Wednesday, February 29, 2012
Google traking
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John F Kennedy
Change is the law of life. And those who look only to the past or present are certain to miss the future.
Forgive your enemies, but never forget their names.
----John F Kennedy
----John F Kennedy
Monday, February 27, 2012
Saturday, February 25, 2012
NOKIA CEO SpeaCH
Elop's memo speech/blogpost follows.
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.
This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
Source:
http://www.guardian.co.uk/technology/blog/2011/feb/09/nokia-burning-platform-memo-elop
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.
This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
Source:
http://www.guardian.co.uk/technology/blog/2011/feb/09/nokia-burning-platform-memo-elop
Thursday, February 23, 2012
Wednesday, February 22, 2012
Tuesday, February 21, 2012
10000 times stronger killer of CANCER than Chemo
"10000 times stronger killer of CANCER than Chemo".. do share it.. can save many lives, fill up hopes and build confidence in the patients...
The Sour Sop or the fruit from the graviola tree is a miraculous natural cancer cell killer 10,000 times stronger than Chemo.
So, since you know it now you can help a friend in need by letting him know or just drink some sour sop juice yourself as prevention from time to time. The taste is not bad after all. It’s completely natural and definitely has no side effects. If you have the space, plant one in your garden.
The other parts of the tree are also useful.
The next time you have a fruit juice, ask for a sour sop.
How many people died in vain while this billion-dollar drug maker concealed the secret of the miraculous Graviola tree?
This tree is low and is called graviola ! in Brazi l, guanabana in Spanish and has the uninspiring name “soursop” in English. The fruit is very large and the subacid sweet white pulp is eaten out of hand or, more commonly, used to make fruit drinks, sherbets and such.
The principal interest in this plant is because of its strong anti-cancer effects. Although it is effective for a number of medical conditions, it is its anti tumor effect that is of most interest. This plant is a proven cancer remedy for cancers of all types.
Besides being a cancer remedy, graviola is a broad spectrum antimicrobial agent for both bacterial and fungal infections, is effective against internal parasites and worms, lowers high blood pressure and is used for depression, stress and nervous disorders.
If there ever was a single example that makes it dramatically clear why the existence of Health Sciences Institute is so vital to Americans like you, it’s the incredible story behind the Graviola tree..
The truth is stunningly simple: Deep within the Amazon Rainforest grows a tree that could literally revolutionize what you, your doctor, and the rest of the world thinks about cancer treatment and chances of survival. The future has never looked more promising.
Research shows that with extracts from this miraculous tree it now may be possible to:
* Attack cancer safely and effectively with an all-natural therapy that does not cause extreme nausea, weight loss and hair loss
* Protect your immune system and avoid deadly infections
* Feel stronger and healthier throughout the course of the treatment
* Boost your energy and improve your outlook on life
The source of this information is just as stunning: It comes from one of America ‘s largest drug manufacturers, th! e fruit of over 20 laboratory tests conducted since the 1970′s! What those tests revealed was nothing short of mind numbing… Extracts from the tree were shown to:
* Effectively target and kill malignant cells in 12 types of cancer, including colon, breast, prostate, lung and pancreatic cancer..
* The tree compounds proved to be up to 10,000 times stronger in slowing the growth of cancer cells than Adriamycin, a commonly used chemotherapeutic drug!
* What’s more, unlike chemotherapy, the compound extracted from the Graviola tree selectivelyhunts
down and kills only cancer cells.. It does not harm healthy cells!
The amazing anti-cancer properties of the Graviola tree have been extensively researched–so why haven’t you heard anything about it? If Graviola extract is
One of America ‘s biggest billion-dollar drug makers began a search for a cancer cure and their research centered on Graviola, a legendary healing tree from the Amazon Rainforest.
Various parts of the Graviola tree–including the bark, leaves, roots, fruit and fruit-seeds–have been used for centuries by medicine men and native Indi! ans in S outh America to treat heart disease, asthma, liver problems and arthritis. Going on very little documented scientific evidence, the company poured money and resources into testing the tree’s anti-cancerous properties–and were shocked by the results. Graviola proved itself to be a cancer-killing dynamo.
But that’s where the Graviola story nearly ended.
The company had one huge problem with the Graviola tree–it’s completely natural, and so, under federal law, not patentable. There’s no way to make serious profits from it.
It turns out the drug company invested nearly seven years trying to synthesize two of the Graviola tree’s most powerful anti-cancer ingredients. If they could isolate and produce man-made clones of what makes the Graviola so potent, they’d be able to patent it and make their money back. Alas, they hit a brick wall. The original simply could not be replicated. There was no way the company could protect its profits–or even make back the millions it poured into research.
As the dream of huge profits evaporated, their testing on Graviola came to a screeching halt. Even worse, the company shelved the entire project and chose not to publish the findings of its research!
Luckily, however, there was one scientist from the Graviola research team whose conscience wouldn’t let him see such atrocity committed. Risking his career, he contacted a company that’s dedicated to harvesting medical plants from the Amazon Rainforest and blew the whistle.
Miracle unleashed
When researchers at the Health Sciences Institute were alerted to the news of Graviola,! they be gan tracking the research done on the cancer-killing tree. Evidence of the astounding effectiveness of Graviola–and its shocking cover-up–came in fast and furious….
….The National Cancer Institute performed the first scientific research in 1976. The results showed that Graviola’s “leaves and stems were found effective in attacking and destroying malignant cells.” Inexplicably, the results were published in an internal report and never released to the public…
….Since 1976, Graviola has proven to be an immensely potent cancer killer in 20 independent laboratory tests, yet no double-blind clinical trials–the typical benchmark mainstream doctors and journals use to judge a treatment’s value–were ever initiated….
….A study published in the Journal of Natural Products, following a recent study conducted at Catholic University of South Korea stated that one chemical in Graviola was found to selectively kill colon cancer cells at “10,000 times the potency of (the commonly used chemotherapy drug) Adriamycin…”
….The most significant part of the Catholic University of South Korea report is that Graviola was shown to selectively target the cancer cells, leaving healthy cells untouched. Unlike chemotherapy, which indiscriminately targets all actively reproducing cells (such as stomach and hair cells), causing the often devastating side effects of nausea and hair loss in cancer patients.
…A study at Purdue University recently found that leaves from the Graviola tree killed cancer cells among six human cell lines and were especially effective against prostate, pancreatic and lung cancers…. Seven years of silence broken–it’s finally here!
Things that MICROSOFT Could not Explain!
MAGIC #1
Found that nobody can create a FOLDER anywhere on the Computer which can be named as "CON". This is something funny and inexplicable? At Microsoft the whole Team, couldn't answer why this happened! TRY IT NOW, IT WILL NOT CREATE A "CON" FOLDER
MAGIC #2
For those of you using Windows, do the following:
1.) Open an empty notepad file
2.) Type "Bush hid the facts" (without the quotes)
3.) Save it as whatever you want.
4.) Close it, and re-open it.
Noticed the weird bug? No one can explain!
MAGIC #3
Again this is something funny and can't be explained?
At Microsoft the whole Team, including Bill Gates, couldn't answer why this happened!
It was discovered by a Brazilian. Try it out yourself?
Open Microsoft Word and type
=rand (200, 99)
And then press ENTER And see the magic?..!
Magic #4
Did you know that a flight number from one of the planes that hit one of the two WTC towers on 9/11 was Q33N. In Notepad / WordPad or MS Word, type that flight number i.e Q33N. Increase the font size to 72. Change the font to Wingdings. .....
u will be amazed by the findings!!!
Found that nobody can create a FOLDER anywhere on the Computer which can be named as "CON". This is something funny and inexplicable? At Microsoft the whole Team, couldn't answer why this happened! TRY IT NOW, IT WILL NOT CREATE A "CON" FOLDER
MAGIC #2
For those of you using Windows, do the following:
1.) Open an empty notepad file
2.) Type "Bush hid the facts" (without the quotes)
3.) Save it as whatever you want.
4.) Close it, and re-open it.
Noticed the weird bug? No one can explain!
MAGIC #3
Again this is something funny and can't be explained?
At Microsoft the whole Team, including Bill Gates, couldn't answer why this happened!
It was discovered by a Brazilian. Try it out yourself?
Open Microsoft Word and type
=rand (200, 99)
And then press ENTER And see the magic?..!
Magic #4
Did you know that a flight number from one of the planes that hit one of the two WTC towers on 9/11 was Q33N. In Notepad / WordPad or MS Word, type that flight number i.e Q33N. Increase the font size to 72. Change the font to Wingdings. .....
u will be amazed by the findings!!!
MBA studying FRIENDS
1. You see gorgeous girl in party,
you go to her & say I am rich marry me
That's Direct Marketing.
2. You attend party & your friend goes to a girl & pointing at you
tells her. He' is very rich, marry him - That's Advertising.
3. Girl walks to you & says u are rich, can u marry me?
"That's Brand Recognition"
4. You say I m very rich marry me & she slaps u
"That's Customer Feedback"
5. You say I m very rich marry me & she introduces you to her husband
"That's Demand & Supply Gap"
6. Before you say I m rich, marry me, your wife arrives
That's Restriction from Entering New Market.
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