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Jasmine的自留地 | Jasmine's Garden

先翻翻地,再撒下种子,种种花~~
种什么花?
当然是茉莉花了~~
lol~~
Giving advice at the right time has to involve a great deal of intelligence.

最近刚借来《默多克的新世纪》一书,
路上的间隙看看~~
Giving advice at the right time has to involve a great deal of intelligence.

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政治哲学,什么是正确的要做的事?
http://www.justiceharvard.org/


从斯嘉的blog里看到的,觉得还不错,有空可以看看~~
Giving advice at the right time has to involve a great deal of intelligence.

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BBS上的JM信箱登陆地址似乎有问题,正确的登录地址是这里:
sign in
Giving advice at the right time has to involve a great deal of intelligence.

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《秘密》the secret
http://www.tudou.com/programs/view/sRYn-bk8Lao/

关键词:意志力、正向能量、心想事成
Giving advice at the right time has to involve a great deal of intelligence.

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“你享受通过努力尝试去实现目标的过程”

本帖最后由 Jasmine 于 2010-11-9 00:38 编辑

很多时候,JM的工作从认领到完成需要很长的时间,认领工作的伙伴总会邮件说抱歉。我觉得,做公益就是量力而行,不影响正常的工作、学习和生活,才能享受其中的乐趣,才能长久。
今天正好看到此文,觉得很是契合所想~~如果今后的尝试证明我现在的想法错了,也做个见证~~

==========
当对方一再取消约会
作者:彼得•布雷格曼 发表于:2010-01-26
http://www.ebusinessreview.cn/c/ ... tId-26-id-5001.html

大多数工作都得反复多次才能成功,正因如此,我们才会熟能生巧。可问题在于我们总是放弃得太早,因为不管是什么事,反反复复做了多次之后都会变得索然无味。

不过,要是我们偏偏认准了这项任务,被它深深吸引,就会欲罢不能,乐在其中,这原因也许连我们自己都说不清,而且也没必要说清楚。

我就是这样学会倒立的。以前,我总觉得这对我来说完全是不可能的事。但后来,有人告诉我说,他也是在长大后才学会的。于是我想,我应该也能行。我花了整整6个月的时间,但我现在真的学会了倒立。

这件事让我相信有志者事竟成,只要你能满足三个条件就行:

1. 你希望实现目标

2. 你相信你能实现目标

3. 你享受通过努力尝试去实现目标的过程

我们常常认为,只要有前两个条件就够了,但实际上第三个条件才是最重要的。努力尝试是我们每天都要面对的现实,而尝试的过程与最终实现目标是截然不同的两件事。实际上,正好相反,尝试的过程就是目标无法实现的过程。

……
马尔科姆•格拉德威尔(Malcolm Gladwell)在其著作《异类》(Outliers)中对柏林音乐学院(Berlin Academy of Music)开展的一项研究进行了讨论。研究人员将小提琴专业的学生分成三类:明星、优秀演奏家,以及将成为教师而不是演奏家的人。结果,用来预测某个学生被归入哪一组的最准确依据,就是他们练琴的时间。

未来的教师花在练习上的时间共计4,000小时,优秀演奏家是8,000小时。而被分入明星组的学生呢?他们每个人都至少练习了10,000小时。

耐人寻味的是,凡是练习时间超过10,000小时的小提琴手,最终无一例外都成了明星。换句话说,你如果能练习10,000小时,就一定会成为小提琴明星。格拉德威尔认为这是一个神奇的数字,也就是说,不管你做什么,只要能坚持练上10,000个小时,都能取得登峰造极的成就。

所以,你最好能把这种努力尝试的过程当成一种享受,若非如此,你不可能为它付出10,000个小时。而如果你不能从中找到乐趣,也就无法长期坚持下去,最终实现目标。
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How to Change the World
A practical blog for impractical people.
http://blog.guykawasaki.com/

盖伊·川崎(Guy Kawasaki),他的演讲很有魅力。他的博客值得读的。。
Giving advice at the right time has to involve a great deal of intelligence.

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本帖最后由 Jasmine 于 2010-11-9 01:05 编辑

回复 8# Jasmine


今天搜索了下《异类》(Outliers)这本书,似乎挺不错的,且下载了电子版(英文)。
文件过大此处上传不了,有兴趣的email或者站短我索取吧~~

中文版在线:http://wenku.baidu.com/view/7a0eff24ccbff121dd3683ad.html
Giving advice at the right time has to involve a great deal of intelligence.

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“布道师”盖伊•川崎关于白手起家的“十诫”

布道师盖伊川崎关于白手起家的十诫



盖伊·川崎(Guy Kawasaki)最近出席了宾夕法尼亚大学的科技研讨会,期间他谈到了商业创新,并讲述了自己25余年的专业经验,他的行业背景被幽默的投资商和企业家戏称为我的坎坷经历。川崎出生在夏威夷,在获得斯坦福大学的心理学学位及加利福尼亚大学洛杉矶分校MBA学位之后,成为苹果电脑公司的第二位软件布道师,在1983年至1987年间,他从事的工作就是说服人们为苹果电脑开发软件。川崎回想起在苹果公司经历,称他的同事们是有着远大抱负的、积极主动的、而且毫无疑问,他们是加州有史以来最伟大的极端自我主义者,但是这个记录被后起之秀Google打破了。

离开苹果公司之后,川崎成为了一名作家、咨询师和风险投资者,同时还开了自己的公司。他的书著包括《麦金塔方式》(The Macintosh Way)、《策略革命家》(Rules for Revolutionaries)、《销售梦想》(Selling theDream),以及最近的《审视现实》(Reality Check)。现年54岁的川崎经常在自己的风险投资公司Garage Technology Ventures里评审创业公司的商业计划。公司的咨询范围包括物流外包乃至可再生能源等技术,但是他也坦承公司还未有重大突破性项目即自己的苹果公司或Google2008年,川崎推出了Alltop免费网站,该网站使用RSS Feeds技术来聚合数千家网站和博客的最新文章。他的博客如何改变世界How to Change theWorld)是访问最多的商业战略网站之一。

在宾夕法尼亚大学的大会上,他宣布技术高管硕士课程(EMTM)推出20周年,这个课程是由宾大技术工程系推出并由沃顿商学院协办的。他在题为创业的艺术的演讲中提出了如何为客户创造价值的十诫。在演讲过程中,他列举了不少妙趣横生却又发人深思的实例,从以前的冰块运送员到可以打开啤酒瓶盖的沙滩凉鞋。

以下是经过归纳的川崎十诫

1.要创造意义,而不只是赚钱。make meaning, notmoney作为风险投资者,川崎说道,我们跟许多公司打交道,他们经常说一些他们认为我们想知道的事,也就是赚钱。据我观察,以赚钱为主要目的的公司多数很难成功。他们吸引了错误的共同创始人和早期的员工。他提出,创业者应当关注的是,使产品与服务具有超出各部分总和的价值,这样自然就能赚钱。他提到了耐克公司在女式健身运动鞋方面的创新,改变了人们对于耐克用几片棉花、皮革和橡胶,在远东地区不太可靠的生产环境下制造鞋子的观点。耐克在有关女性如何被衡量和评价方面大做文章,最终将“2.5美元的原材料变成标志着效率、力量和解放的产品。耐克为运动鞋赋予了意义。伟大的公司创造意义。当然,苹果公司在推出MaciPhone等产品的时候也采用了此种方法。

2. 定下几字真言,而不是使命说明。枯燥乏味的企业使命:依赖领导力创新与团结合作,为客户和社会提供一流的产品与服务,除了对制订使命说明的咨询师有意义之外,这类企业使命毫无实际的指导意义,川崎说道。企业使命必须短小精悍,你要亲自定义你想提供给客户的意义。耐克:值得信赖的运动性能。联邦快递:省心省力。为了让企业内外的人都能理解,应当充分说明公司存在的理由,以及如何满足客户要求和需求。

3. 打破常规思维模式。面对具有相同思维模式的竞争对手,创新比胜人一筹更难。如果你有一家菊轮打印机公司,那么公司目标就不是推出另一种字号的Helvetica字体,而应当是推出激光打印机,他说道。这对于一些公司而言相对容易些。川崎指出,在没有冷藏技术的年代,制冰行业需要采冰人在冬季用马匹、雪橇和冰锯等工具去户外采集冰块。1900年,重达一千万磅的冰块就是这样运送的。进入冰块2.0”时代之后,工厂在任何地方都能制造冰块,然后由运冰员将冰块运送到各家公司和住户。最后就是冰块3.0”时代:家用冰箱年代。

但是,却没有一家采冰厂发展为制冰厂,也没有一家制冰厂转型为冰箱制造企业。因为多数企业主要根据经营内容来确定企业发展方向,他说道,而不是思考我们能为客户提供什么价值?真正的创新出现在打破常规思维模式的时候,而不是为了10%15%的利益而争得你死我活。

4. 产品设计遵循“DICEE”原则。“D”deep)代表有深度,川崎认为应当设计出不同寻常的产品功能。他喜爱的一个有深度的创意就是Fanning Reef凉鞋,这款凉鞋的鞋底置入了一个开瓶器。“I”intelligence)是指智能。比如松下公司设计的BF-104手电筒,鉴于人们家里总是有各种型号的多余电池,因此公司设计出可以适配三种不同规格的电池的手电筒。“C”complete)是指全面,即不只是产品,还包括技术支持与服务的全面。第一个“E”elegance)是指优雅:川崎认为产品的美观很重要。公司应当有CTOchief taste officers首席品位官,他说道。第二个“E”emotive)是指情感。卓越的产品往往带有强烈的情感要素:比如哈雷摩托、苹果麦金塔电脑。

5.别担心生产蹩脚货这并不是让你生产劣质产品,而是指在你的创新之中可以带有一些蹩脚的成分,川崎说道。Twitter有一连串的缺陷,但是它正在改变人们的习惯。第一台Mac有很多需要改良的地方,但是它宣告了个人电脑的未来发展方向,而且是指日可待的。

6. 让人们两极分化。想让所有人满意,最终只能让你生产出平庸的产品,川崎说道。在一些人看来,四四方方的Toyota Scion xB汽车看上去很丑,但是喜欢它的人却觉得它酷的不得了。TiVo在大受欢迎的同时,却使广告业为之抓狂。

7. 百花齐放。引用的是毛主席语录,川崎指出,你无法知道鲜花将在哪里出现,所以就让它们生长吧。创新成果会吸引到意想不到的客户。比如雅芳的Skin-so-Soft柔肤乳系列,这款产品变成了广受欢迎的驱蚊剂。他指出,原则一:收到钱。原则二:了解谁在购买你的产品,问他们为什么购买,并给他们更多的理由。这比去问那些对产品不感兴趣的人为什么不买,然后试图改变他们的想法要容易多了。

8. 不停地搅拌、搅拌。永远改进。听取客户的意见。这很难,川崎说道,因为创业者或企业家必须要经常无视反对者的意见,还有宣称不可能的那些蠢汉。等一切都完成之后,客户拿到了产品,接下来就要听取他们的反馈意见。产品交付之后,就要积极响应,川崎说道。

9. 给自己定位。川崎特别强调给自己定位。他用一个简单的X-Y图来演示,四个象限分别表示独特性价值的变量。产品或服务如能提供价值,就不必是独特的。戴尔公司就是靠此来占领电脑市场的。左下方的象限列入了20世纪90年代后期的许多互相效仿的dot.com公司,这些公司价值低、缺乏创意。而右上方的象限则是高价值且独特的产品和服务。其中包括网上电影票服务商Fandango和可以加快机场安检速度的Clear卡。右上角是市场营销的聚宝盆,他说道,这里就是意义的所在,既能赚到钱,也会创造历史。

10. 在向风险投资人演示商务方案时,遵循10-20-30准则。具体表现为,幻灯演示不超过10页,演示时间限于20分钟,演示材料选择30点的字号(内容要简洁)。演示商务方案的目的并不是带着支票回家,他说道,而是尽量不被剔除

川崎还为创业者提出了一个加分点以及一个自我检讨别让蠢汉得逞,他说道,还列举了一些反对科技者的陈词滥调,比如,IBM董事长托马斯·沃森(Thomas Watson)曾在1943年断言说,全球的计算机市场总共只有五个”(计算机历史学家质疑这条无确凿根据的发言的真实性),还有,西联汇款未意识到电话的用途。这些公司重点考虑的是他们已经做的事,而没有放眼下一步。无视他们,川崎说道。尽管如此,他承认自己也曾经当过一次蠢汉 20世纪90年代中期,他曾有机会接受雅虎首席执行官一职的面试,但他拒绝了。因为他当时认为网络只不过是装有电脑调制解调器的一样东西,门户网站更是没有太大的价值。我计算过,这个决定让我损失了20亿美元。




TenCommandments from Entrepreneurial 'Evangelist' Guy Kawasaki


When Guy Kawasaki talks about business innovation, as he did recently at aUniversity of Pennsylvania technology conference, he brings more than 25 yearsof major-league experience to the conversation -- a background that thegood-humored investor and entrepreneur calls "my checkered past."After getting a psychology degree at Stanford and an MBA at UCLA, theHawaii-born Kawasaki became the second software "evangelist" at AppleComputer, where his job from 1983 to 1987 was to convince people to createsoftware for the Macintosh. Kawasaki fondly recalls his colleagues at Apple asvisionary, driven and "arguably the greatest collection of egomaniacs inthe history of California -- though the record has subsequently been broken byGoogle."

After leaving Apple, Kawasaki started his own companies in addition tobecoming an author, consultant and venture capitalist. His books include TheMacintosh Way, Rules for Revolutionaries, Selling the Dream and,most recently, Reality Check. Now 54, Kawasaki listens to pitches fromstart-ups regularly at his venture capital firm, Garage Technology Ventures.Its portfolio includes technologies ranging from logistics outsourcing torenewable energy, though he admits the firm hasn't yet had its breakout hit --its own Apple or Google. In 2008, Kawasaki launched Alltop, a free Web sitethat uses RSS feeds to aggregate, by topic, the latest stories from thousandsof web sites and blogs. His blog, "How to Change the World," is among the most visited business strategy sites.

At Penn, he spoke at a conference marking the 20th anniversary of theExecutive Master's in Technology Management (EMTM) program, offered by PennEngineering and co-sponsored by Wharton. His talk, titled "The Art ofInnovation," amounted to a 10-point manifesto on how to make something ofvalue for customers. Along the way, he invoked funny and revealing examplesthat included everything from obsolete ice-delivery men to beach sandals thatopen beer bottles.

The following is a summary of Kawasaki's "Ten Commandments":


1. Make meaning, not money. "As venturecapitalists," Kawasaki said, "we deal with many companies, and oftenthey come in [saying what] they think we want to hear: that they want to makemoney. It's been my observation that most companies founded on this concept ofmaking money pretty much fail. They attract the wrong kind of co-founders andearly employees." Rather, he says, entrepreneurs should focus on makingtheir product or service mean something beyond the sum of its components -- andthe money may very well follow. He noted how Nike made its aerobic sneakers forwomen into more than just "two pieces of cotton, leather and rubber,manufactured under somewhat suspect conditions in the Far East." Withsmart advertising about how women traditionally have been measured and judged,Nike "turned $2.50 of raw materials into something that stands forefficacy and power and liberation. They are making meaning with shoes. Great companiesmake meaning." Certainly, Apple has done that with the Mac, iPhone andother devices.


2. Make a mantra, not a mission statement. Bland, generic company mission statements -- about "deliveringsuperior-quality products and services for our customers and communitiesthrough leadership innovation and partnerships" -- serve no one but theconsultant brought in to develop them, Kawasaki said. Instead, keep it shortand define yourself by what you want to mean to consumers. Nike stands for"authentic athletic performance." FedEx is about "peace ofmind." To get everyone internally and externally on the same page, explainwhy your organization exists and how it meets customers' needs and desires.


3. Jump curves. Innovating isharder than just staying a little bit ahead of competitors on the same curve."If you're a daisy-wheel printer company, the goal is not to introduceHelvetica in another point size. The goal is to jump to laser printer," hesaid. That's easier in some businesses than others. Kawasaki noted how in thedays before refrigeration, the ice industry consisted of ice harvesters in coldclimates using horses, sleighs and saws to collect ice outdoors during wintermonths. Ten million pounds of ice were shipped in 1900 that way, he said. Thencame "Ice 2.0" -- factories that could freeze ice anywhere and an iceman who would deliver it to establishments and homes. Finally came "Ice3.0": home refrigerators.

Of course, none of the ice harvesters got into the ice factory business,and none of the factories got into the refrigerator business. That's because"most organizations define themselves in terms of what they do," hesaid, "instead of thinking 'what benefit do we provide the customer?' Trueinnovation comes when you jump curves, not when you duke it out for 10% or 15%better."


4. In product design, "roll the DICEE." That's an acronym. "D" is for deep, which to Kawasaki meansthinking about features that go beyond the norm. One of his favorite"deep" ideas: Fanning Reef sandals, which have a bottle opener builtinto the sole. "I" is for intelligence, as seen in the design ofPanasonic's BF-104 flashlight, which uses batteries of three different sizes toaccommodate the random mix of extra batteries many people have around thehouse. "C" is for complete -- or being not just a product, butincluding support and service. The first "E" is for elegance: Beautymatters, according to Kawasaki. "Companies should have CTOs -- chief tasteofficers," he said. The second "E" is for emotive. "Greatproducts generate strong emotions: Think Harley Davidson, Macintosh."


5. Don't worry, be "crappy." This doesn't mean ship a bad product, but "your innovation can haveelements of crappiness to it," Kawasaki said. Twitter has a litany offlaws, but it is changing people's habits. The first Mac had plenty of room forimprovement, but it made a statement about the future of personal computing,and it did not need to wait.


6. Polarize people. Try to be allthings to all people and you often ship mediocrity, Kawasaki said. The boxyToyota Scion xB looks ugly to some people but very cool to its devotees. TiVobecame popular while maddening the advertising industry.


7. Let 100 flowers blossom. Borrowing fromChairman Mao, Kawasaki said you never know where the flowers will emerge, solet them grow. Innovations may attract unexpected and unintended customers.Think of Avon Products' Skin-so-Soft cream, which became popular as a mosquitorepellent. Rule one, he said, is "take the money. Rule two: Learn who'sbuying your product, ask them why and give them more reasons. That's a loteasier than asking people who aren't interested 'why not,' and trying to changetheir minds."


8. Churn, baby, churn. Always improve.Listen to customers for ideas. That's difficult, Kawasaki said, because aninnovator or entrepreneur must often ignore the advice of naysayers and"bozos" who say it can't be done. Once it is done, and the productreaches the hands of customers, it's time to start listening to their feedback."Once you ship, then you flip," Kawasaki said.


9. Niche yourself. Find your place,Kawasaki urged. He showed a simple X-Y graph, with the usual four quadrantsmapping the variables "Uniqueness" and "Value." A productor service does not need to be unique if it delivers value. That, he said, ishow Dell won market share selling computers. In the lower left quadrant of hisX-Y graph he placed many of the me-too dot.com companies of the late 1990s thatwere low value and uninspired. But in the upper-right quadrant were high value,unique products and services. They included the online movie-ticketing serviceFandango and the Clear card that can speed passage through airport security."The upper-right-hand corner is the holy grail of marketing," hesaid. "It's where meaning is made, it's where money is made, it's wherehistory is made."


10. Follow the 10-20-30 rule when pitching toventure capitalists. That means no more than 10 PowerPoint slides, a limit of20 minutes for the pitch, and using a 30-point font size in the presentation(to keep it simple). The goal of such pitches isn't to walk home with a check,he said, it's to "not be eliminated" from consideration.

Kawasaki added one bonus point for innovators -- and a mea culpa."Don't let the bozos get you down," he said, trotting out somewell-worn statements from technology naysayers, such as IBM chairman ThomasWatson's assertion in 1943 that the total worldwide market for computers was"maybe five" (computer historians question the authenticity of theunsubstantiated quote), and Western Union's inability to see a use for thetelephone. These companies were trapped by thinking about what they alreadydid, rather than what could be done next. Ignore them, Kawasaki said.Nevertheless, he admitted he was a "bozo" himself once. In themid-1990s, he was offered a chance to interview for the CEO position at Yahoo.He declined. He saw the web as just another thing to do with a computer modem,and a web index as having limited value. "By my calculation, this decisioncost me $2 billion."

Giving advice at the right time has to involve a great deal of intelligence.

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ECorner: 4 Silicon Valley Leaders on Hiring

4 Silicon Valley Leaders on Hiring

Hiring is not just adding headcount; it's building the culture to drive your company forward. Learn the keys to hiring from these Silicon Valley leaders.


Video: Hire Great People

http://ecorner.stanford.edu/authorMaterialInfo.html;jsessionid=C823D0A4BA6538083528EF2E4DF333D1?mid=682
David Kelley, IDEO - 4 min. 23 sec.
IDEO Founder David Kelley suggests avoiding conventional approaches to hiring employees and building teams. In this clip, Kelley offers a few suggestions: 1) Hire individuals or non-confomists to stimulate the organization, 2) Hire a diverse range of experts and generalists from different fields, and 3) Form "hot groups" of 8-12 people for maximum impact. Kelley also encourages building close ties to universities to source potential staff. To Kelley, an ideal hire interacts well with established staff and demonstrates an "attitude of wisdom" that strikes a balance between the ability to promote ideas and the ability to consider feedback.

Video: Hiring the Right People
http://ecorner.stanford.edu/authorMaterialInfo.html;jsessionid=F57BA19AABE26584D4505B6F6881AAE5?mid=1501
Mark Zuckerberg, Facebook - 1 min. 57 sec.
Facebook Founder Mark Zuckerberg reveals the individual skills and the balance of experience he looks for when recruiting college graduates, while still building and moving his company forward.

Video: Work with Smart People
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1526
Marissa Mayer, Google - 2 min. 53 sec.
Challenge yourself against better players and you'll become star of the team.  Google's Vice President of Location and Local Services, Marissa Mayer, reflects on her personal experience working with some of the finest talent in high-tech, and points out that working with the best empowers each player to excel.

Video: Employee Selection Affects Culture
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1128
Jensen Huang, NVIDIA - 3 min. 24 sec.
NVIDIA Founder Jensen Huang emphasizes hiring employees is a company choice. With highly skilled engineers everywhere, the choice of who to hire can come down to the personalities and motivations of the candidates. Each employee will become part of a larger team and must mesh with company culture.

Entrepreneurship Corner, a project of Stanford Technology Ventures Program at Stanford University, is a collection of recordings from hundreds of Silicon Valley's most practiced entrepreneurs and thought leaders. The collection offers over 1,800 videos and podcasts, freely available to the public.
Giving advice at the right time has to involve a great deal of intelligence.

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