The saying "Two wrongs do not make a right." is applicable to Obama and Biden.
Liberal + Uber-liberal does not equal main stream.
Mr. Gaffe + Mr. "What did you say?" does not equal specificity
Naivete plus minimal equals foreign affairs disaster
Obama + Delaware is not enough to win the election
It makes me wonder why Biden was chosen. Kaine would have helped Obama with Virginia; Richardson would have guaranteed New Mexico and won over millions of hispanics; even Hillary would have firmed up the women vote. But Delaware is already won (and not even worth fighting about).
Oh well. Remember this is the same man who mere months ago said Obama was not ready to lead. A pretty good guess this will be the next McClain ad.
All in all, just another example of poor judgment by one whose Not Ready for Prime Time.
Sunday, August 24, 2008
Friday, August 15, 2008
Europe Going Going Gone
A lot has been mentioned about the decline of Europe. Well it is all true. Whether it is reversible will be seen in a few days. The Russian invasion of Georgia--how else can you put it--can be responded to by the Europeans in one of two ways. It could be a wake-up call that the cold war may not be over and the Russians are not the nice guys they were made up to be. This reaction would entail instantaneous membership in NATO and the EU for Georgia, Ukraine, Armenia, Azerbaijan, and anyone else in Europe who feels threatened by the Bear. It could also mean agreeing to dismember Russia from the G-8, boycotting membership into the WTO for Russia, sanctions against Russia and a renewed military awareness for Europe. It could mean reviewing their energy options and pursuing other energy alternatives to make their reliance on Russian energy negligible. And it could mean in the long run renewed and friendlier ties with America and joint military and economic decisions.
Or it could be bury their heads in the sand, pretend it did not happen, hope the bully will go away, rationalize their behavior by saying Georgia is not of significance to Europe, and go about their decadent lives hoping to survive, thrive, another year or two until another crisis jolts them.
Which will they respond? ALl my inner bones hope the former. All of recent history hints at the latter. Let us for future sake hope they choose the right course
Or it could be bury their heads in the sand, pretend it did not happen, hope the bully will go away, rationalize their behavior by saying Georgia is not of significance to Europe, and go about their decadent lives hoping to survive, thrive, another year or two until another crisis jolts them.
Which will they respond? ALl my inner bones hope the former. All of recent history hints at the latter. Let us for future sake hope they choose the right course
Thursday, August 7, 2008
Boycott CHina NOW
At the Olympics in Beijing ramp up, now is the time to force the issue about china. When it won the Olympics in 2000, it said it would be a non-polluting games. Notice all the athletes training elsewhere and then wearing masks around the town. It is far worse than any American city has ever been. Then in 2000 it said it would make the games open and informative for the Press. Now we find the Press is off limits to large chunks of not only the city but the country and bugs and listening devices are omnipresent and the people have been warned not to talk to the worldwide press. This is being Open? Now President Bush rightly critiques their human rights policy (not just Tibet but political prisoners, et all) and he is blasted by china. Does not China know the story about People living in Glass Houses. Hypocrisy cubed.
I think it is time for a general boycott of China. Chinese goods should be boycotted. Perhaps we should rethink buying american. I know it might cost a few more pennies and we may not be able to order that appetizer the next time we dine out, but perhaps standing up for principle is something Americans should do say every hundred years or so. And right now china represents that moment.
Who is with me?
I think it is time for a general boycott of China. Chinese goods should be boycotted. Perhaps we should rethink buying american. I know it might cost a few more pennies and we may not be able to order that appetizer the next time we dine out, but perhaps standing up for principle is something Americans should do say every hundred years or so. And right now china represents that moment.
Who is with me?
Monday, August 4, 2008
Paying the Piper
Over the weekend, news reports from Obama's visits to various black organizations showed us what to expect if he is elected. Blacks have been voting for BO on a 90-10 basis from the very beginning and was the major element is his victory over Hillary. In all things you have to pay the piper and we are beginning to get a picture of what the Piper (the blacks) want from BO as a price of their unconditional allegiance.
1) Reparations. For slavery for over 150 years ago. A pure handout. My ancestors were not even here then yet I guess I (as a white) am expected to feel sorry and to place immense amounts of money to be transferred to blacks. Perhaps the liberal elites will vote for this as a assuage towards their guilt but I have none and if this were to get out in a big way, most of the non-black vote would leave BO quickly.
2) Additional affirmative action and EEO programs. MLK wanted a color blind society, not one where race becomes the critical element between winners and losers (as it was for him). Reverse discrimination is no better than any other discrimination. As has been proved, doing so actually hurts the black and makes everyone wonder if the person could have made it on his own or did he need the government's help to succeed.
3) And more government monies.
This is the price for blacks support. Perhaps all others, non-blacks, should be telling BO that if he wants our support, there is a price involved too. That is, no more race card, no more race bating, no more racism charges. If he wants to be considered a serious candidate, he must act as one. but of course if he does that, he loses any advantages he has.
1) Reparations. For slavery for over 150 years ago. A pure handout. My ancestors were not even here then yet I guess I (as a white) am expected to feel sorry and to place immense amounts of money to be transferred to blacks. Perhaps the liberal elites will vote for this as a assuage towards their guilt but I have none and if this were to get out in a big way, most of the non-black vote would leave BO quickly.
2) Additional affirmative action and EEO programs. MLK wanted a color blind society, not one where race becomes the critical element between winners and losers (as it was for him). Reverse discrimination is no better than any other discrimination. As has been proved, doing so actually hurts the black and makes everyone wonder if the person could have made it on his own or did he need the government's help to succeed.
3) And more government monies.
This is the price for blacks support. Perhaps all others, non-blacks, should be telling BO that if he wants our support, there is a price involved too. That is, no more race card, no more race bating, no more racism charges. If he wants to be considered a serious candidate, he must act as one. but of course if he does that, he loses any advantages he has.
Wednesday, July 30, 2008
Pretty Boy (Barry) Floyd
It appears that Barack Obama, the darling of the Media, has been crowned king by both Europe and the American media. Why? Because he is pretty, sounds nice, is eloquent, charismatic, and young (and dare we forget he is half-black!). I guess the new way to select an American President, the leader of the free world, is to emulate American Idol and create a popularity contest. In none of the descriptors above does policy, experience, judgment, and leadership show up. Do we really want to elect a pretty boy who has shown to be naive, inexperienced, and poor in judgment? The American people must wake up and think about the person they want in the oval office.
Do we want a person because the Europeans love him and want him? Or do we want one of our own?
Mccain
Do we want a person because the Europeans love him and want him? Or do we want one of our own?
Mccain
Sunday, July 27, 2008
When the process becomes the thing
The Process is the Thing
By Paul Herbig
One of the perks of being a columnist is that sometimes you can stray away from the declared theme of your columns. I have been known to mix marketing, business, politics, and social paradigms together. This I will also do today. And being a fairly modest person, if I uncover a law of the universe, I think I have the right to name it after myself:
Herbig’s Law #29: When the Process becomes more important than the output, the entity is in decline.
I once worked for a large computer company that had a very sophisticated product life cycle management system (PLCM). This in itself was not bad, it was positive in that PLCM systems help companies monitor and control the product development process. In theory (and in actuality if correctly achieved), the system allows the company to identify losing products and projects quickly and thus delete them, creating the way to add monies towards development of more likely successful and profitable products. It also served as a mechanism to identify problems in the developing products early so as to be corrected early and not inhibit the development or push back announcement or introductions of new products.
Once upon a time, the document for this company’s PLCM process was several pages. However, as time went on and bureaucracies abounded, and many products went through the PLCM process, new wrinkles and regulations and requirements were added. To understand why, one must remember that the purpose of a bureaucracy is not to succeed, just not fail. And every new requirement was added for the sole purpose of guaranteeing failures would not get into production. Every time a product would be introduced and fail or a hiccup would be seen in the PLCM process, a new set of regulations would be introduced to make certain it would not happen again.
By the time I was hired, the Phase Review process (their name for the PLCM process) was contained in two volumes, each at least 2 inches thick, and an entire set of project managers whose only purpose in life was to make certain these rules were followed exactly. And they were. At every stage of the product’s existence, the overriding question became not “Is it profitable and a successful product?” but “Have you followed the Phase Review Process?” Months and months were followed by years but the process had to be followed. In some aspects, it was successful as the only products that actually succeeded in being introduced were well thought out, crafted, nicely-configured products. The only problem was that they were usually three or four years behind the leaders and could only hope for a small niche market if any. Needless to say, this company is no longer in the industry, having abandoned it shortly after I left.
Another example, this one closer to home.: When US troops first invaded Iraq five years ago, they soon found out it was not going to be a conventional war as roadside bombs and mines started ripping up the thinly armored vehicles. Five years afterwards, the number of sufficiently armored vehicles is still in short supply. Why? Because due to previous decades’ $500 hammers and other exploits, the military procurement process had been heavily revised. Specs must be created. Everyone must have their opportunity to provide input. Suppliers must be checked out for OSHA, EEO, Diversity, EPA, and every other set of initials available. Then bidding is allowed. Afterwards, a winner is declared but then losers can appeal the process. After long (and equitable) review process, bids are finally let. Companies then can begin the production process subject to budget availability. This is an admirable process but one where the output has all been but forgotten: To win a war. In World War II, the Hellcat fighter was created from scratch within a few short months to combat the zero, contracts were let, production began, and planes built. Within two years, the fighter had swept the zeros from the sky. If this were WWII with the same military procurement process available, we would be shaking the hands of the Japanese as they approached the Potomac while still negotiating the finer points of the contract with the designated vendors.
The moral of the story: If the Process dominates in your entity, either revolutionize or bail out, the ship is beginning to list.
Paul Herbig is Managing Partner of Herbig Marketing Associates, a renown national marketing consulting firm, and the former Dean, Ketner School of Business, Tri-State University.
By Paul Herbig
One of the perks of being a columnist is that sometimes you can stray away from the declared theme of your columns. I have been known to mix marketing, business, politics, and social paradigms together. This I will also do today. And being a fairly modest person, if I uncover a law of the universe, I think I have the right to name it after myself:
Herbig’s Law #29: When the Process becomes more important than the output, the entity is in decline.
I once worked for a large computer company that had a very sophisticated product life cycle management system (PLCM). This in itself was not bad, it was positive in that PLCM systems help companies monitor and control the product development process. In theory (and in actuality if correctly achieved), the system allows the company to identify losing products and projects quickly and thus delete them, creating the way to add monies towards development of more likely successful and profitable products. It also served as a mechanism to identify problems in the developing products early so as to be corrected early and not inhibit the development or push back announcement or introductions of new products.
Once upon a time, the document for this company’s PLCM process was several pages. However, as time went on and bureaucracies abounded, and many products went through the PLCM process, new wrinkles and regulations and requirements were added. To understand why, one must remember that the purpose of a bureaucracy is not to succeed, just not fail. And every new requirement was added for the sole purpose of guaranteeing failures would not get into production. Every time a product would be introduced and fail or a hiccup would be seen in the PLCM process, a new set of regulations would be introduced to make certain it would not happen again.
By the time I was hired, the Phase Review process (their name for the PLCM process) was contained in two volumes, each at least 2 inches thick, and an entire set of project managers whose only purpose in life was to make certain these rules were followed exactly. And they were. At every stage of the product’s existence, the overriding question became not “Is it profitable and a successful product?” but “Have you followed the Phase Review Process?” Months and months were followed by years but the process had to be followed. In some aspects, it was successful as the only products that actually succeeded in being introduced were well thought out, crafted, nicely-configured products. The only problem was that they were usually three or four years behind the leaders and could only hope for a small niche market if any. Needless to say, this company is no longer in the industry, having abandoned it shortly after I left.
Another example, this one closer to home.: When US troops first invaded Iraq five years ago, they soon found out it was not going to be a conventional war as roadside bombs and mines started ripping up the thinly armored vehicles. Five years afterwards, the number of sufficiently armored vehicles is still in short supply. Why? Because due to previous decades’ $500 hammers and other exploits, the military procurement process had been heavily revised. Specs must be created. Everyone must have their opportunity to provide input. Suppliers must be checked out for OSHA, EEO, Diversity, EPA, and every other set of initials available. Then bidding is allowed. Afterwards, a winner is declared but then losers can appeal the process. After long (and equitable) review process, bids are finally let. Companies then can begin the production process subject to budget availability. This is an admirable process but one where the output has all been but forgotten: To win a war. In World War II, the Hellcat fighter was created from scratch within a few short months to combat the zero, contracts were let, production began, and planes built. Within two years, the fighter had swept the zeros from the sky. If this were WWII with the same military procurement process available, we would be shaking the hands of the Japanese as they approached the Potomac while still negotiating the finer points of the contract with the designated vendors.
The moral of the story: If the Process dominates in your entity, either revolutionize or bail out, the ship is beginning to list.
Paul Herbig is Managing Partner of Herbig Marketing Associates, a renown national marketing consulting firm, and the former Dean, Ketner School of Business, Tri-State University.
When everybody does their own thing
Having One’s Say
By Paul Herbig
In my last tome, I discussed what happens when the process becomes dominant and the output becomes subordinate. What happens when the process becomes so dominant and involved that everyone’s opinion becomes crucial and must be heard and is equally important to the final decision?
Herbig’s Law #33: When the few or individual are equated with the greater good, little if anything every gets accomplished, and the entity is inevitably headed for chaos and dissolution.
Once upon a time there were two banks, Citicorp and a formerly equally large rival. The standing joke was that at the end of every day Citicorp could tell its owners exactly how much money it made that day. Meanwhile across town, the other bank knew exactly how many minorities it had hired that day. Now, affirmative action and equal employment and diversity are notable goals. However when it dominates discussion to the exclusion of everything else, something is wrong. Please note that Citicorp is still one of the world’s great banking institutions while the other has disappeared from the lofty ranks.
In 1956, the National Defense Act was passed, paving (sic) the way for the National Interstate Highway System. In between fifteen and twenty years, nearly forty thousand miles of limited access highway was built, proving a boon to the American economic dynamo that would last to this day. Twenty or more years ago the idea surfaced that the nation (and the state) needed the I-69 corridor, the NAFTA highway. In particular, Indiana could use the highway to tie the southwest corner of the State to the rest of the state, a notion no one disputes and still is just as important today as it was then.
Almost immediately, cries went out, studies were initiated. Every initialed organization had to issue their report and comments. Everyone had to have his two cents worth. And if the authorities in charge did not listen, they filed a lawsuit so they would. Environmentalists complained then sued then stalled for time. Twenty years later the road is no closer to being built. Call it the refinery syndrome: Everyone knows it is necessary and would be beneficial to the greater good but because not all can agree on a consensus, talk continues. It is so important in our modern era that everyone be happy and agreement widespread that no agreement can ever be achieved. Meanwhile the problem only becomes worse.
Another version of this paradox can be seen in business communications. Once upon a time business managers were a hard charging bunch, vocal, loud, often seen using colorful language to describe their daily routines and struggles. These X-rated dialogues have long been diluted to G rated material. Due to EEO, sexual harassment fears, diversity issues, socio-cultural norms, the confusing laws, the unwanted media attention, many businesses are afraid to say, write, do anything because it might offend somebody so nothing gets done. Even mild and innocuous complaints and criticisms become searched for hidden messages that may harbor some tint of ill will. Messages become so bland in meaning as to be meaningless. Orders become requests become suggestions. The entire change of command becomes so involved in touch feely diversity training, the major objective of the business to be profitable, to thrive, to be successful, and to win becomes secondary or even worse, tertiary in importance.
Moral of the story: When it gets to this point, the ship is breaking up and there is no place to hide. You are sinking.
Paul Herbig is Managing Partner of Herbig Marketing Associates, a renown national marketing consulting firm, and the former Dean, Ketner School of Business, Tri-State University.
By Paul Herbig
In my last tome, I discussed what happens when the process becomes dominant and the output becomes subordinate. What happens when the process becomes so dominant and involved that everyone’s opinion becomes crucial and must be heard and is equally important to the final decision?
Herbig’s Law #33: When the few or individual are equated with the greater good, little if anything every gets accomplished, and the entity is inevitably headed for chaos and dissolution.
Once upon a time there were two banks, Citicorp and a formerly equally large rival. The standing joke was that at the end of every day Citicorp could tell its owners exactly how much money it made that day. Meanwhile across town, the other bank knew exactly how many minorities it had hired that day. Now, affirmative action and equal employment and diversity are notable goals. However when it dominates discussion to the exclusion of everything else, something is wrong. Please note that Citicorp is still one of the world’s great banking institutions while the other has disappeared from the lofty ranks.
In 1956, the National Defense Act was passed, paving (sic) the way for the National Interstate Highway System. In between fifteen and twenty years, nearly forty thousand miles of limited access highway was built, proving a boon to the American economic dynamo that would last to this day. Twenty or more years ago the idea surfaced that the nation (and the state) needed the I-69 corridor, the NAFTA highway. In particular, Indiana could use the highway to tie the southwest corner of the State to the rest of the state, a notion no one disputes and still is just as important today as it was then.
Almost immediately, cries went out, studies were initiated. Every initialed organization had to issue their report and comments. Everyone had to have his two cents worth. And if the authorities in charge did not listen, they filed a lawsuit so they would. Environmentalists complained then sued then stalled for time. Twenty years later the road is no closer to being built. Call it the refinery syndrome: Everyone knows it is necessary and would be beneficial to the greater good but because not all can agree on a consensus, talk continues. It is so important in our modern era that everyone be happy and agreement widespread that no agreement can ever be achieved. Meanwhile the problem only becomes worse.
Another version of this paradox can be seen in business communications. Once upon a time business managers were a hard charging bunch, vocal, loud, often seen using colorful language to describe their daily routines and struggles. These X-rated dialogues have long been diluted to G rated material. Due to EEO, sexual harassment fears, diversity issues, socio-cultural norms, the confusing laws, the unwanted media attention, many businesses are afraid to say, write, do anything because it might offend somebody so nothing gets done. Even mild and innocuous complaints and criticisms become searched for hidden messages that may harbor some tint of ill will. Messages become so bland in meaning as to be meaningless. Orders become requests become suggestions. The entire change of command becomes so involved in touch feely diversity training, the major objective of the business to be profitable, to thrive, to be successful, and to win becomes secondary or even worse, tertiary in importance.
Moral of the story: When it gets to this point, the ship is breaking up and there is no place to hide. You are sinking.
Paul Herbig is Managing Partner of Herbig Marketing Associates, a renown national marketing consulting firm, and the former Dean, Ketner School of Business, Tri-State University.
Subscribe to:
Posts (Atom)
