Wednesday, October 31, 2012

Neither heat nor gloom ... Afghan post office delivers

As the Afghan government struggles to develop, the post office has quietly managed to become one of the nation's most efficient institutions - and with extremely limited international assistance.

By Tom A. Peter,?Correspondent / October 30, 2012

Postal worker Abdul Hanan sells stamps at a post office in Kabul, Afghanistan.

Tom A. Peter

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Ten years ago, the Afghan postal service lay in near total ruin, undone by the nation's civil war. Sending a letter usually meant having to find someone traveling in the direction of the recipient willing to carry a note and hoping for the best.

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Then, about four years ago, Ahmad Sher, a Jalalabad shopkeeper, noticed his city had a post office. On a whim, Mr. Sher, who loves listening to the radio, decided to send letters to several talk radio programs using the Afghan government postal service.

Like most Afghan 20-somethings who have grown up only knowing broken government institutions like the post office, he wasn't surprised at his friends' skepticism when he told them he planned to send the letters. "My friends made fun of me and said my letters wouldn't be read on the radio for a year," Sher says.

Sher and his friends were surprised, however, when the letters started making it through ? regularly and in less than a week.

During the past 11 years, the United States has spent more than $60 billion on Afghan development to improve a government that still openly deals in corruption and often struggles to offer basic services to many of its citizens. Yet as the government struggles to develop despite an excess of foreign aid, the post office has quietly managed to become one of the most efficient national institutions ? and with extremely limited international assistance.

"We saw a huge amount of money was spent on the Defense Min?istry, Interior Ministry, and the national intelligence service. Their job is to provide security for people, but 10 years later the security is getting worse, and people are still concerned about their safety," says Fouzia Roufi, a member of the Afghan parliament's telecommunication commission. "The Afghan postal service is a promising administration. Whenever we talk to people, they are happy about the services they provide."

"Friendly customer service" is not a phrase often heard in reference to government projects in Afghanistan, but, sure enough, post office workers in Kabul even go so far as to lick stamps for patrons.

"If employees are committed to providing services for people, I think that even with empty pockets they can do something," says Mohammad Naseem Rahimi, acting head of the Afghan postal service, adding that he thinks the postal service's attitude could be a model for other government offices.

Unlike other government offices that employ full-time foreign advisers, who are paid healthy six-figure salaries, the Afghan postal service has only occasionally hired temporary foreign advisers to help revise its postal code.

The US Agency for International Development and the International Security Assistance Force contributed delivery trucks, China provided 100 mail-delivery bicycles, and Iran sent postal bags. International postal organizations have also provided some equipment. Otherwise, the organization has had to be largely self-sufficient compared with other development projects.

"The postal service doesn't need a big investment. With just a little bit of money you can provide people with a postal service," Mr. Rahimi says.

Afghanistan first established a postal service in 1878. Fifty years after its inception, it received international recognition. On the eve of the Soviet invasion it had grown into one of the stronger regional postal services, able to send and receive letters from anywhere in the world in a timely manner.

Since the civil war, the postal service has reinvented itself with offices in all 34 provinces, and, Rahimi says, it is close to having offices in all 364 districts.

Though street addresses are a foreign concept in Afghanistan, the postal service manages to do house deliveries ? even if a postman might sometimes have to ask around to find the correct house.

Sher says he now uses the postal service regularly.

He's even received calendars and other promotional items in the mail from a Chinese radio station, he says, delivered to his shop for about the cost of a piece of bread.

Source: http://rss.csmonitor.com/~r/feeds/csm/~3/kDvtUdg6YPs/Neither-heat-nor-gloom-Afghan-post-office-delivers

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Project Manager / Business Change Manager ? Red Inc Job Postings

Project Manager / Business Change Manager

10+ month contract

Providence, RI

Job Purpose:

To manage the successful transition of business change arising from a new Compliance Client Operating Model and revised Compliance Program, to implementation in operational areas.?
Secure the delivery of the project outcomes and benefits. Lead change management activity across into the business and manage the activities of change teams in delivering the project.

?Key Roles & Responsibilities

?Project Management:

  • Analysis and development of Compliance processes, procedures and documentation
  • Development and management of project plans
  • Support communication and reporting of progress
  • Provide support for management of project resources, tasks, deliverables, costs and key dependencies
  • Review and support of change requests
  • Document and monitor risks and issues
  • Support development of all project artifacts, and central repository
  • Manage project support resources (2 Business Analysts)

Business Management & Planning: Create, implement, and delivery of operational plans aligned with the business plans and targets. Contribute ideas, innovations and insights based on operational and customer needs to the overall business plan, to ensure the right objectives and focus is set in that plan. Understands business problems and opportunities in the context of the requirements and recommends solutions that enable the organization to achieve its goals.

Stakeholder Management: Develop and maintain effective working relationships with peer-level stakeholders across the business so that these contribute both to the effective operation of the business unit as well as the development of the unit business plan. Communicate with Senior Managers to

keep them up to date with progress, issues and developments.

Strategy and Planning
- Lead the analyzing, documenting, and improvement of workflows, processes, and standards.
- Lead and facilitate meetings and follow up with resulting action items.
- Lead the definition of project scope, goals and deliverables that support business goals in collaboration with management and stakeholders.

Skills and Competencies

Qualifications:?

Process Improvement

5 yrs

Experience with process improvement concepts, techniques and models.

Project Management

5 yrs

Project management in business process improvement. Experienced in implementation of regulatory/compliance programs in Financial Services Industry. ?Strong leadership and influencing skills.

Financial Services

4 ? 6

Worked within the financial service industry or related industry, function include but are not limited to Compliance and Regulatory Risk.

General Comments:

The ideal candidate will be experienced in implementation of regulatory/compliance programs in Financial Services Industry and experienced in Change management and process improvement.

?
I can be reached at 1-800-617-6172. If you prefer to contact me via email my address is mkischko@tcml.com. You can?also visit our website, www.tcml.com. It will?help you learn more about us. If you are not qualified for this position, please accept my?apologies. However, if you know someone who is qualified and would be interested in this position, please pass this message along; I would be very grateful for the referral. I look forward to speaking with you soon.

Sincerely,
?

Mark Kischko

The Computer Merchant, Ltd. (TCM)

95 Longwater Circle

Norwell, MA 02061
Office: 800-617-6172 ext 4325

www.tcml.com

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Source: http://redinccareerhelp.wordpress.com/2012/10/31/project-manager-business-change-manager/

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Friday, October 26, 2012

BAM! SL Green signs 103000 s/f in new leases - Real Estate Weekly

SL Green Realty Corp. ?announced today that Robert Half International, Inc. has signed a new 38,026 square foot, 11 year, lease at 125 Park Avenue, covering the entire fourth and part of the third floors.

Robert Half International, the world?s largest specialized staffing firm, is a recognized leader in professional consulting and staffing services.

125 Park Avenue, ?located directly across 42nd Street from New York City?s Grand Central Terminal, is a classically ornate, fully modernized 654,852 s/f ?office building.

?This lease, together with a recently signed new lease with Emerge212 covering 30,679 s/f, improves leasing to ?83.6%? said Steven Durels, SL Green?s Director of Leasing and Real Property, adding ?these two transactions covering a total of 68,705 square feet at 125 Park Avenue were both signed within the past 30 days.?

3 COLUMBUS CIRCLE

The company also announced today that WPP?s Young & Rubicam, Inc. (Y&R) has signed a lease for an additional 34,634 square feet at 3 Columbus Circle, a 26-story, 768,565 square foot property. The new 20-year lease covering the entire 11th floor is co-terminus with Y&R?s existing lease and increases its total commitment at 3 Columbus Circle to 373,766 square feet on 11 full floors.

?We are delighted to assist in Y&R?s rapid space expansion,? said ?Durels, who added ?after recently completing a comprehensive redevelopment and repositioning of 3 Columbus Circle, we?re pleased that the office portion of the building is now at 73.6% leased as compared to an office occupancy of 17.2% at the time that SL Green took control of the building and commenced our repositioning plan in 2011.?

For the lease transaction with Robert Half International at 125 Park Avenue, Hal Stein and Neil Goldmacher of Newmark Grubb Knight Frank represented the tenant and SL Green was represented by Brian Waterman, David Falk, Daniel Levine, Peter Shimkin and Jonathan Tootell of Newmark Grubb Knight Frank.

CBRE?s Mary Ann Tighe and Gregory Tosko represented Y&R at 3 Columbus Circle, while Newmark Knight Frank?s Brian Waterman, Scott Klau and James Kuhn acted on behalf of SL Green.

?

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Source: http://www.rew-online.com/2012/10/25/bam-sl-green-signs-103000-sf-in-new-leases/

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Thursday, October 25, 2012

NY Times public editor calls into question incoming CEO Thompson

NEW YORK (Reuters) - The New York Times public editor has questioned whether the newspaper's incoming chief executive, the former BBC head Mark Thompson, is fit to serve as the company's top official as a scandal shakes Britain's most prestigious broadcaster.

One Wall Street analyst called for the New York Times Co to delay Thompson taking over the company, adding more pressure on executives to address the matter on the company's earnings conference call on Thursday.

The BBC has been damaged by the scandal involving one of its most famous entertainers, the late Jimmy Savile, who is accused of sexually abusing hundreds of women and girls over the course of six decades. Savile, the eccentric host of the "Top of the Pops" music show, died last year at the age of 84.

Thompson held the top job as director general at the BBC from 2004 until September and also held the title of editor-in-chief, according to a description of the Director General's duties on the BBC website.

"How likely is it that (Thompson) knew nothing?" New York Times public editor Margaret Sullivan wrote in a blog post on Tuesday.

"His integrity and decision-making are bound to affect The Times and its journalism -- profoundly. It's worth considering now whether he is the right person for the job, given this turn of events."

A New York Times spokesman declined to comment.

No evidence has emerged in police and parliamentary investigations that shows Thompson knew about the decision to pull the Newsnight program or about Savile's alleged behaviour.

Thompson did not respond immediately to an email seeking comment about the public editor's column.

The allegations enveloping the British broadcaster hinge partly on the BBC's decision last year to shelve a show at its flagship "Newsnight" program investigating Savile. Rival broadcaster ITV aired a bombshell report this month about Savile and the claims against him, which were rumoured for years.

Last week, Thompson said in a statement, "I was not notified or briefed about the Newsnight investigation, nor was I involved in any way in the decision not to complete and air the investigation.

In her post, Sullivan commended the paper for "reporting this story regularly".

As public editor and a representative of readers, Sullivan writes about issues affecting the newspaper independent from News York Times management, including chairman and publisher Arthur Sulzberger Jr. and executive editor Jill Abramson.

Since stepping into the role in September, she has already made waves including a post that criticized the paper's decision not to publish on the front page a story about a congressional hearing into attacks on a U.S. consulate in Benghazi, Libya, last month in which four Americans were killed.

A representative from Sullivan's office said she declined to comment further on her blog about Thompson. An email sent to Sulzberger seeking comment was not returned immediately.

Sullivan's post on Thompson follows New York Times former executive editor Bill Keller, who wrote a column last week drawing a parallel between Savile and Penn State football coach Jerry Sandusky, who was recently sentenced to what amounts to life imprisonment for molesting children.

The New York Times tapped Thompson in August as CEO -- a role that had been vacant eight months after the company ousted its former CEO Janet Robinson last year.

Thompson is expected to start with the Times on November 12.

The unfolding Savile scandal has also caught the attention of some analysts in the United States.

"The New York Times should delay (Thompson's) start date until there is more clarity," said Doug Arthur, an analyst with Evercore Partners who follows the New York Times.

"It seems to me he will have to attend a hearing in the UK parliament. That is going to be a distraction. It's unfortunate. It's an unexpected complication."

In a hearing with British lawmakers on Tuesday, BBC Director General George Entwistle denied that the BBC helped cover up allegations that Savile preyed on women.

Thompson said the Newsnight investigation was mentioned to him by a journalist at a party last year, but he was later told it was not going ahead for journalistic reasons.

"I was never formally notified about the Newsnight investigation and was not briefed about the allegations they were examining and to what extent, if at all, those allegations related to Savile's work at the BBC," he said in a letter to a British lawmaker on Tuesday.

Thompson added he would be happy to appear in front of the parliamentary committee or any other inquiry in future.

Newsnight's editor, Peter Rippon, stepped aside on Monday after the BBC said his explanation for shelving the story had been "inaccurate or incomplete.

(Reporting By Jennifer Saba; Editing by Edward Tobin, Paul Tait and Jean Yoon)

Source: http://news.yahoo.com/ny-times-public-editor-calls-incoming-ceo-thompson-055245548--finance.html

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In presidential debate, President Obama is no dove, and Mitt Romney is no hawk (+video)

President Obama told Mitt Romney in last night's presidential debate: 'You say you would do the same things we did, but you would just say them louder.' Commentators draw sharp distinctions between the two men, but?their foreign policy similarities are more striking than the differences.

By Michael Fullilove / October 23, 2012

Mitt Romney and President Obama shake hands after the third presidential debate at Lynn University, Oct. 22, in Boca Raton, Fla. Op-ed contributor Michael Fullilove writes: 'Obama is not as left-wing and dovish as many believe, and Romney is not as right-wing and hawkish as he would have us believe....Americans have a foreign policy choice to make in November. But the world is not at a crossroads because of it.'

Win McNamee/AP

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President Obama landed a lot of punches in the presidential debate on foreign policy with Mitt Romney in Boca Raton, Fla. He was sharp, aggressive, and generally presidential, attacking Mr. Romney in almost every answer. His boast about his ?strong and steady leadership? as opposed to Romney?s ?wrong and reckless leadership? was telling. The president mocked his Republican opponent?s understanding of defense policy, explaining that the Pentagon?s horses-and-bayonets budget has fallen over time.

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'; } else if (google_ads.length > 1) { ad_unit += ''; } } document.getElementById("ad_unit").innerHTML += ad_unit; google_adnum += google_ads.length; return; } var google_adnum = 0; google_ad_client = "pub-6743622525202572"; google_ad_output = 'js'; google_max_num_ads = '1'; google_feedback = "on"; google_ad_type = "text"; google_adtest = "on"; google_image_size = '230x105'; google_skip = '0'; // --> COMMENTARY: Harvard Kennedy School professor and former diplomat Nicholas Burns discusses US foreign policy in the Middle East as part of the American Conversation Essentials series.

Mr. Obama?s truest line of the night, however, was when he said to Romney: ?You say you would do the same things we did, but you would just say them louder...??Many media commentators have drawn sharp distinctions between the two candidates on international issues. Global perceptions of the two men are also noticeably different: Most of the Western world wants Obama to win.

In truth, however, the foreign-policy similarities between the two men are more striking than the differences. Obama is not as left-wing and dovish as many believe, and Romney is not as right-wing and hawkish as he would have us believe.

Obama has governed as a cautious realist, focused principally on America?s national interests. Obama?s speeches are about hope and change, but his foreign policy is about reasonableness and balance. He has also demonstrated a clear willingness to use force, sometimes unilaterally, to protect US security and interests.

It is harder to make judgments about Romney?s foreign policies. His few interventions on the topic have not been impressive. If we believe his rhetoric, then should he be elected, the foreign policy right-wing is back in business. Romney has criticized Obama for being a serial apologizer, promised a more muscular approach toward America?s adversaries, and vowed to usher in a new American Century.

But Romney?s heart doesn?t seem to be in it. His character and experiences indicate that he would more likely be a careful, analytical foreign policy-maker, who bases his decisions on expert advice and facts rather than intuition.

Like Obama, Romney is a cautious, data-driven figure. He thinks with his head, not his gut. His proclivity for PowerPoint, like Obama?s penchant for the TelePrompter, speaks to a desire for order and control.

There are many examples of foreign-policy convergence between the candidates. For example, Obama seems to no longer believe that coalition forces should (or even can) bring stability to Afghanistan. And he plans to withdraw nearly all troops by the end of 2014. Romney is more hawkish in tone, but the substance of his policy on Afghanistan is hardly different, and he has had his own timetable for withdrawal (though he now stands behind 2014), even if it contains more caveats.

In Asia, Obama seeks to cooperate with Beijing, but he also intends to renew America?s presence in the region and maintain a balance of forces at a time when there is significant uncertainty about China?s future behavior.

Romney?s rhetoric on China has been several notches tougher, but he has focused largely on economic matters. It is hard to imagine him buying into a "clash of civilizations" with China, or muscling up to Beijing in a provocative manner. A continuation of the Obama approach seems more likely. Indeed, in Boca Raton it was Romney who was the panda-hugger, rejecting Obama?s characterization of China as an ?adversary.?

Source: http://rss.csmonitor.com/~r/feeds/commentary/~3/4X3aQfRPRNs/In-presidential-debate-President-Obama-is-no-dove-and-Mitt-Romney-is-no-hawk-video

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Innovation Excellence | Data Science for Business Leaders

Data Science for Business LeadersEarlier this year I participated in a 5-day?Data Science and Big Data Analytics course. I was hoping that by the end of the week I would have a greater sense of how to grow the skill sets that would turn me into a more effective data scientist.

An interesting thing happened on day 1 of the course: I became distracted. The instructor (David Dietrich) put up a chart depicting the Data Science Lifecycle (shown below), and I was drawn so much into the diagram that I realized that the role of data scientist was not for me:

Data Science for Business Leaders

I attended the course because I knew that Data Science would become intrinsically linked to my role as Director of Global Innovation at EMC. The course has been wildly popular inside the company (1200 employees have taken the course). Hundreds of EMC partners and customers have also signed up, and the curriculum is now available at various universities. Over 100 faculty have ordered the readiness training from 20+ countries so far.

For my own data science project, I was collecting innovation data from EMC?s R&D locations around the world. I had structured data. I had unstructured data. But I lacked the general knowledge of which analytical techniques would provide me the best insight into EMC?s innovation ecosystem. Would it be clustering? Or would regression make the most sense?

Eventually I was taught the basics of clustering and regression algorithms, and I was also taught the circumstances in which these algorithms were most commonly used. Clearly these techniques would assist me in my quest to gain innovation insight.

However, the Lifecycle chart informed me that traditional data science projects have many moving parts and a variety of important roles; the Data Scientist alone could never provide the insight that I am looking for.

In fact, the course defined my role as a Project Sponsor, which is quite distinct from a Data Scientist. Here are the definitions for both:

  • Project Sponsor: Responsible for the genesis of the project, providing the impetus for the project and core business problem, generally provides the funding and will gauge the degree of value from the final outputs of the working team.
  • Data Scientist: Provide subject matter expertise for analytical techniques, data modeling, applying valid analytical techniques to given business problems and ensuring overall analytical objectives are met.

Indeed, as the months moved forward and I began implementing the six phases of the Analytic Lifecycle, I found myself building a team that not only contained data scientists, but various other roles as well:

  • Data Engineers: deep technical skills to assist with tuning SQL queries for data management, extraction, and support data ingest to analytic sandbox (this included IT personnel on the East Coast ?and EMC Labs researchers in China).
  • Database Administrators: Provisions and configures database environment to support the analytical needs of the working team (my co-workers at the CTO Office Lab in Santa Clara).
  • Business User: Someone who benefits from the end results and can consult and advise project team on value of end results and how these will be operationalized (the CTO of EMC, who runs the Innovation programs).

The fact that I was drawn into the ?business end? of building a data science team for innovation is actually consistent with industry trends. ?While it is estimated (in the United States) that employers will be short some 140,000-190,000 data scientists in the years to come, there will be an even bigger gap of some 1.5 million ?data savvy professionals?. These professionals need to know how to build teams, engage with executives, and guide the data scientists, engineers, DBAs, and business intelligence analysts.

In hindsight, I would have valued a dedicated course on the topic of managing data science projects.

Fortunately, I am in luck: within the next several months EMC Education Services will release a new course on this very topic. The course will be geared to teaching data science to business leaders. I will attend a pre-release version of the course and will be sure to share my thoughts in advance of the official release.

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Steve ToddSteve Todd is an EMC Fellow, the Director of EMC?s Innovation Network, and?a high-tech inventor and book author Innovate With Global Influence. An EMC Intrapreneur with over 200 patent applications and billions in product revenue, he writes about innovation on his personal blog, the?Information Playground. Twitter: @SteveTodd

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    Source: http://www.innovationexcellence.com/blog/2012/10/25/data-science-for-business-leaders/

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