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)

Friday, June 25, 2010

Why Can't My CIO Be More Like Me?

Bloomberg, By Susan Cramm - Jun 24, 2010

Every profession has its stereotype. Operations guys are risk adverse. Marketing types are emotional. 

Finance wonks are narrow-minded. CIOs are interpersonally awkward and out of step with the business.

Stereotypes persist because, at some level, they contain some truth. People gravitate to professions that fit their motivators and abilities. Operations guys are disciplined. Marketing types are creative. Finance wonks are detailed oriented. CIOs are systems thinkers who are fascinated by how things work.

Our differences are important and define our unique contributions. But differences are also inconvenient. And many companies are incapable of effectively managing the differences and try instead to manage out the differences.

In the last 15 years, companies have wanted CIOs to act less like CIOs and more like general business leaders. Problem is, when you try to have it all, sometimes you don't get what you really need. In thinking about what you need out of your CIO, consider the following:

The CIO job is really, really hard. Imagine trying to deliver complex products and services to technically unsophisticated and, for the most part, patently uninterested business "partners." Factor in the difficulty of ensuring security and operational stability while delivering new capabilities. Consider the difficulty of doing so while incorporating disruptive technologies and constraining funding. And do all of the above while convincing your internal team to stay focused and motivated. The CIO job is hard and it makes many good CIOs look bad.

CIOs, in their heart and soul, should love technology. You need a CIO who knows how can technology can be applied, what technology is ready for prime time, and how to make sure that it works, rather than hurts, the business. Consider AT&T's iPhone incident. The company's technical infrastructure failed to process orders and keep information secure. There are myriad possible root causes — forecasting, financing, staffing, and technical. If options were considered, risks assessed, and decisions were made that ended up being wrong, that's understandable. But if any of the executives in charge (sales, finance, operations, and IT) didn't know what they didn't know, that's inexcusable.

Great CIOs are technologists who have mastered the art of leadership. They are leaders who possess technical acumen, but also understand how to improve and grow the business, influence others, deliver results, and drive strategic change. Unfortunately, most leaders, and CIOs, are good, but not great. Research shows that only 10% of leaders possess strong capabilities across the five critical attributes: character, interpersonal skills, professional acumen, results orientation and strategy change.

If you're lucky, you'll have a great CIO. More likely, you'll have a good one. Generalists don't make good CIOs. If your company spends a lot on IT or is interested in doing something remotely interesting with technology, don't trade off technical skills for general leadership skills. It's okay that the CEO of BP isn't a drilling expert, but let's hope (for BP's sake and ours) that he has one sitting in his staff meetings. As long as your CIO is technically savvy and able to deliver results in a high integrity manner, cut her some slack and lend her a hand. Help her define how technology can drive your business. Partner with her to sell in a strategic initiative. Coach her on how to present the IT spend in a way that woos the CFO. Take the lead on driving strategic business change.

It's our differences that make us special and underlie our unique contribution. Since your CIO will never be like you, or you like him, it's much more productive to focus on perfecting the relationship and forgo trying to perfect the person.

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