More issues
Kể chuyện đi làm công ti nước ngoài [part 2]
tiếp theo[part 1]
[https://work.plonely.com/2011/02/13/ke-chuyen-di-lam-cong-ti-nuoc-ngoai-part-1/]
4. Ổn định:
Làm việc văn phòng có nghĩa là chưa tới cuối tháng sẽ biết tới đó mình được nhận
tối đa bao nhiêu tiền, chưa tới cuối năm sẽ biết cuối năm được thưởng bao nhiêu
some random stuffs 'bout meeting
I never like meeting, I just hate it. So if I talk 'bout what I like from there,
I really mean it.
We sometimes have the so-called business review with some regional team, and I
notice something worthy to write 'bout.
1. Sharp
It's easy to
Structure of innovative organizations
source [http://www.the-innovation-machine.com/?p=83]
> The organizational structure of many large innovative companies (Toyota, Procter
& Gamble, GE, 3M, IBM, Google, Microsoft, Sony, Hewlett-Packard, DuPont,
Honeywell and Whirlpool) , followed certain rules: [1] 1. Delegation of
Decisions to Innovation Teams
2. Integration of R&D
into the
Challenges of managing IT system in an MNC environment
Standardization versus customization
Regional IT tends to focus more on standardization (e.g. deploy the same system
across all the markets), this will help them to manage the whole system easier
(manage = maintenance + upgrade), save the cost (by leveraging the scale)
However, there are many cases where local market has
Just a little bit geeky thing
I tried but didn't figure out how to do this in the last company, now I can
[https://work.plonely.com/wp-content/uploads/2011/02/HP_Mail_on_iPhone.jpg]
A lillte bit nice thing 'bout working for a tech company, erh
Kể chuyện đi làm công ti nước ngoài [part 1]
1. Ai cũng là Manager
(-) Thông thường 1 cái văn phòng, thì sẽ có chừng vài ba chục người có chức danh
là "manager". Nghe riết thì thấy quen, nhưng thỉnh thoảng cần phải dịch ra tiếng
Việt thì lại phân vân: "giám đốc" thì
(Mis)read data
As I already said, it's not easy to really read the data
[https://work.plonely.com/2010/10/03/read-data/].
I received some email from my current colleague 'bout this "Best companies for
Leadership"
[http://www.haygroup.com/BestCompaniesForLeadership/research-and-findings/global-top-20.aspx]
study. I also
Excellent call to arms from Nokia's new CEO
source
[http://www.engadget.com/2011/02/08/nokia-ceo-stephen-elop-rallies-troops-in-brutally-honest-burnin/]
> Hello there,There is a pertinent story about a man who was working on an oil
platform in the North Sea. He woke up one night from a loud explosion, which
suddenly set his entire oil platform on fire. In
How to give your best apology ?
Groupon CEO Apologizes For Poorly Executed Offer In Japan
[http://info.groupon.jp/topics/20110117-515.html]
remark from HackerNews [http://news.ycombinator.com/item?id=2111618]
> perfect for execution of an apology (both by Japanese standards and for
companies generally). * Heartfelt apology
* Total acceptance of responsibility
* Comes straight from