Posts Tagged ‘Business Leadership’

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Google Drive Wants a Piece of the File Sharing and Storage Pie – But It Might Not Taste So Sweet for Businesses

May 1, 2012

This week Google announced its newest offering, Google Drive. The launch of Google Drive, a cloud-based file storage and synchronization tool, places Google’s hat in the ring with other file sharing services. In response, Vice President of Sales and Client Services at FilesAnywhere, Shayne Mehringer, gave this statement:

“Google is king when it comes to Internet searching, and websites around the world count on them for outstanding targeted advertising abilities. However, this doesn’t necessarily make them right for the business and consumer file storage market. Oversaturation in the online storage and collaboration market is actually a good thing for us. Smart, professional consumers and corporations will now be forced to do their homework. Source 

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8 Core Beliefs of Extraordinary Bosses

April 26, 2012

1. Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.

Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers … and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and “steering the ship.”

Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control.

Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says” mentality.

Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.

Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear.

Average bosses see fear–of getting fired, of ridicule, of loss of privilege–as a crucial way to motivate people.  As a result, employees and managers alike become paralyzed and unable to make risky decisions.

Extraordinary bosses inspire people to see a better future and how they’ll be a part of it.  As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and (of course) know they’ll share in the rewards.

6. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change … until it’s too late.

Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

Source

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Top 10 managed file transfer considerations

April 11, 2012

 1. Platform Openness – To reduce the points of connection to sensitive data and reduce the risk of exposure to those without a need-to-know the MFT solution should be installed on the server operating system where the sensitive data and applications reside. If your corporate data mostly resides on the IBM X, then it would make sense to get a MFT solution that runs on the IBM X.

2. Authorization Controls – To meet many compliance regulations, the MFT solution must provide role based access to limit user access to certain servers or MFT functions based on user credentials.

 3. Secure FTP – Plain FTP is not secure. The MFT solution must support both SFTP (FTP over SSH) and FTPS (FTP over SSL) protocols for secure FTP transfers.

 4. Encryption Standards – At minimum, the solution should support the industry standard encryption standards: AES, Open PGP, AS2, SSH, SSL, TLS and S/MIME.

5. Database Integration – The MFT should readily connect to DB2, SQL Server, Oracle, MySQL and other popular database servers for extracting and inserting data.

6. Data Transformation – Is the ability to translate data between popular data formats including XML, CSV, Excel and fixed-width text formats.

7. Data Compression – Compresses and packages data using popular standards such as ZIP, GZIP and TAR to reduce transmission times.

8. Application Integration – The MFT should provide commands and APIs for interfacing with your applications.

 9. Scheduling – Allows transfers and other MFT functions to be scheduled for future dates and times.

10. Key Management – Does the MFT include management tools for creating, importing and exporting keys and certificates?

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Simon Sinek: How great leaders inspire action: TED TALKS: documentary,lecture,talk

April 2, 2012
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The 9 Faces of Leadership

April 1, 2012

According to FedEx, its best leaders share nine personal attributes – which the company defines with remarkable specificity. FedEx also has a system for rating aspiring leaders on whether they possess these attributes. How do you rate? Judge yourself against these edited descriptions of the nine faces of leadership at FedEx.

Charisma

Instills faith, respect, and trust. Has a special gift of seeing what others need to consider. Conveys a strong sense of mission.

Individual consideration

Coaches, advises, and teaches people who need it. Actively listens and gives indications of listening. Gives newcomers a lot of help.

Intellectual stimulation

Gets others to use reasoning and evidence, rather than unsupported opinion. Enables others to think about old problems in new ways. Communicates in a way that forces others to rethink ideas that they had never questioned before.

Courage

Willing to stand up for ideas even if they are unpopular. Does not give in to pressure or to others’ opinions in order to avoid confrontation. Will do what’s right for the company and for employees even if it causes personal hardship.

Dependability

Follows through and keeps commitments. Takes responsibility for actions and accepts responsibility for mistakes. Works well independently of the boss.

Flexibility

Functions effectively in changing environments. When a lot of issues hit at once, handles more than one problem at a time. Changes course when the situation warrants it.

Integrity

Does what is morally and ethically right. Does not abuse management privileges. Is a consistent role model.

Judgment

Reaches sound and objective evaluations of alternative courses of action through logic, analysis, and comparison. Puts facts together rationally and realistically. Uses past experience and information to bring perspective to present decisions.

Respect for others

Honors and does not belittle the opinions or work of other people, regardless of their status or position.

Source

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Biometric market set to grow to $14.685 billion by 2019.

March 26, 2012

Frost & Sullivan has carried out a new assessment of the global biometrics market that predicts 2010 revenues of $4.49 billion will increase to $14.685 billion by 2019. Universal adoption of biometric passports will be the driving force in this growth as so-called eGates are implemented at borders around the world. Portable devices used by the police and the military will also become increasingly common in the fight against crime and terrorism, according to the report. Frost & Sullivan also suggests that biometrics will be almost universally adopted in the identification of citizens through IDs, driver’s licenses and healthcards complete with biometric capabilities. Research analyst Krzysztof Rutkowski explained: “The civil and military biometric market will be highly influenced by the universal adoption of biometric passports. This will pave the way for the adoption of other measures, such as eGates, that will enhance the biometric possession experience.”

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Reading Over Your Shoulder: Social Readers and Privacy Law

March 19, 2012

Margot Kaminski has an article in Wake Forest Law Review. Online that begins:

My friends, who are generally well educated and intelligent, read a lot of garbage. I know this because since September 2011, their taste in news about Justin Bieber, Snooki, and the Kardashians has been shared with me through “social readers” on Facebook.[1] Social readers instantaneously list what you are reading on another website, without asking for your approval before disclosing each individual article you read. They are an example of what Facebook calls “frictionless sharing,” where Facebook users ostensibly influence each other’s behavior by making their consumption of content on other websites instantly visible to their friends.[2] Many people do not think twice about using these applications, and numerous publications have made them available, including the Washington Post, Wall Street Journal, and Guardian.[3]

Footnotes

  1. See, e.g., Ian Paul, Wall Street Journal Social on Facebook: A First Look, Today @PCWorld Blog (Sep. 20, 2011, 7:02 AM), http://www.pcworld.com/article/240274/wall_street_journal_social_on_facebook
    _a_first_look.html.
  2. Jason Gilbert, Facebook Frictionless App Frenzy Will Make Your Life More Open, Huffington Post (Jan. 18, 2012), http://www.huffingtonpost.com
    /2012/01/18/facebook‑actions‑arrive‑major‑changes_n_1213183.html.
  3. See The Washington Post Social Reader, Wash. Post, http://www.washingtonpost.com/socialreader (last visited Feb. 26, 2012); Press Release, The Guardian, Guardian Announces New App on Facebook to Make News More Social (Sept, 23, 2011), available at http://www.guardian.co.uk/gnm
    -press-office/guardian-launches-facebook-app; Paul, supra note 1.