Non-Linear Propulsion means it is propelled by the unbalance of angular momentums of more than one fluid engine, instead of produce a direct thrust, they produce a rotational movement on component of engines, which the fluid is ejected on the bottom end. This, however, does NOT burn any fuel, it use ONLY electricity that is Self-Substainable.

While a healthy debate has ensued online between the authors, clearly both notions are plausible. Indeed, their relevance even impacts the strategies corporate decision makers pursue when deciding on how best to participate in online social networks.

At mainstream social networks like Facebook, My Space and Orkut, millions of members connect with friends to communicate and share experiences, forming clusters of people who have either something they identify with, or someone they know, in common.  Individual clusters expand and combine to form thriving online communities, where, as in the case of Facebook, over 250,000 new users sign up every day to participate.  The network effect inherent in sites like Facebook has challenged marketeers to embed their brands in the social experiences of their members.

The Long Tail theory applies spectacularly to online social networks too.  No matter how obscure your interest, idea, or obsession, there is likely a niche social network waiting to sign you up.  And where none exists, it is effortless to start one of your own, thanks to open platforms such like Ning (which had over 275,000 social networks as of May this year).

Niche online social networks can become a potent force, when they transition to full-fledged multi-sided platforms.  Consider LinkedIn, a professional networking site with more than 19 million members that renders the traditional Rolodex obsolete. Adding people to your LinkedIn network is akin to collecting business cards, except you get to view the person's work history, and get a sneak peak at their network of contacts. And, whereas a business card is useless the moment a contact changes jobs, LinkedIn profiles are assiduously updated to ensure no achievement or career transition goes unnoticed. LinkedIn is well positioned to transform into a multi-sided platform serving the needs of individuals, recruitment firms, and employers.

As in the euphoric dotcom years, it is once again web start-ups who are rewriting the rules across industries. Still, significant opportunities do exist for traditional brands to extend their reach by embracing social networks, whether they participate in a mainstream social network like Facebook, or create their very own niche network. Last year, I posted a blog on how Choice magazine (a not-for-profit consumer reviews publication based in Australia) had squandered an opportunity to extend its brand online and tap into the collective wisdom of online Australians.

An equally compelling opportunity exists for another Australian publication – Vive magazine. This bi-monthly magazine for “women who mean business” has carefully cultivated it's brand. Intelligent, ambitious, sophisticated, and an astute sense of balance describe the magazine, as much as the characteristics of its niche audience. The publishers of Vive have a tremendous opportunity to extend their brand values online, and to become an influential online destination for their key demographic. A hypothetical Vive online social network for women could allow members to comment on articles; authors and contributors could blog more frequently and initiate discussions on various topics; and, clusters of interest could emerge around subjects as varied as ‘working mothers’ to ‘starting my own business’.  Even the potential for advertising revenues would be amplified given the target audience at the site. 

There have been attempts by incumbent industry leaders, albeit limited in scale and ambition, to extend their brands online via social networks (examples include Ernst & Young's Facebook group to start a conversation with new grads, the HSBC Business Network, and Amex's Open Forum). Perhaps the debate ignited by Elberse’s rebuttal of Chris Anderson’s The Long Tail will inspire corporate decision makers to revisit their own online social networking ambitions, and, who knows, maybe the next LinkedIn or Facebook will be the wilful foray of an old world company, attempting to rewrite the rules online.

read more | digg story

The next night I went to Ian Master's lecture series at the Hammer Museum, where Sir Ken Robinson held forth on the state of today's public schools, drawing on his book Out of Our Minds:Learning to be Creative. Robinson's main thesis follows the lines of our esteemed colleague Hugo--that K-12 Education, built on the industrial model, completely suppresses creativity in our students. While noting that both Paul McCartney and George Harrison both were dismissed from their middle school music class for being "without talent", he feels that only by bringing art, music and acting back into the core K-12 curriculum will we find a way to engage young minds that may not be engaged by math and science.

I understand we will need a lot more engineers and scientists in the next few years, but in our rush to remake our school system, we cannot forget that it is art and the humanities that teach us how to creatively live our lives to the fullest.

Pictures here. I´ll add some presentations and prototypes soon.

My "rant" today is about relevance, which I define as targeting your app or service to work within the context of your consumer. Many internet-businesses focus on two things: building easy connections to other web-users and trying to prevent total breakdown when viral growth reaches a peak.

The fallacy in that mindset is that users are being treated like nodes, who connect back or connect to other users. A node, in a P2P network, is a static entity, one that doesn't move. A user is, typically, a human being, one that not only moves, but exists on a different plane, the physical world. A lot of web-businesses fail to make that distinction and it has created not only the reality that we are being bombarded with connections whenever we sit at our PC, but we are expected to be connected 24/7.

I alluded to this last year, when I asked "what place does the web take?" The point of that article was really about the relevance of the web to real life. According to a theory, there are three places relevant to people: the first place, which is home-life, the second, which is work-life, and the third, which is leisure. The web, through email, blogs, work-apps, twitter, media, has become a hub in all three places, but its consequences are both information overload and obesity, both caused by passivity.

When you look up the word "break," it's defined as "a period of time taken out of one's professional activity in order to do something else." If the web is work and the web is home, then the break should not be the web.

Relevance is, once again, having services be context-driven, i.e. being relevant or shutting up at the right time and the right place and for the right person. A pretty complex task, but that is an ideal to live for.

Let me give some examples. Both TheFilter and Last.fm are services that both passively monitor media-life and actively provide services (such as radio-stations and the like). When I plug in my iPod after a run (a third place-activity), Last.fm asks me whether I want to "Scrobble" my tracks, which it in turn uses to make recommendations. TheFilter is not quite there yet, but it passively scans my iTunes-behaviour and creates custom-playlists for me if I want. You may think this is no big deal, but you'd be surprised how few services make even that tiny step from the web to the desktop.

A bigger deal, in my opinion, is NearByNow, which allows shoppers to search the shopping-malls that they visit, not by searching every store, but by entering a search-term for a product on their mobile or via the web, and having it search the retailers' inventory. I wrote about it here before. This is just a first step, but especially in retail there's much room still for merging the web with the shop.

Some more examples are the Nintendo Wii, which brings a physical dimension to gaming, and even the MacBook Air and the Asus EEE, both of which are clearly designed to not chain users to a location.

Relevance is something that a lot of commercial and non-commercial services are battling with nowadays. How do you sell a good online that you need to smell, taste, feel, or try on? How do you integrate virtual friendships into real life? How do you limit the amount of noise that your online customers are exposed to? How do you "synergise" the power of the web—information at a finger-tip—with a fragmented physical world? How do you create business models based on both the online and offline behaviour of consumers?

Those are the real questions to answer, not only for the web to become truly mainstream, but for it to stop treating us "users" like grey square boxes with a blue light shining out of it. We, the kids, the workers, the retired, are people dammit, with muscles (not just in the fingers), mouths, and other senses. We were not put on this planet to read 12/7 and type the other 12.

The next liberation-age is, I hope, about freeing ourselves from the machines and living life again as the hybrid entities that we are, producing both physical and mental energy.

Rant over.

Vincent

(The picture is the cover of the book "Snow Crash"—still the most relevant book about a very possible future of the information age today… if you ask me.)

• The power and the glory, The Economist, Jun 19th 2008

Less is written on those that create change within organizations. Their stories are more nuanced, intricate, and often less grandiose. Yet, it is these small actions by vendors, suppliers, and other stakeholders that often create the environment in which an entrepreneur can flourish.

I first met Jon when I was 19. I am not sure that he or his colleagues in the admission staff at a “top five” MBA program knew my age, otherwise I think our bar bills would have been smaller. I often kid him that he should have just given me a scholarship for my second year at b-school seeing as my first year scholarship was expensed.

Jon was a maverick, someone who had spent his life in a variety of industries. He was picked up by the Director of MBA Admissions at this school after the two became friends through sport. He is quite possibly one of the easiest people to talk to, for both conservatives and liberals. It is clear that alliances to established parties or philosophies bore him; he is more a man of ideas.

In 2003, StartingBloc, the organization I worked on before JustMeans, was just getting going. We had a vague sense of what we wanted to accomplish, to create a unique leadership development program for tomorrow’s aspiring leaders. Our goal: Have today’s leaders (from business, government, and the social sector) demonstrate organizational models (both for-profit and non-profit) that create both social and economic value to tomorrow’s leaders. In other words, teach young leaders that business can create profit and positive social change. We would partner with universities to hold the events and they could lend their brand names to attract students and young professionals to apply.

Jon sat on the admissions committee for the program, along with some of his business and graduate school colleagues. In the first year of the program we accepted just over 100 young leaders from 16 colleges and universities out of a pool of 250 applicants. That first year, supported by four universities in the Boston area, was somewhat of a success. At a minimum, it was something to build on.

The following summer, Jon approached me with an idea. In exchange for the title of founding partner, his business school would agree to accept up to six graduates of StartingBloc (called Fellows) into the two year full time MBA program. This was a first for any non-profit in the world. Anyone who applies to a top business school knows how competitive it is. While the #1 business schools vary whether you read the Economist, FT, or Business Week, there are consistently five exchange the title of top dog. Jon represented one of these five.

In creating that one decision, Jon created a market for education on social responsibility. In a sense, what he and his colleagues were saying is a top young leader with a background in social responsibility is more competitive than one without that education. He gave us the artillery to go to every other top business school and convince them to support the program (which they all did, except Stanford).
The point of this story is not that individuals should go out and take wild risks that could cost them their jobs. Jon negotiated his work environment, steadily convincing his colleagues on the worth of StartingBloc. He took a risk on a group of young entrepreneurs that ended up performing.

Research shows that entrepreneurs take outsized risks compared to the population. However, the entrepreneurs taking these risks actually believe their risks to be calculated. They see beyond the way the world is to imagine how it might be and they trace the steps to create that reality. Individuals within organizations can do the same thing, calculating risks and finding points of leverage to create the environment in which an entrepreneur can perform.

Read more posts on All Things Reconsidered at JustMeans.com

1. Menonaktifkan tampilan gambar (image), flash animation, pop-up, active-x, dll pada browser kita, yang dapat menyebabkan waktu loading sebuah situs menjadi lambat. ** tapi kadang2 ga enak juga ya kalo ga ada gambarnya??!! hehehe.. Disarankan, untuk situs yg pertama kali kita kunjungi, gpp lah ditampilin gambarnya.. tapi kalau udah kunjungan yang ke-2 dst, mendingan dimatiin aja.

2. Jangan membuka sebuah halaman situs terlalu lama. Sebaiknya kita menyimpan halaman tersebut agar dapat dibaca secara offline nantinya.

3. Kalau kuota Bandwith kamu kecil, jangan melakukan aktifitas yang jelas-jelas banyak memakan bandwidth seperti mendownload software2 berukuran besar, melakukan update, lihat video dan audio streaming dan sebagainya. Aktifitas ini sebaiknya dilakukan pada koneksi berbasis time-based saja.

4. Gunakan antivirus yang handal dan selalu scan komputer kita sehingga bebas virus, worm, trojan atau spyware karena mereka sering melakukan transfer data tanpa kita sadari.

5. NonAktifkan automatic update yag bekerja pada komputer (biasanya ‘mereka’ bekerja secara ‘undergound’ loh! -jadi kita ga sadar sama sekali-) seperti windows update, antivirus update dan lainnya. Sebaiknya update diatur pada waktu tertentu saja atau dilakukan secara manual.

6. Berlangganan RSS situs favorit via feed atau email. Dengan fasilitas ini, kita dapat mengetahui update dari situs tersebut tanpa harus mengunjunginya (nantinya RSS feeder yang akan mengirimkan headline nya ke email kita).

7. Memakai alamat email yang berfasilitas POP3 sehingga kita dapat mengirim dan menerima email cukup dari email client saja seperti Outlook atau Thunderbird, tanpa harus berkunjung ke web.

Semoga bermanfaat

What we gained

Or what we did not gain:

1. 100,000 US casualties
2. 1,300,000 Iraqi Deaths including women and children
3. Lost connection to Middle Eastern oil
4. $4 trillion dollars in debt and much more to come with an inevitable recession

What will be talked about eventually is the connection between the war and the FED. Not today. More importantly, we are currently keeping medicines out of Iraq. Iraqi children are dying everyday because they cannot receive the medications that they need to live thanks to a bill passed by congress.

Iraq

As much as the conspiracy theory brewing up inside wants me to think that we went into Iraq for the oil, that is not true. Since we have been in Iraq, we have discontinued oil production and issues remain unresolved. Oil is no more secure now than it was before we entered. So check off oil.

What about democracy? Many wars have been fought over democracy. Well look at the state Iraq is in now. They are having a civil war! Maybe it was a secondary plan, but it was not executed well.

As has been said, the main reasons for entering the war was Empire. Now I don't mean our government believes in marching the Roman Legions across the world hoping for discoveries of untold magnitude. Simply put, as the empire (or the grasp of our power) expands, so does foreign business interest (I'll get to this in a later post). But most importantly, we are an insecure nation.

We see other countries slowly catching up to us in military, economics, freedom. As our empire is threatened, our power dwindles. What do we do? We secure our nation. We attack terrorism. Any country that is not with us is against us.

Ultimately why are we in Iraq? Who knows. I'm sure at heart Bush and Cheney just want to secure their Halliburton interests. With talk of war brewing in Iran, seemingly inevitable, we can only hope that our American interests find a different path.

Part 2 continued on next post

Tegnap a Return to Forever (Chick Corea, Stanley Clarke, Lenny White, Al Di Meola) koncertjén voltam, nagyon inspiráló volt.Több gondolattal is hozzájarultak a francia 3-vétség javaslathoz, köszi fiuk.

• a mostani turnéjuk több mint háromszáz fellépésből áll.
• Stanley Clarke szerint, ők nem boy-band, hanem man-band.

ja, van pár különbség, pl tudnak zenélni és megdolgoznak a pénzükért.

Szabad szoftverek

Néhány tőzsdei vállalkozás profitja a megváltozott üzleti környezet miatt megcsappant, emiatt elindult a lobbigépezet, hogy állami és EUs szabályozással visszaforgassuk az idő kerekét. Pedig nem is olyan nehéz ebben a megváltozott környezetben eredményt elérni. Több milliárd dolláros iparággá nőtte ki magát a szabad szoftver világ. Ők is szerzői jogból származtatják a létezésüket. A GPL is "csak" egy - nagyon ügyesen megfogalmazott - szerzői jogi licensz.

A kilencvenes évek elején a Free Software Foundation alapítója Richard M. Stallman [W] felkérte Eben Moglen [W] jogászt, képviselje a szabad szoftver érdekeit. Erre így emlékszik vissza Eben:

When I went to work for Richard Stallman in 1993, he said to me at the first instruction over enforcing the GPL, “I have a rule. You must never let a request for damages interfere with a settlement for compliance.” I thought about that for a moment and I decided that that instruction meant that I could begin every telephone conversation with a violator of the GPL with magic words: We don’t want money. When I spoke those words, life got simpler. The next thing I said was, We don’t want publicity. The third thing I said was, We want compliance. We won’t settle for anything less than compliance, and that’s all we want.

Röviden összefoglalva: "nem pénz és hírnév kell, csak a licenszünk tiszteletben tartása". Vesd össze ezt a mindenkit perelő és tiltó multimédia - konkrétan most zene, pár év múlva a filmes - ipar viselkedésével.

Ügyfélelégedettség

Érdekes módon egy tavalyi elemzés szerint pont az ügyfélelégedettség növeli a profitot. Pereskedés valószínűleg a jogászok profitját növeli, de kinek az elégedettségét? Aki így bánik az ügyfeleivel, ne csodálkozzon, ha csökken a nyeresége.

Egyéb

Közben elkerült még néhány link, a slashdot diszkusszióra ra és az FFII sajtóközleményére.

Ha valakit letöltésért le lehet tiltani, meddig kell várni amíg valakit a véleményéért lehet letiltani? Ki dönti el, mi az amit szabad? Hol lehet ez ellen fellebbezni? Hogy tudom magam tisztára mosni? Miért kell ilyenekkel foglalkoznom, ahelyett, hogy értéket teremtek?

It doesn't matter whether you hate Apple or the iPhone, or if you're a crackberry fan. By the end of 2008 Apple will have sold over 12 million of these things (they're already past 6 million now). This creates a large standardized platform that is incredibly valuable and lucrative for anyone who wants to build a mobile business. What does this mean for mobile market research?

1. Safari.
The 3G high-speed internet, coupled with a powerful, full-featured Safari browser means that you could run exactly the same surveys on the iPhone that you currently run online if you really wanted to. The functionality is all there, including the zoom in/out that allows a user to view complex web pages on a 3.5" screen. The touchscreen limitation however means that in practise it will be difficult and painful for complex surveys to work well. We can't expect users to make choices on a 12 x 24 grid of options on a tiny screen. But we can expect them to answer polls, or multiple-choice questions with relative ease. Safari will allow researchers to do more with mobile surveys than they currently can.

2. Apple Notifications API
By using a new real-time notification API researchers will be able to communicate directly to respondents, in real-time, on the device they have in their pocket. Notifying a respondent immediately when a survey is available for him/her is an obvious first application which would significantly improve project delivery times.

3. App Store
Apple is giving independent developers and enterprises the ability to directly reach millions of consumers through the new App Store. And you don't have to pay anything to Apple if your app is free. I can see some of the mobile research companies developing a free survey app that will be distributed to thousands of consumers at no cost through the App Store.

Greenfield and some of the other companies experimenting with mobile research are excited, as they should be. This could be the big break mobile research has been waiting for. Will the iPhone get 20 million converts by the same time next year? Am I drinking the Apple Kool-Aid? Time will tell.

TinEye is the first image search engine on the web to use image identification technology. Given an image to search for, TinEye tells you where and how that image appears all over the web—even if it has been modified.

Just as you are familiar with entering text in a regular search engine such as Google to find web pages that contain that text, TinEye lets you submit an image to find web pages that contain that image.

When you want to find out where an image is being used on the web, you submit it to TinEye. The attributes of the image are analyzed instantly, and its fingerprint is compared to the fingerprint of every single image in the TinEye search index. The result? A detailed list of any websites using that image, worldwide.

more...

With a mission of creating a pool of resources for first time entrepreneurs, we at WeYouPoint.com are committed to build an Innovative Knowledge Grid, a unique platform for emerging entrepreneurs.

I am Paritosh Sharma, Co. Founder WeYouPoint.com and to put in short and simple words, I understand what does a first generation entrepreneur goes through while giving shape to his/her dream venture.

Though the path is never easy, but then no one ever said it is!

While interacting with young management graduates all across India, I have seen many young minds with brilliant ideas and a zest to shape up and get the riches, but most of them just remain with the idea, which never sees the light of the day, and even if it does, funding becomes a major issue!

WeYouPoint is committed to assist emerging young entrepreneurs in a simple manner that is, by showing them the various ways "A BUSINESS CAN NEVER TAKE OFF"!

We show young entrepreneurs effective ways of "Learning from other's mis-takes and reduce their Re-takes"...

We provide INNOVATIVE CONSULTING for FRESH and EXISTING BUSINESSES into the following niche segments:

1. Marketing (Advertising, Product/Service-market segmentation, targeting)
2. Human Resources (TAROT AND NUMEROLOGY define how compatible and successful your team would be) 

With a team of sound professionals from various walks of life having specific experience and an entrepreneurial outlook, WE INVITE YOUNG ENTREPRENEURS TO COME AND SHARE AND LEARN!

To Register to the service for your business feel free to drop in a mail at the following addresses:

Team:
Paritosh Sharma
Co. Founder and Mentor
paritosh.s@weyoupoint.com

Ms. Singh
Co. Founder and Chief Product Designer
pdesign@weyoupoint.com

 On Our Panel:

Our panelists are a unique mix of Educationists, Angel Investors, Professionals from the industry, we take pride in our strength - OUR TEAM!

Please send us an e-mail to know more about the Investors and Panelists.

Firstly, I found it very offensive. To me there’s nothing cool about emulating the situation ill people find themselves in while in hospital.   Secondly, I’m certain that such an outlet in the USA, UK or Australia would be lambasted by the community and in the media. Is it different – sure. Is different always good? 

The interesting issue is this: What’s unacceptable in one  market, may be fine in another. The world is not a global village. Although we are experiencing convergence on a macro level, at a micro level, opinions and values will always differ.

Startups with global ambitions - take heed.

"When revelation replaces investigation, innovation stalls."

Neil deGrasse Tyson

Think about it...

The following day at a session on innovative video we saw three excellent examples of the materials that have been produced but may never see the light of day outside an industry conference. It is clear from these that the licence payers - and their children - are being sheltered from some superb educational resources. Since the UK licence payer has invested this huge amount of money, whether willingly or not, in the BBC's educational output, it seems odd of the BBC Trust to refuse to let them see - and benefit from - what licence payers paid for.  The Trust has not consulted over this decision with the licence fee payers or the learners who would have used these materials. Its concern has been with the opinions of the BBC's business rivals, rather than with the interests of the people who have paid for the materials - and who actually pay the Trust's wages and expenses also. 

On other matters, he Trust intends to canvass opinion on its website. Is it possible the licence payers could be consulted over this matter and asked whether they want their children to have free to air resources that would help them to learn? Or whether they agree that having all these BBC resources would actually hurt the interests of UK and international businesses who need to earn a living. It may be that we would all agree with the Trust in the end, if their decision is securely founded. But our nation's educational needs are rising. The UK's children and teenagers need every possible help to be as well-educated and competitive as possible in the 21st century. That includes easy access to cutting edge resources.
Having seen the three examples, I think they are eminently usable, distinctive, cutting-edge and inspiring. Why can't UK learners have access to them? If the trust doesn't believe they are that good they could release them and let users be the judges. They've paid for them and it could be argued they belong to the people. 

The only parallel I can think of is that the BBC produces a soap opera called Eastenders. it is very popular but was created many years after ITV created a similarly popular soap called Coronation Street. I'm sure Granada must have been irritated by the BBC rivalry, yet the BBC still produces Eastenders. Why isn't that damaging the interests of commercial entertainment providers? And why is the BBC  scared of producing educational resources in the same way? It's been in the business of doing so for over 80 years, far longer than it's produced soap operas for. It seems a strange sense of priorities when Lord Reith's heirs think stuff for our school children is less worth fighting for than Eastenders.

Since then we have had the major investment initiatives of the Programme for Research in Third Level Institutions (PRTLI) and Science Foundation Ireland (SFI), the two research councils (IRCHSS and IRCSET), the Health Research Board, and so on. Ireland has now had very significant research resources, and with it has come a significant advance in the quality of our research output and its ability to leverage high value industrial investment.

But despite all this, there are several issues, uncertainties and problems that remain. They include the following:

• It seems to be the case that those funding research still do not adequately understand the full cost of doing it; the days in which we could absorb the overheads and accept funding only for the marginal costs are long over - we are simply doing too much research now to be able to do that. But the overheads now increasingly available are still far too small.

• We need much more clarity on what the funders - often the taxpayer - expect to get from the investment in research. Related to that, we need a better understanding of how the intellectual property arising from research outputs should be handled.

• Nobody has yet properly grasped the significance of providing attractive careers for researchers; many of those working full-time in research have inadequate contractual conditions and little longer term job security.

• There needs to be a much better understanding of the value of research in the arts, humanities and social sciences and the contribution it makes to society - and therefore how it should be funded.

There seems to me to be little doubt that Ireland's future prospects depend quite significantly on the quality of university research and its capacity to make Ireland attractive as a place of innovation and discovery. We have made much progress in advancing this agenda, but progress on these important issues is too slow, and we can easily fall behind other countries that understand them better. And we need to ensure that, during this time of economic uncertainty, we don't dilute our commitment to the further development of Ireland's research agenda.

Isn't the Chargepod a fantastic idea? I would keep this at my parent's home so I wouldn't have to lug around all my cords and chargers.

• Cancel 하기 위해 AT&T Call Center에 전화하고 AT&T Person과 통화할 때까지 30분을 기다렸다.
• AT&T Person의 질문에 응답하면서 DSL 서비스를 Cancel하겠다고 하니까 내일 다른 전화번호로 걸라고 한다.   Kawasaki가 왜 당신이 Cancel하지 못하냐고 항의하니까, "당신이 화가 난 것은 이해하지만, 지금 당신에게 제공한 정보에 대해 다른 질문은 없습니까?  제가 도와 드릴 일이 또 있습니까?  제가 지금 당신에게 서비스한 것에 대한 만족도 조사를 위한 설문지를 email로 보내드리겠으니 조사에 응답해 주시면 고맙겠습니다" 라고 고객의 말과는 관계없는 기계적인 멘트만을 한다.  기계가 아닌 AT&T Person이...
• 다음날 Kawasaki가 다른 번호로 전화를 걸었다.  12분 정도 기다린 뒤에 AT&T Person과 통화할 수 있었다.  그녀는 7분 정도 몇 가지 질문을 한 뒤에 다른 전화 번호를 준다.   그녀가 준 번호로 전화를 걸어서 또 다른 사람과 7분 정도 질문에 대한 응답을 한 뒤에 Cancel할 수 있었다.
• Kawasaki가 자신이 신청하지도 않은 DSL 서비스를 Cancel하기 위해 AT&T에 전화해서 소비한 시간은 모두 68분이었다.

우리나라에도 이와 비슷한 기업들이 있다.   Kawasaki는 처음 AT&T에 전화해서 30분을 기다렸지만 Person과 통화가 할 수 있었다.  하지만  우리나라의 기업들에 전화해서 수십분을 기다리다가, 갑자기 모든 상담자들이 바쁘니까 다음에 다시 전화 걸라는 멘트가 나오면서 통화가 끊긴 경우가 여러번 있었다.   이런 일을 당하면 화가 나서 폭발하지 않는 것이 이상할 것이다.

이 사례를 통해 전화 상담자는 누구든지 고객의 어떤 요청이든지 해결할 수 있어야 한다는 점이 얼마나 중요한지 알 수 있다. 

P.S: I am also thinking about a new catchier name for the blog. Do people have any suggestions?

Guy Kawasaki는 How to Prevent a Bozo Explosion에서 Bozo Explosion의 징후를 보이는 Top 10 사인을 다음과 같이 소개하고 있다.

1. 기업에서 가장 popular한 단어가 "partner"와 "strategic"이다.   특히 "partner"가 동사로 쓰이고, "strategic"은 의미가 없어 보이는 의사결정이나 활동에 사용되고 있다.
2. 경영자들이 Ritz Carlton호텔과 같은 곳에 communication을 증진하고 company mission statement를 만들기 위해 2일 간의 workshop을 간다.
3. Compnay mission statement가 20개 이상의 단어로 구성되며 "partner"와 "strategic"이란 단어를 포함하고 있다.
4. CEO의 비서가 비서를 두고 있다.
5. 시간대별로 주차장이 다음과 같은 모습을 보인다.   독일차는 지위가 높은 사람들의 차, 일본차는 젊은 사람들의 차라고 생각하면 이해될 것이다.
   • 오전 8시-10시: 일본차가 독일차보다 많다.
   • 오전 10시 - 오후 5시: 독일차가 일본차보다 많다.
   • 오후 5시 - 오후 10시: 일본차가 독일차보다 많다.
6. 인사부서는 모든 직무에 MBA를 요구하고 있으며, 4년 정도 밖에 되지 않은 산업에서 5년에서 10년 정도의 경력을 요구한다.
7. 돈 보다는 시간을 더 중시한다.   그래서 회사내에 식당, health club, 애완동물사육센터 등을 운영하고 있다.  
8. 유명한 연예인이 회사 크리스마스 파티에서 공연한다.
9. 아무 일도 하지 않고 블로그만 운영하는 직원이 있다.
10. 고객을 잃는 것 보다 경쟁회사의 성공에 분노한다.

이외에 다음과 같은 내용들을 Kawasaki 블로그 독자들이 추가했다.  일부만 소개한다.

1. 기업 전략을 다시 짜기 위해 유명 컨설팅사의 젊은 MBA 컨설턴트들을 고용한다.
2. 능력은 별로지만 예쁜 Receptionist가 있다.
3. 뉴스를 통해서만 CEO를 볼 수 있다.
4. 엔지니어와 회사 변호사의 비율이 25:1도 안된다.
5. 경영자는 회사 제품을 어떻게 사용하는지 모르면서 Product Improvement 캠페인을 벌인다.  
6. CEO 의자의 가격이 왠만한 자동차 보다 비싸다.
7. CEO가 책을 쓰고 있다.
8. CEO가 World Economic Forum in Davos에 초대되어서 개발도상국 정상들에게 advice를 제공한다.
9. 전용 비행기가 있다.
10. 은퇴한 프로 선를 고용해서 motivational speaker로 활용하고 있다.
11. 은퇴한 정치가를 고용해서 motivational speaker로 활용하고 있다.

위 리스트를 보면 우리나라 기업 중에서 Bozo Explosion의 징후를 보이는 기업들은 매우 많은 것 같다.