Global Connect Inc promotes GPS via GRS and CAT (Good Governance, Progressive Prosperity and Sustainable Security via Green Renaissance Strategies and Complete, Accurate and Timely Communication Media Network.
Our Global CoFFee Network Campaign Aganinst Modern day Global Racism and Slavery- the case for Ethiopian Jews
The Bete-Israel experience of modern racism in Tsion (Zion of 2012)
The shock of the Bete-Israel face in a country their ancestors called Tsion-of-Jerusalem
The geopolitical and anthropology of Jerusalem has drastically changed from the days of Queen of Sheba and King Solomon.
Modern Israel is populated by secular Europeans who claim to be part of the Diaspora Jews who have decided to redesign the face and history of Israel and Jerusalem according to t heir European ancestery.
Jerusalem today follows the Global Real Estate Crisis, location, location and location. The main real estate owned by Ethiopians in Jerusalem is owned by Ashekenzy Jews and to date have not been returned to the rightful owners. All the monastries, hotels and residency buitl by Ethiopian Emperors for Mellennia is occupied by Eruopean Jews.
Modern Ethiopian Jews and Christians visiting their ancesteral homes have no right of access to their heritage. Infact, the current racist attitude in Israel is not only organized against the Palestinians but also invovles Ethiopioan Jews, the very people who were airlifted under Operation Moses, Sheba, Solomon, etc. What went wrong in Jersualem. What is wrong with Jerusalem?
For once let us look at the perspective of the Bete-Israel, who left the New Jerusalem (Ethiopia) for the Old Jerusalem (Israel)? How are they and their children fairing in modern Palestine?
Imagine giving up every thing you have and know for a place and construct your ancesstors yearned for and discovering it is hell on earth! not the Heaven on Earth your ancestors told you for generation.
Here is the sad and shocking history of the plight of the Bete-Israel today in Israel. The Bete Israel deserve better and need to stand up for their rights! First Enlighten, Organize and Prepare to inherit your destiny of Queen of Sheba and King Solomon.
I am shocked to learn such disgrace of my people in modern Israel. Shame on the European Jews who continue to abuse the human rights and dignities of Ethiopians and Bete-Israel, the rightful heirs of Queen of Sheba and King Solomon.
Imagine what will happen to these racist, if they discover God is Ethiopian or Bete-Israel? Just imagine?
Dr BMJ
www.GlobalBelaiJesus.com
Second-generation ethiopians in israel march toward dream of acceptance
By ISABEL KERSHNER
POSTED: 01:30 a.m. HST, Jun 10, 2012
JERUSALEM >> Yetmwork Makurya, 35, had tears in her eyes as she spoke of her attachment to Israel. When she arrived as a teenager in 1991 on a secret overnight airlift from Ethiopia, she said, “Jerusalem and the land of Israel was my dream.”
Yet over the past three months Makurya has spent much of her time with an angry new generation of Ethiopian-Israeli activists on the sidewalk near the prime minister’s residence in central Jerusalem, protesting against unofficial but hurtful racism and discrimination.
“Here,” said Makurya, a mother of three, “everything is determined by the color of my skin.”
For many Israelis, the idea that Jews could be racist toward other Jews is anathema. The 1991 airlift, known as Operation Solomon, brought 14,000 Ethiopian Jews to Israel within 36 hours and was greeted at the time with great celebration.
Natan Sharansky, the human rights activist who spent years in Soviet prisons before arriving in Israel, joined one of the flights.
In an interview on the 20th anniversary of the airlift last year, Sharansky, by then the chairman of the quasi-governmental Jewish Agency that deals with immigration, said with pride, “Black, white — there is no difference in the ingathering of exiles.”
As the dazed new immigrants descended the plane steps, many kissed the tarmac. Operation Solomon followed an earlier, smaller wave of clandestine immigration in the 1980s, involving a treacherous trek from Ethiopia to camps on the Sudanese border. Thousands perished along the way; Israel recently began honoring them with official memorials.
Armies of volunteers and organizations, and a plethora of programs largely financed by American Jews, helped ease the transition of the Ethiopians from the rural life to modern Israeli society. The government has also allocated significant resources to help them.
But a second generation of young, educated adults who have grown up in Israel say they are still struggling to be accepted as Israeli, and are distancing themselves from the grateful passivity of their parents.
“For our parents it was a privilege to come to Israel, so they didn’t complain,” said Yamluck Waggow Ichasheman, 31. “Longings for Zion brought them here.”
They bristle at what they see as a patronizing attitude. Many Israelis, said Makurya, who works as a counselor, convey the message, “‘Say thank you that you’re here, we gave you food.”’ She added, “Some here say there is no such thing as a black Jew.”
The immigrants first exploded in rage when reports emerged in 1996 that Israel was secretly dumping blood donated by Ethiopians for fear that it was contaminated with HIV.
Immigration experts here say that the Ethiopian-Israelis do face some racism and prejudice, but that racism is not the main problem blocking their progress. Earlier immigrants from other countries like Morocco and Yemen also had a long, rough entry into Israeli society.
“I have always said that integration takes a generation,” said Arnon Mantver, the director of JDC-Israel, the Israeli branch of the American Jewish Joint Distribution Committee, which has worked intensively with the Ethiopian community. Given the formidable challenges facing the Ethiopians, he said, “Perhaps it takes longer.”
Unlike the Russian immigrants of the early 1990s, who came as doctors, engineers and musicians, many of the Ethiopians had never been to school.
Tamar Lilay, 31, said she did not know how to hold a pencil when she first landed. She now has a degree from Haifa University in special education and runs a program pioneered by JDC-Israel for the empowerment of Ethiopian women in Gedera, a town south of Tel Aviv.
There was also culture shock. Lilay recalled being driven from the airport to a hotel in Eilat, a southern resort full of women in bikinis. “My mother only cried,” Lilay said. “We came from a village, a modest life. All our stories were about holy Jerusalem, not Eilat. We were not prepared for that.”
The high employment rate of Ethiopian women, more than 60 percent, is considered one of the more successful measures of integration.
But many of the women, and men, are employed in low-grade jobs, often as contract workers with little hope of advancement. Ethiopian Israelis are concentrated in poor areas; they could afford only cheap housing with special mortgages granted by the government. As a consequence, some kindergartens and schools became almost exclusively Ethiopian, leading to accusations of ghettoization and separate systems of education.
The Orthodox-dominated religious establishment has been less than accommodating, while the Kessim, traditional Ethiopian Jewish spiritual leaders, complain that they have lost their stature.
“I left my authority as a parent and an educator at the airport,” said Kess Eyasu Barhane, 81, as he sat under a colorful umbrella at a recent demonstration outside the prime minister’s residence. Immigration to Israel “was like entering a sort of paradise,” he said, speaking in Amharic through an interpreter, “but I hardly had time to enjoy the happiness before being left with a bad taste.”
Education gaps remain, and there are high rates of alcoholism and truancy among Ethiopian-Israeli youth. The rates of suicide, divorce and domestic violence are also higher than in the rest of Israeli society. A recent parliamentary report said that 30 percent of the killings of women by their husbands occur within the Ethiopian community, though the 130,000 or so Ethiopians make up less than 2 percent of Israel’s population.
The move to Israel caused an “earthquake that shook the foundations of the family structure,” said Malka Shabtay, an anthropologist at the Ruppin Academic Center’s Institute for Immigration and Social Integration, in Israel.
But Shabtay said that the recent protest was a positive development that could result in the kind of unified community leadership that had so far been lacking.
Another source of contention has been the slow trickle of immigration of the Falash Mura, Ethiopians of Jewish descent who converted to Christianity. Thousands are still waiting in camps in Ethiopia.
This year’s protests were fueled by a number of ugly episodes that grabbed the attention of the local news media.
In the southern town of Kiryat Malachi, the residents of four buildings signed an agreement not to rent or sell apartments to Ethiopians. Some told visiting television crews that the Ethiopians ate strange food and smelled bad. Makurya’s young children were kicked off a public bus in Jerusalem by an abusive driver in April. The driver accused one of them of not paying for a ticket though the youngest, a 4-year-old girl, was entitled to ride for free. The bus company said it had suspended the driver, and the police are investigating.
Prime Minister Benjamin Netanyahu met twice with the protest leaders. In mid-May his government approved a plan to accelerate the integration process for the second-generation Ethiopians. It increased mortgages for young Ethiopian couples, offered employment guidance and allocated 30 new civil service job slots to Ethiopian-Israelis.
“They are our flesh, they are part of us,” Netanyahu told his Cabinet, “and we will not tolerate any displays of racism against them.”
A protest tent came down at the end of May, by court order, but the activists have remained on the sidewalk under a large umbrella.
Alemitu Ferede, 30, a law school graduate from Ashkelon who had been behind the effort to set up the protest tent, said the government offer was inadequate. “They decided for us, not with us,” she said. “The time has come to fight to be Israelis.”
Thursday, June 28, 2012
The US Health Care law (Obamacares) is upheld by SCOTUS
The Implication of ObamaCares for USA! Now SCOTUS has ruled!
It is amazing at last the Harvard College Mate, Chief Justice John Roberts casts the deciding vote: 5:4 out of 9 justices!
It is good to have an educated college mate in the right places! In the end the truth, justice and fairness won against corruption and out right robbery of the American people to have access to all the knowledge, information, technology to support them in their attempt to survive the challenges and opportunities of the new fast, high tech world.
A $2.6 Trillion Health Care System Overhaul in 50 years!
Congratulations to all of us humans 7 Billion as safety and wellness wins over danger, sickness and death. I trust the message will empower health activists all over the world to claim the safety and wellbeing of their fellow citizens.
Now, the USA has to figure out how to make the health insurance companies even more competitive and accountable towards promoting safety, wellness across all spectrum of prevention, acute, rehabilitation, home health and home hospice care services.
This is just the beginning! We need to re-organize the health care system to make it accessible, affordable, accountable to the changing health needs of each individual.
This is a good start in deed!
Belai Habte-Jesus, MD, MPH
www.GlobalBelaiJesus.com
Supreme Court upholds centerpiece of Obama healthcare law
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WASHINGTON | Thu Jun 28, 2012 10:46am EDT
(Reuters) - A sharply divided Supreme Court on Thursday upheld the centerpiece of President Barack Obama's signature healthcare overhaul law that requires that most Americans get insurance by 2014 or pay a financial penalty.
"The Affordable Care Act's requirement that certain individuals pay a financial penalty for not obtaining health insurance may reasonably be characterized as a tax," Chief Justice John Roberts wrote for the court's majority in the opinion.
"Because the Constitution permits such a tax, it is not our role to forbid it, or to pass upon its wisdom or fairness," he concluded. The vote was 5-4.
In another part of the decision and in a blow to the White House, a different majority on the court struck down the provision of the law that requires the states to dramatically expand the Medicaid health insurance program for the poor.
The upholding of the insurance purchase requirement, known as the "individual mandate," was a major election-year victory for Obama, a historic ruling on the law that aimed to extend coverage to more than 30 million uninsured Americans.
The 2010 law constituted the $2.6 trillion U.S. healthcare system's biggest overhaul in nearly 50 years.
Critics of the law had said it meddles too much in the lives of individuals and in the business of the states.
Twenty-six of the 50 U.S. states and a small business trade group challenged the law in court. The Supreme Court in March heard three days of historic arguments over the law's fate.
The court's ruling on the law could figure prominently in the run-up to the November 6 election in which Obama seeks a second four-year term against Republican challenger Mitt Romney, who opposed the law.
(Reporting by James Vicini and Jonathan Stempel; Editing by Will Dunham)
U.S.POLITICS HEALTH MONEY
The Court upheld the President's health care law. The Supreme Court upheld President Obama's health care law today in a splintered, complex opinion that gives Obama a major election-year victory.
Basically. the justices said that the individual mandate -- the requirement that most Americans buy health insurance or pay a fine -- is constitutional as a tax.
Chief Justice John Roberts -- a conservative appointed by President George W. Bush -- provided the key vote to preserve the landmark health care law, which figures to be a major issue in Obama's re-election bid against Republican opponent Mitt Romney.
Government taxing powers and not interstate commerce. The government had argued that Congress had the authority to pass the individual mandate as part of its power to regulate interstate commerce; the court disagreed with that analysis, but preserved the mandate because the fine amounts to a tax that is within Congress' constitutional taxing powers.
Implication. The announcement will have a major impact on the nation's health care system, the actions of both federal and state governments, and the course of the November presidential and congressional elections.
A key question for the high court: The law's individual mandate, the requirement that nearly all Americans buy health insurance, or pay a penalty.
Critics call the requirement an unconstitutional overreach by Congress and the Obama administration; supporters say it is necessary to finance the health care plan, and well within the government's powers under the Commerce Clause of the U.S. Constitution.
Free Wellness exams for seniors and youth up-to 26. While the individual mandate remained 18 months away from implementation, many other provisions already have gone into effect, such as free wellness exams for seniors and allowing children up to age 26 to remain on their parents' health insurance policies. Some of those provisions are likely to be retained by some insurance companies.
The Great Impact. Other impacts will sort themselves out, once the court rules:
-- Health care millions of Americans will be affected – coverage for some, premiums for others. Doctors, hospitals, drug makers, insurers, and employers large and small all will feel the impact.
-- States -- some of which have moved ahead with the health care overhaul while others have held back -- now have decisions to make. A deeply divided Congress could decide to re-enter the debate with legislation.
-- The presidential race between Obama and Republican challenger Mitt Romney is sure to feel the repercussions. Obama's health care law has proven to be slightly more unpopular than popular among Americans.
Historical context. Not since the court confirmed George W. Bush's election in December 2000 -- before 9/11, Afghanistan and Iraq, Wall Street's dive and Obama's rise -- has one case carried such sweeping implications for nearly every American.
All Americans to buy insurance! Passed by Democrats along strictly partisan lines and still 18 months short of full implementation, the law is designed to extend health coverage to some 32 million uninsured people, ban insurers from discriminating against those with expensive ailments, and require nearly all Americans to buy insurance or pay penalties.
June 28, 2012 approves the AHCA of 2010. Its passage on March 23, 2010, marked the culmination of an effort by Democrats to overhaul the nation's health care system that dates back to Harry Truman's presidency. The most recent effort by President Bill Clinton in 1994 fell victim to Republican opposition. Since then, lesser changes have been enacted, including creation of a separate Children's Health Insurance Program in the states.
See photos of: George W. Bush, Barack Obama, Mitt Romney
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PREVIOUS
Obama team sends out health care fundraising pitch
Monday, June 25, 2012
Health Care Reform or Insurance Reform?
Re: The safety and well being of the Nation Vs Insurance Ponzy Schemes
We have been here before under different perspective! There is no doubt we need a health care reform that moves towards prevention and early intervention.
I have participated in the Great Health Care Reform during PM Margaret Thatcher in Great Britain in the early 1980s and then wrote to Ms Clinton Health Care Reform a paper on "Cradle-to-Grave" in 1993. In fact, this is the reason I moved to the US thinking I can make a difference!
Safety and Well being during the first health care reform exercise.
Like then, the narrative was hijacked by insurance interest groups who wanted to convert the nation's health and safety to financial debates. It is about the safety, wellbeing and productivity of the nation stupid and not about Ponzy Insurance Agencies who are clamoring to make a killing at the cost of the nation's health.
A healthy productive person needs to keep the insurance system going. That is they get paid by keeping us healthy. Just like car insurance companies.
Now, when they lost in the legistlative arena they have gone to court. We need to liberate the nation from the Ponzy scheme health speculators of our time.
It is about empowering each citizen to be safe and well stupid, not this crazy holy wood type of suspense and leaving the future of our future in the hands of 9 un elected and an accountable bodies.
It is amazing how we can not learn from the Car industry. Our bodies get worse treatment than our cars! Wake up America
Regardless of the Court outcome, the Affordable Health Care Act has changed the way we look at our selves and our cars.
Our body changes from cradle to grave and we need care and support that is designed towards our Safety and Wellbeing!
We need health education and disease prevention strategies by regular checkup and change in behavior.
Most of the current challenge is how to pay for the expensive care that takes place at Emergency Rooms and Intensive Care Units where we spend a lot of resources in the last days of our lives either due to accident or terminal diseases.
Prevention education and hospice care will sort out the expensive care due to costly emergency care and terminal illness care in the hospital.
Having a Medical Home where each patient gets letters from their MDs at their Birthday addressing the specific individualized concern of the patient and having appropriate
screening, counseling and treatment like the NHS in the UK is much more useful.
The current battle of Insurance Agencies and Interest groups is not about the health and safety of the public but how to access the money without involving the public.
The Supreme Court is expected to decide on who and where and how we should purchase health care, while the issue should have been how do we stay Safe and Well regardless of age, sex, ability to pay, etc.
May be we will have the opportunity to review our perspectives!
We need to empower each individual to be safe and healthy and not make some crooks and health speculators rich.
Surely we need to change the conversation and move towards enabling our populatoon to be healthy, productive and competitive in the global market.
We need to purchase safety and wellbeing and not Ponzy Scheme Insurance Agencies!
Belai Habte-Jesus, MD, MPH
www.GobalBelaiJesus.com
Friday, June 22, 2012
Window 8 Surface, Ipad and Samsung Electronics
The new tablet dream. ABOUT 10 YEARS ago, a restless Bill Gates, unhappy with his company’s early experiments with pen-based computing, promised that he would fulfil a dream that he and others had “for years and years” about a new tablet device.
ABOUT 10 YEARS ago, a restless Bill Gates, unhappy with his company’s early experiments with pen-based computing, promised that he would fulfil a dream that he and others had “for years and years” about a new tablet device.
In 2002, Microsoft launched its Windows for XP Tablet PC Edition and several hardware makers introduced compatible tablet PCs to run on the operating system.
However, the device never really captured the imagination of the computing public and Microsoft appeared to have given up on the project. But the success of the Apple iPad, launched by its US rival in April 2010, seems to have woken up the software giant’s ambitions to revive the project.
This week, Steve Ballmer, Microsoft’s chief executive, unveiled Surface — not to be confused with an eponymous product it launched about four years ago meant for store displays — a tablet computer that will operate on a variation of Windows 8. The launch also signifies Microsoft’s foray into the hardware business.
Tablets, which straddle the IT and telecommunications space, are dramatically reshaping the computing business. Last year, an estimated 65 million tablets were shipped around the world, with Apple’s iPad accounting for more than 60 per cent of the market. Korea’s Samsung Electronics is another aggressive player that is expanding its presence in Asia and in the developing markets.
The voice computer. Microsoft has had an unimpressive track record with another hardware line, its Zune MP3 player, which failed to make a dent in the market, or compete with Apple’s iPods. But the dramatic changes occurring in the telecom and IT segments have forced the software major to make an ambitious foray into the tablet business.
Disruptive technology? Tablets, which have made redundant intermediary devices such as mice, pens and cables for interacting with computers, symbolises ‘disruptive technology,’ a term coined by Clayton Christensen, a celebrated author and Harvard Business School professor. When the iPad was launched in 2010, PC sales outnumbered tablet sales 20 to 1. Analysts predict that by 2013, tablets will outnumber PC sales.
The second screen. Tablets, dubbed the second screen, are also threatening the first screen, or television. Earlier this year, The Nielsen Company reported that a record 111 million viewers watched the Super Bowl XLVI — which became the most-watched television programme in history — on their first screen.
But even before TV executives, advertising agencies and advertisers could pat themselves on their back, Flurry Analytics, a mobile application analytics firm, came out with the revelation that during the four-hour Super Bowl window nearly 100 million Americans — or a third of the US population — launched apps on their tablets and smart phones. App usage peaked during commercial breaks, indicating consumers opted for the second screen during such moments.
Disruptive technology indeed.
Imagine Growth without INVESTMENT and Risk sharing via Euro-Bond
That is what the Big Four (Germany, France, Italy and Spain agreed on in Rome
Imagine injecting 130 Billion Euros to the bankrupt banks and demanding job less austerity from the Europeans.
It amazes me that we continue to believe to give money to the very banks that stole it or gambled it away!
We need to change such stupid Corrupt Capitalism and invest in jobs, enterprises instead of corrupt banks. Why can't we invest in enterprises that create jobs directly! Why? Why?
Dr BMJ
www.GlobalBelaiJesus.com
Saturday, Jun 23, 2012
Euro's big four agree growth boost, split on bonds
EUROZONE-MEETING:Euro's big four agree growth boost, split on bonds
Reuters / By Giuseppe Fonte and Gavin Jones
ROME Jun 23, 2012, 01:40 IST
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German Chancellor Angela Merkel resisted pressure on Friday for common euro zone bonds or a more flexible use of Europe's rescue funds but agreed with leaders of France, Italy and Spain on a 130 billion euros package to revive growth.
After four-way talks in Rome's Renaissance Villa Madama, Italian Prime Minister Mario Monti said the European Union should adopt pro-growth measures worth about 1 percent of the region's gross domestic product at a crucial summit next week.
But the three others made no perceptible progress in pushing Merkel, who leads Europe's most powerful economy and the main contributor to its rescue funds, towards mutualising Europe's debts or using existing bailout resources more flexibly.
"Growth can only have solid roots if there is fiscal discipline, but fiscal discipline can be maintained only if there is growth and job creation," Monti told a joint news conference after talks that lasted just an hour and 40 minutes.
The measures, already in the works in Brussels, include increasing the European Investment Bank's capital, redirecting unspent EU regional aid funds and launching project bonds to co-finance major public investment programmes. No new steps were announced on Friday.
The four leaders did agree to move ahead on creating a tax on financial transactions even though not all EU members will be on board. About a dozen EU states support setting up the so-called "Tobin tax", more than the nine required to go ahead as a group within the EU, a French presidential source said.
Merkel made no mention, however, of any move towards mutualising past euro zone debt or new borrowing.
French President Francois Hollande voiced impatience with Berlin's reluctance, saying it should not take 10 years to create jointly underwritten euro bonds.
He said greater solidarity was needed among member states before they abandon more sovereignty to EU institutions.
"I consider euro bonds to be an option ... but not in 10 years," Hollande said in a direct challenge to Merkel. "There can be no transfer of sovereignty if there is not an improvement in solidarity."
The German position essentially amounts to the reverse. Merkel argues that members of the 17-nation currency union must transfer control over national budget and economic policies to Brussels before Germany would consider common debt issuance.
"Liability and control belong together," she said, citing as an example that EU treaties ruled out letting euro zone rescue funds lend directly to Spanish banks because only the Spanish state could enforce conditions on the banks.
The contrasting comments left much work for diplomats to produce a convincing blueprint for closer fiscal and banking union at a full EU summit next Thursday and Friday, which Monti called a defining moment in the crisis.
That plan is expected to include the first steps towards a banking union, starting by putting the European Central Bank in charge of supervising large cross-border euro zone banks.
Without progress on bank sector integration or other financial stability measures, France is not ready to commit to ratifying an EU budget discipline pact agreed earlier this year, French diplomatic sources said.
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Euro zone crisis in graphics: http://r.reuters.com/hyb65p
For full multimedia coverage: http://r.reuters.com/xyt94s
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SPANISH BAILOUT?
Dangerously high Spanish borrowing costs eased a little on market hopes for policy initiatives at the Brussels summit.
The European Central Bank took a supportive step on Friday, relaxing its collateral rules to let financial institutions pledge a wider range of assets in exchange for cash. The move helps counter the impact of credit rating downgrades.
If it falls short, Madrid may be pushed closer to eventually needing a sovereign bailout.
Without a convincing result, "there would be progressively greater speculative attacks on individual countries, with harassment of the weaker countries", Monti said in an interview with several European newspapers ahead of the mini-summit.
"A large part of Europe would find itself having to continue to put up with very high interest rates that would then impact on the states and also indirectly on firms. This is the direct opposite of what is needed for economic growth," he said.
The technocratic Italian premier, who needs a success to shore up his weakening domestic authority, sounded slightly more optimistic after the talks, saying next week's summit should "put at ease the financial markets' expectations", switching to English to add: "The euro is here to stay and we all mean it."
Spanish Prime Minister Mariano Rajoy, on the brink of requesting up to 100 billion euros in euro zone rescue funds to recapitalise struggling banks, said the four had agreed "to use any necessary mechanism to obtain financial stability in the euro zone".
An audit released on Thursday found Spanish banks would need up to 62 billion euros in extra capital to weather adverse circumstances.
After a meeting of euro zone finance ministers late on Thursday, IMF chief Christine Lagarde demanded rapid progress on a number of other fronts, raising the heat on Merkel.
Lagarde said a banking union was a top priority, alongside fiscal union and the principle of mutualising debt. Germany refuses to countenance common bond issuance and will not soften until economic union is complete. It is also opposed to the early introduction of a bloc-wide bank deposit guarantee scheme.
HIGH STAKES FOR MONTI
While Spain's needs are most pressing - its medium term borrowing costs hit a euro era high at auction on Thursday - the political stakes may be higher for Italy's Monti.
With his popularity sinking, the parties that back Monti in parliament are increasingly reluctant to support his reform proposals at home, but demand he get results in the European arena to ease the pressure on Italy's recession-bound economy.
"Monti knows he has to get his ducks in a row on the European side so he can tell the parties that he's sorted that part out, and now it's their turn to help sort out Italy," said James Walston, politics professor at Rome's American University.
Though hugely popular when he came to office in November, Monti's approval rating has halved as tax hikes and pension cuts exacerbated an already severe recession, and his labour reform estranged both unions and the business establishment.
But for the markets, Monti remains the man most likely to tackle Italy's debt mountain and uncompetitiveness. If he comes under serious threat, Italy could quickly supplant Spain as the euro zone's main flashpoint.
Monti's hand was weakened by comments on Wednesday by his predecessor, Silvio Berlusconi, who said the prospect of Italy quitting the euro was "not blasphemy" and that he failed to understand why it would hurt Italy's economy.
Berlusconi's People of Freedom party is one of the two main groups that guarantee Monti a majority in parliament.
Monti proposed on the sidelines of this week's G20 summit using the euro zone's rescue funds to buy the bonds of Spain and Italy to bring down their borrowing costs.
Hollande said after Friday's talks he supported the Italian idea. But Merkel has played down the notion, which investors said might be counter-productive by quickly burning through scarce rescue capital, unless the European Central Bank stepped in decisively in support.
Other proposals from Monti, such as stripping some forms of public investment from budget deficit calculations, or commonly issued euro zone bonds, are also broadly supported by France and Spain but opposed by Germany, at least for now.
© Thomson Reuters 2012,Click for Restrictions.
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Thursday, June 21, 2012
G20 Summit and how they are fairing: Growth, Unemployment and External Debt (%of GDP as of 2011
G20 summit: US 'encouraged' by eurozone plans
US President Obama said he expected Europe would be able to solve its problems
Continue reading the main story
Global Economy
US President Barack Obama has said he is encouraged by European leaders' plans to tackle the eurozone crisis, as the G20 summit in Mexico ends.
In a final communique, world leaders said they would take "all necessary measures" to protect the euro area.
Leaders said they welcomed Spain's plans to recapitalise its banks, according to the communique.
The talks were being held as Greece seeks to form a coalition government and Spain's borrowing costs soared.
Speaking to reporters at the end of the summit, President Obama said that European leaders recognised that "bold and decisive" action was needed to address Europe's debt crisis.
Continue reading the main story
“
Start Quote
Euro Area members of the G20 will take all necessary measures to safeguard the integrity and stability of the area”
G20 leaders' joint statement
Greeks look to secure coalition
Court warns Merkel over bailouts
Outside views on euro crisis
"What I have heard from European leaders during these discussions, they understand the stakes, they understand why it's important for them to take bold and decisive action, and I am confident they can meet those tests," he said.
President Obama said that while there was no "silver bullet" to solve Europe's crisis, "each step points to the fact that Europe is moving towards further integration rather than break-up".
"I am confident that over the next several weeks, Europe will paint a picture of where we need to go," he added.
'Concrete steps'
As the summit came to a close the European leaders pledged to maintain stability in the eurozone and to work with the next Greek government towards reform and sustainability.
"Euro area members of the G20 will take all necessary measures to safeguard the integrity and stability of the area, improve the functioning of financial markets and break the feedback loop between sovereigns and banks," the joint statement said.
"We support the intention to consider concrete steps towards a more integrated financial architecture," it continued.
"The European Union members of the G20 are determined to move forward expeditiously on measures to support growth".
But German Chancellor Angela Merkel stressed that Greece must hold up its end of the deal.
"It's obvious that the reforms that were agreed in the past are the right steps and that they therefore must be implemented," Mrs Merkel told reporters.
Continue reading the main story
“
Start Quote
Europe is trapped. It understands that an entirely different eurozone and European Union may be needed to save its currency but it shies away from a 'big leap'”
Gavin Hewitt
Europe editor
Read more from Gavin
She added that world leaders had "very balanced" talks on growth.
"We need the right mix of budget consolidation... and at the same time efforts for growth."
In the closing discussions of the summit, leaders also agreed not to introduce new protectionist measures until 2014.
But Russian President Vladimir Putin said that the imposition of trade barriers could be a vital tool in protecting Russian jobs.
Meanwhile, the "Brics" economies (Brazil, Russia, India, China and South Africa) also pledged to increase their contributions to the International Monetary Fund (IMF) - which has been seeking to boost its finances to prevent any future financial crisis.
The five Brics nations all offered to contribute $10bn (£6.4bn) to the IMF each in exchange for voting reforms that would give them greater influence in the organisation.
China also pledged $43bn (£27bn) to the IMF's crisis intervention fund, which has almost doubled to $456bn (£366bn).
The BBC's diplomatic correspondent Bridget Kendall, at the Los Cabos summit, says the offer of billions of dollars from the developing economies is perhaps the most tangible result of the two-day-long talks.
The funds, which would be released by the IMF if the eurozone crisis spreads, are a sign of support but also indicate how fragile many fear the economic situation in Europe to be, our correspondent adds.
Continue reading the main storyContinue reading the main story
G20: How their economies are faring
Country Growth (% GDP change, 2010-11) Unemployment (% 2011) External debt (% GDP, end of 2011)
SOURCE: PRINCIPAL GLOBAL INDICATORS
Argentina
8.9
7.5
7.6
Australia
2.2
5.1
86.6
Brazil
2.7
6
17.2
Canada
2.4
7.5
70.2
China - mainland
n/a
4.1
n/a
European Union*
1.5
10.1**
120.0
France
1.7
9.3
191.2
Germany
3
6.5
159.4
India
6.9
n/a
17.2***
Indonesia
6.5
6.6
26.5
Italy
0.4
8.4
115.1
Japan
-0.7
4.6
52
Mexico
3.9
5.2
26.1
Russia
4.3
6.6
27.7
Saudi Arabia
6.8
n/a
n/a
South Africa
3.3
24.9
29.4
South Korea
3.6
3.4
34.9
Turkey
8.5
9.8
42.7
UK
0.9
8.1
421.9
US
1.7
9.0
98.2
* Euro area only, ** 2010 figs, *** Q3 2011. Note: External debt refers to debt owed to creditors outside the country. Countries with active financial sectors, such as the UK, tend to have large amounts of external debt.
Are you from a Brics country? What are your views on the economic crisis in the EU? Please send us your comments using the form below.
Queen of Sheba's Gift and her blessings!
Re: The Ethiopian Cultural and Genetic Connection to the world
Here is the Connection of Ethiopia with Middle East and the rest of Africa and South East Asia+ the Globe
Ethiopia gives the gift of Genetic and Cultural Diversity to the World
Dr BMJ
www.GlobalBelaiJesus.com
Queen of Sheba's Gift? Genetic Find Ties Ethiopia to Other Lands
Stephanie Pappas, LiveScience Senior WriterDate: 21 June 2012 Time: 12:06 PM ET
A depiction of the Queen of Sheba meeting King Solomon of Israel from the Florence Baptistry in Italy.
CREDIT: Photograph by Richardfabi, distributed under a Creative Commons license by Wikimedia.
The Queen of Sheba's genetic legacy may live on in Ethiopia, according to new research that finds evidence of long-ago genetic mixing between Ethiopian populations and Syrian and Israeli people.
The Queen of Sheba, known in Ethiopia as Makeda, is mentioned in both the Bible and the Quran. The Bible discusses diplomatic relations between this monarch and King Solomon of Israel, but Ethiopian tradition holds that their relationship went deeper: Makeda's son, Menelik I, the first emperor of Ethiopia, is said to be Solomon's offspring.
Whether this tale is true or not, new evidence reveals close links between Ethiopia and groups outside of Africa. Some Ethiopians have 40-50 percent of their genomes that match more closely with populations outside of Africa than those within, while the rest of the genomes more closely match African populations, said study researcher Toomas Kivisild of the University of Cambridge. [History's Most Overlooked Mysteries]
Ethiopia+Egypt+Israel+Syria. First Man www.accuracyingenesis.com Adam, first man per Bible records, archaeology dates him to 14,000 BPAds by Google
"We calculated genetic distances and found that these non-African regions of the genome are closest to the populations in Egypt, Israel and Syria," Kivislid said in a statement.
From its perch on the Horn of Africa, Ethiopia is the site of early hominin discoveries such as "Lucy," a fossilized Australopithecus afarensis and an early human ancestor.
Gateway between East and West. Ethiopia is also a gateway between Africa and Asia, according to Kivislid and his colleagues. But few genetic studies have delved specifically into the Ethiopian genome.
Ethio-Semitic Connection. Both agriculture and linguistics show a link between Ethiopia and lands outside of Africa. For example, archaeologists have uncovered wheat and barley farming in Ethiopia, agriculture that first arose in the Fertile Crescent of the Middle East. Linguistically, Ethio-Semitic, a language spoken both in Ethiopia and nearby Eritrea, has been traced to a Middle Eastern origin.
Analyzing Ethiopian Genomes. To better understand the genetic ties between Ethiopia and the rest of the world, Kivislid and his colleagues analyzed the genomes of 188 Ethiopian men from 10 diverse populations. The men came from different regions and spoke different languages.
Diverse and modern genomes in Ethiopia. The results revealed that the Ethiopian genome is less ancient than those of some South African populations, and that Ethiopian genes are quite diverse.
Semitic and Cushitic tongues. Language hinted at genetics, the researchers found: Speakers of Semetic and Cushitic tongues were shown to have genomes about half comprised of genes from non-African origins. Other groups were characterized by mixes of eastern and western African genes.
The American Journal of Human Genetics. Tracing the genomic changes, the researchers found that the non-African and African genes first mingled about 3,000 years ago rather than during more recent times, the researchers reported today (June 21) in the American Journal of Human Genetics. [Most Tragic Love Stories in History]
Queen of Sheba (1005 to 955 BC). That timeline confirms what linguistic studies have suggested about links between the Middle East and Ethiopia during this time period, the researchers wrote. It also matches records and tales of the reign of the Queen of Sheba from about 1005 to 955 B.C., when trade routes were established and a royal son, perhaps, was born. Relations between the Horn of Africa and the Middle East would continue for centuries.
Genetic landscapes testify cultural diversity. "These long-lasting links between the two regions are reflected in influences still apparent in the modern Ethiopian cultural, and, as we show here, genetic landscapes," the researchers wrote.
Follow Stephanie Pappas on Twitter @sipappas or LiveScience @livescience. We're also on Facebook & Google+.
Congratulations! Now you are a college student, it starts in Summer Vacation
Dear Abby now you have graduated, what is next in your life?
Here is some advice for your summer of College Readiness! What dad? Give me a break, that is what I thought first, but...
Have you planned for College Prep Camp at George Mason or Catholic University? If not try to register soon!
Please read this great article designed for you!
Dr BMJ
www.GlobalBelaiJesus.com
A Student's Guide to Succeeding in Your First Year of College
Six Crucial Tips for Academic Success
Treena P, Yahoo! Contributor Network
Aug 10, 2007 "Share your voice on Yahoo! websites. Start Here."
Congratulations. First of all, congratulations on graduating high school and deciding to go to college. Soon, you'll be packing up your things and traveling to whichever school you've chosen, and your college experience will begin.
Big Adjustment to make! This will probably be the first time in your life that you've truly lived on your own away from parents or other guardians, and it will be a big adjustment. There will be no one looking over your shoulder to make sure that you're eating well, doing your homework, following a curfew, or even changing your underwear on a daily basis. You might find it all too easy to slip into one of the many traps facing students in their first year away from home, and any one of them is a potential disaster.
Balance between freedom and responsibility. The key to surviving your first year as a 'real' adult is to maintain a balance between your new freedoms and the responsibilities that inevitably accompany them. It may be overwhelmingly tempting to attend every party on campus, join every club, and go exploring in every spare moment, but what about such things as homework, study, and, yes, even laundry? It's vital to work to find that balance between fun and duty, not only so that you can keep your grades at an acceptable level, but also so that you don't burn out.
The following are some tips that, hopefully, will help you find such a balance and, therefore, help you succeed in your first year at college.
Class time is not social hour. While this may seem obvious now, freshman year at college almost always includes large seminars in huge lecture halls, and at least one professor who could put an insomniac into a restful slumber. When the two are combined, it might seem like the perfect opportunity to either sign the attendance sheet and slip out the back, or to simply spend the class time texting to your friends. Don't do it! Not only will you miss out on learning the course material, professors have a great view of the whole class. Especially in those lecture halls, they see everything that's going on. They can see who's paying attention and who's sitting slumped in the seat, head down, fiddling with a cell phone.
Be present, awake and alert in class. They also resort to such tactics as counting the signatures on the attendance sheet, and then counting the heads in the room. When the numbers don't match, there just might be a pop quiz. If that happens, you want to be present, awake, and alert. For the best chances of success, get to these classes a few minutes early, and get a seat in the front row, near the center.
Don't skip classes, and be sure to take notes, even if this is a subject you also had in high school. Lectures are also some of the best chance you'll get to ask your professor questions about material you don't understand, so make use of it! Chances are that there is at least one other person in the room who also doesn't understand, and it's better to ask right away than get hopelessly bogged down and try to dig yourself out the night before an exam.
Homework is more important than it looks. Homework is the bane of just about every college student's life. It can take hours to finish, and interferes with time that could be spent at clubs, partying, or socializing. However, homework is vitally important. It might count for as little as ten percent of your final grade, but in reality, it matters far more than that. Most professors will take homework questions, change the numbers, and put the otherwise identical question on a quiz or exam. Homework is also a very good gauge of how well you understand the material. If you're getting consistently high scores on it, it means that you've got a good grasp of the material, and you should do well when the time comes for exams.
Do home work as it is assigned. By doing homework, you can also tell where you need extra help, and give you enough time to get it and learn the material before you find out the hard way. Since homework does take time, it's best to do it as it's assigned, rather than trying to get it all done at once. It's also a good idea to make sure to submit your homework regularly, and on time. Even if it's not graded, professors usually record whether or not it was submitted, and when the time comes to assign grades, you will usually get the benefit of the doubt if you've been turning it in.
Study in small groups, and not with your romantic interest. In the days leading up to exams, study groups get more and more common. But, unfortunately, it's very easy to get side-tracked when you study with friends, and turn study hour into social hour. It's important to take breaks, but you might find that it's all break, and no real review, and it will hurt you when you sit down to take your test and find that you can't remember anything. To avoid this, try to study in a small group of no more than two or three people, total. Study somewhere quiet, like a library or in a dorm room, and keep distractions to a minimum.
Plan to take breaks when needed, and if you're not getting anywhere, call it a day. Nothing wastes time like non-productive studying. If you're having trouble studying in a group setting, plan to do it by yourself. Laundry day is a great time to do it, because you have to take a break every now and then to change loads, or put them away. Also, don't start studying the night before an exam. If you don't know it the night before, spending a sleepless night will not help you remember, and it will hurt your performance.
Start early and prepare in advance. Ideally, you should start studying for a regular exam three to four days in advance, and a final one to two weeks in advance.
Party, but not too hard. Nothing will destroy someone's college experience faster than being too much of a party animal. There's nothing wrong with going to them once in a while, and it's a good way to relax on the weekends, but you have to leave plenty of room in your schedule for homework, studying, and sleep. If you're extremely lucky, you might be able to skid by without doing homework or studying, but sleep is a true necessity; if you don't get it at night, you will end up getting it in class.
3777 Plan. Sleep 7 hours, study 7 hours and attend class for 7hours! Not only does sleeping in class look bad, it also keeps you from learning anything. It's a good idea to save your partying for Friday and Saturdays, and avoid the ones that occur in the middle of the week. Also, use Friday afternoons and Saturday during the day to catch up on homework and get ahead, if you can. This gives you Sunday to relax, recover, and do anything you need to do to prepare for the week ahead without having to worry about mounds of class work.
Make use of office hours. Almost all professors keep these, and most will tell you what they are on the first day of class. Make use of them! If you have any questions on the current material, if there's a homework problem you don't understand, or even if you just want more information on something, professors make themselves available during office hours specifically for this. Most of them are friendly and perfectly happy to offer extra help if you are willing to ask for it. This way, you can get one on one attention from the person teaching the class, and you can ask questions that you might have been too embarrassed to ask during lecture.
Get to know your professors well. The other side benefit of visiting during office hours is that you give a professor a chance to get to know you on a level that they won't get in a sixty person lecture. This can only help you, since even if you're struggling, the professor will know that you have been trying, something he or she may not be able to say about the majority of the class. When final grades are decided, this will always fall in your favor.
Find the student learning center, and get to know the people who work there. This center may have a different name at your college, but the general purpose is the same. This is the place you go when you need help with a class and can't talk to the instructor. They usually employ older students as tutors, and these will be a free resource to you, covered in the student fees everyone pays at the beginning of the year. These tutors can generally explain problems in a different way than the professor, and it might make it easier for you to understand them.
Seek a tutor as soon as you can. They also tend to have more time available than a professor, and won't mind if you want to spend a lot of time getting help, since they often get paid by the hour. Your best bet is to seek out a tutor as soon as you have a problem rather than waiting until you're hopelessly lost. And, remember, there is no shame in having a tutor; almost everyone needs one sooner or later, and it's always better to ask for help than it is to fail.
Your time is your wealth at college! There are many other tricks that you can find to help make your time at college as smooth as possible. You're going to have quite a time ahead of you, and you'll end up having a bit of a shakedown before you start getting in the groove and get truly comfortable with the workload and with the other demands on your time. Just keep the tips above in mind and try to stick to them, and you should find that the other adjustments won't be so hard to make.
Focus on the big things, and let the little issues take care of themselves when you have to. Just remember, the biggest piece of advice I can give you is to ask for help in anything, school, social life, or other issues, as soon as it becomes a problem, and not when you're in over your head and can't see a way out of your problem. Congratulations again, and the best of luck as you head off to college!
--
Global Strategic Enterprises,Inc
Belai Habte-Jesus,MD,MPH
www.GlobalBelaiJesus.com
V1=571.225.5736; V2= 703.933.8737; Fx1=202.3188277
GlobalBjesus@gmail.com;
&
GloblBelaiJesus@me.com
Our Passion is to reach our individual and collective potential 4 Excellence & Success -Always!
*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~
CONFIDENTIAL: The information contained in this communication, including its attachments may contain confidential information and is intended only for the individual (s) or entity (ies) to whom it is addressed
+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*
Legal privilege. The information contained in this communication may also be protected by legal privilege , federal law or other applicable law.
~~~~~~~~~~~~~~~~~~~~~~~~~~
Forewarned of consequences. If you are not the intended recipient of this communication , you are hereby notified that any distribution, dissemination or duplication of this communication is strictly prohibited.
***************************************
Do the right thing. If you have received this communication in error please immediately delete and destroy all copies of this message and please immediately notify us of the error by separate communication .
+++++++++++++++
Thank you.
***********************
Dear Abby now you have graduated, what is next in your life?
Here is some advice for your summer of College Readiness! What dad? Give me a break, that is what I thought first, but...
Have you planned for College Prep Camp at George Mason or Catholic University? If not try to register soon!
Please read this great article designed for you!
Dr BMJ
www.GlobalBelaiJesus.com
A Student's Guide to Succeeding in Your First Year of College
Six Crucial Tips for Academic Success
Treena P, Yahoo! Contributor Network
Aug 10, 2007 "Share your voice on Yahoo! websites. Start Here."
Learn to use your time and relationships for success!
Congratulations. First of all, congratulations on graduating high school and deciding to go to college. Soon, you'll be packing up your things and traveling to whichever school you've chosen, and your college experience will begin.
Big Adjustment to make! This will probably be the first time in your life that you've truly lived on your own away from parents or other guardians, and it will be a big adjustment. There will be no one looking over your shoulder to make sure that you're eating well, doing your homework, following a curfew, or even changing your underwear on a daily basis. You might find it all too easy to slip into one of the many traps facing students in their first year away from home, and any one of them is a potential disaster.
Balance between freedom and responsibility. The key to surviving your first year as a 'real' adult is to maintain a balance between your new freedoms and the responsibilities that inevitably accompany them. It may be overwhelmingly tempting to attend every party on campus, join every club, and go exploring in every spare moment, but what about such things as homework, study, and, yes, even laundry? It's vital to work to find that balance between fun and duty, not only so that you can keep your grades at an acceptable level, but also so that you don't burn out.
The following are some tips that, hopefully, will help you find such a balance and, therefore, help you succeed in your first year at college.
Class time is not social hour. While this may seem obvious now, freshman year at college almost always includes large seminars in huge lecture halls, and at least one professor who could put an insomniac into a restful slumber. When the two are combined, it might seem like the perfect opportunity to either sign the attendance sheet and slip out the back, or to simply spend the class time texting to your friends. Don't do it! Not only will you miss out on learning the course material, professors have a great view of the whole class. Especially in those lecture halls, they see everything that's going on. They can see who's paying attention and who's sitting slumped in the seat, head down, fiddling with a cell phone.
Be present, awake and alert in class. They also resort to such tactics as counting the signatures on the attendance sheet, and then counting the heads in the room. When the numbers don't match, there just might be a pop quiz. If that happens, you want to be present, awake, and alert. For the best chances of success, get to these classes a few minutes early, and get a seat in the front row, near the center.
Don't skip classes, and be sure to take notes, even if this is a subject you also had in high school. Lectures are also some of the best chance you'll get to ask your professor questions about material you don't understand, so make use of it! Chances are that there is at least one other person in the room who also doesn't understand, and it's better to ask right away than get hopelessly bogged down and try to dig yourself out the night before an exam.
Homework is more important than it looks. Homework is the bane of just about every college student's life. It can take hours to finish, and interferes with time that could be spent at clubs, partying, or socializing. However, homework is vitally important. It might count for as little as ten percent of your final grade, but in reality, it matters far more than that. Most professors will take homework questions, change the numbers, and put the otherwise identical question on a quiz or exam. Homework is also a very good gauge of how well you understand the material. If you're getting consistently high scores on it, it means that you've got a good grasp of the material, and you should do well when the time comes for exams.
Do home work as it is assigned. By doing homework, you can also tell where you need extra help, and give you enough time to get it and learn the material before you find out the hard way. Since homework does take time, it's best to do it as it's assigned, rather than trying to get it all done at once. It's also a good idea to make sure to submit your homework regularly, and on time. Even if it's not graded, professors usually record whether or not it was submitted, and when the time comes to assign grades, you will usually get the benefit of the doubt if you've been turning it in.
Study in small groups, and not with your romantic interest. In the days leading up to exams, study groups get more and more common. But, unfortunately, it's very easy to get side-tracked when you study with friends, and turn study hour into social hour. It's important to take breaks, but you might find that it's all break, and no real review, and it will hurt you when you sit down to take your test and find that you can't remember anything. To avoid this, try to study in a small group of no more than two or three people, total. Study somewhere quiet, like a library or in a dorm room, and keep distractions to a minimum.
Plan to take breaks when needed, and if you're not getting anywhere, call it a day. Nothing wastes time like non-productive studying. If you're having trouble studying in a group setting, plan to do it by yourself. Laundry day is a great time to do it, because you have to take a break every now and then to change loads, or put them away. Also, don't start studying the night before an exam. If you don't know it the night before, spending a sleepless night will not help you remember, and it will hurt your performance.
Start early and prepare in advance. Ideally, you should start studying for a regular exam three to four days in advance, and a final one to two weeks in advance.
Party, but not too hard. Nothing will destroy someone's college experience faster than being too much of a party animal. There's nothing wrong with going to them once in a while, and it's a good way to relax on the weekends, but you have to leave plenty of room in your schedule for homework, studying, and sleep. If you're extremely lucky, you might be able to skid by without doing homework or studying, but sleep is a true necessity; if you don't get it at night, you will end up getting it in class.
3777 Plan. Sleep 7 hours, study 7 hours and attend class for 7hours! Not only does sleeping in class look bad, it also keeps you from learning anything. It's a good idea to save your partying for Friday and Saturdays, and avoid the ones that occur in the middle of the week. Also, use Friday afternoons and Saturday during the day to catch up on homework and get ahead, if you can. This gives you Sunday to relax, recover, and do anything you need to do to prepare for the week ahead without having to worry about mounds of class work.
Make use of office hours. Almost all professors keep these, and most will tell you what they are on the first day of class. Make use of them! If you have any questions on the current material, if there's a homework problem you don't understand, or even if you just want more information on something, professors make themselves available during office hours specifically for this. Most of them are friendly and perfectly happy to offer extra help if you are willing to ask for it. This way, you can get one on one attention from the person teaching the class, and you can ask questions that you might have been too embarrassed to ask during lecture.
Get to know your professors well. The other side benefit of visiting during office hours is that you give a professor a chance to get to know you on a level that they won't get in a sixty person lecture. This can only help you, since even if you're struggling, the professor will know that you have been trying, something he or she may not be able to say about the majority of the class. When final grades are decided, this will always fall in your favor.
Find the student learning center, and get to know the people who work there. This center may have a different name at your college, but the general purpose is the same. This is the place you go when you need help with a class and can't talk to the instructor. They usually employ older students as tutors, and these will be a free resource to you, covered in the student fees everyone pays at the beginning of the year. These tutors can generally explain problems in a different way than the professor, and it might make it easier for you to understand them.
Seek a tutor as soon as you can. They also tend to have more time available than a professor, and won't mind if you want to spend a lot of time getting help, since they often get paid by the hour. Your best bet is to seek out a tutor as soon as you have a problem rather than waiting until you're hopelessly lost. And, remember, there is no shame in having a tutor; almost everyone needs one sooner or later, and it's always better to ask for help than it is to fail.
Your time is your wealth at college! There are many other tricks that you can find to help make your time at college as smooth as possible. You're going to have quite a time ahead of you, and you'll end up having a bit of a shakedown before you start getting in the groove and get truly comfortable with the workload and with the other demands on your time. Just keep the tips above in mind and try to stick to them, and you should find that the other adjustments won't be so hard to make.
Focus on the big things, and let the little issues take care of themselves when you have to. Just remember, the biggest piece of advice I can give you is to ask for help in anything, school, social life, or other issues, as soon as it becomes a problem, and not when you're in over your head and can't see a way out of your problem. Congratulations again, and the best of luck as you head off to college!
--
Global Strategic Enterprises,Inc
Belai Habte-Jesus,MD,MPH
www.GlobalBelaiJesus.com
V1=571.225.5736; V2= 703.933.8737; Fx1=202.3188277
GlobalBjesus@gmail.com;
&
GloblBelaiJesus@me.com
Our Passion is to reach our individual and collective potential 4 Excellence & Success -Always!
*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~*~
CONFIDENTIAL: The information contained in this communication, including its attachments may contain confidential information and is intended only for the individual (s) or entity (ies) to whom it is addressed
+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*+*
Legal privilege. The information contained in this communication may also be protected by legal privilege , federal law or other applicable law.
~~~~~~~~~~~~~~~~~~~~~~~~~~
Forewarned of consequences. If you are not the intended recipient of this communication , you are hereby notified that any distribution, dissemination or duplication of this communication is strictly prohibited.
***************************************
Do the right thing. If you have received this communication in error please immediately delete and destroy all copies of this message and please immediately notify us of the error by separate communication .
+++++++++++++++
Thank you.
***********************
Tuesday, June 19, 2012
Mobilizing Enterprises- The New Wave of the Future?
Executive Summary
To understand the pervasive impact that mobility is having on
how we work and live, consider Joe, a quintessential millennial,
whose smart device is now the focal point of his personal and
professional life. He arises at 5:30 a.m. after being awakened
by the alarm on his smartphone.
A mobile/social exercise app immediately activates, informing him of who among his friends burned the most calories in the gym the day before. On his
way to work, he stops at a local coffee shop and pays for his
daily dose of high-octane mochachino and a train ticket with
his NFC-enabled device. In the subway, he enters a contest to
win free tickets to a basketball game by scanning the QR code
on a nearby billboard using his mobile.
Joe then uses a discount coupon on his mobile from the
nearby Staples store to buy office supplies. Once in the
office, he punches in by passing his smartphone over an
automated time clock.
To get reimbursed for supply purchases,
he sends photocopies of the store receipt to the accounting
department using his mobile device. While in a meeting,
Joe updates a client order just before it ships
by using his iPad to log into the corporate order
management system; he earns praise from his
client for being so diligent. At lunch, Joe reviews
his monthly sales report with his manager on his
iPad. Before leaving work, he sends a photo of his
paycheck to his bank, which immediately confirms
the deposit. Joe closes his workday by passing his
mobile over the time clock.
Joe’s workday is not unusual. In fact, it is typical
of how many knowledge workers increasingly rely
on smart devices to perform business-critical tasks,
much like they live their personal lives. The numbers tell
the story: Despite stiff economic headwinds, smart devices
3
are flying off the shelves. Thus, the devices that first
mobilized voice communications years ago have emerged
The devices that
first mobilized voice
communications years
ago have emerged as
a pervasive technology
that is now compelling
enterprises to mobilize
nearly every aspect
of work life
.3 FUTURE OF WORK February 2012
as a pervasive technology that is now compelling enterprises
to mobilize nearly every aspect of work life.
Interestingly, the “consumerization” of business technology
reveals an incredible role reversal. Historically, businesses
were first movers in adopting new technologies. With mobility,
however, individuals are leading the charge, and organizations are lagging adopters. Navigating this chasm presents
enterprises of all shapes and sizes with major challenges, as
well as tremendous opportunities.
On the opportunity side of the equation, smart devices come
with powerful features that redefine “real-time” business
activity. They offer a potent source of operational agility
and ever-increasing business value.
On the customer front,
organizations can use mobility to offer new communication
channels and innovative services and products, strengthen
their competitive might, and develop new revenue streams.
On the operations front, mobility can be deployed to unlock
productivity and reduce the cost of operations, while engendering a more collaborative and efficient work environment
to satisfy a workforce that increasingly craves instant access
to information and services similar to those they consume in
their personal lives.
Sensing this, early adopters across industries are proactively
launching innovative, mobility-driven services for a wide
swath of users — employees, customers and business partners.
Organizations are now coming to terms with mobility’s
ascension by allowing employees, with certain restrictions, to
use their own devices on the job. Some also see mobility as a
function that is forcing companies to rethink their business
models, reinvent their organizations and rewire operations.
However, the road to enterprise mobility is paved with myriad
challenges and risks. These include:
Integrating devices with enterprise information systems.February 2012
MOBILIZING THE ENTERPRISE 4
Overcoming daunting change management challenges,
especially in preparing the IT department for disruptive
change.
Inherent technological volatility in the still maturing
mobility space.
Striking the right balance by which employees can use their
own devices for work while retaining access control and
preserving privacy and security.
Organizations can architect their mobile future by understanding both internal and external requirements for enterprise
applications and key business processes that need to be
revamped. First, a holistic enterprise mobility strategy should
be developed to lay the necessary foundation (see page 17).
While not an exhaustive list, this strategy should include
formulating the ground rules for identifying business priorities,
identifying roles and privileges for accessing data and
application services, making clear the organizational stance
(be it aggressive or gradual), creating a holistic governance
policy and possibly a mobility center of excellence within the
enterprise, and addressing aspects of employee-owned devices.
One key question for organizations to resolve is whether to
embrace mobility on their own or in partnership with a capable
Tier 1 provider. When enterprises adopt mobility on their own,
they typically incur large upfront capital expenditures, assume
the full risk of implementation failure, accept additional costs
associated with technology obsolescence and take on the
burden of maintaining the skills and resources needed to
maintain new and ever-changing systems. An alternative
arrangement is to hire a specialist to deliver enterprise
mobility as a managed service.
This model shifts the
investment burden from costly capital expenditures to
more flexible operating budgets, since pricing is based on a
monthly fee and consumption model. This approach allows
organizations to reap mobility’s benefits while “variabilizing”
fixed upfront costs and effectively transferring the risk of
technology obsolescence to a partner.
5 FUTURE OF WORK February 2012
The challenges and risks associated with mobility, however,
aren’t overly onerous; in fact, early adopter experience
indicates that despite ongoing technological volatility,
difficulties can be overcome with rigorous planning and
execution. A more conservative wait-and-see approach can
backfire by prolonging implementation and time to value,
putting organizations at risk of losing face — or worse,
business — to more proactive and aggressive competitors.
Peter Drucker, the late management guru, advised executive
leadership teams to stop trying to predict the future.
In his book Managing for Results, Drucker points out that organizations
should prepare for “the future that has already happened”
by identifying major events that have already occurred and
will have predictable effects in the next decade or two. In this
vein, mobility has already established itself as an irrevocable
trend. If current mobile usage is any indication, it appears that
the mobile future has already arrived.
This white paper:Assesses the forces driving enterprise mobility.
Reveals the benefits accrued through enhanced agility and
new business opportunities.
Explores early success stories and more innovative
applications.
Reveals potential challenges and workarounds.
Offers a proven framework for embracing a flexible and fluid
approach to contend with ongoing technological volatility,
process renovation requirements and build/buy choices.
February 2012 MOBILIZING THE ENTERPRISE 6
Forces Driving Enterprise Mobility
For the first time in the history of organized business, enterprises are compelled to play catch-up with their customers and employees.
For the most part, enterprises have not provided devices, tools and applications that match the latest technologies used by employees in their personal lives.
This leads to a less-than-ideal Sunday night/Monday morning experience for employees, in which their own personal technology is more enjoyable and productive than that provided by their organization. The significant popularity of smart devices (such as mobile phones and tablet computers) is reflected by rapidly rising sales, at a time when consumer-dependent industries (such as retail) are suffering from reduced customer spend. Rising Demand for Mobile Devices
Three forces — technology convergence, ubiquitous connectivity/computing
and increasing affordability — are driving the demand for smart devices. The
International Telecommunication Union reports that there are 5.3 billionmobile
subscribers with 3G technologies in 143 countries.
4
Forecasts indicate that the total installed base of smart devices will exceed that of PCs and laptops in the next few years (see Figure 1).
Sales of smartphones alone are expected to reach one billion, overtaking feature phones, and will account for a majority of mobile devices sold by
2015. Cisco says mobile-connected devices, including machine-to-machine modules,
5
will cross the seven billion mark, equaling the world’s expected population by 2015.
6Increased use of Mobility by Consumers
Without a doubt, consumers are at the forefront of the smart devicerevolution.
Their appeal: greater convenience and utility. By allowing access toinformation
anytime and anywhere for real-time decision-making, mobility hasempowered
consumers in a multiplicity of ways. These devices are indispensible, changing
the way news, music, games and social media are consumed. They are also transforming shopping behavior, providing consumers with more informatio n at their fingertips than retail associates, themselves. A Google and IPSOS OTX MediaCT survey concurs: 79% of 5,013 smartphone owners surveyed in the U.S. used a Growth of the Gadget
2005 2006 2007 2008 2009 2010 2011 2012 2013
0
100
200
300
400
500
700
600
800
Device shipments (millions)
FORECAST
Source: The Economist
Smartphones Tablets
Desktop PCs Laptop PCs
Figure 1
10 billion mobile connected
devices by 2020 (forecast)
Devices in use:
100 million
PCs in 1993
1 billion
PCs in 20087 FUTURE OF WORK February 2012
smartphone to help with shopping, and 74% made a purchase following research
conducted on their devices.
7
Innovative applications are enabling customers to sync and access their personal
data effortlessly through smart devices that make use of near-pervasive bandwidth
across the globe. For example, mobile payments and m-commerce are set to garner
a significant share of overall e-commerce in the coming years. All this — combined
with the convenience and comfort of using one smart device for a multiplicity of
functions — is fueling consumer demand and adoption.
Increased Use of Mobility by Employees
Employee preference to use smart devices at work to access
business information is growing rapidly, according to a recent IDC study that
surveyed 3,000 workers from nine countries.
8
The study adds that half the
respondents used their devices to work while on vacation,
29% used them in bed, 20% while driving, and 5% when at a
place of worship. With employees relying more on consumer
technology for work and personal purposes, the line dividing
employees’ personal and professional lives is blurring fast.
The use of mobile computing in business today goes far beyond
e-mail access, messaging services and horizontal applications. The
ecosystem now includes access to core enterprise applications, both
services and data. Today’s computationally powerful and smart
devices with high-resolution screens allow employees to query,
access and view business data in an engaging format in real-time,
even when they are off-premises. Similarly, operational and field workforces now
have the ability to capture and share corporate data in real-time, using smart
devices with built-in sensors, thereby improving the ability of employees to collaborate among themselves and with customer and partners.
Changing workforce demographics are likely to spur further demand for smart
devices in the workplace, especially the growth of millennials, with their penchant
for technologies that enable just-in-time information and social networking.
Yankee Group notes that 60% of workplace smartphones are selected and bought
The use of mobile
computing in business
today goes far beyond
e-mail access, messaging
services and horizontal
applications.
40.7%
Personal PC,
smartphone,
tablet
Devices Used to Access Business Applications
30.7%
Personal PC,
smartphone
69.3%
Business PC,
smartphone
2010
59.3%
Business PC,
smartphone,
tablet
2011
Personally-owned Company-owned
Base for 2010: 2,820 responses from enterprises with
500 or more employees from 10 countries.
Base for 2011: Over 3,000 information workers and
business executives from nine countries.
Source: IDC Information Worker Custom Survey, sponsored by Unisys, May 2011 and May 2010.
Q: Which, if any, of the following devices do you use to access your organization's business applications, such as employee benefits, customer billing,
client relationship tools or productivity tools, such as spreadsheets, word processors, etc.?
Figure 2February 2012 MOBILIZING THE ENTERPRISE 8
by employees, while 23% of them intend to buy one in the next year. Companies
with a more mobile-savvy workforce are already experiencing this change. The
increasingly mobile-ready employee base is expected to account for one-third of
the global workforce of nearly 1.2 billion by 2013, according to IDC.
Dawn of BYOD
Employees’ demands for permission to use their devices was initially met with
corporate responses that ranged from refusal to denial. However, this is changing,
as companies begin to support the BYOD (bring your own device) movement,
albeit with carefully drawn limits and controls (see Figure 2, previous page).
Various studies corroborate the emerging trend of corporate acceptance of BYOD.
A Citrix global survey indicated that nearly all respondents will have a BYOD policy
in place by 2013, with the U.S. (56%) leading in BYOD policies and the UK (37%)
lagging behind
9
(see Figure 3). Companies not supporting BYOD cite security, legal
and HR concerns as the reasons. Good Technology’s report on BYOD suggests that
big companies within the finance, insurance and healthcare industries are leading
the BYOD movement, even while they operate within stringent security, regulatory
and compliance environments, while other industries are belatedly following suit.
10
But to be sure, companies are playing their BYOD cards on their terms. They are
defining the devices and applications that will be supported and managed for
employee-owned devices. Companies are limiting the choices for devices, platforms
and apps, mainly to save on costs, ensure security and reduce complexity.
Agility with Mobility
The foremost benefit of enterprise mobility is the agility that it promotes. Enterprise mobility deploys the powerful features of smart devices to enable real-time
decision-making and other activities that satisfy both customers and employees.
Mobile-enabled agility is a significant source of value. Business benefits can be
derived by fortifying the enterprise’s competitive might and/or by facilitating
innovative new offerings that generate new revenue streams. Also, mobility
When First BYO Policy Will Be In Place
India
Australia
Canada
U.S.
Netherlands
Germany
UK
Global
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Already in place By mid-2013 (cumulative)
Figure 3
Source: Citrix Global BYO Index
Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK.9 FUTURE OF WORK February 2012
facilitates numerous ways to reduce the cost of operations by eliminating
paperwork, empowering customers with self-service apps and remedying long-felt
customer and employee pain points.
Companies can also tap into the customer insights that are unique to their
organizations to customize services and strengthen their competitive position.
Opportunities for revenue enhancement within existing streams, as well as new
sources of revenue, can be leveraged when mobility is unleashed in thoughtful and
innovative ways. For instance, retailers are making use of location-aware technologies to promote their businesses to customers in close proximity to their physical
presence, often with customized offers.
In certain industries, customers are willing to pay for information.
In such cases, commercializing data services represents a new source
of revenue. A research study published in Journal of Interactive
Marketing finds that branded mobile apps can help build consumer
interest in new product categories and create positive vibes toward
these brands.
11
Moreover, sales teams that carry mobile devices with
access to enterprise systems are more empowered to successfully
deal with, and perhaps even impress, customers on-site.
Other areas include improved decision-making by senior executives,
as well as better risk and disaster management. Mobility can also be
used to maintain and strengthen customer brand loyalty and as a
new and unique outbound marketing channel. In addition to customer
value, mobility offers abundant scope for improving productivity, thereby driving
down operational costs in ways previously not possible.
Early-Mover Experiences with Enterprise Mobility
With enterprise mobility on the cusp of business criticality, innovative and
enterprising early movers across many industries are adopting mobility to drive
enhanced customer satisfaction and employee productivity. Some companies
have let customers use their smart devices to search for and buy products and
services. In the travel and hospitality industry, customers are empowered to take
charge of corporate tasks, such as booking airline flights and checking in using
mobile passes and tickets. Insurers allow their customers to use mobile apps to file
and subsequently check the status of insurance claims and request assistance or
member services. In healthcare, mobile apps now allow patients to share their
medical records with doctors and other industry professionals.
Sales teams that carry
mobile devices with access
to enterprise systems
are more empowered to
successfully deal with, and
perhaps even impress,
customers on-site.
Response base: 573 Percent of respondents
Mobile App Adoption Drivers
Employees demanding it 34%
40%
Want to accelerate
time-to-decision-making
44%
Belief that mobile apps will provide
competitive differentiation
47%
Operational efficiency
needs to improve
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Figure 4
Source: Aberdeen Group, September 2011February 2012 MOBILIZING THE ENTERPRISE 10
Retailers are at the forefront of mobile innovations to empower customers and
enhance their overall shopping experience. Banks offer customers access to their
services on-the-go. And while mobility has become a gateway to physical world
retailing, it is also fast becoming the electronic wallet, covering the entire shopping
spectrum, combining store and bank in one device.
In addition, companies are developing innovative apps
12
that make use of the
features of smart devices, such as accelerometers, GPS systems, gyroscopes
and high-resolution cameras. Such apps enable game-changing services such as
augmented-reality
13
and location-aware technologies (see sidebar). For instance,
a big automaker plans to offer cars that automatically send critical information
about their condition, such as low-battery, overdue maintenance checks or a
deflated tire, to the user’s smart device. With early movers launching carefully
targeted apps, customers are lapping up these mobile apps (see Figure 4,
previous page), as witnessed by download activity that is forecast to exceed
18 billion this year. Research firm Forrester Research reports that companies
will spend $54.6 billion a year by 2015 on apps and services.
14
Meanwhile, adoption and use of apps that run on smart devices for social
networking, gaming, maps, music, weather and news is surging. Marketers, using
powerful business intelligence and analytics tools, are gaining valuable insights
from the online trails customers leave behind that contain a treasure trove of data
about their preferences and choices. Armed with these insights, organizations
can precisely target customers to sell personalized products and services through
smart devices. This has led to the emergence of mobile as a new, robust channel
and customer touchpoint that is distinct in many ways from existing ones.
Early adopters, such as those in retail, see enterprise mobility as a transformative
technology that helps them improve on and benefit from the customer interaction.
Many customers find location-sensitive mobile coupons very useful and convenient,
hence offering retailers the much-desired potential to increase shopper loyalty and
overall share of wallet.
Elsewhere, mobility is leading to disruptive change. In the payments space — a
segment that has long been the bastion of the banking industry — radical change
is clearly underway. Non-banking players are emerging on the payments scene
Innovation, Here and Now
When it comes to enterprise mobility, the future is already here. Some examples:
Augmented reality: The “monocle” feature in mobile apps from online review
site Yelp allows users to point their smartphone or tablet cameras to access
digital information and ratings of nearby businesses. Shopping search engine
TheFind.com’s free app, Catalogue, allows users to visualize how a product,
such as a chest of drawers or a painting, looks against a wall in a room by
overlaying the product onto the live view from the built-in camera of smart
devices such as the Apple iPad.
Location-aware: This approach makes use of hardware components such
as GPS, WiFi and other connectivity mechanisms built into smartphones to
pinpoint a user’s location. A Japanese family was able to confirm that their
daughter was safe after a 9.0 magnitude earthquake struck Japan in March
2011. Using TekTrak, a mobile tracking app, the family knew the girl’s exact
location at various times throughout the day and the route she took back
home, an ordeal that lasted seven hours.11 FUTURE OF WORK February 2012
and swiftly outmaneuvering traditional institutions, creating a new mobile
payments ecosystem à la PayPal on the Web (and now on mobile devices, as
well). For example, innovations from companies such as Square are transforming
customer smartphones into credit cards to make and receive payments using an
app/hardware combination issued for free by the company.
15
Additionally, mobility is enabling organizations to reduce costs and improve worker
productivity (see Figure 5). For instance, Anheuser-Busch InBev implemented a
mobile enterprise application platform (MEAP), a middleware layer that enables
disparate devices to access a single set of applications, data and services. MEAP
is intended to improve the productivity of the company’s field sales and services
team’s direct store delivery (DSD) operations. The app enables more accurate and
timely invoicing through the availability of real-time data. As such, end-to-end
invoice processing was streamlined, resulting in a 15% reduction in days sales
outstanding (DSO), from 45 days to 39 days. In addition, the company achieved
ROI in six months and a positive cash flow by the third month.
16
In another case, a major pharmaceutical company equipped its 7,000-member
sales force — which makes sales calls 240 days a year — with smart devices
pre-loaded with customized information for each doctor and his/her specialty
practice area. This initiative reduced time for preparing sales pitches from two
hours to just minutes, reducing customer acquisition costs and, importantly,
allowed sales people to use the saved time to make additional calls to prospective
customers, thereby generating additional revenues.
Tablets and smartphones are also being used by employees to place orders for
inventory, access customer information, capture business orders and customer
data and collaborate with internal teams in real-time to provide better service
to customers. For instance, insurance agents carrying tablets can customize and
effectively present their products, create customized client illustrations on the
fly, show comparisons with competing products and complete application forms,
replacing inefficient paper-based forms.
In retail, shopping aids such as user opinions, competitor prices and reviews
are delivering insights to help consumers make smarter purchase decisions at
the point of sale. Sales teams dealing with such information-laden customers can
Improved employee satisfaction
Increased worker productivity
Greater mobility for workers
More flexible work environments for employees
Reduced IT costs
Attracting/retaining high quality staff
Better quality of devices used by workers
Better care and/or longevity of devices
Reduced device management requirements for IT
Faster on-boarding of employees and third parties
Improved business continuity
Other
0% 10% 20% 30% 40% 50% 60%
Figure 5
Source: Citrix Global BYO Index
Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK.
Benefits of BYO
Percent of respondentsFebruary 2012 MOBILIZING THE ENTERPRISE 12
be easily overwhelmed or, worse, placed at a disadvantage if their own tools are not
up to snuff. Elsewhere, mobility is also leading to more efficient supply chains. Little
wonder, then, that the majority of respondents to an IDC survey believe that tablet
computers will replace enterprise PCs in the next two to five years (see Figure 6).
Mobility solutions can help sales teams to:
Enable faster customer checkouts.
Ensure availability of products with timely replenishment orders to warehouses.
Access data and information using smart devices to answer customer queries.
Enhance the customer buying and shopping experience.
Barriers Make Enterprise Mobility a Tightrope Walk
The proliferation of smart devices in the workplace is creating some friction,
especially within corporate IT departments. Among IT’s primary worries:
Security concerns and compliance issues (due to lack of control over employeeowned devices).
Complexity involved in supporting a heterogeneous device ecosystem.
Costs involved in developing mobile apps and creating or implementing and
subsequently integrating a middle layer (MEAP) with the existing infrastructure.
Limited IT budgets and qualified professionals, as well as dealing with the diverse
array of smart devices (Apple iOS, Android, BlackBerry and Windows).
Contention with PCs and laptops as the preferred workplace tool of choice.
Add in enterprise integration challenges and the rapid pace of mobile technology
advancement, and it’s no wonder that IT departments are feeling the heat
(see Figure 7, next page).
Security Concerns
Security reigns as the top concern for IT in implementing enterprise mobility.
In June 2011, Trend Micro surveyed 600 decision-makers at medium- and largesized businesses across countries and industry verticals and found that 64% of
respondents cited security, 59% data loss and 43% compliance as their major
concerns in allowing personal devices to be used in the workplace.
17
As the BYOD
trend accelerates, IT departments are becoming wary of the tradeoffs they need
to make in allowing mobile devices into the enterprise while ensuring employee
satisfaction, reduced support costs and enforcement of data security policies.
18-23
months
24-35
months
36-47
months
48-59
months
60+
months
Media Tablets: PC Replacements?
Q: When do you believe media tablets will be fully capable to replace PCs as an enterprise computing platform?
0
5
10
15
20
25
30
35
(Percent of respondents)
Figure 6
Source: IDC's North American IT Enterprise Buyers and Device Life-Cycle Management Practices Survey, 2011
Response base: 5313 FUTURE OF WORK February 2012
Lack of standardization makes it tough for companies to enforce enterprise security
policies and exert their control over employee-owned devices. Moreover, employees preferring to use their own devices for both personal and work purposes raise
issues in the areas of compliance, data security and privacy, particularly if devices
are lost or stolen. Companies face unique challenges in such cases as tracing and
wiping them clean of sensitive corporate data.
Heterogeneity
Already prohibitive, the cost of managing and supporting heterogeneity is steadily
increasing, with numerous device models, six to eight mobile operating systems,
device-specific features and usage patterns. Meanwhile, IT budgets are under constant pressure, and the job of finding qualified professionals to support the expanding universe of devices and operating systems is an increasing challenge in and of itself. As more employees request mobile access to
enterprise data and applications, support costs and the burden on IT
staff rises.
Another heterogeneity challenge is preventing the use of low-end
mobile devices that reduce productivity in BYOD-supported architectures. The rapid adoption by customers of smart devices and
different mobile platforms increases management complexity,
inexorably. In such a scenario, developing apps and supporting
device-platform-app combinations for both employees and customers
forces organizations to incur significant expenditures. A lack of coordination and communication among key support functions, as well as
a reluctance on the part of IT departments to support these devices,
can severely undermine enterprise mobility. Getting IT departments
to cede and share control of technology with the business units is a
daunting change management challenge, to say the least.
Integration of Enterprise Information Systems
with Devices
Another big concern for companies is ensuring seamless integration
of enterprise mobility solutions with their existing infrastructure. An
IDC survey attributes this to a gap in skills required to lead integration
initiatives. The report notes that 20% of companies found it hard to
As the BYOD
trend accelerates,
IT departments
are becoming wary of
the tradeoffs they
need to make in allowing
mobile devices into the
enterprise while ensuring
employee satisfaction,
reduced support costs
and enforcement of data
security policies.
Security and compliance issues
Issues in linking mobile platform to existing database
Cost overruns and budget issues
Took longer to deploy than anticipated
Project scope extended or changed leading up to or during deployment
Version control issues between mobile OSs and other applications
Too complicated to install, manage and support
Minimal interest and adoption by mobile workers in the organization
Vendor or provider did not have necessary expertise to deliver project
Other (please specify)
None
Don't know
Percent of respondents
0% 10% 20% 30% 40% 50% 60%
Figure 7
Source: Worldwide Mobile Security 2010-2014 Forecast and Analysis, IDC, March 2010.
Mobile Technology Deployment Issues
Q: Which of the following mobile deployment issues has your organization experienced (select all that apply)?February 2012 MOBILIZING THE ENTERPRISE 14
install, manage and support mobility, while more than 40% faced integration challenges with existing databases and mobility platforms.
18
As CIOs look to unleash
mobility to achieve long-term business goals, they will need skilled and mobilitysavvy IT workers to ensure successful deployments.
Amid persistent economic uncertainty, many companies remain laser-focused
on using existing IT resources to contain costs and power new business
capabilities. However, they will need to invest heavily in upgrading their skill sets and
adding experts with proven pedigrees in enterprise mobility to tap into existing and
longer-term business opportunities, be they driven by revenue, productivity
or cost-containment.
Technology Obsolescence
Because of its relative immaturity, the risk of technology obsolescence and
volatility is high in the enterprise mobility market. Shorter technology refresh
cycles — due to rapid advances in mobile technologies, device capabilities and
feature sets, operating systems and application software — are big barriers for
organizations looking to invest in enterprise mobility solutions.
Adding to the risk of technology volatility are challenges such as a fragmented
mobile technology market with software interoperability issues and the
still-evolving nature of mobile standards.
Resolving the BYOD Conundrum
As with any disruptive change, BYOD brings to the forefront challenging
corporate issues such as a lack of control over employee-owned devices, regulatory
compliance, security and privacy concerns, data governance and monitoring
issues and increasing complexity of IT environments, application management and
associated costs. Additionally, there is a need to involve and gain buy-in from many
departments on BYOD policies, in areas such as HR, IT, legal, finance and facilities.
For now, companies can look at implementing well-thought-out device policies that
allow organizations to limit, control and manage devices; prevent low-end devices
that reduce productivity; and account for upgrades, with periodic reviews of device
policies that are communicated to employees and customers.
Shaping a Mobile Future
Early adopters of enterprise mobility are realizing significant business benefits
and envisioning new and creative ways to extend competitive advantage. Many
organizations, however, are employing a wait-and-see strategy to learn from the
implementation experience of others before developing mobility roadmaps.
Getting enterprise mobility right is all about prioritization, striking appropriate balances and making delicate tradeoffs. A good starting point is gaining an
understanding of the way customers and employees are using (and want to
use) mobility, as well as the likely ways that it can be introduced. The realization that mobility is not merely about technology is of paramount importance. A
critical next step is developing a holistic mobility strategy that lays the foundation and ground rules for enterprise mobility implementation and evaluating the
alternatives of either hiring a third party or doing it yourself. Introducing change
management efforts to inculcate a mobile mindset is essential for gaining enterprise mobility acceptance and adoption, a situation that is hyper-critical in organizations with a preponderance of older and technologically challenged employees. 15 FUTURE OF WORK February 2012
Understanding Mobile Behavior
After developing better visibility and insight into the adoption of consumer technologies by customers and employees, organizations must gain a clear understanding
of business processes, customer interaction processes and how employees work.
This will enable them to first leverage the capabilities of mobile devices to optimize
how they work across functional silos and then maximize business
benefits with customers and partners.
The competition’s use of mobility across industries could be another
avenue for understanding the magnitude of unmet needs and the
possibility of creating new go-to-market features. Such understanding
should also guide the need to redesign select business processes, as
well as organizational roles and data/app services access privileges,
for reaping mobility’s benefits to the fullest.
Mobility Strategy
The strategy should focus on creating a comprehensive mobility agenda
that defines the objectives and ground rules for screening competing
business areas that demand attention for mobility enablement. The
criteria could include the potential for creating or strengthening the
competitive ability to create new revenue streams by remedying longfelt customer and/or employee pain-points. Further, companies should
optimize investments by closing the gap between business unit demand
for mobility and deployment readiness. The strategy should steer
clear of the issue of organizational stance, whether it’s aggressive or
gradual or a mix of both. A governance policy should be instituted that lays out
with strategic clarity all corporate imperatives, including the BYOD policy. A guiding
body should be formed to drive the agenda, à la a mobility center of excellence.
Mobile Apps
Business areas that pass through the filter of enterprise mobility strategy become
prime candidates for initial app development. A strong focus on usability and
the ability to strengthen the brand should guide the process. A one-size-fits-all
approach to apps can be counterproductive. Apps that perform a specific function
mapped to the role of an employee improve effectiveness and incur lower costs for
deployment across the organization.
19
Deployment should be based on how users will interact with mobility solutions and
devices to derive maximum mileage. Organizations should not ignore the installed
base of feature phones, which still account for a majority of the mobile devices sold
worldwide, as this poses a major business opportunity.
Dealing with the Devices
Organizations need to implement mechanisms to deal with a rapidly evolving
consumer technology world. Important areas that require attention include
governance, which determines the decision criteria for which devices and apps are
supported; a BYOD strategy that sets the management and monitoring policies
for devices and determines which types are allowed and for what purposes; and
security policies to alleviate concerns from external threats, enforce privacy
considerations and detail robust security procedures.
Provide Freedom within a Framework
We believe that organizations should consider providing the freedom of choice
demanded by the wave of technology consumerization, albeit within an overall
The realization that
mobility is not merely
about technology is
paramount. A critical
next step is developing a
holistic mobility strategy
and evaluating the
alternatives of either
hiring a third party or
doing it yourself.February 2012 MOBILIZING THE ENTERPRISE 16
framework that strikes a balance between the forces craving independence and the
organizational need to maintain appropriate control.
Organizations must be cognizant of the diversity present in the mobile ecosystem,
which poses unique move-forward IT and business process challenges. Factors that
will be paramount to the success of mobility deployment in any
enterprise include scalability, reigning in support and development
costs, extending existing security structures and operational
procedures. IT departments need to play the crucial role of
marrying business needs with technology requirements, while
providing business units with the freedom to extend mobility to
business solutions that meet business and customer requirements.
A framework that is structured, well-defined and scalable will
support this freedom, which we term “Freedom within a
Framework.” Four components that constitute the framework are:
Technology: Components (hardware, software and services)
required to support new devices owned by employees and
customers.
Governance: Policies that govern the device lifecycle, use of
business networks and data.
Compliance and Security: Tools, policies, data containment,
device strategies, and organization and industry-specific
mandates that need to be met.
Support: Skilled personnel to manage mobility and its related
applications for employees and customers.
By using this framework, it is possible to provide customers with innovative
services through native
20
and mobile Web apps
21
that enhance the user experience,
productivity and utility. The framework provides business units with the necessary
components for the development of market-driven solutions in a standardized
fashion. The framework (as illustrated in Figure 8) helps organizations prescribe
guidelines for app design, development, testing, usability and security.
IT departments need
to play the crucial role
of marrying business
needs with technology
requirements, while
providing business
units with the freedom
to extend mobility to
business solutions that
meet business and
customer requirements.
Figure 8
Freedom Within A Framework
Our approach to enterprise mobility enables IT to offer an ecosystem within which solutions can be built in a standard fashion.
IT builds and owns
the framework.
Business drives market-driven
solutions within this framework.
Design
User Experience
Innovation
Business
Objective
Use Cases
Support
Technology
Compliance & Security
Governance17 FUTURE OF WORK February 2012
Build or Buy Dilemma
A key decision point is whether to embark on embracing enterprise mobility with
in-house resources or buy these through an arrangement with an external service
provider. Pursuing the in-house path to mobility requires organizations to have the
wherewithal to bear significant upfront Cap-Ex investments and be willing to contend with technology volatility and a lack of skilled resources, among other issues.
Sourcing: The Case for Cloud and Managed Services
Cloud-enabled, mobility managed services enable enterprises to enjoy the rewards
of enterprise mobility without the risks of infrastructure ownership or the burden
of supporting the resources required to develop and maintain the applications. One
of the advantages of this approach is to convert the fixed costs associated with
providing enterprise mobility services to variable costs that best align with demand
levels. Organizations are also better positioned to address device and operating
system heterogeneity, as well as other complexities, including the continuous need
for upgrades to remain in sync with ever-evolving device, software and network
advancements.
Organizations should consider entering into strategic partnerships with Tier 1
companies capable of extending support to mobile transformation efforts
by offering advice and a range of services under one roof, including cloudbased mobile infrastructure and mobile app development, through testing and
optimization. This arrangement also effectively transfers the risk of technology
obsolescence to the provider.
Experimenting first with pilot programs can provide much-needed insights for
a larger deployment. Doing so allows organizations to gain the transformative
experience required to be better prepared for organizational change.
The Road Ahead
Enterprise mobility is no longer an option, but rather a critical business requirement. Winning the future will require companies across industries to embrace mobility platforms that unlock productivity and competitive advantage and optimize
ongoing process changes that span the core operating model. Whether organizations are expanding existing architectures or starting fresh by building or acquiring
new IT infrastructure via managed services, they will need to tread carefully by
making tradeoffs that balance the aforementioned risks and rewards that co-exist
with today’s business constraints and tomorrow’s demands for anywhere, anytime
information access.
Organizations that delay embracing the inevitable proliferation of enterprise
mobility may find themselves hamstrung by inflexible legacy systems environments
that put them at a severe disadvantage compared with more adventurous and
risk-tolerant competitors. By taking a gradual and measured path, organizations can more effectively rewire their operations and survive ongoing business
challenges, while embracing tools and techniques that power new organizational
structures and facilitate more collaborative and real-time ways of working.
Keep in mind that Joe and all the other millennial workers of today and tomorrow
not only see mobility as integral facets of their professional and personal lives;
they outright demand it. So, when it comes to enterprise mobility, tread carefully,
but tread!February 2012 MOBILIZING THE ENTERPRISE 18
Footnotes
1
Near Field Communication-enabled smartphones use radio communication to
exchange data when brought into close proximity with other such devices.
2
Quick Response code is a popular two-dimensional barcode with large storage
capacity that allows its contents to be decoded at high speed.
3
Smart devices include smartphones, tablet computers and on-the-go devices.
4
“The World in 2010: ICT Facts and Figures,” International Telecommunication
Union, Oct. 20, 2010. www.itu.int/ITU-D/ict/material/FactsFigures2010.pdf
5
Devices such as energy meters, medical devices, mobile POS terminals and
vending machines use M2M mobility to allow other machines to monitor and
read their states using “embedded connectivity.”
6
“Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update,
2010–2015,” Cisco, Feb. 1, 2011. http://www.cisco.com/en/US/solutions/collateral/
ns341/ns525/ns537/ns705/ns827/white_paper_c11-520862.html
7
“The Mobile Movement: Understanding Smartphone Users,” Google, April 2011.
http://www.gstatic.com/ads/research/en/2011_TheMobileMovement.pdf
8
“IDC Unisys Study: 2011 Consumerization of IT Study: Closing the
Consumerization Gap,” IDC, 2011. http://www.unisys.com/unisys/ri/report/
detail.jsp?id=1120000970016710178
9
“IT Embraces Bring-Your-Own Devices,” Citrix, 2011. http://www.citrix.com/lang/
English/lp/lp_2314315.asp
10
“Good Technology State of BYOD Report,” Good Technology, Dec. 2, 2011.
http://www.good.com/resources/Good_Data_BYOD_2011.pdf
11
“Dialing for Dollars with Phone Apps,” Strategy+Business, Oct. 21, 2011.
http://www.strategy-business.com/article/re00164?gko=3acde&cid=20111110rr
12
These applications are lightweight mobile applications that offer simplified interfaces to search, shop, play and pay, providing instant gratification to customers.
13
Augmented-reality apps allow users to point their phone’s camera and pull up
relevant information about it from various sources.
14
“Mobile App Internet: Making Sense of the 2011 Mobile Hysteria,” Forrester
Research, Inc., Feb. 28, 2011. http://blogs.forrester.com/john_mccarthy/11-02-28-
mobile_app_internet_making_sense_of_the_2011_mobile_hysteria
15
Square provides an app/hardware combo that lets people accept payments
through a compatible smartphone, such as the iPhone. Its Card Case app allows
individuals to make location-based payments, as well, https://squareup.com/
16
Anheuser-Busch InBev implemented a mobile enterprise application platform for
its field sales and services team, “AB InBev Award-Winning Mobile Solution Accelerates Growth And Innovation,” Spring Wireless, 2010. http://media.redclaycms.
com/sites/344/documents/InBev_Case Study_Spring Wireless.pdf
17
Cesare Garlati, “Trend Micro Consumerization Report 2011,” Trend Micro,
Sept. 30, 2011. http://consumerization.trendmicro.com/talking-with-the-firstdirector-of-consumerization/19 FUTURE OF WORK February 2012
References
Kamesh Pemmaraju and M.R. Rangaswami, “Tug of War Between Business Value
& Risk,” SandHill Group, 2011.
“Techbits Package, BusinessWeek, Nov. 23, 2011. http://www.businessweek.com/ap/
financialnews/D9R6GSL00.htm
“Beyond the PC,” The Economist, Oct. 8, 2011. http://www.economist.com/
node/21531109
“Implementing a Successful Mobility Strategy,” Deloitte and American
Council for Technology, Aug. 23, 2011. http://www.actgov.org/sigcom/mobilityhome/
Documents/Deloitte - Implementing a Successful Mobility Strategy 08-23-11.pdf
Andrew Borg, “Enterprise Mobility Management Goes Global: Mobility Becomes
Core IT,” Aberdeen Group, July 27, 2011. http://www.aberdeen.com/AberdeenLibrary/7282/RB-enterprise-mobility-management.aspx
“Motorola Solutions: Market Barometer 2011 Hospitality,” Motorola, Q2, 2011.
http://mediacenter.motorolasolutions.com/imagelibrary/downloadmedia.
ashx?MediaDetailsId=1570
“TekTrak Customer in Japan Locates Daughter After Earthquake,” TekTrak, April 12,
2011. http://blog.tektrak.com/2011/04/12/tektrak-customer-in-japan-locates-daughter-after-earthquake/
“Tablet Demand and Disruption: Mobile Users Come of Age,” Morgan Stanley, Feb. 14,
2011. http://www.morganstanley.com/views/perspectives/tablets_demand.pdf
“Unleashing Enterprise Mobility, ”PricewaterhouseCoopers, PwC Technology
Forecast 2011, Issue 1, 2011. http://download.pwc.com/ie/pubs/2011_technology_
forecast_unleashing_enterprise_mobility_1.pdf
“Mobility: Its Impact, Opportunities, And Challenges,” SAP, 2011. http://www.sap.
com/campaigns/2011_04_mobility/assets/Mobility-Its_Impact_Opportunities_and_
Challenges.pdf
“Enterprise Mobility Guide,” Sybase, 2011. http://www.sybase.com/mobilityguide
18
“Worldwide Mobile Security 2010–2014 Forecast and Analysis,” IDC, March 2010.
http://www.idc.com/research/viewdocsynopsis.jsp?containerId=222348
19
“Enterprise Mobile Apps: How Role-Based Apps Will Drive Productivity and
Transformation in Manufacturing Companies,” Cognizant Technology Solutions,
July 2011. http://www.cognizant.com/InsightsWhitepapers/Enterprise-MobileApps-How-Role-Based-Apps-Will-Drive-Productivity-and-Transformation-inManufacturing-Companies.pdf
20
A native app is a software application written specifically to work with a
device’s operating system and functionality and is usually managed through an
app store.
21
Mobile Web apps use a mobile browser, with access to the Internet to display
a Web application or mobile URL customized for devices.Credits
Authors
Aala Santhosh Reddy, Senior Research Analyst, Cognizant Research Center
Rajeshwer Chigullapalli, Head, Thought Leadership Practice, Cognizant Research Center
Harold Albo, Jr., Director, Cognizant Business Consulting, Strategic Services
Jeffrey Wallace, Assistant Vice President, Cognizant Mobile Services Practice
Design
Harleen Bhatia, Design Team Lead
Suresh Sambandhan, Designer
February 2012 MOBILIZING THE ENTERPRISE 20World Headquarters
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