Guided by a belief that the electronics products would be an integral part of everyday life in every office and in every home, Terry Gou founded Hon Hai Precision Industry Company Ltd, the anchor company of Foxconn Technology Group in 1974 with US$7,500, a devotion in integrating expertise for mechanical and electrical parts and an uncommon concept to provide the lowest "total cost" solution to increase the affordability of electronics products for all mankind.
Today, Foxconn Technology Group is the most dependable partner for joint-design, joint-development, manufacturing, assembly and after-sales services to global Computer, Communication and Consumer-electronics ("3C") leaders. Aided by its legendary green manufacturing execution, uncompromising customer devotion and its award-winning proprietary business model, eCMMS, Foxconn has been the most trusted name in contract manufacturing services (including CEM, EMS, ODM and CMMS) in the world.
The North Yungas Road (alternatively known as Grove's Road, Coroico Road, Camino de las Yungas, El Camino de la Muerte, Road of Death or Death Road) is a 61-kilometre (38 mi) or 69-kilometre (43 mi) road[1] leading from La Paz to Coroico, 56 kilometres (35 mi) northeast of La Paz in the Yungas region of Bolivia. It is legendary for its extreme danger and in 1995 the Inter-American Development Bank christened it as the "world's most dangerous road".[2][3][4] One estimate is that 200 to 300 travellers were killed yearly along the road.[4] The road includes crosses marking many of the spots where vehicles have fallen.
A South Yungas Road (Chulumani Road) exists that connects La Paz to Chulumani, 64 kilometres (40 mi) east of La Paz, and is considered to be nearly as dangerous as the north road.
Mikhail Dmitrievitch Prokhorov (Russian: Михаил Дмитриевич Прохоров; born May 3, 1965) is a self-made Russian billionaire entrepreneur and owner of the New Jersey Nets. After graduating from the Moscow Finance Institute he made his name in the financial sector and went on to become one of Russia's leading industrialists in the precious metals sector. While he was running Norilsk Nickel, the company became the world's largest producer of nickel and palladium. He is currently chairman of Polyus Gold, Russia's largest gold producer, and President of Onexim Group. Prokhorov is one of the richest men in Russia and the 39th richest man in the world according to the 2010 Forbes list with an estimated fortune of $13.4 billion. In 1989, Prokhorov graduated with honors from the Finance Academy under the Government of RF, known at the time as the Moscow Finance Institute. From 1989 to 1992, Prokhorov worked in a management position at the International Bank for Economic Cooperation, and afterwards shortly served as head of Management Board of the International Finance Company (MFK). In 1993, aged 28, during the largely un-regulated privatization of former state-controlled industries after the fall of Communism, Prokhorov (together with Vladimir Potanin) engineered the acquisition of Norilsk Nickel by Onexim Bank, of which he was then chairman of the board
An original equipment manufacturer, or OEM, manufactures products or components that are purchased by a company and retailed under the purchasing company's brand name. OEM refers to the company that originally manufactured the product.
When referring to automotive parts, OEM designates a replacement part made by the manufacturer of the original part.
Confusingly, OEM may also refer to a company that purchases a component made by a second company for use in the purchasing company's products. For instance, under this definition, if company 'A Inc' purchases optical drives from company 'B Ltd' that will be used in 'A Inc' computers, then 'company A' is the OEM.
An even more confusing, contradictory definition for OEM is a company that sells the product of the second company under its own brand name.
Companies who follow the above practices are better termed VARs (value-added resellers) or resellers, respectively.
Every employee has certain obligations throughout the workweek on top of their core job: like attending meetings, taking phone calls, replying to email, and filling out paperwork. It's natural to want to tackle these things as they come up. But your core job requires solid blocks of time, when you can dive in, get creative, and think things through without interruptions.
When you've got a 10 a.m. meeting, a 1 p.m. lunch, and a 3:30 phone conference, your core work time gets fragmented into small chunks sandwiched between those obligations. A schedule fragmented by appointments means that you won't start that big project just now, because you've got a meeting in 25 minutes.
One of the more advanced (and obvious!) productivity techniques is to group similar to-do's and knock them all out at the same time. I call this task batching. It makes better use of your day by chunking similar activities into contiguous blocks of time.
You don't do laundry every time you throw a shirt into the hamper--you wait till you've got a full load to run. That's task batching. There are two ways to batch tasks: by action and by context.
To batch tasks by action, save up similar to-do's and set aside time to get them all done at once. This works especially well for repetitive tasks. For example, a freelancer I know gets requests for phone consultations by potential clients throughout the week. To avoid fragmenting his days with one phone call here and one phone call there, he blocks out Tuesday and Thursday mornings exclusively for these calls. That way he can easily get into and stay in client discussion mode. Having a set time helps reduce scheduling back-and-forth too: when someone asks to schedule an initial consultation by phone, he says "Pick any time between 10 a.m. and noon on any Tuesday or Thursday."
This same principle works for clearing out your email inbox. Set times every day, like at 11 a.m. and 4 p.m., to process your mail. Then shut down your email program the rest of the time to work without the distraction of that "new mail" alarm going off.
To batch tasks by context, group the things you have to do by situation, surroundings, or the tools you have available. For example, keep a "to call" list on your cell phone. You can also keep a grocery list on your phone. Keep all the paperwork you need to file or discard near the filing cabinet, with folders, a label maker, and a shredder nearby. And before you leave work, collect paperwork you have to review into a folder that lives in your workbag, for easy access on the train or bus ride home. Productivity expert David Allen recommends including context with every task on your to-do list, like "Calls," "At Computer," "Errands," "At Office," "At Home," etc.
The goal of task batching is to give yourself as much uninterrupted time to do your core work as possible in between meetings, phone calls, and email. When you can, top- or bottom-load your schedule, stacking meetings one after another at the beginning or end of the day, to reduce schedule fragmentation.
Task batching defragments your calendar and helps you take advantage of momentum to get done things more efficiently than switching between one-off to-do's.
This blog is written by a member of our expert blogging community and expresses that expert's views alone.
I recently began coaching a manager who told me “I have a million ideas a day.” My reply: “It doesn’t matters how many ideas you have, but how many good ideas you implement.” Success in the Knowledge Economy requires every Manager have:
a constant flow of good ideas about how to improve themselves, the people they work with and their operation, and
a high “Speed of Implementation” - the ability to put a good idea into action ASAP after having it or hearing about it (taking someone else’s good idea and putting it in to action is absolutely okay – just give them credit for having it).
However, good Idea Generation and a high “Speed of Implementation” only work under the following conditions:
You gotta have an Action Plan for Success! No Action Plan means no way you can know what ideas will or will not contribute to the Plan’s success.
You gotta have an Idea List! Carry a notebook. Write down every idea you have or hear about that you believe will move your Plan towards success.
You gotta Prioritize! Constantly prioritize your Idea List. Identify ideas you believe will generate the most success and implement them first.
You gotta implement only Ideas that will move your Plan forward! Only implement those ideas you believe will move your Plan towards success. Eliminate ideas that will not contribute to your Plan’s success.
You gotta ignore the Negativism! Every new idea will generate the “that will never work” response. Only pay attention to the opinions of a few trusted advisors who understand your Plan.
You gotta have the Skill Set necessary to implement the idea! If you don’t have the required skill set, find someone who does and involve them in the implementation process.
You gotta make Time! Once you have decided to implement an idea, give it the time, energy, and resources it needs to succeed. Commit to taking at least one Action Step each day to implement an idea.
You gotta be willing to Fail! Don’t fall in love with an idea! Most ideas are better in theory then they are in reality. Accept this and “fail fast” by realizing when an idea is not going to produce the ROI on the time, energy and resources needed to make it work, then stop investing time, energy and resources, and move on to the next idea on your Idea List.
You gotta stop being a Perfectionist! There is no “perfect idea.” Avoid the Analysis-Paralysis Trap by collecting only enough Facts to determine if the idea moves your Plan towards success – if it does, implement then improve the idea.
The Bottom Line: Good ideas have a limited shelf life –it may be a day, a week, a month or a year. But every day you do nothing to implement a good idea is one day closer to its expiration date!
Paul Glover Go to www.trainingeverydayleaders.com for more information about Idea Implementation in the Time of the WorkQuake™.
Recently, Nan Fung has also joined with HSBC to setup the HSBC NF China Real Estate Fund specializing in Mainland real estate investment opportunities.
