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- 05/10/13--16:05: _Tony Elumelu Founda...
- 05/10/13--16:21: _The Surprising Reas...
- 05/10/13--19:23: _Technology will rep...
- 05/13/13--07:20: _Velammal Educationa...
- 05/13/13--07:40: _Accenture Study: In...
- 05/13/13--08:04: _How to design the C...
- 05/14/13--18:31: _Ruchi Sanghvi's ful...
- 05/14/13--18:55: _My TED Talk: Giving...
- 05/14/13--19:05: _8 Steps To Create A...
- 05/14/13--19:18: _When Computer Games...
- 05/15/13--08:16: _SENATORS TACKLE STU...
- 05/15/13--08:22: _A CEO's tips for ne...
- 05/15/13--19:30: _Larry Page Reminded...
- 05/17/13--19:30: _Statement from Larr...
- 05/18/13--05:54: _Admissions Puzzle: ...
- 05/18/13--08:35: _Articles From HBR 0...
- 05/18/13--19:36: _Nikola Tesla Pitchi...
- 05/18/13--19:59: _Individuals who dri...
- 05/18/13--20:24: _Prepare for a Share...
- 05/18/13--20:38: _How does the OpenFl...
- 05/10/13--16:21: The Surprising Reasons Why America Lost Its Ability To Compete
- 05/10/13--19:23: Technology will replace 80% of what doctors do 05-12
- 05/13/13--08:04: How to design the Curriculum Vitae (CV) for Development Sector 05-13
Most development agencies work on the full life-cycle of the project unlike the corporate sector. So, highlighting the non-core skills is an obvious advantage.
In development sector effective communication both writing and speaking is essential, particularly at the senior level; this is important because of the nature of work – mobilisation of resources, reporting to donors, writing research papers, making presentations and so on. The same may not be the case for many other fields such as scientific research, IT and Finance.
Therefore the CV needs demonstrate not only your profile but also your proficiency in writing and oral communication.
- Passion for development is considered a positive factor and this should be highlighted in the CV (e.g. Issues relating to the poor and marginalized, particularly those of women, tribals and dalits have been central to my work).
A CV should not exceed three pages with 11 font size. The primary focus should be on the first page. Anything more than 3 pages create a perceptional resistance to the person taking the interview and only focus on the first page.
It is advised to save the CV in MS word or in pdf format. Use a style sheet so that the document looks structured. Take care on indentation, bullet points, capital/ small letters. Using too many bullet points can hamper the ease of readability, so maintaining a balance is necessary.
Let the mobile number, email id, blog be visible at the top of the page. Avoid putting more than one email ID and mobile number. Recently, it has been observed that recruiters visit the blogs, so it is important that if you post a blog link, it should have certain quality standard otherwise it is easier for the interviewer to draw a negative conclusion.
Spell check is a basic expectation. Be careful when using Ms Word - many a times you may replace the word with a completely different word while correcting it’s spelling. Ask a friend, preferably from a different stream of professional background to read and verify.
Putting references with their contact details is not advisable for a generic CV and makes it lengthy.
Ensure that the CV is relevant to the job description of the assignment. Quickly review every time while applying for a new job. Store the job description somewhere for future reference. This is one of the more common mistakes made by the most.
Do not send a CV without a covering letter. It is perceived to be the demonstration of the casual approach of the applicant. Avoid putting a photograph.
- Avoid sending the CV at the last minute. You are more likely to make mistakes.
- 05/14/13--18:55: My TED Talk: Giving Teachers What They Deserve 05-15
- 05/14/13--19:05: 8 Steps To Create A Powerful Virtual Culture 05-15
- 05/14/13--19:18: When Computer Games May Keep the Brain Nimble 05-15
- 05/15/13--08:16: SENATORS TACKLE STUDENT VISAS IN IMMIGRATION BILL 05-15
- 05/15/13--08:22: A CEO's tips for new grads ... and everybody else 05-15
- 05/15/13--19:30: Larry Page Reminded Us Why We Love Google Today 05-16
- 05/18/13--05:54: Admissions Puzzle: Getting the Mix of B-School Students Right 05-18
- 05/18/13--08:35: Articles From HBR 05-18
- 05/18/13--19:36: Nikola Tesla Pitching Silicon Valley VCs 05-19
- 05/18/13--20:24: Prepare for a SharePoint 2013 upgrade with five tips 05-19
Tony Elumelu Foundation Hosts Foremost Business Expert Prof. Michael Porte
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Technology will replace 80% of what doctors do
Data-driven healthcare won't replace physicians entirely, but it will help those receptive to technology perform their jobs better.
Accenture will help develop VET’s overall strategy and the market positioning for the healthcare facility. Using Accenture Connected Health Services, the effort will also include the development of a technology strategy and implementation of Health Management Information System (HMIS) for the Velammal Medical College Hospital & Research Institute (VMCHRI).
“We are in the process of operationalizing a leading healthcare facility which is expected to be one of the largest private hospitals in India as well as Asia,” said M.V. Muthuramalingam, chairman, Velammal Educational Trust.
Accenture will also advise VET in the development of human resources processes and talent acquisition strategies to support the organizational structure. As part of this effort, both organizations will help define the roles and responsibilities of the senior leadership for the healthcare facility. Accenture will also work with VET Leadership top develop and define their long term technology roadmap for their healthcare facility
“Velammal Educational Trust is synonymous with quality education and the group collectively has more than 70,000 students under its wings,” said Krishna Giri, managing director, Health and Public Services Operating Group, Accenture. “This venture embarks on the journey of addressing the ever evolving and complex healthcare environment in India. The healthcare facility would provide best-in-class facilities in patient treatment as well as medical education, and we are proud to collaborate with the trust in its journey.”
Accenture is a global management consulting, technology services and outsourcing company, with approximately 261,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, 2012. Its home page is
Accenture Connected Health Services
Through Accenture Connected Health Services, we help health systems improve collaboration and decision-making, while lowering cost, by delivering health IT solutions that enable patient-centric care delivery and improve operating models. Our services combine extensive business and clinical practices with a full range of technology capabilities, including health information exchanges, electronic health records, population analytics, mobility and telehealth platforms.
Formal approach to innovation more likely to deliver competitive advantage
The survey of 519 companies across more than 12 industry sectors in France, the U.K. and the U.S. shows that 51 percent of participating companies report increased funding for innovation. Ninety-three percent of surveyed executives said the long-term success of their organization’s strategy depends on their ability to innovate and 70 percent place innovation among their company’s top five priorities. Despite this commitment, the study found a decline in the satisfaction with innovation performance compared to the results of a similar Accenture study conducted in 2009.
The findings reveal that among the main reasons that innovation results fall short are too much “renovation” in place of breakthrough ideas, and too much “invention” against the challenge of commercializing at scale. Sixty-four percent of respondents said they are focused on product line extensions rather than big ideas. The proportion of executives who were likely to identify the introduction of a new product category as a primary goal for innovation fell to just 27 percent from 42 percent in the 2009 study. Further, 33 percent said their primary goal was the expansion of the product suites that support their basic offerings.
According to the Accenture report, entitled “Why ‘Low Risk’ Innovation Is Costly”, this phenomenon may be driven in part by the fact that 46 percent of the executives said their company had become more risk averse when considering new ideas. Additionally, only 46 percent of the companies had an effective, holistic approach to the development and introduction of new products or services, and 64 percent of them tend to pursue product line extensions rather than the development of totally new products or services.
“Many companies take a low-risk approach to innovation that can jeopardize results because they lack a prudent, disciplined approach for innovation risk management. It’s a situation compounded for many by an inability to rapidly scale inventions,” said Wouter Koetzier, managing director for Innovation and Product Development at Accenture. “However, the research suggests that those companies that have a formal, end-to end management system to nurture, scale and launch innovations tend to be more satisfied with their results as they achieve stronger outcomes.”
The Accenture study shows that those companies which have institutionalized formal innovation management systems, compared to those that have not, are almost twice as likely to say they were very satisfied with their initial idea generation abilities (43 percent vs. 24 percent). Thirty-eight percent vs. 22 percent are very satisfied with the return on their innovation investments.
Accenture also found that companies with a formal system in place are 75 percent more likely to define their innovation strategy as delivering a competitive advantage (21 percent vs. 12 percent), twice as likely to introduce a new business process or model (32 percent vs. 16 percent), and 35 percent more likely to say they are typically first to market with new products or services (50 percent vs. 38 percent).
However, as the chart below shows, 38 percent of respondents lacked a formal approach to innovation management. Respondents in the consumer goods & services, electronics & high tech and health provider sectors most frequently said they have a formal approach to innovation.
Percent of Companies by Sector with Formal Approach to Innovation Management
“The bottom line is that innovation can work better when a formal system exists to streamline processes, manage risks and mine the data needed to generate new products, services and business models to foster growth,” said Adi Alon, a managing director in the AccentureInnovation and Product Development practice. “Approached correctly, innovation can be executed at scale, with speed and balance between renovation and game changing initiatives; driving higher strategic and commercial value.”
Accenture, through its research identified five key elements involved in creating a formal innovation system. Those include end-to-end processes that contribute to speed and flexibility; unique, personalized customer experiences that can foster loyalty and enhance revenues; the application of risk management to help drive innovation with analytics, processes and tools; integration of the customer voice through the use of big data and social media; and frugal innovation that can reduce complexity to shorten time to market, reduce the cost of innovation, disrupt business models and serve the emerging middle class in developing countries.
Studies have found that most interviewers spend only a few seconds looking at a CV based on which they can get a sense of the gender, academic qualification, years of experience and past organizations of the applicant.
Balancing the details is quite contextual. For example the percentage of mark scored in graduation for a person having 20 years of experience may be irrelevant but it is perfect for a fresher.
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My TED Talk: Giving Teachers What They Deserve
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A CEO's tips for new grads ... and everybody else
Deloitte chief executive Joe Echevarria overcame plenty of obstacles early in his career. He says you can, too. Here's how.
Larry Page Reminded Us Why We Love Google Today
Larry Page, Google's CEO and co-founder, closed out the Google I/O keynote today with a sentimental, almost subdued speech. He didn't sound like a CEO. He sounded like a guy in charge of a company he genuinely thought could change the world. And it was a wonderful reminder that Google used to be, can be, and in many ways still is, so much more than a company.Page began with a story about his father, and how the family used to drive across the country to see a robotics conference, and how lucky he was to be exposed to that at a young age. He argued that just the simple exposure to the broader world of technology was enough to open a cosmos of possibilities up to him. And you got the sense that he just wanted to use Google to drive the rest of us to whatever robotics conference is next.
About halfway into the speech, he came to a phrase that's as good a summation of Google over the past 18 months or so as anything. "We should be building great things that don't exist." Not focusing on the platform wars or sniping with other companies or aiming at small scale iterations. You aim for something like Glass, maybe, or something even more ambitious. You make what no one thinks is even possible yet. Consciously or not, Google's mirrored that philosophy recently, keeping its house in order with APIs and geek service, but expanding the scope of its aspirations, with Glass, the driverless cars initiative, or even crazy-affordable Chromebooks and high-speed internet.
Page argued that it's the small scale that we've been operating on that is what's really dissuading more projects like that. "If you're going to make a smartphone for a dollar, like one dollar, that's almost impossible," he responded to one question. "But if you took a longer view, like 50 years, you'd change how you look at your investments, and find a way to make money. You just need a deep understanding of what you're doing."
In his speech and the Q&A that followed, Page focused on things that didn't have anything, directly at least, to do with Android or Chrome or developing, at times just brushing past questions that seemed too small for his agenda for the day. Asked about a Glass production run, he stumbled through some pseudo-PR speak before saying he was just exited about how he'd use Glass with his kids. There was lip service to how much he appreciated the developers in attendance, but he focused more on the ways the things that Google is doing can help real people in real ways.
Yes, that's a sales pitch, and naive in a myriad of ways if you want to be a cynic, but that's not how it came off. He was optimistic about search or Google Now making people's lives easier, or less time behind the wheel of a car and more time with your family, but sounded more wistful about them as a means to get AWAY from your computers. Like a guy who got that we love our phones, but that shouldn't be the whole picture, and that computers are supposed to be there to help us.
"We're not organized enough to solve that problem," he said. "And our computers aren't helping us do that. We have to make computer software on the internet that helps solve those problems, that solves, as a side effect, that helps people become educated about what they're looking for. We're trying to serve both modes, and trying to get computers to help you do that."
And sometimes, how that happens might seem a little crazy. Larry had a bunch of totally rational ideas, that in that rationality totally radical, about progress in legislation and the medical fields surrounding tech. "Like, the law can't be right if it's 50 years old," he said about the regulations in place, limiting what weird stuff Google might want to try. "It's before the internet. I think we need to, or the million watching, need to go into other areas and help those areas and help them understand technology. And we have't really. The other thing is we haven't built mechanisms for experimentations, because they aren't allowed by regulations because we don't want the world to change too fast."
A place, a mechanism, where people can just experiment. Do whatever the hell they want, free of laws and regulations and the glacial bureaucracy governing technologies it doesn't and likely never will understand. Crazy talk, basically, the kind of stuff you start throwing out a half hour before closing time in a bar argument. Except the guy saying it is Larry Page, and you feel almost compelled to believe him. Google's gone after medical advancements and lost—regulatory problems are too much unless someone locks down "technological leverage" to force an issue, as with DNA sequencing, Page says—but it's experienced enough that you wonder if Page's crazy ideas don't come from a place of deep understanding.
It's a magnetic way to think about the world. Page talked about his decision to disclose his vocal cords condition yesterday, and how a lot of people might not have because they were worried about their insurance—and that's dumb. "We should change the rules around insurance," he said, almost impossibly matter-of-factly, as if that's how the world works. "The whole point of insurance is to insure people." It was heartfelt enough that you believed he meant it, and he's Larry Page, so you had to stop and wonder, What if he's right, and then, What if he can do it?
If he can, the best chance is probably just brute cash flow. There are a lot of zeroes in Google, after all, and Washington might be lost in a talk about anything more advanced than a graphing calculator, but it has always understood zeroes. Google's been painted as a tech baron recently, pouring cash into lobbying Washington for this or that, but here, for a split second, you had to wonder if it's possible its heart's still in the right place.
Rooting for lobbyists. That's what Larry Page did today. He just talked about how he wishes Google could change the world, and oozed enough sincerity that we couldn't help but believe him, and in turn, in Google.
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