts with label Lingovations. Show all posts
Showing posts with label Lingovations. Show all posts

Thursday, February 7, 2013

Grow Your Business Through Partnering: Modular Corporate Growth

Share this ARTICLE with your colleagues on LinkedIn .








If you can put your ego aside in your role as a "company builder" (this includes business owners, strategic planners, major project managers and most acting chief executive officers), you can grow through a series of partnerships and co-ventures with companies who are either much larger than your own (by revenues or by capitalized valuation), or who have a synergistic complementarity with your own.

The classic examples of this complementarity are in the case of 1) vertical integration, where you combine, through a merger, acquisition or joint venture, with your supplier or with your distributor; and 2) horizontal integration, where you consolidate with other companies within you industry in order to consolidate and eliminate fixed costs and increase total market share.

In situations where you enter into joint ventures or partnerships with companies better established and significantly larger than your own, you have an opportunity to leverage their knowledge and assets. Some people like to refer to this (in a folksy way) as "standing upon the shoulders of giants."

You can build a company rapidly (within the constraints of intelligent risk assessment and containment) by assembling the right modules. It is a matter of getting the right modules at the right terms.

The article excerpt which appears courtesy of SmartBrief, talks about Bill Gates' corporate building strategy:

How Bill Gates got rich by playing second fiddle
Bill Gates became the world's richest man not by having the best ideas or building the best products, but by executing brilliantly and forging partnerships in which Microsoft played "second banana" to players such as IBM. "By parlaying his way through a series of ever-bigger business deals -- all with fairly ordinary products -- he went from zero to billions in less than a decade," writes Lewis Schiff. Inc. online (free registration) (2/6)
---------------

The ultimate leverage ("piggyback leverage" - a clever Lingovation) is when you utilize a third party's assets (whether corporeal or intellectual) in order to advance your fiscal and strategic position. Bill Gates was a master of this.

It's a wonderful, albeit occasionally controversial way to grow.

Douglas E. Castle for The Business And Project Planning And Management Blog
sponsored by CFI - CrowdFunding Incubator LLC, Global Edge Technologies Group LLC and ICS - International Connection Services




View DOUGLAS E. CASTLE's profile on LinkedIn

Douglas E Castle
All Blogs & RSS Feeds

Share this page
Contact Douglas Castle
Follow Me on Pinterest



Financing



CFI, C.F.I., CrowdFunding Incubator,  crowdfunding, crowd funding, incubators, accelerators, finance projects, listing services, start up, small business, SME, funding, capitalization, financing, leverage, company services, management, marketing, fundraising, technology, mentoring, advice, media, branding, memes, business tips tricks tools and resources, entrepreneur, forum, discussion, applications, technologies, risk assessment, business model, strategic planning, organizational development, connections, networking, early-stage, first-round, angel  funding, venture capital, credit lines, assistance, business growth, biz builders, social media power, delegation, automation, monitoring, metrics, brainstorming, meetups, joint ventures, partnerships - http://CFICrowdFundingIncubator.blogspot.com, http://www.CrowdFundingIncubator.com, marketing, messaging, news releases, free, gain market share, increase backlinks, SEO, influence, disruption theory, directory, RSS feeds, Douglas E. Castle, blogroll, blogs, crowdfunding blogs...


crowdfunding websites, crowdfunding incubators, crowdfunding platforms, crowdfunding startups, crowdfunding news, crowd funding news, crowdfunding updates, crowdfunding rss feeds, crowdfunding incubator, CrowdFunding Incubator, crowdfunding accelerator, crowdfunding projects, crowdfunding ventures, crowdfunding sites, crowdfunding associations, crowdfunding organizations, crowd funding, project finance, micro loans, venture capital, micro-ventures, angel funding, crowd funding, project fundraising, crowd funding sites, crowd funding resources, crowdfunding tips tricks tools techniques, CFI, CrowdFunding Incubator LLC, crowdfunding capital, capital sources, CFI Featured Projects, CFI CrowdFunding Incubator, Crowd Funding RSS Feeds, CrowdFunding Incubator C.F.I., SME, SBA, MBE, WBE, DBE small business grants, loans, credit, growth capital, non-bank, fund a project, kickstarter, Indiegogo, crowd funding start ups, new crowd funding sites, crowd funding laws, JOBS Act, crowd funding contests, entrepreneurs, innovators, inventors, applications, funding technology, growth capital, seedling businesses, kiva, socially responsible projects, crowdsourcing, crowd sourcing, funding phases, business plans, presenting your business idea, crowd forums, government business assistance programs, business mentoring, free business resources and advice, http://www.CrowdFundingIncubator.com, http://www.CFICrowdFundingIncubator.com, http://www.CFIEnterpriseResourcesGroup.com, Douglas E. Castle blogs...




***
View DOUGLAS E. CASTLE's profile on LinkedIn

Douglas E. Castle - Blogger Profile
CFI - Notes From The CEO
Instant Musical Counterpoint - Relax!

Saturday, September 29, 2012

The Cloud: A Vast, Growing Employment Opportunity

Share this ARTICLE with your colleagues on LinkedIn .






If you are an IT Professional, CIO, CTO or a very tech-savvy Project Manager, cloud providers are hiring, and they are doing it with a vengeance. If you are not an expert at Cloud Computing, there is no time like the present to become familiar with the Cloud Crowd and its goings-on, as well as to become more conversant in "CloudSpeak" [a clever Lingovation, which just popped into my mind, as well as some other things which I can't discuss in this forum :-( ] with its idioms and acronyms.

Firstly, let's get into the spirit with a Wikipedia definition and basic nomenclature of Cloud Computing:

"Cloud computing is the use of computing resources (hardware and software) that are delivered as a service over a network (typically the Internet). The name comes from the use of a cloud-shaped symbol as an abstraction for the complex infrastructure it contains in system diagrams. Cloud computing entrusts remote services with a user's data, software and computation.
There are many types of public cloud computing:[1]
The business model, IT as a service (ITaaS), is used by in-house, enterprise IT organizations that offer any or all of the above services.

Using software as a service, users also rent application software and databases. The cloud providers manage the infrastructure and platforms on which the applications run.

End users access cloud-based applications through a web browser or a light-weight desktop or mobile app while the business software and user's data are stored on servers at a remote location. Proponents claim that cloud computing allows enterprises to get their applications up and running faster, with improved manageability and less maintenance, and enables IT to more rapidly adjust resources to meet fluctuating and unpredictable business demand.[2][3]
Cloud computing relies on sharing of resources to achieve coherence and economies of scale similar to a utility (like the electricity grid) over a network.[4] At the foundation of cloud computing is the broader concept of converged infrastructure and shared services."
---------------

The following is a list of informational and career-related resource links which might be helpful:

What Cloud Computing Really Means

How Cloud Computing Really Works

The Top 10 Cloud Computing Providers Of 2012

Employers Demand Cloud Computing Skills

Cloud Computing Professional Certifications And Opportunities


Please Click On The Image Above To See An Enlarged, Engorged Version Of It. Really.

And Following is a wonderfully optimistic (and informative) article regarding employment opportunities in the Cloud from InfoWorld:

Looking for a great job in IT? The cloud is hiring



The bottom line is that the cloud computing sector is the fastest-growing sector in the IT market at present, and the best credentials to have are strong IT experience, an eagerness to learn and to innovate, and conspicuous intelligence. You can boost your "conspicuous intelligence" by becoming more extroverted, more articulate (get out the dictionary and the thesaurus!) and more engageable in the back and forth of brainstorming conversations.

Douglas E. Castle for The Business And Project Planning And Management Blog

 p.s. I would strongly advise you to start circulating your commentary and your credentials on LinkedIn (my favorite) and other business-related social media. Conversations lead to connections which, in turn, lead to opportunities. Ironically, you've got to get your head out of the clouds to get into the cloud.






View DOUGLAS E. CASTLE's profile on LinkedIn

Douglas E Castle
All Blogs & RSS Feeds

Share this page
Contact Douglas Castle
Follow Me on Pinterest



Financing

Monday, February 13, 2012

CHAOS Managment Theory And Practice - A New Assessment

Share this ARTICLE with your colleagues on LinkedIn .





The Standish Group’s original 1994 CHAOS Report has been often quoted but is currently hotly disputed. It purports to explain, in general terms, the reasons that IT and programming-oriented project management operations tend (arguably) to fall short of reasonable expectations in terms of projected delivery time, financial budget parameters and functionality upon completion -- if indeed, there is a fixed point of completion of the Minimum Viable Product (MVP) pursuant to original specifications..

It would seem, by the Report, and based upon some compelling anecdotal evidence that where IT and software-involved projects tend to run off of the rails in a number of ways and for a number of reasons, infrastructure projects (each with a physical result and expectations which can much more easily be visualized at the project’s inception) in contrast, tend to meet initial expectations and produce the contemplated result.

The Report is not based upon so much science and fact as it is upon observation, supposition and somewhat biased cause and effect logic -- yet, despite its failings and its detractors, there are some elements in the document that make it worth some serious consideration.

The gist of the original Report’s observations and findings:

Every software engineering researcher has heard of the 1994 CHAOS report from the Standish Group. It reported that the large majority of software projects fail, and that they incur in an average of 189% cost overrun. It’s a very popular report – the cited exemplary reference for researchers who wish to make the case that the software industry is in crisis and is therefore desperately in need of whatever tool or method can be thrown their way. It begins begins with the premise that 1) a highly-tangible infrastructure project (i.e., the construction of a bridge) generally comes in or close to on time, within budget and  fully-functioning [perhaps back in the 1990’s, anyway], and that if something should go wrong, the gravity of the tragedy leads to a thorough investigation of the failure and the reasons for it, while 2) IT and programming-related projects almost never are finished on schedule, are invariably over-budget, and seldom perform to an anticipated standard of expectations. If one of these projects goes off of the rails (the Standish Group would have it), it is either covered up, obscured by incorporation into some larger project, or simply considered, euphemistically, to be a “Phase 1” in a surprisingly multi-phased project.

While the Report is thought by many to be unscientific, speculative and conflictory, there is some validity to it in terms of some of its reasoning, and as such, I cannot dismiss it in its entirety:

1) A bridge or critical infrastructure project involves Human life or death - most IT projects do not...at least directly;

2) A plan for a tangible construct tends to be far less flexible in terms of changing specifications, scope creep and “collective management” (perhaps a nice way of saying that these projects are committee-built, and become amorphous -- the cliche here is that “a camel is a horse that was designed by a committee.”;

3) The end product of the process is more functionally than physically-defined in the case of IT, programming and the like -- whereas, on the other hand, everyone knows what a bridge is supposed to look like...and if collapses there will be tremendous liability involved.

---------------------------------
*A downloadable .pdf file of an abbreviated version [published in 1995] of The Standish Group’s original 1994 CHAOS Report can be accessed by clicking on this link. Once you taken a look at it, please press the “BACK” button on your browser, and then come back to us.
http://bit.ly/StandishChaosReport
-------------------------------

After reviewing the Report, and “seasoning” it with your life’s experiences, you will likely come to several general “common sense” conclusions as to how this report relates to business planning and project management. Here are several which I have been able to glean:

1) There is a Murphy’s Law, and it operates with its own ironic type of “intelligence.” If contingencies are not provided for, and specific issues not addressed, there will be an increased likelihood of the plan resulting in disappointment;

2) If the end result of your project or plan is more easily visualizable in terms of a definitive list of its properties and physical appearance, it is more likely that your management and team efforts toward that result will be linear, instead of “fuzzy,” “spiralling,” or contra-centric;

3) If the project has a plan and process which is not subject to constant scope creep, design correction, committee efforts, and excessive intellectual or technological fluidity, you might wind up with an on-time, on-budget, fully functional result...like an automobile or a horse, instead of a spruce goose or a camel;

4) If the stakes are higher in terms of life, liability and necessity, the gravity of the project is increased and operates as a disciplinary force;

5) A plan or project with a nebulous starting blueprint, process, and roles for each team participant is more highly likely to fail -- to this, I must add that if you have more complexity and moving parts (i.e., variables) you have more sources for error. This example would exclude such operations as progress reports and inspections - those are more like motivators.

A wonderful, simple video presentation produced by Veronica Peng follows which focuses intelligently and usefully on the applicable parts and implications of CHAOS. A hyperlink to this video follows:
http://www.slideshare.net/pys0209/chaos-project-management

*****

When it comes to CHAOS, the Standish Group might have made some procedural errors in its informal and slightly high-handed study, but there are some implications that are seriously worth considering.

Douglas E. Castle    http://www.LinkedIn.com/in/douglascastle









Share this page

HEADER TO SAVE TROUBLED COMPANIES
WE FIX BROKEN COMPANIES - DouglasECastleBlog
twitter-button.net
View DOUGLAS E. CASTLE's profile on LinkedIn
Douglas E. Castle
Bookmark and Share