MicroSpeak—A Guide to Microsoft Corporate Lingo and Community Jargon

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There are many examples of jargon in the workplace. An absolute censure of corporate jargon is simply off the mark as is undue reliance on the use of such jargon. When used correctly and where used fittingly, corporate jargon can truly be a way to talk concisely about complex topics in the right context with the right people.

Here is an informal manual of Microsoft Corporate Jargon. It was compiled by the staff of the Micro News, Microsoft’s weekly internal corporate newsletter. This list is intended to give the readers a glimpse into the minds of Microsoft employees worldwide.

  • 404: Someone who’s clueless. From the World Wide Web message “404, URL Not Found,” meaning that the document you’ve tried to access can’t be located.
  • ADK: Acronym once used to describe Microsoft’s hiring strategy. Stands for Attract, Develop, and Keep employees.
  • 'In The Plex: How Google Thinks, Works, and Shapes Our Lives' by Steven Levy (ISBN 1393616703) Adminisphere: The rarified organizational layers beginning just above the rank and file. Decisions that fall from the adminisphere are often profoundly inappropriate or irrelevant to the problems they were designed to solve.
  • Air Jornada: An HP Jornada Pocket PC with a wireless card.
  • Alias: E-mail name for individual or group. E-mail names for Microsoft employees generally combine their given name with the first letter of their last name and are often used in conversation to save time.
  • Alpha Geek: The most knowledgeable, technically proficient person in an office or work group. “Ask Larry, he’s the alpha geek around here.”
  • Ambimousetrous: Able to use the mouse well with either hand.
  • BENOFTMUE (ben-ofta-moo): Big Event No One Foresaw That Messes Up Everything (Usage: Due to the recent BENOFTMUE, our group had to reorg again.)
  • Bandwidth: Amount of time or brain cells available for handling a task.
  • Beepilepsy: The brief seizure people sometimes suffer when their beepers or cell phones go off, especially in vibrator mode. Characterized by physical spasms, goofy facial expressions, and stopping speech in mid-sentence.
  • Big R/Little r: This is a legacy from the days of Xenix Mail, where the letter R was used to reply to e-mail. An upper-case R represented a reply all, while a lower-case r sent a reply just to the sender. To this day, you’ll see many old-timers still include this reference in e-mail, e.g., “Get back to me on this issue by COB tomorrow—little r please.”
  • Binary Problem: A method of paring down an often-complex issue to a two possible solutions scenario (yes or no, 1 or 0, stop or go, etc.).
  • Bio Break: Recess in a meeting for biological purposes such as restroom or smokes.
  • Blamestorming: Sitting around in a group discussing why a deadline was missed or a project failed and who was responsible.
  • Blibbet: The name of the O-like symbol in the original Microsoft logo. Memorialised in the “Save the Blibbet” campaign and honoured by the “Blibbet Burger.”
  • Blowing a Buffer: Losing one’s train of thought. Occurs when the person you are speaking with won’t let you get a word in edgewise or has just said something so astonishing that your train gets derailed. “Damn, I just blew my buffer!”
  • Boat Anchor: Unused, obsolete CPU kept around to leverage acquisition of a new machine at the beginning of the fiscal year. “Fred’s office floor was cluttered with boat anchors.”
  • Brain Fart: A by-product of a bloated mind producing information effortlessly. A burst of useful information.
  • Burning Cycles: Wasting time and effort.
  • Buttoned Down: Tight, clean, well thought through. A high compliment.
  • CGI Joe: A hard-core CGI script programmer with all the social skills and charisma of a plastic action figure.
  • COM-plicate: To simplify code design by heavy use of COM (Common Object Model).
  • Canfusion: The bewilderment that results from staring too long at the free drinks in the kitchen cooler, trying to decide whether to have a Coke, Pepsi, Diet Coke, Diet Pepsi, Caffeine-Free Diet Coke … or grapefruit juice.
  • Career-Limiting Move (CLM): Any action taken that would most likely get you fired or seriously demoted. Trashing your boss while he or she is within earshot is a serious CLM.
  • Catering Vultures: People who flock to an unattended catering site to pick through the remains of meeting food. These vultures are quite benevolent and reduce the amount of waste we produce.
  • 'The Google Resume: How to Prepare for a Career and Land a Job at Apple, Microsoft, Google, or any Top Tech Company' by Gayle Laakmann McDowell (ISBN 0470927623) Chair Trap: When you trap yourself in your office chair by accidentally hitting the pneumatic seat adjustment, causing it to drop suddenly, thereby locking your legs under your chair.
  • Chip Jewellery: A euphemism for old computers destined to be scrapped or turned into decorative ornaments. “I paid three grand for that Mac SE, and now it’s nothing but chip jewellery.”
  • Chips and Salsa: Chips = hardware, salsa = software. “Well, first we’ve got to figure out if the problem’s in your chips or your salsa.”
  • Cobweb Site: A Web site that hasn’t been updated for a long time. A dead Web page.
  • Code Bloat: The resultant growth of systems resource requirements such as processor speed and disk and memory space, caused by the addition of features and functionality in software.
  • Code Warrior: A developer; a writer of code; the building block of traditional Microsoft success.
  • Context Switch: As in a meeting. “Let’s context switch to the next issue.”
  • Copy Protection: Spaying or neutering, such as, “Janet just had her cat copyprotected.”
  • Cost Beast: Coined by former COO Bob Herbold in 1996, refers to a Microsoft costcutting strategy. For example, “taming the cost beast.”
  • Cranking against deliverables: Busting hump to keep up with the schedule that the manager promised. “For the next month, we’ll really be cranking against deliverables.”
  • Crapplet: A badly written or profoundly useless applet. “I just wasted 30 minutes downloading this stinkin’ crapplet!”
  • Cube Farm: An office filled with cubicles.
  • Cubs: Playful, smart young Microsofties who are somewhat bashful with the opposite sex and haven’t quite grown into their paws
  • Dancing Baloney: Little animated GIFs and other Web F/X that are useless and serve simply to impress clients. “This page is kinda dull. Maybe a little dancing baloney will help.”
  • Dead Tree Edition: The paper version of a publication available in both paper and electronic forms, as in: “The dead tree edition of the Micro News…”
  • Death March: The final phase of product development in which people commit long days and weekends, sleep on couches, and eat catered meals (for example, Windows 95 had a six-month death march).
  • Dogfood: Microsoft concept for internal testing of software that’s not fit for public consumption, but good enough for internal purposes. Very unrefined and buggy, but containing basic nutrients. Coined by former senior VP Paul Maritz, but made famous by now senior VP Brian Valentine in 1988.
  • Door Dorks: People who stand in your doorway to talk with you, rather than entering your office. Perhaps they are too shy to come in, or they know the doorway is the safest place in the event of an earthquake.
  • Doortag Browsing: The act of browsing nametags on doors while in a different building, in the hopes of spotting someone famous (or maybe just somebody you’ve conversed with frequently via e-mail, but never met).
  • Dorito Syndrome: Feelings of emptiness and dissatisfaction triggered by addictive substances that lack nutritional content. “I just spent six hours surfing the Web, and now I’ve got a bad case of Dorito Syndrome.”
  • Drill Down: To delve deeply into the core of an issue, rather than deal with it in a superficial manner; to analyse the details. To learn more about a subject.
  • Drinking from a Fire Hose: To get overwhelmed with the amount of information being presented.
  • Drop Point: The share to which the release files are copied when completed.
  • 'Sam Walton: Made In America' by Sam Walton (ISBN 0553562835) Drop: A release of a product or documentation set. “We will roll out a beta drop of the authoring tool next month.”
  • Eat Your Own Dogfood: Use the product you’re developing in your day-to-day operations.
  • Egosurfing: Scanning the Net, databases, print media, or research papers looking for the mention of your name.
  • Elvis Year: The peak year of something’s popularity. “Barney the dinosaur’s Elvis year was 1993.”
  • Facemail: Technologically backward means of communication, clearly inferior to voicemail or e-mail. Involves actually walking to someone’s office and speaking to him or her face-to-face.
  • Fibre Media: Material printed on archaic paper. Used disparagingly. “Yeah, I used to be a writer in fibre media, but now I’m a content provider in cybermedia.”
  • Fire Drill: A crisis (usually imagined) that requires immediate and sustained attention. “Sorry I’m late, honey, but we had another one of Pat’s fire drills.”
  • Fish Bowl: Unused, obsolete monitor kept around to leverage acquisition of a new monitor at the beginning of the fiscal year
  • Flat Forehead Phenomenon (FFP): Something every developer has from smacking himself on the forehead after wasting a disproportionate amount of time on stupid mistakes. (e.g.: “I just spent two hours debugging because I had a comma instead of a semi-colon, what an FFP!”)
  • Glazing: Corporate-speak for sleeping with your eyes open. A popular pastime at conferences and early-morning meetings. “Didn’t he notice that half the room was glazing by the second session?”
  • Golden: Describes a state of perfection, especially of software. When software is ready to be shipped, you frequently hear Microsoft people say, “Everything is golden!” From this usage, we started to call the master disks for a product that is ready to go to manufacturing the “Golden Masters.” We call the process of approval for sending disks to manufacturing “going golden.”
  • Grandmanager: My manager’s manager.
  • Granular: Generally, and rather peculiarly, used in tandem with the verb “to get,” as in “We need to get granular on this issue,” meaning to examine the fine details. To get granular, one needs, it goes without saying, to drill down.
  • Gray Matter: Older, experienced business people hired by young entrepreneurial firms looking to appear more reputable and established
  • Great-grandmanager: My grandmanager’s manager.
  • Great-great-great-great-grandmanager: Bill Gates.
  • Hall Hogs: A congregated herd of people blocking a hallway, usually after a meeting or conference, loudly discussing things too important to be discussed at the meeting and being totally impervious to anyone trying to pass through their gauntlet while also disturbing people in nearby offices trying to get some work done.
  • Heads-down: A person or team that is totally engrossed in their project, causing them often to be oblivious to the world around them. “The test team is totally heads-down right now.”
  • IAYF: Acronym for Information at Your Fingertips, a famous phrase first spoken by Bill Gates at Comdex.
  • Idea Hamsters: People who always seem to have their idea generators running.
  • Irritainment: Entertainment and media spectacles that are annoying, but you find yourself unable to stop watching them
  • Keyboard Plaque: The disgusting buildup of dirt and crud found on computer keyboards. “Are there any other terminals I can use? This one has a bad case of keyboard plaque.”
  • Keyboard Vittles: The food particles that are in the crevasses of your keyboard. A little snack to save for later.
  • 'The Everything Store: Jeff Bezos and the Age of Amazon' by Brad Stone (ISBN 0316219266) Kludge: A hardware solution that has been improvised from various mismatched parts. A slang word meaning makeshift, inefficient, inelegant. A kludge can also be in software. It may not be elegant and is probably only a temporary fix. As in, “That patch to the software is a real kludge.”
  • Lake Bill: The majestic body of water between Buildings 1, 2, 3, and 4. A noted snow geese, goldfish, and rooster habitat, this is also the site of boss-dunkings, Ballmer swims, and juggling practice.
  • Let’s Take This Offline: Let’s talk about this later, after the meeting.
  • Link Rot: The process by which links on a Web page became as obsolete as the sites they’re connected to change location or die.
  • Liveware: Slang for people. Also called wetware or jellyware, as opposed to hardware, software, and firmware.
  • MSFTomania: A persistent neurotic impulse to check the current Microsoft stock price.
  • Meeting Seconds: Compressed minutes, such as, 1. Bob is going to Taiwan. 2. No new showstopper bugs. 3. Pizza was late.
  • Mickey: Smallest measurable unit of mouse movement.
  • MicroSnooze: Annual April Fool’s Day edition of Microsoft’s internal company newsletter, Micro News.
  • Milkhenge: The collection of half-used milk cartons sitting on the kitchenette counter.
  • Monkey Testing: Giving a product to a novice without any intro/docs. From the old American Tourister ads, where they “monkey-tested” their luggage by giving it to a gorilla to play with.
  • Mouse Potato: The online, wired generation’s answer to the couch potato.
  • Muffin Eaters: People that come to a Microsoft event, but have no reason to be there other than to eat the free food. Particularly relatable to prospects that have no intention of buying a thing.
  • Multi-threaded: Able to do more than one thing at a time. This term is a compliment and is the opposite of single-threaded.
  • NRO: Next Release of Office. Used for a feature that can’t be put into the current shipping version, but which is flagged to go into NRO.
  • Net It Out: Give me the bottom line, or, get to the point. As in “Net it out for me.”
  • Net Storm: Unexplainable multiple network failures in a specific building or region.Usually transient, but rarely fixed through human intervention. “No one was able to get onto corpnet due to the net storm.”
  • Net: To summarize. “I was really impressed by Jon’s ability to net the entire meeting down to four key points.”
  • Nonlinear: Inappropriately intense negative response. “I told him we didn’t have any Starbucks Gazebo Blend and he went totally nonlinear.”
  • OGF: Overall Good Feelings or Overall Goodness Factor. Used to describe the minimum consensus required in order to move forward on a project or to a new feature
  • OOF: An acronym that’s turned into a word of its own. Often thought to stand for “Out of Office,” leading many to believe it really should be OOO. Actually stands for “Out of Facility”. Also refers to an automated e-mail response in indicating that the sender will be out of the office for a period of time.
  • ObFun: Obligatory Fun—Team-building exercises that are not optional, usually scheduled on top of the normal team meetings.
  • Offline: Outside the confines of a mass meeting, so as not to take up the time of attendees not directly concerned with an issue. “Let’s take this conversation offline.” By extension, a synonym for “in private” or “confidentially”; “Let’s take this offline” equals “Let’s talk about this in private.”
  • 'Microsoft Secrets: How the World's Most Powerful Software Company Creates Technology, Shapes Markets and Manages People' by Michael A. Cusumano (ISBN 0684855313) Ohnosecond: That minuscule fraction of time in which you realize that you’ve just made a big mistake.
  • Open-Collar Workers: People who work at home or telecommute.
  • Pan-Galactic: Larger than worldwide in strategic context. “Microsoft’s Office has a truly pan-galactic market.”
  • Parallel Processing: To do two things at once.
  • Party: Kicking out the managers and adding new features to a program, especially after the deadline for adding new features has passed. Also used to refer to what software does to memory and hard disks. “This new code parties on the hard disk for a while and then locks up the system.”
  • Percussive Maintenance: The fine art of whacking the crap out of an electronic device to get it to work again.
  • Ping: To send a brief e-mail. “I’ll ping Jim about revising the schedule.” Derives from Internet jargon, where one computer can ping, or send a message to, another computer, asking it to respond, to verify the connection.
  • Plug-and-Play: A new hire who doesn’t need any training. “The new guy, John, is great. He’s totally plug-and-play.”
  • Prairie-Dogging: When someone yells or drops something loudly in a cube farm and people’s heads pop up over the walls to see what’s going on.
  • Push Back: Respond more forcefully to an unfavourable answer. If your request for three new headcount for your project is denied by upper management, you must push back with stronger reasons why you cannot possibly accomplish the project without those three headcount.
  • RAS: To connect remotely to the corporate network, ostensibly to work. “I’m heading home, but I’ll RAS in later.”
  • Ramp Up: Technical term appropriated for general usage, meaning to gear up, to reinforce and, in a sense, to gird oneself for greater effort. Can be applied externally, as in ramping up resources for a new project, or internally, as in “I’ve got to ramp up to deal with these Web issues.”
  • Random: Epithet describing an idea that is poorly thought out or an action that is ill considered. Most commonly used in the exclamation “That’s so random!” which Bill Gates uses frequently.
  • Randomise: To divert someone from their goal with tertiary tasks or niggling details. “Marketing has totally randomised me by constantly changing their minds about the artwork.”
  • Reality Distortion Field: In the MS product development process, it is defined as follows: when a team, engrossed in its own magnificence, convinces itself that impossible dates can be met, that enormously complex technical problems are nothing to worry about, and the naysayers just “don’t have the religion.” (From “Is Your Project Out of Control,” by Chris Williams).
  • Release Candidate or RC: The final release build and potential candidate for RTM. Also known as “golden” code.
  • Repro: Short for reproducible. “Is that bug repro?” or “How repro is it?”
  • Salmon Day: The experience of spending an entire day swimming upstream only to get screwed in the end.
  • Schedule Chicken: Setting an unattainable schedule in the hopes that another team will slip first and buy you more time. From the teenage game “chicken,” where two cars drive toward each other in a test of nerves to see who will chicken out and swerve away.
  • Scrow: To work 70-hour weeks to meet some unrealistic deadline.
  • Server: Fictional central computer designed to provide employees with a sure-fire excuse for failing to meet deadlines. “I would have finished but the damn server’s been down all morning.”
  • Shatner Moment: When a program has behaviour characterized by abnormally long pauses, alternated with rapid-fire delivery of some of what you typed—when……….. your typ……..ing comes…………… in…….. bursts, because……. your email program………. is………dying………………… network…………… slow…..can’t……………….. contin……[crash]. Example: “My e-mail is having a Shatner Moment.”
  • Shoot in the Head: Remove a feature from a program. “Sure, we can ship on time, as long as we can shoot the TCP/IP connectivity module in the head.”
  • 'Steve Jobs' by Walter Isaacson (ISBN 1451648545) Show Stopper: A really big bug. A function, object, or issue important enough to jeopardize a ship date or schedule in order to correct or include. “They’re offering Dove bars to anyone who finds a showstopper in the latest beta.”
  • Shrimp & Weenies: Refers to cost-cutting strategy. For example, getting rid of expenses such as lavish parties in favour of smaller-scale events, coined by Mike Murray, former VP of Human Resources in 1993-94.
  • Single-threaded: Not able to do two things at once. “He’s single-threaded; he can’t chew gum and walk at the same time.” The opposite is multithreaded.
  • Slack: Used by devs to refer to a group of three or more program managers. (“Look! A slack of PMs grazing at the Espresso Bar.”)
  • Slip: Used by PMs to refer to a group of three or more developers. (“I was caught in an elevator with a slip of devs. Fortunately, they were mesmerized by the flashing floor numbers.”)
  • Slipping: Euphemism for abjectly failing to hit a deadline
  • Smart Guy: The ultimate compliment. “He doesn’t shower often, but he’s a real smart guy…OK, let’s hire him.”
  • Sniff Test: Also smoke test—refers to testing the daily build of a product during development; stolen from the electronics industry where people would plug in a board and see what smoked. (Source: “Is Your Project Out of Control,” by Chris Williams).
  • Spacordi: The mass of cords strewn underneath your desk (just add sauce).
  • Stress Puppy: A person who seems to thrive on being stressed out and whiny.
  • Swag: Used to describe any object or article of clothing that has a Microsoft company or product logo on it. Because such items are frequently handed out as rewards, every Microsoft employee has a collection. In this sense, it stands for “Stuff We All Get.”
  • Swiped Out: An ATM or credit card that has been rendered useless because the magnetic strip is worn away after extensive use
  • Take-away: Not, as might be suspected, food to go, but impressions gleaned from a meeting or message. “My take-away from his e-mail was that he wasn’t ready to drill down yet.”
  • Thrashing: Never getting anything done because you are trying to do too much. Thrashing happens when you do too much context switching. “I went to that meeting but there was so much context switching that all we accomplished was a lot of thrashing.”
  • Three-Finger Salute: Process of simultaneously striking Ctrl, Alt, Delete in order to restart your computer after it freezes up
  • Total Disconnect: An extremely low-bandwidth human interaction. “It was a total disconnect. I spent half an hour explaining how this stuff worked, and he just didn’t get it.”
  • Tourists: People who are taking training classes just to get a vacation from their jobs. “We had about three serious students in the class; the rest were tourists.”
  • Trash-sitters: People who come into a meeting late and then sit on the trash receptacles instead of at the table. Usually done in an attempt to remain aloof from the rest of the participants.
  • Treeware: Hacker slang for documentation or other printed material.
  • Under Mouse Arrest: Getting busted for violating an online service’s rule of conduct. “Sorry I couldn’t get back to you. AOL put me under mouse arrest.”
  • Uninstalled: Euphemism for being fired.
  • Vulcan Nerve Pinch: The taxing hand position required to reach all of the appropriate keys for certain commands. For instance, the warm reboot for a Mac II computer involves simultaneously pressing the Control key, the Command key, the Return key, and the Power On key.
  • WIM: Any sort of party or employee morale builder, usually held during business hours. Taken from the Windows NT group’s “Weekly Integration Meetings” held every Friday as a way to let off steam during the early days of NT development
  • Wallcrawlers: Shy Microsofties who walk down the hallways with a shoulder pressed against the wall and their eyes cast downward.
  • Wide Distribution: A process in which someone seeking crucial information (“Has anyone seen my Gumby poster?”) sends e-mail to thousands of Microsoft employees and contractors in hopes of finding one individual with the answer. In anticipation of the inevitable flame mail and death threats that will follow, such e-mail often begins, “Sorry for the wide distribution, but…”

Recommended Reading

Definition: Cook’s Tour

A Cook’s Tour is a guided but cursory tour of the major features of a place or an area.

Broadly, a Cook’s tour is a rapid but extensive glance or survey of a subject matter.

'Thomas Cook: 150 Years of Popular Tourism' by Piers Brendon (ISBN 0436199939) According to the Merriam-Webster dictionary, the phrase has its origin in Thomas Cook & Son, the prominent British travel agency, and precursor to the present-day global travel company Thomas Cook Group plc. The first known use of the phrase Cook’s Tour was around circa 1909. Thomas Cook & Son was started in 1872 as a partnership by Thomas Cook and his son, John A Mason Cook.

Recommended Reading: Thomas Cook: 150 Years of Popular Tourism by Piers Brendon.

15 Rules and 10 Don’ts for Evaluating Companies by Value Investing Pioneer Phil Fisher

Common Stocks and Uncommon Profits, by Philip Fisher

Philip Fisher, Investor, Author of Common Stocks And Uncommon Profits Philip Fisher (1907–2004) is widely considered the pioneer and thought process leader in long-term value investing. Even after ten years after his death, Fisher is widely respected and admired as one of the most influential investors of all time. Fisher developed his long-term investing philosophy decades ago and discussed them in his seminal book, Common Stocks and Uncommon Profits. Common Stocks and Uncommon Profits was first published in 1958 and continues to be a must-read today for investors and finance professionals around the world.

Phil Fisher’s Common Stocks and Uncommon Profits is a perfect complement to Ben Graham’s The Intelligent Investor. Fisher’s book explains the qualitative side to value investing, while Graham explains the quantitative side of value investing. Warren Buffett, the world’s most successful value investor, describes himself as “85% Graham, 15% Fisher.”

Core to Fisher’s value-investing philosophy is that long-term value investors who will be investing in a company for 20-30 years should understand and appraise the management of a company because it is the management who is directly accountable for the long-term financial performance and business competitiveness of the company.

Phil Fisher’s Common Stocks and Uncommon Profits can be summarized by means of his 15-point checklist for buying stocks and a 10-point don’t list. These principles will stand the test of time.

Phil Fisher’s 15 Rules for Evaluating Companies for Value Investing

  1. Does the company have products or services with sufficient market potential to make possible a sizeable increase in sales for at least several years?
  2. Does the management have a determination to continue to develop products or processes that will still further increase total sales potential when the growth potential of currently attractive product lines have largely been exploited?
  3. How effective are the company’s research and development efforts in relation to its size?
  4. Does the company have an above-average sales organization?
  5. Does the company have a worthwhile profit margin?
  6. What is the company doing to maintain or improve profit margins?
  7. Does the company have outstanding labor and personnel relations?
  8. Does the company have outstanding executive relations?
  9. Does the company have depth to its management?
  10. How good are the company’s cost analysis and accounting controls?
  11. Are there other aspects of the business somewhat peculiar to the industry involved that will give the investor important clues as to how the company will be in relation to its competition?
  12. Does the company have a short-range or long-range outlook in regard to profits?
  13. In the foreseeable future, will the growth of the company require sufficient financing so that the large number of shares then outstanding will largely cancel existing shareholders’ benefit from this anticipated growth?
  14. Does the management talk freely to investors about its affairs when things are going well and “clam up” when troubles or disappointments occur?
  15. Does the company have a management of unquestioned integrity?

Phil Fisher’s 10 Don’ts for Evaluating Companies for Value Investing

  1. Don’t buy into promotional companies.
  2. Don’t ignore a good stock just because it is traded “over-the-counter.”
  3. Don’t buy a stock just because you like the “tone” of the annual report.
  4. Don’t assume that the high price at which a stock may be selling in relation to earnings is necessarily an indication that further growth in those earnings has largely been already discounted in the price.
  5. Don’t quibble over eights and quarters.
  6. Don’t overstress diversification.
  7. Don’t be afraid of buying on a war scare.
  8. Don’t forget your Gilbert and Sullivan (Don’t be influenced by what doesn’t matter).
  9. Do not fail to consider time as well as price in buying a true growth stock.
  10. Don’t follow the crowd.

Recommended Reading

  • 'The Intelligent Investor: The Definitive Book on Value Investing. A Book of Practical Counsel' by Benjamin Graham, Jason Zweig (ISBN 0060555661)
    The Intelligent Investor: The Definitive Book on Value Investing. A Book of Practical Counsel: Benjamin Graham, Jason Zweig updates timeless “value investing” wisdom from the greatest investment teacher of the twentieth century, Benjamin Graham. This beloved book has been the investors’ bible since its original publication in 1949.
  • 'One Up On Wall Street' by Peter Lynch, John Rothchild (ISBN 0743200403)
    One Up On Wall Street: Peter Lynch, John Rothchild describes a well-revered bottom-up approach to investing in stocks by selecting companies familiar to the investor followed by a comprehensive fundamental analysis with emphasis on a company’s prospects, its business, it’s competitive environment, and then determining a reasonable price for the company’s stock. Peter Lynch is Vice Chairman of Fidelity Management & Research Company.
  • 'The Essays of Warren Buffett: Lessons for Corporate America' by Warren E. Buffett, Lawrence A. Cunningham (ISBN 1611634091)
    The Essays of Warren Buffett: Lessons for Corporate America: Warren E. Buffett, Lawrence A. Cunningham is a thematically arrangement of the lengthy writings of Warren Buffett. This classic book provides an understandable and consistent understanding of the principles and logic of Warren Buffett’s attitude to life, investing, and business.

The Rules of Bill Hewlett and David Packard’s Garage

Bill Hewlett and Dave Packard

When Bill Hewlett and David Packard started HP in a Palo Alto garage, they prepared a set of eleven rules that represented their core beliefs. To keep these core beliefs front and center of their new-found venture and remind them of the founding principles as they tinkered and toiled with various inventions, they posted a sign at their garage that articulated the succinct and to-the-point guiding principles they shared.

These guiding principles coupled with core values of Bill Hewlett and David Packard— the HP Way—translated into a wide-ranging set of operating practices, cultural norms, and business strategies that transformed into the one of the most respected companies of their time.

  1. Believe you can change the world.
  2. Work quickly, keep the tools unlocked, and work whenever.
  3. Know when to work alone and when to work together.
  4. Share tools, ideas. Trust your colleagues.
  5. No Politics. No bureaucracy. (These are ridiculous in a garage.)
  6. The customer defines a job well done.
  7. Radical ideas are not bad ideas.
  8. Invent different ways of working.
  9. Make a contribution every day. If it doesn’t contribute, it doesn’t leave the garage.
  10. Believe that together we can do anything.
  11. Invent.

For Bill Hewlett and Dave Packard’s legendary management style and the history of Hewlett Packard, read ‘Bill & Dave: How Hewlett and Packard Built the World’s Greatest Company’ by Michael S. Malone and ‘The HP Way: How Bill Hewlett and I Built Our Company’ by David Packard.

Three Ways to Use AutoHotKey to Rock Your Firefox Experience

AutoHotkey Numeric Keypad for Firefox

We are devoted aficionados of AutoHotkey, an open-source scripting language that can be used to religiously automate repetitive tasks on the Microsoft Windows operating system tasks and save time. AutoHotkey primarily works by overriding the default key commands on any software that runs on Windows. The core of AutoHotkey is a custom scripting language that can help define keyboard shortcuts or hotkeys.

If the keyboard on your Windows computer has a numeric keypad, you can use the keys on the numeric keypad to assist you with using the Firefox browser. By installing and running these scripts to scroll and close tabs, you don’t need to move your hands a long way from the mouse. Here are three simple scripts.

Scroll Down a Firefox Page using the ‘Add’ Key on the Numeric Keypad

This simple script substitutes the ‘Page Down’ key with the ‘Add’ key on the numeric keypad, thus helping you scroll down on Firefox pages.

NumpadAdd::
        Send {PgDn}
Return

Scroll Up a Firefox Page using the ‘Subtract’ Key on the Numeric Keypad

This simple script substitutes the ‘Page Up’ key with the ‘Subtract’ key on the numeric keypad, thus helping you scroll up on Firefox pages.

NumpadSub::
        Send {PgUp}
Return

Close a Firefox Tab using the ‘Pause’ Key

This simple script substitutes the ‘Control + F4’ key combination with the ‘Pause’ key on your keypad, thus helping you close the current tab in the Firefox application.

Pause::
        Send ^{F4}
Return

This AutoHotkey Script Needs ‘MozillaWindowClass’

To restrict the customization of these special keys just to the Firefox browser, you will need to an #IfWinActive block with the ahk_class set to MozillaWindowClass. Here is the full script. Actually, MozillaWindowClass refers to any window in any Mozilla application; hence you will notice that these shortcuts work on the Mozilla Thunderbird email application as well.

#IfWinActive ahk_class MozillaWindowClass
        Pause::
                Send ^{F4}
        Return
        NumpadAdd::
                Send {PgDn}
        Return
        NumpadSub::
                Send {PgUp}
        Return
#IfWinActive

For a basic introduction to the utility of AutoHotkey and a tutorial on installing AutoHotkey and compiling AutoHotkey scripts, see this useful YouTube video or this orderly guide from howtogeek.

Creating a Winning Corporate Strategy: Jack Welch’s 5 Key Strategy Questions

During his adored tenure as Chairman and CEO of General Electric, Jack Welch created a strategy development framework that was implemented across the vast organization. managers across General Electric used the winning corporate strategy model to gauge their businesses and make decisions about where to go next.

'Winning' by Jack Welch, Suzy Welch (ISBN 0060753943) Jack Welch advocated that strategy is not something that should be left to the management and strategy consultants. He called strategy “a living, breathing, totally dynamic game.” In his book “Winning” (with wife Suzy Welch,) Jack Welch declares the key to success is to “pick a general direction and implement like hell.”

For Jack Welch, strategy was a “killer idea” or a “winning value proposition” that can provide any organization a general direction for durable competitive advantage. He described strategy as a living, breathing story about how your organization is going to win. In this pursuit, strategy should be a tool, that is agile and can change over time, but it is not arbitrary or indiscriminate.

Jack Welch's Questions for Strategy Planning

Jack Welch’s Questions for Strategy Planning

'HBR's 10 Must Reads on Strategy ' by Harvard Business Review (ISBN 1422157989) Conceptualizing and developing a successful business strategy lies not in having all the right answers, but rather in asking the right questions. Creating a winning corporate strategy is the process of asking (and answering) the question of what needs to change and why? Jack Welch proposes a rapid, practical questioning procedure to come up with a winning corporate strategy by probing for answers to five key questions:

  1. What does the competitive playing field look like?
  2. What have our competitors been up to lately?
  3. What have we done lately?
  4. What future events or possible changes keep us up at night with worry?
  5. And, given all that, what’s our winning move?

Theme 1: What the Playing Field Looks Like Now

  • Who are the competitors in this business, large and small, new and old?
  • Who has what share, globally and in each market? Where do we fit in?
  • What are the characteristics of this business? Is it commodity or high value or somewhere in between? Is it long cycle or short? Where is it on the growth curve? What are the drivers of profitability?
  • What are the strengths and weaknesses of each competitor? How good are its products? How much does each one spend on R&D? How big is each sales force? How performance-driven is each culture?
  • Who are this business’s main customers, and how do they buy?

Theme 2: What the Competition Has Been Up To

  • What has each competitor done in the past year to change the playing field?
  • Has anyone introduced game-changing new products, new technologies, or a new distribution channel?
  • Are there any new entrants, and what have they been up to in the past year?

Theme 3: What You’ve Been Up To

  • What have you done in the past year to change the competitive playing field?
  • Have you bought a company, introduced a new product, stolen a competitor’s key salesperson, or licensed a new technology from a startup?
  • Have you lost any competitive advantages that you once had—a great salesperson, a special product, a proprietary technology?

Theme 4: What’s Around the Corner?

  • What scares you most in the year ahead—what one or two things could a competitor do to nail you?
  • What new products or technologies could your competitors launch that might change the game?
  • What M&A deals would knock you off your feet?

Theme 5: What’s Your Winning Move?

  • What can you do to change the playing field—is it an acquisition, a new product, globalization?
  • What can you do to make customers stick to you more than ever before and more than to anyone else?

Strategy Questions for Global Competition for Resources and Market-Access

Strategy Questions for Global Competition for Resources and Market-Access

'Playing to Win: How Strategy Really Works ' by A.G. Lafley, Roger L. Martin (ISBN 142218739X) In the context of global completion, both for resources and access to markets, leaders need to identify factors and attributes that will shape the future of globalization. Such a framework should provide guidance to those who will make, influence, and predict decisions about the global economic structure and develop a game plan to succeed in an increasingly global environment. Here are Jack Welch’s five strategy questions modified for the global nature of business.

  1. What does your global competition look like over the next several years?
  2. What have your competitors done in the last three years to upset these global dynamics?
  3. What have you done to them in the last three years to affect those dynamics?
  4. How might your competitor attack you in the future?
  5. What are your plans to leapfrog the competition?

Applying a strategy-development framework can help companies focus their activities and goals in ways that are more efficient and lead to a more powerful approach to growing their business. The framework helps analyze the dynamics of the current line of attack, reveal the forces currently influencing the global competition. The framework works by, in part, by recognizing that the strategy must not only be understood by everyone in the organization, but must be acted on by everyone.

Recommended Reading: Best Books for Strategy Planning

Recommended Reading: Best Books on and by Jack Welch

Winston Churchill’s Famous Sense of Humor

Winston Churchill's Famous Sense of Humor

Winston Churchill was one of the most eminent and one of the most debated men of the 20th Century. Churchill was greatly admired at this time of his career (having just won the war) and recaptured his seat in Parliament to represent the Woodford constituency. The British people nevertheless were exhausted of war and didn’t regard Churchill and the Tory Party as the party to “lead the peace”. Therefore, even though Churchill was in Parliament, his party moved to the backbenches as the Labor Party took power and Clement Attlee became Prime Minister.

Churchill won the Second World War, but in the election of July 1945, he was defeated. Many thought that the British public showed flagrant thanklessness. Churchill was still a Member of Parliament, his party lost control of Parliament and thus by tradition the right to the position of Prime Minister.

When the news came out, Churchill was taking a bath (was there ever a statesman who spent more time in the bath?) He commented, “They have a perfect right to kick me out. That is democracy”. When he was offered the Order of the Garter, he asked, “Why should I accept the Order of the Garter, when the British people have just given me the Order of the Boot?”

Recollect Winston Churchill’s prominent dictum from a oration he made at the House of Commons on 11-Nov-1947: “Democracy is the worst form of government, except for all those other forms that have been tried from time to time.”

Churchill returned to power in 1951. The remark about democracy was made when he had lost power and had every reason to be bitter. Fortunately, he kept his sense of humor even in the most trying circumstances.

Best Books about Winston Churchill

Responsibilities of a Process Consultant

Responsibilities of a Process Consultant

A Process Consultant is a process expert who is part of the project team right from the project initiation till the project closure. The main responsibilities includes,

During Project Initiation

  • Participate in the project kick-off meeting
  • Help the project team in understanding the customer requirements, scope and expectations about the project
  • Identifying the necessary Quality Assurance mechanism for the project

During Project Planning

During Project Execution

  • Providing process support and ensure that there is no process violation.
  • Intimate quality manager on any process violation.
  • Review weekly process activity reports of the project
  • Participate in weekly meetings of the project
  • Review the monthly status report
  • Participate in reviews of monthly status reports
  • Send weekly Process Activity reports to the top management and the quality manager.
  • To routinely take the Quality and CM view in project’s technical screens
  • Assist the project team in closing the discontinuities and ensure that the project team closes all audit discontinuities by the target date

During Project Closure

  • Participate in the closure meeting of the project and contribute as to ‘what went right’ and ‘what went wrong’

Strategic Success in Joint Venture Management

Joint Venture Management

A joint venture represents the prospect of two businesses that believe that they can collaborate to accomplish marketplace goals that neither could achieve single-handedly. Joint venture partnerships are essential to how multinational companies can best achieve their global business objectives and improve top-line and bottom-line growths. Alliances and joint ventures provide many benefits, including filling gaps in capabilities or facilitating entry to new markets. Through carefully structured joint venture partnerships and international alliances, businesses can combine mutual strengths and capabilities to gain the benefits of scale that they would be unable to realize without help.

Each company must strive to be exceptional in how it develops, manages, operates, and evaluates joint venture partnerships. Joint ventures frequently go wrong due to neglect of the first stage (development of strategy) and operating implementation. A frequent and detailed joint venture assessment can determine if the company’s partnerships are being operated and managed in a way that provide real value to end customers and the joint venture partners and to determine ongoing improvements to ensure that the joint venture represents a rapid and very effective mechanism for strategic growth.

Doing Business in China

Statements of Joint Venture Management Excellence

  1. The JV partners and the joint venture recognize the needs of the end-customers in order to present tangible business value.
  2. The joint venture partnership is structured and leveraged to generate multiple sources of economic value for each JV partner.
  3. JV partners pay particular attention to the ownership and governance arrangement of the joint venture.
  4. Business objectives, strategies, and processes of the joint venture partnership are aligned with the objectives, strategies, and processes of the respective JV partners.
  5. The support mechanisms and processes of each JV partner that are significant to the success of the joint venture partnership are documented, synchronized and controlled to generate measurable results.
  6. The JV partners set priorities, convey the underlying principle behind them, advocate them even when the outcomes are undefined, and provide the support that the management of the joint venture needs to stand behind those choices as well.
  7. Business and functional leaders of each JV partner offer best practices and capable processes, tools and people to sustain the joint venture partnership.
  8. The joint venture partnership is managed using best practices, processes, tools, and quality standards as established by the JV partners.
  9. Confidential information received or created by the joint venture partnership is defined and maintained in a confined environment.
  10. Regular and consistent communication and flow of information occur within the joint venture partnership and between all parties at numerous levels.
  11. Representatives of the JV partners engage in shared activities that develop mutual trust.
  12. The parties openly define the roles of the JV partners, the Board and operating management of the joint venture partnership, and then they authorize the management and operate according to the agreed definitions.
  13. Managements of cross-border joint venture partnerships consist of a diverse mix of local managers and locally capable expatriates. Companies that survive the experience of doing business in other countries can learn from this experience and develop a distinctive competitive advantage that will serve them well when entering comparable challenging markets around the world.
  14. The right environment within the joint venture partnership is established based on reciprocated trust and shared respect. By understanding the changing nature of business and the potential pitfalls of joint venture partnerships, businesses can collaborate stronger alliances that benefit both JV partners.
  15. JV partnerships operate in conformity with all governmental laws, regulations, environmental standards, and safety standards and with the codes of conduct of the JV partners.
  16. JV partners are treated as customers and favored suppliers. Profitable exploratory actions hold more meaningful lessons for companies than failures do.
  17. Joint venture partnerships use shared problem-solving tools as reciprocally agreed by the partners. Lean manufacturing and other reliable management principles are used to identify and deliver process improvements.

Businesses pursuing joint ventures would do well to contemplate on the lessons of other companies that have engaged in joint ventures to improve the chances of success.

Airbus A340 Passenger Compartment Cross-section: Typical Seat Configurations

The Airbus A340 is a long-range four-engine wide-body commercial passenger jet airliner manufactured by European aircraft company Airbus. The A340 aircraft was designed concurrently with the Airbus A330, a medium-range twin-engine wide-body similar in design. The four-engine A340 was built for long-haul, trans-oceanic routes due to its immunity from ETOPS. Over the years, the dramatic improvement in the reliability of jet engines, rising cost of jet fuel, and elevated maintenance costs of four engines vis-a-vis two engines led to the economic attractiveness of the twin-jet Airbus A330 and the twin-jet Boeing 777 aircraft. Eventually, Airbus stopped offering the A340 in 2011 due to the dearth of new orders.

Typical 6-Abreast Seat Configuration in First Class

A340 Passenger Compartment Cross-section in First Class: Typical 6-Abreast Seat Configuration

Typical 6-Abreast Seat Configuration in Business Class

A340 Passenger Compartment Cross-section in Business Class: Typical 6-Abreast Seat Configuration

Typical 8-Abreast Seat Configuration in Economy Class

A340 Passenger Compartment Cross-section in Economy Class: Typical 8-Abreast Seat Configuration