Sobre la calidad del agua

Hoy vino a casa un comercial de una empresa que vende aparatos de osmosis, con una demostración de electrólisis que trató de persuadirme de lo mala que era mi agua. 152 de TDS es lo que marcaba el aparato que usó para la calidad del agua, versus el agua osmotizada que marcaba 0.04.

Encontré una explicación del truco de la demostración por electrólisis del agua: http://www.marionkuprat.com/el-truco-de-la-demostracion-por-electrolisis-del-agua/

Y sobre si la calidad del agua es buena, encontré otro artículo que me dice que 152 es un agua blanda de mucha calidad. ¿podría ser mejor? siempre todo puede ser mejor, pero ya tengo buena calidad: http://acuariofiliamadrid.org/Thread-FICHA-SOBRE-TDS

El aparato que usó lo puedes comprar en cualquier sitio.

Hay videos en Youtube muy buenos explicándolo de una manera más visual.

Los 2 vasos de la izquierda de mi grifo, el de la derecha de una botella que trajo el comercial.

agua¿alguien puede decirme como mejorar la calidad del agua sin arruinarme?

Nurturing the Relationship

From the book “Career Upgrade Road-map“, one of the chapters talks about the way to nurture the relationship with the people you are targeting.

Once you have a meeting with someone, a good rule of thumb is to make the conversation 80% about them and 20% about you.

Your goal is to be able to answer these 2 basic questions:

1. Would I like this job?

  • What have been the biggest surprises to you as a xxxx?
  • What are your favorite and least favorite parts of the job?

2. Could I actually get this job?

  • What have been the biggest surprises to you as a xxxx?
  • What are your favorite and least favorite parts of the job?

To-do after the meeting:

  1. Same-Day Thank You
  2. Next Step (1–2 weeks later)—Give Them Value
  3. Give Them an Update (1–2 weeks later)

Goal: get introduced to the decision-maker of the position you want.

The majority of the value you will see from a new relationship will come after you have built trust and credibility.

10 ideas to organize you EA

This article written by Mckensey is so much useful, read it, do not read my summary; the list below is just for my memories.

The summary is, companies do not agree on what is the main focus in Enterprise Architecture (EA) management.

  • Some companies are focused on continually measuring IT performance and adjusting business processes and systems as needed.
  • Others focus on alignment of the overall IT architecture with those of the individual business units.
  • And other companies focus EA leaders who promote collaboration and accountability among teams in IT and business functions.

Who is right? probably all of them.

Anyway these are the list of ideas:

  1. EA should reflect the organization of the business (P04).
  2. The company should be clear about who is accountable for EA decisions (P04).
  3. The EA department should collaborate closely with the business and the IT organization (P06).
  4. The EA department should keep strategy-related tasks separate from operational ones (P01).
  5. The company should give the EA department approval rights (P04, ME4).
  6. The company should keep accountability for elements of the enterprise architecture in one group (P04, ME4).
  7. The company should analyze and measure the effects of enterprise architecture on the business (ME1, ME2, ME3).
  8. The EA department should keep it simple.
  9. The company should use one tool to rule all elements of the architecture.
  10. The company should invest in EA leaders.

I have added some weird comments to the list (P01, P03…), the reason is that the 10 points made me think about the Cobit framework and how these ideas are implemented by Cobit. Each one of these marks are related to the framework.

Ok you could not avoid to read the summary and avoided the article, read it, the source of data is very good.

Rudnitsky sales playbook

Business insider reminds us these useful rules that appear in the book behind the cloud; these are the 11 sales rules from David Rudnitsky:

  1. “Think BIG, Have Attitude”: Think big (dollars and scope), not just the immediate opportunity in front of you. Behave as if your company is big, even if it’s not. Salesforce’s average customer had 12 users when Rudnitsky started out.
  2. “No deal is won or lost alone”: Bring in the entire team to work on new deals, and brainstorm about how to do a better job. “I’m less impressed with someone who closes a $2 million deal alone than I am with someone who brought all of us in and still closed the same $2 million deal”.
  3. “Connect the dots”: Never cold-call — always call with a plan. Constantly reach out to contacts and find connections before engaging with a prospect.
  4. “Focus on ‘why not'”: Instead of thinking about why a deal will close, focus on why it might not. “Anticipating the ‘why nots’ gives you a significant advantage over [competitors]”.
  5. “Always take the deal off the table”: Make sure every deal is closed if it’s ready to close. Don’t waste any time, leaving a chance for the deal stalling and potentially getting away.
  6. “Get your face in the place”: Meet your customers in person. You won’t be able to learn anything about them by just talking on the phone. It also strengthens the customers’ confidence in you.
  7. “Fun facts build instant credibility”: Try to learn everything about your customer and collect ‘fun facts’ that could be used to build your credibility.
  8. “Be proactive on all paperwork”: Make sure all paperwork is in place. Otherwise, it will “come back to bite you.”
  9. “Always get quid pro quo in negotiations”: Don’t be afraid to ask for more and say no when needed. For example, make sure you’re allowed to announce the deal in the press because it gives huge publicity that could lead to other opportunities.
  10. “Share best practices”: Share great emails or proposals with the rest of the team and try to learn from them. And use them in other deals too.
  11. “Go after game changers”: Look for deals that can take the company to the next level. “These deals are revolutionary in a company’s evolution. Winning huge customers, such as Dell and Japan Post, was game changing for our company”.

 

 

Behavioral attributes on program management

Cranfield University did a research related to behavioral attributes of the leaders when working on programs. The summary table of this research is added to the Managing Successful Programs book.

Attitude and aptitudes of leaders are summarized in a scale from 1 to 4, where 4 represents more awareness and capacity to lead the complexity of the programs. The research is focused on programs, but it’s perfectly applicable on other areas.

Program-Management-Behaviors

DataLossDB

We all never know enough about security, so spending a little time looking over this website is always good. It’s common to listen a lot of news about security alerts in the form of newly found vulnerabilities.osf-dl-header

DataLossDB has been around for a long time as the data they hold testifies, it is a record of data breaches and losses across the world although being US based the data tends to be biased for that geography. Its primary sources of data are the US government agencies with a responsibility for protecting data and being notified of breaches and the Security industry and wider general press across the world. Using these sources of information they recorded 126 cases of data being lost for the month of October alone.

 

 

CV format, what is the right one?

The preference about the format, and the content of the CV is something that depends on the person reading it. Each recruiter has its preferences. Recruiters receive tonnes of CVs and they discard them quickly. This becomes more complex when you learn that some recruiters do not like CVs.

A realistic scenario could be:

  1. Received CVs = 120.
  2. Required CVs to make call = 7- 5.
  3. Final list to be sent to business unit requester = 3.

So, what is the right way to capt their attention?

One way is to study their profile on LinkedIn.

In the same way than the single more important talent in selling is to understand the buying process; at the moment of finding a job, the more important talent is to understand the recruitment process.

1$ & 5 minutes technique

“I need 1 dollar and 5 minutes of your time, please if you want to support me let me know”

This is the sign I posted on Facebook to try to attract people to this Kickstarter campaign I’m supporting.

Once people let a comment on the entry I was sending an individual e-mail explaining the reason I needed the dollar and the five minutes.

The result?…. well, it works!!

Tim Woods

I have just learned this mnemonic to remind the eight kinds of waste defined in Lean Six Sigma: “TIM WOODS”.

T          Transport: Moving people, products & information
I          Inventory: Storing parts, pieces, documentation ahead of requirements
M         Motion: Bending, turning, reaching, lifting

W         Waiting:  For parts, information, instructions, equipment
O          Overproduction:  Making more than is immediately required
O          Over processing: Tighter tolerances or higher grade materials than are necessary
D          Defects: Rework, scrap, incorrect documentation
S          Skills: Under utilizing capabilities, delegating tasks with inadequate training