The Internet - The first Worldwide Tool of Unification ("The End of History")

" ... Now I give you something that few think about: What do you think the Internet is all about, historically? Citizens of all the countries on Earth can talk to one another without electronic borders. The young people of those nations can all see each other, talk to each other, and express opinions. No matter what the country does to suppress it, they're doing it anyway. They are putting together a network of consciousness, of oneness, a multicultural consciousness. It's here to stay. It's part of the new energy. The young people know it and are leading the way.... "

" ... I gave you a prophecy more than 10 years ago. I told you there would come a day when everyone could talk to everyone and, therefore, there could be no conspiracy. For conspiracy depends on separation and secrecy - something hiding in the dark that only a few know about. Seen the news lately? What is happening? Could it be that there is a new paradigm happening that seems to go against history?... " Read More …. "The End of History"- Nov 20, 2010 (Kryon channelled by Lee Carroll)

"Recalibration of Free Choice"– Mar 3, 2012 (Kryon Channelling by Lee Carroll) - (Subjects: (Old) Souls, Midpoint on 21-12-2012, Shift of Human Consciousness, Black & White vs. Color, 1 - Spirituality (Religions) shifting, Loose a Pope “soon”, 2 - Humans will change react to drama, 3 - Civilizations/Population on Earth, 4 - Alternate energy sources (Geothermal, Tidal (Paddle wheels), Wind), 5 – Financials Institutes/concepts will change (Integrity – Ethical) , 6 - News/Media/TV to change, 7 – Big Pharmaceutical company will collapse “soon”, (Keep people sick), (Integrity – Ethical) 8 – Wars will be over on Earth, Global Unity, … etc.) - (Text version)

“…5 - Integrity That May Surprise…

Have you seen innovation and invention in the past decade that required thinking out of the box of an old reality? Indeed, you have. I can't tell you what's coming, because you haven't thought of it yet! But the potentials of it are looming large. Let me give you an example, Let us say that 20 years ago, you predicted that there would be something called the Internet on a device you don't really have yet using technology that you can't imagine. You will have full libraries, buildings filled with books, in your hand - a worldwide encyclopedia of everything knowable, with the ability to look it up instantly! Not only that, but that look-up service isn't going to cost a penny! You can call friends and see them on a video screen, and it won't cost a penny! No matter how long you use this service and to what depth you use it, the service itself will be free.

Now, anyone listening to you back then would perhaps have said, "Even if we can believe the technological part, which we think is impossible, everything costs something. There has to be a charge for it! Otherwise, how would they stay in business?" The answer is this: With new invention comes new paradigms of business. You don't know what you don't know, so don't decide in advance what you think is coming based on an old energy world. ..."
(Subjects: Who/What is Kryon ?, Egypt Uprising, Iran/Persia Uprising, Peace in Middle East without Israel actively involved, Muhammad, "Conceptual" Youth Revolution, "Conceptual" Managed Business, Internet, Social Media, News Media, Google, Bankers, Global Unity,..... etc.)

German anti-hate speech group counters Facebook trolls

German anti-hate speech group counters Facebook trolls
Logo No Hate Speech Movement

Bundestag passes law to fine social media companies for not deleting hate speech

Honouring computing’s 1843 visionary, Lady Ada Lovelace. (Design of doodle by Kevin Laughlin)

Wednesday, April 28, 2010

Have a global change project? Start by understanding remote offices

ZDNet, By Patrick Gray, TechRepublic on April 28, 2010

Successfully implementing global change projects, whether they involve a massive worldwide software package or "soft" changes like a new process or policy, involve a unique set of challenges.

Not only are you faced with the usual gauntlets of scope, timeline and budget, but unique additions like language, culture and the "headquarters dynamic" rear their heads, derailing the most well-intentioned efforts if they are ignored. The headquarters dynamic is one of the more interesting of these challenges and represents the relationship between corporate headquarters, which generally initiates a change project, and the field offices, which are usually on the receiving end of these efforts.

Sir, yes, sir!

Traditionally, most companies implementing large-scale global projects assume a command-and-control model, with headquarters marshaling resources, setting schedules and essentially dictating orders to field offices.

You don't need an advanced degree in international relations to imagine that this usually breeds discord and resentment; field offices see the initiative as yet another grand scheme cooked up in the "ivory towers" at headquarters, with little regard to local operating, legal and resource constraints.

At best, regional offices begrudgingly comply with headquarters' fiat and promptly look for the best way to modify, work around, or altogether disregard the results of the change effort.

The opposite model is to issue what amounts to "suggestions" to local operating entities and hope that they follow through. Like the hundreds of e-mails we each receive offering advice and mild threats if some new policy or procedure is not obeyed, most of these end up promptly filed in the nearest rubbish bin.

What is needed is a model that takes into account the unique assets of field offices and leverages the operational and administrative powers of the home office as an asset rather than an overbearing administrative headache.

Understanding the remote office

Using the headquarters dynamic as an asset rather than a liability requires some understanding of the conditions in the field office.

Most field offices have less staff than headquarters and are more tightly focused on core operational activities like sales, marketing, manufacturing and logistics. Since these offices are usually established as a beachhead in an attractive market, they are generally lean and mean and focused tightly on getting the maximum results with the minimum amount of resources. As such, creative ways of doing business are often developed, and models that could benefit the company as a whole may be lying about undiscovered.

Many remote offices take pride in the success they have achieved, without the additional perceived overhead that exists at headquarters. Key to leveraging the headquarters dynamic is to acknowledge the good work frequently done in the field and seek out any best practices that can be incorporated into a global model.

In addition, rather than trying to deploy a "one-size-fits-all" solution to every global problem, consider two or three "standard" processes that accommodate a wide variety of statutory requirements, volumes of business, and varying staff levels. Usually what works at headquarters or a major regional hub is vast overkill for a local office that works in dozens of transactions rather than thousands.

The obvious way to ensure regional voices are heard is to incorporate regional personnel on the planning and deployment teams. Not only will their thoughts and field experience prove invaluable, but seeing multinational faces rather than yet another team of "drones from HQ" on the next change project will instantly instill confidence and credibility that local concerns are being aired and accounted for.

Making a friend of HQ

Perhaps the best role of headquarters in a global project is to serve as a global clearinghouse of knowledge, people and dispute resolution. Most failed global projects are rooted in a poor understanding of the headquarters dynamic, usually with the home office underestimating the complexities of field operations or simply turning a blind eye to their requirements and attempting to implement an overly complex solution in the name of "global standardization".

When headquarters is seen as having an open ear and working to transparently resolve disputes that are bound to arise in the course of a global project, the field will eventually see headquarters as a trustworthy asset to the change effort, rather than a monolith bent on implementing ill-conceived projects that get in the way of local operational activities.

For more on the role headquarters should play in a successful global change project and other tips on global projects, please download the free white paper: "Conquering the World--Delivering Globally".

Patrick Gray is the founder and president of Prevoyance Group, and author of Breakthrough IT: Supercharging Organizational Value through Technology. Prevoyance Group provides strategic IT consulting services to Fortune 500 and 1000 companies.

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