Ignite the Promise

It's Cloudy with a Chance of Disaster!

Our firm is studying the feasibility to utilize Internet-based services to help manage our projects, finances, and business.  The cloud, as this Internet-based virtual infrastructure is called, has been shown to be cost-effective and highly efficient in managing organizational needs offsite.  Cloud services can be used and accessed anywhere in the world as long as there is an Internet connection. 

Since we serve the federal government sector, reading about how they view the cloud is important. The FEDTECHmagazine.com Winter 2011 issue is devoted to a discussion around the cloud.  The series of articles make clear that more and more federal agencies are using the cloud to save money and increase efficiencies.  They note a January 2011 report that 64% of government IT managers believe that cloud computing will reduce expenses and improve telecommuting and mobility of workers.  “It is about being more efficient and effective.  It is also about controlling resources and being sure resources are being applied to the right tasks at the right time.” 

The breadth of functions for cloud services continues to expand.  Here is what I have found the cloud can provide:  1) email:  the cloud optimizes email flow; 2) storage:  the available ‘unlimited’ storage space eliminates concerns about file space on organizational servers; 3) document transfer:  the ability to move large files eliminates bottle necks and delays in moving files.  This optimizes access by users when working on large documents and files; 4) infrastructure:  the use of virtual servers consolidates data; eliminates physical space for repurposing; offers option to cooperate with other organizations in use of server space; and 5) business tools: the cloud provides access to more tools, e.g., virtualized software applications available as needed.

There are clear benefits in moving to the cloud and they include 1) savings on server upgrades and software costs, 2)reduced downtime, 3) accommodation during traffic spikes, 4) energy saving, 5) enhanced telecommunications, 6) increased job satisfaction, and 7) enhanced employee recruitment and retention.

The challenges in moving to the cloud fit in three categories: Technology support; People issues; and Risks.  Anytime there is change, there is fear among the employees, along with the feeling of a loss of power and control.  There can also be resistance to the change. Cybersecurity and the loss of data is a concern that feeds into the fear of change.  It is clear that each effort to move to the cloud must be accompanied with full disclosure and transparent communications to help offset expected concerns. 

Finally, for all cloud users, the fundamental needs are that the system is 1) secure, 2) interoperable, and 3) reliable.

Technology is changing so quickly in so many levels that it becomes more a blur.  It may be a little like the earth rotating around the sun at 67,000 miles per hour, yet we don’t really perceive it.  Making technical changes is fraught with challenges, the least of which is not only to have a solid business case for it, but also the need to demonstrate a return on investment.  Is it worth the effort?   That's our question.

It has been said that cloud computing practices and infrastructure are disruptive to traditional hierarchical organizations, often changing them in unanticipated ways.  As a small business, we are still deciding where we can use the cloud cost-effectively and most efficiently.  You might say it's still 'cloudy' in our minds.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Just Thinking moves Robotic Arm!

Each day there are more stories about our amazing bodies with insight about how we act and perceive the world around us.  The Washington Post front page of Thursday, May 17, 2012, tells the story of a paralyzed women using her thoughts to move a robotic arm to pick up a drink.  This brain-controlled prosthesis was connected to a small computer chip embedded in the brain at the motor cortex.  The chip responded to the thoughts of the paralyzed patient to move the arm.  This demonstration that our thinking can control an electronic device fits with the emerging knowledge that our thoughts are no less important than our other senses in responding to and acting in our environment.   

The idea the brain can transmit electrical signals to produce directional action is consistent with the fact that we also have an energy field around us.  Together with our five senses (feel, taste, hear, see, and smell) we should add thought to this list of senses with which we engage the environment.  Importantly, the ability of the brain to transmit the proper signal to move the arm also suggests specificity in the electrical signals that our brains can emit.  I don't know about you, I see this as amazing and astounding!

PS:  While we are now exploring the power of electrical signals from thought, the electric eel in the animal kingdom is an example illustrating engagement of its environment exclusively through electricity. These freshwater predators (more carp or catfish than eel) can generate a burst of over 500 volts when threatened or attacking prey -- five times the power of a standard wall socket.  Like an electric car, the eel stores energy in a series of cells within its body that occupy four-fifths of its body. They also emit a low-level charge to navigate and locate prey.

Science is beginning to validate that we are what we think.  Or as quoted in the Bible from the Book of Proverbs chapter 23 verse 7, “As a man thinketh in his heart, so is he.”

The research that led to the brain-controlled prosthetic arm was funded by the National Institutes of Health and the Department of Veterans Affairs.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

 

Charisma

This year, 2012, is a presidential election year.  We will select candidates because of their policies and potential to make positive progress in leading the nation.  While we may not think it, we also select candidates because of their likeability, their charisma.

I always wondered, but never researched, what defines a charismatic person.  Now I know.  On page 16 in the April 15, 2012 copy of Parade Magazine, I found what charisma is!  I am paraphrasing the information.

The article says there are just three components that define charisma. 

First is presence that is represented by a person who is not distracted when you meet them.  You will feel you are the only person they are seeing.  Bill Clinton, George Clooney, and Ellen DeGeneres are persons mentioned with charisma.

Second is power in that the charismatic person broadcasts confidence.

Third is warmth in the ability to express goodwill and empathy.

The article goes on to point out that we can develop these qualities.  Steve Jobs was cited as an example of a person who became more charismatic as he gained confidence, poise, and warmth over the years. 

Here are two other suggestions to boost one's charisma : 1) keep a relatively still body language with no fidgeting or excessive nodding; and 2) wait a few seconds before answering questions to show your consideration of the question.  The pause suggests to the questioner their question was worthy since you needed to gather your thoughts.  Thus it's not just how you present yourself, but also how you make the other person feel.

Now you can go practice being more charismatic!

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Beliefs of Extraordinary Bosses

In the 23 April 2012 issue of Inc. online (www.inc.com), Geoffrey James of Sales Source wrote about the 8 Core Beliefs of Extraordinary Bosses.  Here is our translation of those beliefs.

BELIEF	DESCRIPTION
1	Business is an ecosystem, not a battlefield.
	Our Translation:  All business is made up of systems that interact and ultimately link together to form the business economy.  Thus all parties are related stakeholders in this effort – friends, acquaintances, and competitors.  We believe in competition and sometimes we team with our competitors to win against other competitors.
2	A company is a community, not a machine.
	Our Translation: We have adopted one client’s approach that all participants in a common enterprise are ‘family.’  This mindset minimizes the ‘they’ versus ‘us’ culture to one of ‘we’ regardless of the source of each of our paychecks.
3	Management is service, not control.
	Our Translation:  Micromanagement causes the ‘death’ of creativity, innovation, and individual initiative!  We provide whatever resources possible and then expect the staff to do what they can to get their work done (with minimal guidance) -- their way, not mine!
4	My employees are my peers, not my children.
	Our Translation:  Treat people as self-sufficient adults and they will treat you the same.  Empowering people is the best approach, i.e., provide them what they need to succeed and then let them do their work.  Sometimes this means providing training.  “You cannot do it if you have never learned how!”
5	Motivation comes from vision, not from fear.
	Our Translation: The Bible says, “Without vision, the people perish” (KJV: Prov 29:18).  There is no doubt in our minds that without an articulated vision, an organization meanders toward multiple goals.  This is not efficient and leaves people uncertain where to exert their best efforts.  A clear focus optimizes the use of resources and each success provides real satisfaction for the people.
6	Change equals growth, not pain.
	Our Translation:  Change is the new norm.  As specialists in managing change, we constantly face change when working with our clients.  We attempt to see the positives in every situation that repositions our thoughts, our approaches, even our business.  Accepted as a means of renewal, change is energizing!
7	Technology offers empowerment, not automation.
	Our Translation:  Without technology, we would be out of business!  As a firm with distributed personnel (U.S. and Europe), we not only embrace technologies, we are fully dependent upon them.  Telework is a reality with us.
8	Work should be fun, not mere toil.
	Our Translation: This is a more difficult concept to achieve if one signed on to work merely to work and not because they believed in the mission of the work.  While I fully enjoy what I do to see a business grow, it may not be the case with others.  Unless the work is rewarding and satisfying, the work will not be fun.  Thus, staff needs to have a passion around the work or else it’s just mere toil.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com