The Emancipation of Slaves essays

The Emancipation of Slaves papers Bondage was a battle for more than ten million African Americans during the seventeenth century. Many gatherings and individual abolitionists endeavored to oust bondage, suffering what they needed to and ready to acknowledge any outcomes so as to express what is on their mind. Through the various gatherings, endless developments were begun, laws were given, and a wide range of promulgation and writing were spread about the nation. Bondage may have finished in 1865 yet the inheritance was carried on until the hour of the Civil Rights Movement in the nineteen hundreds and follows are as yet clear in America today. Through numerous long periods of battling and disturbance the abolitionists, particularly William Lloyd Garrison, figured out how to liberate slaves and to end bondage. The most powerful and notable abolitionist is the incomparable William Lloyd Garrison. Battalion was conceived in Newburyport, Massachusetts in 1805 (William Lloyd Garrison 329). Battalion at age twenty-two heard another popular abolitionist, Benjamin Lundy; give a discourse on the cancelation of slaves. Battalion was profoundly roused by Lundy and started lecturing against subjection and joined Lundy in his journey. Battalion turned into the lesser proofreader of The Genius of Universal Emancipation which was possessed by Lundy (Aptheker 3). Army endeavored to persuade individuals that prompt and complete liberation was vital (William Lloyd Garrison 329). A slave merchant by the name of Francis Todd documented suit against Garrison for expounding on him. Army had said how awfully Todd rewarded his slaves. On April 3, 1830, a jury saw Garrison as blameworthy inside fifteen minutes for this had occurred in the South where servitude was regarded a need and a lifestyle. The jury condemn ed him to a one-hundred dollar fine or a half year in prison. Army, not having enough cash to rescue himself and declining to acknowledge cash from a few supporters, gladly entered the Baltimore Public Jail. Garri... <!

Jean Watsons Theory of Caring free essay sample

At long last, individual reflections from the mindful second will be incorporated. The reflections will feature the things gained from the communication by the medical attendant and how the caring is seen by the patient or relatives included. Foundation and Major Concepts of Watson’s Theory Jean Watson’s hypothesis of human caring has been advancing throughout the most recent 30 years into what it is today. The significant segments of Watson’s hypothesis are the carative elements, the transpersonal caring relationship, and the mindful event/caring second (Cara, 2003). As indicated by Alligood (2010), Watson wanted to carry importance and center to the rising control of nursing as a particular wellbeing calling with interesting qualities, information, practices, morals, and mission. She felt that mindful was integral to nursing and concentrated on approaches to show that mindful advances development and great wellbeing and can be utilized by all social insurance experts. Watson tried to locate a typical significance for the control of nursing that applied to all work settings (Sitzman, 2007). We will compose a custom paper test on Jean Watsons Theory of Caring or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Right off the bat in her work Jean Watson noted 10 carative components that can be distinguished and fill in as a manual for working on nursing and these in the long run advanced into the 10 clinical caring caritas forms. The caring caritas forms are as per the following: 1) Practice of adoring consideration and serenity inside setting of caring awareness. 2) Being genuinely present, and empowering and continuing the profound conviction framework and emotional life universe of self and the one-being-thought about. 3) Cultivation of one’s own profound practices and transpersonal self, going eyond conscience self, opening to others with affectability and sympathy. 4) Developing and continuing a helping trusting, real caring relationship. 5) Being available to, and strong of, the statement of positive and negative emotions as an association with more profound soul of self and the one-being-thought about. 6) Creative utilization of self and all methods of knowing as a major aspect of the mindful procedure; to take part in aestheticness of caring-recuperating rehearses. 7) Engaging in real instructing learning experience that takes care of solidarity of being and importance, endeavoring to remain inside others’ casings of reference. ) Creating mending condition at all levels (physical just as non-physical), unpretentious condition of vitality and awareness, whereby completeness, excellence, solace, pride, and harmony are potentiated. 9) Assisting with fundamental needs, with a purposeful caring awareness, directing â€Å"human care essentials,† which potentiate arrangement of mindbodyspirit, completeness, and solidarity of being in all parts of care; watching out for both the encapsulated soul and advancing otherworldly development. 0) Opening and taking care of otherworldly strange and existential elements of one’s own life-demise; soul care for self and the one-being-thought about (Cara, 2003). Watson likewise centers around the transpe rsonal caring relationship and the associations that exist in this relationship. In transpersonal caring the attendant intentionally centers around self and other inside relational trades right now, while going past the second and opening to additional opportunities and qualities the presence of the others internal and external points of view (Sitzman, 2007). It is critical to call attention to that the mindful event/caring second Watson depicts can happen in any setting wherein a patient and social insurance proficient connect. As per Rafael (2000), Watson focuses on the significance of the lived experience of the customer as well as of the medical attendant and these two meet up in a mindful second and that turns out to be a piece of the existence history of every individual. Watson’s work intensely centers around the associations made among medical caretaker and patient and she realized that a main consideration impacting these associations was their past encounters. Caring Moment and Major Theory Assumptions I will depict a mindful second that I was as of late engaged with at work concerning the group of a patient who had quite recently lapsed in the crisis office. This circumstance included a youngster who allegedly had been engaged with criminal behavior that prompted him supporting a shot injury before showing up in the crisis office and that injury prompted him kicking the bucket in the crisis division. This patient had an enormous family and gathering of companions who were assembling in the hall and outside of the medical clinic. They were justifiably troubled concerning what had occurred and were turning out to be on edge and fretful in regards to having the option to see their cherished one. The mindful second started in the occasions that occurred in the crisis division while thinking about this patient and his family. Watson’s hypothesis of caring makes suppositions identified with individual, wellbeing, nursing, and the condition that can be credited to the medical attendant patient circumstance referenced previously. In this circumstance the individual/person’s being thought about are the relatives present in the crisis division to see their adored one who had shockingly quite recently lost his life. Watson’s perspective on nature secured the prompt setting as well as society. In this specific circumstance the earth is viewed as the hall, injury sound, and directing room where the connections between the attendant and relatives were happening. The earth turned into where the family could be separated from everyone else with their adored one just as be distant from everyone else themselves to lament over their misfortune. As indicated by Alligood (2010), Watson accepted that the medical caretaker can likewise turn into the earth in which a â€Å"sacred space† is made where deliberate mending and caring can happen. Watson’s perspective on wellbeing is worried about complete physical, mental, and social prosperity and working identified with those. Wellbeing in this circumstance isn't viewed as the nonappearance of infection or great physical wellbeing, however managed the enthusiastic and profound parts of wellbeing as portrayed by Watson. Wellbeing can be reclassified as the solidarity and congruity inside the body, psyche, and soul and an agreement among self as well as other people and self and nature (Alligood, 2010). Nursing as indicated by Watson is worried about forestalling ailment and advancing and reestablishing wellbeing. In this circumstance I was giving deliberate consideration to this patient and his family and this is viewed as nursing in Watson’s hypothesis. Transpersonal Relationship and Carative Factors Utilized Several of Watson’s carative components are used when thinking about the patient’s family referenced previously. As indicated by Watson a solitary caring second turns into a snapshot of probability and at that time a genuine open door for human caring can happen (Alligood, 2010). In the underlying experience with the family the fourth carative factor of building up a helping, trusting, human, caring relationship is used. This family was disturbed and they expected to trust in me and comprehend that I was there to help and that I truly thought about them and their cherished one. I set up this by talking with them in a mindful manner and permitting them in a controlled way to see their relative. The fifth carative factor utilized is advancing and tolerating the statement of positive and negative sentiments during the time the family was with their cherished one. They were clearly vexed and were urged to communicate their sentiments both positive and negative. This included permitting the family to be irate and lament varying. The seventh carative factor advancing transpersonal instructing and learning is utilized with the family concerning the inquiries they had about the occasions that occurred after we got the patient in the crisis division. The means we took to endeavor to spare his life were disclosed to the family, and this helped them increase a superior comprehension of the circumstance. The tenth carative factor permitted existential, phenomenological, otherworldly perspectives to be tended to. This family had strict feelings that should have been tended to and mentioned to supplicate with their cherished one and have his minister present. This was encouraged for the family with the goal that they could appropriately address their cherished one’s profound needs. At long last the third carative factor concerns the development of affectability to one’s self and to other people. I didn't pass any suppositions or judgment onto this patient or his family with respect to the conditions associated with his demise. I transferred to the family that I got their adored one was an exceptional individual with natural worth and that I was there to give non-critical consideration to the patient and his family. Individual Reflection I learned numerous things about myself as an individual and as an attendant after the experience and caring minutes referenced previously. I discovered that I can convey my actual aims and reason as a medical attendant who cares to a family that was at first disturbed and furious about their cherished one dying. My mindful expectation was generally welcomed and comprehended by this family and they valued it without question. I discovered that I can give caring and understanding consideration without permitting any suppositions or decisions about the ircumstances of the circumstance to cloud my motivation and obligation as a medical caretaker. I figured out how to use a significant number of Watson’s carative factors in a genuine clinical circumstance and that these were advantageous to my nursing care. The group of this patient was exceptionally thankful and voiced to me that my way to deal with the circumstance had permitted them to adapt to the passing of their cherished one the most ideal way that could be available and that without my understanding and tolerating care it would have been significantly more hard for them. End All in all, Jean Watson’s hypothesis of human caring characterizes the mindful second or minutes that happen

eSilicon

eSilicon INTRODUCTIONMartin: Hi today we are in San Jose at the eSilicon Office. Hi Jack, who are you? And what do you do?Jack: Martin thanks for having me on board here. Jack Harding, I’m president and CEO of eSilicon, I’m also co-founder. We started the business about 15 years ago and the vision was to put the semiconductor development process on to the internet. We discovered early on that we had some major challenges there. We stuck with some of that business plan but some of it we put on the back shelf. Interestingly, things have changed for the better in the recent years in terms of availability of technology, information flow and we’ve now made a major commitment to put our business back onto the internet and we’re making great strides. So it’s an interesting back to the future strategy for us.Fundamentally, we make custom chips where general contractor if you like, to make one of the world’s most complex chips for the world’s largest system companies and we’re among a handful of people that do what we do, we compete mostly with major corporations, about only about two or three. And weve carved out a very very nice niche market for a small company and we find ourselves that the combination with the internet emphasis and our core competency moving forward aggressively and with a great success these days.Martin: What is your background and how did it prepare you for starting your own business?Jack: Out of my 36 year career, Ive been a startup for 30 years and so I have a strong pension for working with the new ideas. I think of myself as a builder, I like to think about the future and just find those gaps in the market that I can exploit with a solid business plan.However, I didnt start that way. My first job was at IBM which was the opposite of a startup. It was a wonderful training ground but after several years I decided that my place was in a small company, I was trying to invent markets in businesses as oposed to executing establishments.Martin : Great and how did you come up with the business idea for eSilicon and did it change a little bit you?Jack: Part one of your question is: I was a president of a startup company about 20 years ago, a software company here in Silicon Valley and it was acquired by much larger company Cadence Designs Systems, a large software company thats electronic design animation. And after a few courses I became a CEO of that company and I was there as CEO. And from that perch I was able to see a lot of the trends in the industry. I was convinced that the industry was going to move to less capital investment, more automation, more internet access and a much more fluid flexible model. And I realized that to get that done, I had to be in a brand new company.So I put together a team of trusted allies who I worked with for any years and we started this company and raised about a hundred million dollars in the first four years. We started a whole new industry segment called the fabulous custom chip seg ment. All great ideas when youre an entrepreneur, if ever one calls you up and said, This is the worst idea Ive ever heard then you know youre on to something unique, they like it because someone else is doing it. We carved out that part of the market and within four years, virtually 80% of our competitors large and small had taken on our business model. And its that model that we pursue today.Part two of your question is a strategic change, fundamentally no. Weve had to adjust the strategy to economic conditions weve weathered a couple recessions here, globally. Weve had different times of financial success or other times weve had to be very frugal. But we fundamentally outstate the course just constantly enhancing our differentiation and our go to market strategy but I can tell you the idea is a basically the same.Martin: Okay cool. Jack, in the beginning when you said that you raised 100 million in 4 years, how did you convinced investors that fast to give you that much money?Jac k: Its a couple things. First of all, when youre out raising money, the team makes a big difference. I put together a world class team of executives both technically and commercially and that went a long way to getting peoples attention. But secondly you have to remember, when we start the business it was right around 2000 and leading into it 1999-2000, it was the internet craze and people were actually taking business plans to an IPO. Raising money was probably easier then than any time of the history. So we benefitted from the very liberal flow of other peoples money, as you call it into our business. But then we had got some very early traction. And an important attribute of being successful as an entrepreneur is getting at first of what we call a ‘Hit Record’ when you surprise people with a big account or some big success in the market. And we had a couple early successes and that gave our existing investors and then subsequent investors a lot of confidence in us.BUSINESS MO DEL OF eSILICONMartin: Let’s talk about the business model. What differentiates you in terms of the product from your competitors?Jack: Well, as I mentioned, we make customized chips. In other words, if you were my customer and you come and say, “Here is my functional design, my ideas for building this chip. Now I need someone to get it ready for the manufacturing by doing the physical design connecting all the transistors and then putting it into the supply chain and managing before its live, which is in my opinion were from two years to 20 years long. To get that done, differentiation comes in many forms. Some of them comes in the form of intellectual property for which we have a very substantial portfolio. Secondly, it comes from the design methodology which produces a reliable result.But in our case, it came from two other factors. But unlike our much larger competitors, who have a single recipe to make a customized chip they kind of throw everything into their funnel then t he chip reliably comes out the back and they do a good job. Our strategy was different. We said to our customers, “We will work with any combination of any supplier anywhere in the world to optimize your chip, not just to get it to work, but to make it completely optimal and give you all the boundless and limitless choices of every source of intellectual property in the world and every process technology and every package technology”. And then to manage that complexity, be a lot of us having come from the software industry for design automation, we automated the entire infrastructure of our business so that we have software tools helping us to make those decisions and providing that flexibility to our customers.So as they develop confidence in all the permutations we would allow them to choose from, our differentiation became simply, “Tell us exactly what you want get done and we have the software tools that will tell you that the recipe to optimize that” and that’s how we work today.Martin: So this basically would mean that you are in the mass customization business and others are as well, but your differentiation is that you are trying to optimize the mass customization?Jack: We are optimizing the production of the actual chip and we are also doing it by providing infinitely more information during the architectural phase so that people can make informed decisions about what they want their chip to do; do they want to focus on power consumption, or the performance of the chip, or the area of it which is a proxy for the cost.We have the ability to let them pick and choose and so for those outcomes and by doing so they can build exactly what they want and know that when it does come out of the factory it will work as they had hoped.Martin: You said before that you wanted to connect the semiconductor business and the Internet, so to speak. How are you using the Internet for delivering this kind of available position?Jack: Well, first of all, all the t ools we use internally are available over the Internet for our own employees and we make those readily available to engineers all over the world. We have people literally around the globe. And that’s very helpful, great efficiency.But the last two years we tried something different, we had a set of tools we thought where particularly valuable to us and in the spirit of the Internet so what if we put those tools out there for free and gave people access to doing things like test chips or production releases into manufacturing with 100% automation. We’ve had remarkable response. And it’s our business in this industry even though we make all the technology that’s the backbone of the Internet, we are not very big users of the Internet commercially so we thought we would reverse that trend.And so if you fast-forward to today, we have engineers in over 50 countries around the world using our free tools and we haven’t met two-thirds of them, maybe 80% of them haven’t met, we ha ven’t even been into half their countries but yet people are using the products. And in the last year we have had the amazing circumstance for when we give the people the option of buying from us, they don’t have to, we will send them the tactical work sheet, we will send them a contract they can sign, about once a quarter someone actually signs the contract, sends us a purchase order with a check for at least small test chips maybe $100,000 and we have never met them. So we are doing $100,000 transactions over the Internet with strangers with doing one of the hardest technical tasks in the world.And so this as a consumer gives me great hope of what the future looks like for all of us when it comes to the Internet; just won’t be Amazon, or finding directions, or doing a search, people will be doing world-class engineering over the Internet among strangers. And for us of course, we still have to prove the financial viability of our investments but the early returns are very exc iting and as an entrepreneur it’s what I live for.Martin: So, when I look at the product portfolio besides those kinds of mass customized chips, what else could you offer which is also related to this? Because most of the companies are at some point starting with one product category and then based on the core skills that they generated they extend to another product category.Jack: Good question, Martin. If you think about the architecture of a chip (we would not get too technical here) about half of the chip is memory â€" just memory. And the memory people usually select from suppliers kind of, as we say off-the-shelf. They get a memory that fits the chip approximately and is good enough. We have about 250 people who make customized memories, so part of our new product line and our associated differentiation is our intellectual property business. So when we built a chip for somebody, we asked them once again, “What are your goals for that chip? Can we model it on our software t hat we’ve developed?” Then we solve for what the perfect memory would look like. And then we build that memory, we design that memory for our customers and so instead of having a memory that’s close enough, they get the exact number that they need. And by doing so we can increase the performance, we can reduce the power or we can reduce the size of the memory therefore lower the price.So people like that particularly as chips are getting larger and larger, and denser and denser. If you can save 5% of the power consumption or 10% of the area or the cost, that’s a huge savings for the market place.Martin: Jack, let’s talk about your customers. What type of customers sequence are you serving? And when you added other product categories, did you extend this kind of customer segments or did you try to serve the same customer segments?Jack: So our customer base has evolved over the years. In the early days, about half of our customers were other startups. The semiconductor busin ess was investing very heavily. The semiconductor industry was investing very heavily to startups and venture capital available was astonishing, billions of dollars. And a lot of startups would popped up everywhere, and about half of our customers are name-brand people that you would know, the big logo guys.Over time, that shifted. The number of startups in the semiconductor world has reduced dramatically and as the funds for investing amounts has shrunk in fact there is a major consolidation taking place. So, even some of our medium-sized customers are now becoming huge customers combined. I’d say today 80 to 90% of all customers are name-brand household corporations. And these are the people that make computers, they make routers and switches. We have customers into consumer products that make hearing aids. Our customers have made virtually everything under the sun; industrial products, medical products, automotive and it’s been a wide range so the technology that we serve has been a very broad spectrum, the type of customer which you asked about has shrunk down to the big household names.Martin: How did you acquire the first customers? Imagine, you just started out your first iteration of your processes the younger Jack went out to some customers and tried to close the deal?Jack: I will never forget. As a matter of fact, if you don’t forget your first girlfriend, you won’t forget your first customer. A tiny little company that was actually based in India approached us and they were going to make a machine that was going to accelerate the number of Internet transactions that could take place this is back and take say 2000-2001. And I remember the entire negotiation took about one hour, contract and all, because they were small company looking for help and we’re a small company anxious to sign somebody up and we did. We thought we are on our way now. That actually served to help us not at all because they were so small and we were too.We then came a cross a division of one of the world’s largest companies called us up here in Silicon Valley and we knew some of the engineers who knew us personally, back to that personal connection that hit record if you will. They called us up and said, “We know your team, we know their reputation, and we’re looking for someone to help make this chip for us. Could you give us a hand?” We said, “We know you are new but we know your people from other companies and we’ve worked with you other times before and we’re willing to sign you up.” And that was our hit record. And after that, that name-brand account was enough for everyone else to hear that if they will buy from you then we will too and then we were on our way.And about every other year thereafter we pretty much had another hit record account that just accelerated our growth and our credibility. I often talk to other entrepreneurs about this phase of growth and I refer to it as getting lucky and not lucky in the sense of ran dom events but position yourself to exploit a good opportunity that comes your way that was not predictable. So we’ve always been very conscious about making sure that when that phone call came from that big guy that we thought we couldn’t sell to otherwise that we were ready to go that we had the materials to present that we had the people who can articulate our value and that and we can at least give the perception that image of a more successful larger company.And a lot of great companies fail with great business plans, lots of money, great people and big markets because they are not prepared for that phone call when it happens and that one in a lifetime chance just goes right by without them responding. So we are always very cognizant of that having many of us had been in our second, third and fourth startup and we are always ready to look big event if we weren’t.Martin: What are the major obstacles over the 15-16 years besides the crisis like financial crisis like bubble burst and financial crisis? And how did you try to cope with it?Jack: You mentioned the big ones and of course they are true for everybody. Even though they are somewhat predictable, it’s how you respond is of great importance.But I think single obstacles that we had were not anticipating how quickly our major competitors who are using their own major factories and their own capital investments abandoned all their capital and came to our business model. It seems like overnight we are competing with some of the largest and best companies in the world and the electronic space and that caught us off guard.In fact, we were discussing in the other day, the first seven years of the business we enjoyed sort of unfettered access to the market we were different we were fresh and new and we were very nimble. In the second phase of our growth, the second five years we found ourselves being bombarded by major corporations who actually picked up our flexibility and the nimbleness and we just d idn’t have the brand or the cash with which to compete. I think that our response to that was to just double down our efforts on building differentiation. That’s how we got into the intellectual property business we said, “We need something that’s special and different not easily duplicated that people say we need to deal with eSilicon for these reasons”.So it’s been in the last 5 to 7 years we’ve enjoyed that positioning. We also recognizes the complexity was growing that we would have to accelerate the development of our own internal automated tools to manage the complexity and that’s playing great defense today. So we responded quickly but in this business responding quickly means maybe 3 to 4 years. You can’t turn on the proverbial dime.So now we’re enjoying all the investment but we did go through a period where I felt looking back today, we’re quite flat we saw what we had to do and we did it and in summing up to terms we did it quickly but it was a chall enging period.Martin: Jack, you said you didn’t expect your competitors to change up their business so quickly. How did it really take in terms of years? And why do you think it was that quickly? Because most of the Startups think “Oh the old guys, they will never change, like maybe 15 years but until then I’m big.” What was your expectation?Jack: First of all, the companies that had the factories (the big guys, so to speak), they are all excellent firms well-run and very nimble strategically and as big companies would probably move faster than other big companies, so to speak. We guessed wrong because of the billions of dollars that they had invested in their facilities. What I think, looking backward I miscalculated, wasn’t their commitment to what they already spent but their loathing of having to spend again to stay current. So if they had spent $2 billion dollars to build the infrastructure they were using their going to have to spend 4 billion to keep it current. Whe n they face that next check to write they look around and said, “Look these are those small companies are here being successful without all this infrastructure we can do it too.”I kept thinking about what they had spent not versus what they were about to spend. And that’s what accelerated their transition to our model and caused them jettison their infrastructure very quickly.ADVICE TO ENTREPRENEURS FROM JACK HARDING In San Jose (CA), we meet Co-Founder, President CEO of eSilicon, Jack Harding. Jack talks about his story how he came up with the idea and founded eSilicon, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi today we are in San Jose at the eSilicon Office. Hi Jack, who are you? And what do you do?Jack: Martin thanks for having me on board here. Jack Harding, I’m president and CEO of eSilicon, I’m also co-founder. We started the business about 15 years ago and the vision was to put the semiconductor development process on to the internet. We discovered early on that we had some major challenges there. We stuck with some of that business plan but some of it we put on the back shelf. Interestingly, things have changed for the better in the recent years in terms of availability of technology, information flow and we’ve now made a major commitment to put our business back onto the internet and we’re making great strides. So it’s an interesting back to the future strategy for us.Fundamentally, we make custom chips where general contractor if you like, to make one of the world’s most complex chips for the world’s largest system companies and we’re among a handful of people that do what we do, we compete mostly with major corporations, about only about two or three. And weve carved out a very very nice niche market for a small company and we find ourselves that the combination with the internet emphasis and our core competency moving forward aggressively and with a great success these days.Martin: What is your background and how did it prepare you for starting your own business?Jack: Out of my 36 year career, Ive been a startup for 30 years and so I have a strong pension for working with the new ideas. I think of myself as a builder, I like to think about the future and just find those gaps in the market that I can exploit with a solid business plan.However, I didnt start that way. My first job was at IBM which was the opposite of a startup. It was a wonderful training ground but after several years I decided that my place was in a small company, I was trying to invent markets in businesses as oposed to executing establishments.Martin: Great and how did you come up with the business idea for eSilicon and did it change a little bit you?Jack: Part one of your question is: I was a president of a startup company about 20 years ago, a software company here in Silicon Valley and it was acquired by much larger company Cadence Designs Systems, a large software company thats electronic design animation. And after a few courses I became a CEO of that company and I was there as CEO. And from that perch I was able to see a lot of the trends in the industry. I was convinced that the industry was going to move to less capital investment, more automation, more internet access and a much more fluid flexible model. And I realized that to get that done, I had to be in a brand new company.So I put together a team of trusted allies who I worked with for any years and we started this company and raised about a hundred million dollars in the first four years. We started a whole new industry segment called the fabulous custom chip segment. All great ideas when youre an entrepreneur, if ever one calls you up and said, This is the worst idea Ive ever heard then you know youre on to something unique, they like it because someone else is doing it. We carved out that part of the market and within four years, virtually 80% of our competitors large and small had taken on our business model. And its that model that we pursue today.Part two of your question is a strategic change, fundamentally no. Weve had to adjust the strategy to economic conditions weve weathered a couple recessions here, globally. Weve had different times of financial success or other times weve had to be very frugal. But we fundamentally outstate the course just constantly enhancing our differentiat ion and our go to market strategy but I can tell you the idea is a basically the same.Martin: Okay cool. Jack, in the beginning when you said that you raised 100 million in 4 years, how did you convinced investors that fast to give you that much money?Jack: Its a couple things. First of all, when youre out raising money, the team makes a big difference. I put together a world class team of executives both technically and commercially and that went a long way to getting peoples attention. But secondly you have to remember, when we start the business it was right around 2000 and leading into it 1999-2000, it was the internet craze and people were actually taking business plans to an IPO. Raising money was probably easier then than any time of the history. So we benefitted from the very liberal flow of other peoples money, as you call it into our business. But then we had got some very early traction. And an important attribute of being successful as an entrepreneur is getting at first of what we call a ‘Hit Record’ when you surprise people with a big account or some big success in the market. And we had a couple early successes and that gave our existing investors and then subsequent investors a lot of confidence in us.BUSINESS MODEL OF eSILICONMartin: Let’s talk about the business model. What differentiates you in terms of the product from your competitors?Jack: Well, as I mentioned, we make customized chips. In other words, if you were my customer and you come and say, “Here is my functional design, my ideas for building this chip. Now I need someone to get it ready for the manufacturing by doing the physical design connecting all the transistors and then putting it into the supply chain and managing before its live, which is in my opinion were from two years to 20 years long. To get that done, differentiation comes in many forms. Some of them comes in the form of intellectual property for which we have a very substantial portfolio. Secondly, it comes from the design methodology which produces a reliable result.But in our case, it came from two other factors. But unlike our much larger competitors, who have a single recipe to make a customized chip they kind of throw everything into their funnel then the chip reliably comes out the back and they do a good job. Our strategy was different. We said to our customers, “We will work with any combination of any supplier anywhere in the world to optimize your chip, not just to get it to work, but to make it completely optimal and give you all the boundless and limitless choices of every source of intellectual property in the world and every process technology and every package technology”. And then to manage that complexity, be a lot of us having come from the software industry for design automation, we automated the entire infrastructure of our business so that we have software tools helping us to make those decisions and providing that flexibility to our customers.So as they develo p confidence in all the permutations we would allow them to choose from, our differentiation became simply, “Tell us exactly what you want get done and we have the software tools that will tell you that the recipe to optimize that” and that’s how we work today.Martin: So this basically would mean that you are in the mass customization business and others are as well, but your differentiation is that you are trying to optimize the mass customization?Jack: We are optimizing the production of the actual chip and we are also doing it by providing infinitely more information during the architectural phase so that people can make informed decisions about what they want their chip to do; do they want to focus on power consumption, or the performance of the chip, or the area of it which is a proxy for the cost.We have the ability to let them pick and choose and so for those outcomes and by doing so they can build exactly what they want and know that when it does come out of the factor y it will work as they had hoped.Martin: You said before that you wanted to connect the semiconductor business and the Internet, so to speak. How are you using the Internet for delivering this kind of available position?Jack: Well, first of all, all the tools we use internally are available over the Internet for our own employees and we make those readily available to engineers all over the world. We have people literally around the globe. And that’s very helpful, great efficiency.But the last two years we tried something different, we had a set of tools we thought where particularly valuable to us and in the spirit of the Internet so what if we put those tools out there for free and gave people access to doing things like test chips or production releases into manufacturing with 100% automation. We’ve had remarkable response. And it’s our business in this industry even though we make all the technology that’s the backbone of the Internet, we are not very big users of the In ternet commercially so we thought we would reverse that trend.And so if you fast-forward to today, we have engineers in over 50 countries around the world using our free tools and we haven’t met two-thirds of them, maybe 80% of them haven’t met, we haven’t even been into half their countries but yet people are using the products. And in the last year we have had the amazing circumstance for when we give the people the option of buying from us, they don’t have to, we will send them the tactical work sheet, we will send them a contract they can sign, about once a quarter someone actually signs the contract, sends us a purchase order with a check for at least small test chips maybe $100,000 and we have never met them. So we are doing $100,000 transactions over the Internet with strangers with doing one of the hardest technical tasks in the world.And so this as a consumer gives me great hope of what the future looks like for all of us when it comes to the Internet; just won’t be Amazon, or finding directions, or doing a search, people will be doing world-class engineering over the Internet among strangers. And for us of course, we still have to prove the financial viability of our investments but the early returns are very exciting and as an entrepreneur it’s what I live for.Martin: So, when I look at the product portfolio besides those kinds of mass customized chips, what else could you offer which is also related to this? Because most of the companies are at some point starting with one product category and then based on the core skills that they generated they extend to another product category.Jack: Good question, Martin. If you think about the architecture of a chip (we would not get too technical here) about half of the chip is memory â€" just memory. And the memory people usually select from suppliers kind of, as we say off-the-shelf. They get a memory that fits the chip approximately and is good enough. We have about 250 people who make customi zed memories, so part of our new product line and our associated differentiation is our intellectual property business. So when we built a chip for somebody, we asked them once again, “What are your goals for that chip? Can we model it on our software that we’ve developed?” Then we solve for what the perfect memory would look like. And then we build that memory, we design that memory for our customers and so instead of having a memory that’s close enough, they get the exact number that they need. And by doing so we can increase the performance, we can reduce the power or we can reduce the size of the memory therefore lower the price.So people like that particularly as chips are getting larger and larger, and denser and denser. If you can save 5% of the power consumption or 10% of the area or the cost, that’s a huge savings for the market place.Martin: Jack, let’s talk about your customers. What type of customers sequence are you serving? And when you added other product categories, did you extend this kind of customer segments or did you try to serve the same customer segments?Jack: So our customer base has evolved over the years. In the early days, about half of our customers were other startups. The semiconductor business was investing very heavily. The semiconductor industry was investing very heavily to startups and venture capital available was astonishing, billions of dollars. And a lot of startups would popped up everywhere, and about half of our customers are name-brand people that you would know, the big logo guys.Over time, that shifted. The number of startups in the semiconductor world has reduced dramatically and as the funds for investing amounts has shrunk in fact there is a major consolidation taking place. So, even some of our medium-sized customers are now becoming huge customers combined. I’d say today 80 to 90% of all customers are name-brand household corporations. And these are the people that make computers, they make router s and switches. We have customers into consumer products that make hearing aids. Our customers have made virtually everything under the sun; industrial products, medical products, automotive and it’s been a wide range so the technology that we serve has been a very broad spectrum, the type of customer which you asked about has shrunk down to the big household names.Martin: How did you acquire the first customers? Imagine, you just started out your first iteration of your processes the younger Jack went out to some customers and tried to close the deal?Jack: I will never forget. As a matter of fact, if you don’t forget your first girlfriend, you won’t forget your first customer. A tiny little company that was actually based in India approached us and they were going to make a machine that was going to accelerate the number of Internet transactions that could take place this is back and take say 2000-2001. And I remember the entire negotiation took about one hour, contract and a ll, because they were small company looking for help and we’re a small company anxious to sign somebody up and we did. We thought we are on our way now. That actually served to help us not at all because they were so small and we were too.We then came across a division of one of the world’s largest companies called us up here in Silicon Valley and we knew some of the engineers who knew us personally, back to that personal connection that hit record if you will. They called us up and said, “We know your team, we know their reputation, and we’re looking for someone to help make this chip for us. Could you give us a hand?” We said, “We know you are new but we know your people from other companies and we’ve worked with you other times before and we’re willing to sign you up.” And that was our hit record. And after that, that name-brand account was enough for everyone else to hear that if they will buy from you then we will too and then we were on our way.And about ever y other year thereafter we pretty much had another hit record account that just accelerated our growth and our credibility. I often talk to other entrepreneurs about this phase of growth and I refer to it as getting lucky and not lucky in the sense of random events but position yourself to exploit a good opportunity that comes your way that was not predictable. So we’ve always been very conscious about making sure that when that phone call came from that big guy that we thought we couldn’t sell to otherwise that we were ready to go that we had the materials to present that we had the people who can articulate our value and that and we can at least give the perception that image of a more successful larger company.And a lot of great companies fail with great business plans, lots of money, great people and big markets because they are not prepared for that phone call when it happens and that one in a lifetime chance just goes right by without them responding. So we are always very cognizant of that having many of us had been in our second, third and fourth startup and we are always ready to look big event if we weren’t.Martin: What are the major obstacles over the 15-16 years besides the crisis like financial crisis like bubble burst and financial crisis? And how did you try to cope with it?Jack: You mentioned the big ones and of course they are true for everybody. Even though they are somewhat predictable, it’s how you respond is of great importance.But I think single obstacles that we had were not anticipating how quickly our major competitors who are using their own major factories and their own capital investments abandoned all their capital and came to our business model. It seems like overnight we are competing with some of the largest and best companies in the world and the electronic space and that caught us off guard.In fact, we were discussing in the other day, the first seven years of the business we enjoyed sort of unfettered access to the ma rket we were different we were fresh and new and we were very nimble. In the second phase of our growth, the second five years we found ourselves being bombarded by major corporations who actually picked up our flexibility and the nimbleness and we just didn’t have the brand or the cash with which to compete. I think that our response to that was to just double down our efforts on building differentiation. That’s how we got into the intellectual property business we said, “We need something that’s special and different not easily duplicated that people say we need to deal with eSilicon for these reasons”.So it’s been in the last 5 to 7 years we’ve enjoyed that positioning. We also recognizes the complexity was growing that we would have to accelerate the development of our own internal automated tools to manage the complexity and that’s playing great defense today. So we responded quickly but in this business responding quickly means maybe 3 to 4 years. You can’t t urn on the proverbial dime.So now we’re enjoying all the investment but we did go through a period where I felt looking back today, we’re quite flat we saw what we had to do and we did it and in summing up to terms we did it quickly but it was a challenging period.Martin: Jack, you said you didn’t expect your competitors to change up their business so quickly. How did it really take in terms of years? And why do you think it was that quickly? Because most of the Startups think “Oh the old guys, they will never change, like maybe 15 years but until then I’m big.” What was your expectation?Jack: First of all, the companies that had the factories (the big guys, so to speak), they are all excellent firms well-run and very nimble strategically and as big companies would probably move faster than other big companies, so to speak. We guessed wrong because of the billions of dollars that they had invested in their facilities. What I think, looking backward I miscalculated, wasnâ €™t their commitment to what they already spent but their loathing of having to spend again to stay current. So if they had spent $2 billion dollars to build the infrastructure they were using their going to have to spend 4 billion to keep it current. When they face that next check to write they look around and said, “Look these are those small companies are here being successful without all this infrastructure we can do it too.”I kept thinking about what they had spent not versus what they were about to spend. And that’s what accelerated their transition to our model and caused them jettison their infrastructure very quickly.ADVICE TO ENTREPRENEURS FROM JACK HARDINGMartin: Let’s talk about your advice to entrepreneurs because I heard that you are talking in many conferences, about the startup life, what has been the major learning over the years for you?Jack: If you’re doing it for money, don’t bother! Because on a risk-adjusted present-value basis being an entrepreneur is very low probability of making money. We all hear about that billion dollar scores and the people that had fantastic returns, they are measured in fractions of a person per thousand. The vast majority of startups fail and the ones that don’t fail, the vast majority of the those never have a return, particularly to the entrepreneurs.So you have to be an entrepreneur for the love of it and you have to make that decision early on. I have seen a lot of people chased the one-in-million return and it’s like hitting a home run in the world series so I can do too I’m going to play baseball hole-in-one at the PGA, “Oh I would take up golf but it’s not hard.” And I have come to learn also that being an entrepreneur isn’t something you do it is a state of mind, it’s being highly tolerant of ambiguity, of being uncertain about the decisions you’re making, it’s being comfortable with a contrarian view that you must take in order to create new market otherwise someone woul d be there already. And you can’t follow someone is in the land of startups because by definition they’re there.So you also have to be somewhat comfortable anticipating or predicting other complementary innovations that will make your life easier. If you think about you can take the road on the highway to get from point A to point B but you know it’s much shorter if you drive across through the woods and you’ve got to hope that when you get to the river the someone has built a bridge. So entrepreneurs thinking in terms of, “I’ve heard someone’s going to build a bridge or it makes sense they build a bridge there and I know a guy who’s investing building a bridge. It’s not there yet but I’m going to cut across to the woods and beat my competitors on the highway because it’s a much shorter drive.” And the question is when you get there what if is the bridge isn’t there? Do you say okay we’re done? It’s a very viable decision that the entrepreneurs used to say, “This will fail let’s start again”, and we’ll will get back to failure in a moment or you say, “Okay, it turns out the bridge was a half mile down the road.” And then you organize your team and you travel down the river for a half mile while there is a bridge it was later than you thought but you got there anyway.These vagaries and uncertainties have to be part of something that the delight you as a human that doesn’t stress you and that you have this fundamental belief that you can adapt in times of business trauma. So it’s a mindset that really has to be present such a skill set per se.I mentioned I want to get back to the subject of failure. I talk a lot about entrepreneurship in Europe and invariably someone in the audience raises their hand and says, “You know you guys are in Silicon Valley if you screw up and your company fails you’re even more valuable because you know what not to do the next time, over here in Europe if we screw up we’re ruined. So , a big variable is to work in a culture that doesn’t deem failure to be the end of your value to society or to the industry. You need to start your business in an ecosystem where failure is seen as experience that can be exploited in the future.To me that’sâ€" you can do everything right and working in an ecosystem or a culture that the first time you have a setback your investors or stakeholders pull the plug. It is impossible to win that way. One of my investors said to me early on that his job was to do two things; to decide every quarter if I should keep my job and then make sure I never run out of money. As long as I kept my job his job is to make sure that I always have money. He led the hundred million dollars in the first four years because we continued to show promise and we continued to give evidence that the market was coming our way.It’s hard to find people outside of the Silicon Valley that will have forward-looking view and give you the space you need to fail an d recover and get back in the game. So I always counseled people to be careful not just what you startup and what the expectation but where you startup so that you have people who understand that it’s a high-risk endeavor and you may not make it on the first pass.Martin: Jack, what other types of learnings have you have learned along the way?Jack: This is not unique to being a startup but it’s all about the people. I have invested in companies that have great products and okay people. But if the product comes out and if misses the market by 10% one way or the other, it’s over. Great people will bring out a product and if they missed the market by 10% they’ll adjust and get it again and again.Many, many, many startups even changed their strategy even if their entire business model as they evolve. Great people will make those decisions of the company where there are great products if unless they hit the bulls eye, will take you under. And so it’s all about the team and I kno w this sounds trite but I’ve proven it over and over again. Whatever I made a decision based on something anything other than the quality of the person with whom I want work with it’s been a mistake. I would have held to my guns about who I want to bring into a company to win based on their success, their knowledge, their character, their willingness to live in an ambiguous environment with lots of uncertainty is always a great dividends. So that’s a key variable as well.Martin: Jack, thank you so much for your time and sharing your knowledge.Jack: My pleasure, I appreciate it.Martin: And next time you are thinking about starting a company, think about what type of ecosystem you will start because you will need lots of support along the way and people who will back you up. Thanks!

A Social Class System - 1116 Words

There is no way to deny that a social class system exists that divides people by general popularity. Once children begin school, they begin to separate into these divisions. The top of the social ladder, often considered to be people who are cool, are stereotyped to be beautiful and happy. Although in some cases this may be true, it is not always that way. Misconceptions about popularity lead to a greater divide amongst the social classes, and cause those in the lower social levels to be considered as or to feel as if they are inferior. Articles like one written by Christian McBride, entitled Be Cool, published in This I Believe II, continue to develop the false ideology that one must be popular in order to live a full, happy life. McBride believes that, â€Å"Being cool is not what you say or do, but how you say or do it,† (McBride 160) and due to the fact that, â€Å"... I sleep well at night, and work with people who apparently like to work with me,† (McBride, 158) h e is cool himself. A musician by trade, McBride works in a unique environment compared to the large majority of American citizens. According to Business Insider, as of April 2014, musician is not even one of the top ten most common jobs in the United States; with the top three most common including â€Å"retail salespersons, cashiers, and food preparation and serving workers,† (Weisenthal). The fact that his co-workers â€Å"apparently† enjoy working with him, would imply that every single person in the top three most commonShow MoreRelatedThe System Of Social Class Essay1401 Words   |  6 PagesThe system of social class in America and Haiti work by everyone belonging to a different category. There are three categories of social class: the one percent, the middle class and the people who live in poverty. 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Successful Points of the Ancient Chinese Civilization Essays

Successful Points of the Ancient Chinese Civilization The Ancient Chinese civilization went through a series of successful social affairs as well as a series of social disarray. Each Dynasty resulted in slightly different reforms, but it seems as though the overall Chinese population held the same general beliefs on such things as family, education and the civilization as a whole. I believe that these morals are what really held the Chinese civilization together in times of conflict and political division. FAMILY A Chinese family was traditionally very large. It was what would be called an extensive family today. The grandparents, parents, and children of one family all lived together. It was considered a sign of†¦show more content†¦EDUCATION The Chinese have always respected and stressed learning. All parents tried to give their sons, rather than daughters, the best education possible. In poor families, boys were usually trained from early childhood to do the same jobs as their fathers. At times, however, extremely intelligent boys were able to attend school if a rich relative or group of neighbors agreed to help pay the fees. Boys from wealthy families could either attend school or choose to learn from a private tutor in their own homes. Girls from wealthy families might also learn at home from a tutor. Otherwise, she would learn domestic tasks from her mother, such as sewing and embroidery. The main goal of schools was to train boys to be able to become a government offici al. However, it was not easy to enter the government due to the difficult exams that must be passed. As a result, boys started to prepare early, and began their education at the age of eight or nine. All students had to learn and memorize the important texts that Confucious used in his teachings. 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Supply, Demand and Diversity Factors in the Workforce of Australia Free Essays

1. Labour Supply Analysis (to determine if the number and types of employees required are available when and where they will be needed). You should analyze current workforce’s capacity to meet current and predicted demands for business goods and services. We will write a custom essay sample on Supply, Demand and Diversity Factors in the Workforce of Australia or any similar topic only for you Order Now The process begins with the internal analysis of existing employees in the company. If the number or mix of staff are not sufficient or not meet the requirements, the search for external information is required. Theses information can be obtained through the intranet, policy documents, divisional reports and etc. The beginning is made a list of current employees to identify future skills. This analysis includes an audit of current skills of each employee. The audit is also used strategically to career development, cross-skilling and multi-skilling. Even with the availability of these resources, the greatest challenge is also to establish a dialogue with the staff to meet the goals and aspirations them and also if they want an opportunity to grow within the company. According to new research, companies are not giving the right support to their staff. Without opportunities, employees are going away. For this reason the skills shortage and staff turnover still are being a problem. People need to feel purposeful and valued about where the organization is going. The companies need to create strategies to retain their talent and this is the main feature that ensures competitiveness, much more than material resources, financial and technological. The ANZ bank has a supply intensive with over 15. 000 suppliers providing good and services that keep their operations. Their focus is on strengthening their relationship with local suppliers in all markets and their supply chain is located in Australia, New Zealand, Singapore, Hong Kong and India. 2. Labour Demand Forecasting (estimating the number and type of employees needed to meet organisational objectives). Using (not just repeating) the labour supply data or demographic and economic data: explain how this data will be used to forecast human resources supply within ANZ Bank Australia. The Human Resource Planning will be affected according to the level of business development. If the company is starting now, the HRP will hire only candidates with skills that sustain the operations of the company. But if the company is growing, the HRP will focus on the hiring of experts. And if the company is in decline or challenge in the face of economic climate, the focus will be the restructuring. With the globalization, the advance of technology and the concept of sustainability, the companies need to adapte to these challenges. These challenges influence the vision and objectives of the companies. The strategy used by the bank is to nurture leadership team in regions where business is growing. Today this strategy is being implemented in Asia and the Pacific. ANZ bank seeks to avoid redundancies. 3. Balancing Supply and Demand Considerations Review of diversity in the Australian workforce – how would this affect/apply to ANZ Bank Australia. One of the problems that it has been affected the workforce in Australia is the redundancy and many employees have left their jobs for fear to lose the work. According to a survey, 76% will be looking for a new opportunity in the next 6 months. The main reason is that they are seeking a career development and wage growth. If the employee feels that is purposeful, valued, that have some support and rewards necessary, the employee remains in the company. An example that expresses this problem is with receptionist position because over half 54% of administration and office staff a new job and it have proven that receptionist are the most unhappy. This position is easily filled and employers don’t have to invest in these staff, even the reception staff are the face of an organisation. The challenge has been also finding people who are prepared to develop their skills and match the current needs of the companies. The qualities that employers are looking for today in candidates are: resilience, strong leadership, ability to seek ways to remain competitive from a business development standpoint and the ability to be more productive with limited resources. Employers are looking for who are make an impact on profitability today. The balancing supply and demand is based on recruitment (shortage) such as: full-time, part-time, job/work design, career management, remuneration practices. And also Reductions such as: Dismissals, retirements, retrenchments. 4. How to Formulate Staffing Strategies to meet Organisational Needs Define ow the article information will be used to define objectives and staffing strategies in ANZ Bank to retain required skilled labour. According to ANZ bank the staff strategies are used to create a new leadership team in which region that they are included. Others staffing strategies used are: open communication with staff (people need to feel purposeful and valuated); is impo rtant to communicate a clear vision to the employees and the goals and objectives of the company and also where the company is going to; provide some coaching and training; provide some salary package. How to cite Supply, Demand and Diversity Factors in the Workforce of Australia, Papers

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What would you do if you receive a notice from your Credit Card Company or bank informing you a store or restaurant where you Just recently used your card had a breach which involves the credit and debit card data being stolen? Unfortunately this incident became a reality to several patrons that shop at Home Depot, Target, P. F. Changes, and other locations B. The situation I Just informed you about is Just one of many examples of Cybercafà ©.As of 2013 Symantec reported on their website the lobar cost of cybercafà © is accountable for 113 billion dollars in loss. In an attempt to stop these malicious attacks, government agencies along numerous companies are implementing a Cyber Forensics department C. To inform my audience about 1 . History of Cyber Forensics 2. Methods and Techniques of Cyber Forensics 3. Importance of having Cyber Forensics II. Cyber Forensics can be traced back to as early as 1984 when technical crimes where on a rise. We will write a custom essay sample on Inform speech Autosaved or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A. The F. B. I laboratory along with other law agencies started to create programs to assist with computer evidence. . C. A. R. T was the answer to investigators and prosecutors increased demand for examining computer evidence. 2. As computers continue to become more widespread the risk of computer related crimes is inevitable. As a result requiring a large number of Cyber Forensics. The areas in critical need of these services are Federal, State, Local, and military Law Enforcement agencies. Ill. Cyber Forensics uses several methods and techniques to extract evidence. A. Incriminating evidence can be gathered by a method called File Analysis. B. Volatile Data Analysis is used to extract evidence that is time sensitive. V. The importance of Cyber Forensics is not limited to only protecting major corporations, but it also is used to serve the average person such as you and me. A. By the use of Cyber Forensics law enforcement is able to get harden criminals off the streets. B. Cyber Forensics also play an important role in protecting our future generations V. Conclusion A. Restate your three main points 1. History of Cyber Forensics 3. Importance of having Cyber Forensics. B. The rapid growth of digital crimes forced the F. B. I to form C. A. R. T a Cyber Forensics department in 1984.With computers becoming more prevalent the number of hypocrisies also increased. Causing multiple law enforcements agencies worldwide to open their own Cyber Forensics department to meet the high demand to retrieve evidence from digital devices. To do this Cyber Forensics has a number of methods and techniques whether it be with deleted file or volatile data analysis. Cyber Forensics is here protecting finances, helping get Killers off the streets, and defending children from having their innocence violated.