Showing posts with label Compass AE Origins. Show all posts
Showing posts with label Compass AE Origins. Show all posts

Sunday, February 17, 2008

Compass AE: A Solution for Telecommuting


Many people are currently living in the suburbs. traveling many miles to get to work. The amount of time it takes to travel from home to the office (and vice-versa) has become so unproductive to the company and their family. That the negative effects have started to affect the worker in many ways.

People asked me, "Is there a better way to use their time?"

Instead of wasting their time traveling from place to place, a project team trained under Compass AE, can spend their time productively, working on their projects at home or anywhere.

With our Compass AE process, the team collaborates without borders. In other words, they can collaborate anywhere regardless of the distance, the technology and the project culture.

If you are interested in learning more, please email us at contactus [aa_tt] collaboration360 [d_ott]com


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Sunday, February 3, 2008 (SF Chronicle)
Riding That Train/Meet the people who seem to travel as many hours as they work on a long commute to Sacramento
Sam Whiting

At 6 on a Wednesday morning, Jim Bourgart is already 15 minutes into a 175-minute commute by foot, bus, train and foot again. From downtown San Francisco he'll catch an Amtrak motor coach to the Emeryville station, where he'll sit 20 minutes on a hard plastic bench waiting for the 6:40 to Sacramento.

He doesn't mind as long as he is moving. It is the lost sleep time in the waiting room that hurts. Since the Capitol Corridor runs both the bus and the train, you'd think it could tighten the time-cushion allowed for traffic that never appears on the eastbound bridge.

"I could use those extra 20 minutes, or even 10 or 5," says Bourgart, who starts his day with a 12-minute walk in the dark from his SoMa condo to the bus stop at the Market Street entrance to Bloomingdale's. "Every minute counts, especially in the morning."

The Capitol Corridor is a line made possible by the voters, who in 1990 approved Prop. 116 to provide state funding for intercity passenger rail service. Until 1998, there were only four trains each direction per day and the morning commute was essentially westbound only. Now there are 16 roundtrips. The State of California owns the rolling stock, Union Pacific owns the tracks, BART supplies administration, Amtrak staffs the trains and stations and a joint powers authority oversees it. The Capitol Corridor is like Caltrain with more layers of agencies.

Between four morning trains, 1,000 passengers ride from the Bay Area to Sacramento daily. Emeryville is by far the busiest station, with 135 daily commuters. They may be unhappy about spending four hours a day on a train, but they are less unhappy than they would be spending three hours a day in a car. By either mode of transit they are less unhappy than they would be living in the great Central Valley. That goes for patent attorney John O'Banion, who upped and moved with his wife to San Francisco after 35 years in the state capital.

"We're blessed with this beautiful city, and you don't have that in Sacramento," says O'Banion, who walks down California Street from Nob Hill to meet his bus. "So you give up a little bit."

Most of what you give up is sleep. O'Banion, 54, gets by on 5 1/2 hours. He looks fresh in the Emeryville waiting room, though he won't get his cup of coffee until the train leaves the Suisun/Fairfield stop, an hour away.

(Among other things you learn from the conductors is that the proper pronunciation is "Sue-son.")

The 6:40 is the most popular morning run and the San Franciscans can't get off those plastic chairs and out of that bright waiting room fast enough. A few minutes before the boarding call, they blow right by the sign that reads "Warning: Please remain behind this sign until the train stops," cross the tracks and are on the platform.

Of the 135 riders who board here, 80 are bound for Sacramento and 55 for Davis. Those going to Sacramento on the 6:40 are mostly lawyers and policymakers. The Davis riders are shabby graduate students and earthy faculty with bicycles heading to the UC campus. The students stash their bikes in the rear and climb upstairs into the quiet car, which is kept dark so they can curl up in a double seat and get another hour of sleep.

The Capitolists are one car up. Because the train originates in Oakland, as opposed to San Jose, it is still on time and empty when it reaches Emeryville. Not as empty as the Amtrak bus coming over from the city, but empty enough that everyone gets a two seater, and some get a four seat
booth with a table in the middle.

"I've got two offices," says O'Banion, unsnapping his briefcase. "I've got Amtrak and I've got Sacramento." Seated in the immediate vicinity, like the traveling salesmen in "the
Music Man" are Bourgart, Deputy Secretary for Transportation and Infrastructure; David Crane, Special Advisor to the Governor for Jobs and Economic Growth; Preston DuFauchard, California Corporations Commissioner; and John Rea, General Counsel for the California Labor & Workforce Development Agency.

They spread out, put their 10-ride tickets on the edge of their tables - so as not to be interrupted by the conductor - and begin their efficiencies. Three minutes into it, Crane has his laptop open and his BlackBerry working, his breakfast set out and his hard-boiled egg peeled.

"Without wireless, this would be a much less productive run," says Crane, who is on the intense end. He went to law school, just for the fun of taking the bar exam. He never intended to practice. When Schwarzenegger was elected, Crane started by driving to the Capitol, but switched to the train four years ago. Sometimes he returns on the 7:40 p.m., which gets in
at 9:20, getting him home at 10 to get up at 4:30 or 5 and start over.

"Because you can work so pleasantly in the train, it's delightful," he says, "as long as you like to work."

The fare from San Francisco is $24 one-way. Half the passengers buy blocks of tickets, bringing it down to $14 one-way. Unlike Amtrak lines, there is no federal money involved in the Capitol Corridor. Its $40 million budget comes from passenger fares and the state, on a 50-50 split.
At least two of the regulars on the 6:40 have some indirect connection to funding - Bourgart, 62, whose agency oversees Caltrans, a major funding source of the Capitol Corridor, and Crane, 54, who serves on the high-speed rail authority.

To be sure everything goes smoothly, Gene Skoropowski, managing director of the Capitol Corridor, boards the train in Martinez.

Skoropowski is quick to point out that the Capitol Corridor is one of only two lines in the country to still put fresh paper headrests on each seat.

"They're changed at least every day and oftentimes twice a day," brags Skoropowski, 63, a former architect who used to commute on the Boston line. His mother got tired of hearing him gripe about it. "She said 'If you want to change it you've got to get involved." So he did. That was 41 years ago. "I've been doing trains ever since."

It doesn't take too long before the topic of the 20-minute lag time between the arrival of the San Francisco bus and the departure of the 6:40 works its way into the conversation. "It's the closest to a guaranteed connection that we can make," says Skoropowski, who promises to look into
it. He's heard a few complaints on this, but nothing like when the bar car dropped Sierra Nevada Pale Ale. Now that was a problem. He fielded 250 e-mails on that before he had a chance to restock it.

"It's whatever the riders want," he says. There is some debate as to whether riders want the seats to face forward or backward. People who are accustomed to riding Muni are used to facing forward so they can read without getting carsick. People who are wary of a train wreck like to face backward because the neck is protected from whiplash.

Then there is the debate over sitting on the east side facing the hills, versus the west side, facing the bay. On the 6:40, east side seats facing backward have the benefit of the sunrise. When it pases the oil refineries of Richmond, all the lights are still on, giving it the effect of a theme
park ride.

Riding on the west side, it feels like the train is out over the water. Plus you get to see remnants of the old working bayfront of junk yards and boat docks and dilapidated fishing clubs on stilts. One looks to be sinking into the bay, carrying its "for sale" sign with it. The train bends with the shoreline, up against the hills, barely wide enough for the tracks. Then it runs under the Carquinez Bridge, old span and new.

"The interesting thing about the train is you really take a ride through California's history," says DuFauchard as the train passes by the C&H Sugar plant. "There's manufacturing history, there's agricultural history. It's like that book 'Angle of Repose.' "

At Martinez it turns left and crosses the Carquinez Strait on an 80-year-old truss bridge between the two spans of the auto bridge. Then it bisects across farming and duck-hunting country, where you can see the elaborate blinds built to keep hunters camouflaged yet comfortable while waiting for the birds to come in.

The train passes under I-80 and cuts through cow country as it approaches Dixon. Skoropowski likes to tell the story of escorting some East Coast transportation experts through here. "One of them looked out the window and said 'where the hell are all the people out here? All I see is cows
and open space. I keep hearing that everything in California is overrun and overbuilt.' Skoropowski took the measure of the man. "Well, you're not getting correct information, are you?"

Then again, maybe they were. As the 6:40 rolls out of Dixon you get to see the subprime mortgage meltdown in trackside housing tracts. As it rolls into Davis the students are lined up with their bikes at the door to disembark for their 8 o'clock classes, which started two minutes ago.

From here it is a straight 15 minutes to its final destination in Sacramento, with 10 minutes of padding on the schedule. It is past 8, so the cell phones are drawn out and flipped open. Back in the sleeping car, Jackie Valle, 27, wakes up in precisely the same spot every day and starts
to apply makeup for her job at the Department of Public Health.

"My body is accustomed to it," says Valle, who lives in the Lower Haight and starts her day with a 5:30 Muni ride to Powell Street, where she crosses Market to catch the 6 a.m. Amtrak bus.

The Sacramento station, built in the 1920s for the old Southern Pacific line, is the opposite of the sanitized Emeryville station, which opened 15 years ago. The terminus of the Capitol Corridor is a grand brick building with arched windows and ceiling, hanging chandeliers and wooden phone
booths. At one end is a mural depicting the triumph of the Iron Horse, with non-iron horses standing by and Leland Stanford orating.

The waiting room still has those curvy wooden benches with heat coming up through iron grates atop the backrests. A group of Amish - men in Abe Lincoln beards and bowler hats, plain wives in bonnets - seems to be enjoying this modernity while waiting for the train to carry them back to
Lancaster County, Pa., in the absence of the stagecoach that used to come through here.

Forty Amtrak trains come through here a day, and there is an air of excitement when two runs pull in at once. A volunteer station host is standing on the platform to make sure passengers don't get turned around and end up on the California Zephr for Chicago when they are ticketed for San Francisco.

Bourgart is a volunteer station host in his own right. Exiting the train, he takes hold of two blind men and slowly leads them off the platform so their white canes don't get caught in the tracks.

Most commuters are homeward bound on the 3:35 or 4:40, but Bourgart usually catches the 5:40. The train pulls into Emeryville at 7:20 and his bus is waiting, engine running, as he walks across the platform and through the station. The connection is timed to the minute, the way he
wishes the morning was.

If there is no bridge traffic, he is back at that lonely stop in front of Bloomingdale's before 8 p.m., and 12 minutes later he is home. There isn't time for exercise or sports on TV. Dinner with his wife is about it, because 9 1/2 hours after he walks in the door he's walking back out.

E-mail Sam Whiting at swhiting@ sfchronicle.com
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Copyright 2008 SF Chronicle

http://www.sfgate.com/cgi-bin/article.cgi?file=/c/a/2008/02/03/CMMLTSV10.DTL

Wednesday, August 1, 2007

Notes on Dr. Ralph Sawyer's Translation of the Six Secret Teachings


Someone asked me why we are giving away this strategy classic, not Sun Zi's Art of War. The big picture concept behind our Tangible Vision process is based on our understanding of this specific classic and other essays found in the other ancient Chinese strategic classics.

Some people have considered this classic is considered to be the 1st strategic essay written during Ancient China.
Not to confuse the reader. viewer.

Jiang Tai Gong (姜太公, Chiang Tai Kung's, Wales romanization).the writer of this essay was a predecessor of Sun Zi during the Western Zhou era.

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This book is a great guide for "newbies" who are interested in strategic consulting and advising. It consists of six chapters that guide the readers in the art and science of effective strategy and leadership from a top-down model.

The first two "chapters" deal with the duties of the organization and the natural transition of power to the principal rival if the organization fails. This scenario can be described as a "respective" interplay of "yin and yang."

1. The Civil Strategic Secret: The first chapter underscores the importance of recruiting talent, managing the organization, and valuing developing a proper relationship within your client and your own organization. Once the bond of absolute trust is established, they will do almost anything for you.

2. The Military Strategic Secret: The second chapter highlight the importance of how to prevail over the opposition and how to build a territorial domain by the following actions: Cultivating yourself and organizing your own group in order to govern your external settings and pacify the world. The concept of "conquering without a single tactical battle" is also greatly emphasized. (It is similar to Sunzi's concept of "winning a war without a battle.")


3. The Dragon Strategic Secret: The emphasis is on how to lead wisely through various situations by understanding the development of operational command, order and liaison.

4. The Tiger Strategic Secret: The emphasis is on the tactical essentials, including matters related to proper group-maneuvering procedures for certain scenarios.

5. The Leopard Strategic Secret: This chapter focuses on the tactical specifics for determining the critical path toward completing the objective.

6. The Dog Strategic Secret: This final chapter focuses on the tactical specifics of trapping the target (i.e., encircling and intercepting). There are also good points on selecting and training the desired team professionals and coordinating the personnel's and resources toward the target.

Understanding and mastering the content from Chapter 1 and Chapter 2 (civil secret teachings and martial secret teachings) is an important key to being a good consultant
The first stage of any good consultant is to gain the client's trust by knowing the various ways of "suggesting" ideas and perspectives to the principal client.

The concepts behind Chapter 1 and Chapter 2 are similar to Adam Smith's Wealth of Nations, but with a Dao-conceptualized viewpoint. If one wants to start an uprising in their competitive arena, we recommend the interested person to carefully study those two chapters.


Another lesson that comes from reading Jiang's essay was the importance of "thinking big" in one's own aspiration. It helps to have read the Jiang's biography.


A note from RalphSawyer.com: Although the Art of War remains the only book known in the West, the Wuzi and Six Secret Teachings proved to be highly important sources for military wisdom over the centuries, and the latter continues to be held in higher esteem among contemporary PRC military professionals.

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More information on Jiang Tai Gong can be found here.

Wednesday, June 6, 2007

The Connections between the Chinese Strategy Classics and Compass AE (1)


"The implementation of Virtue of the team (army's) great resource. Trust is the team's (army's) clear reward. ..." --- Military Methods

When a Compass team collaboratively builds their Tangible Vision, they learn about each other in terms of their individual thinking process and their interaction as a future team member. They determine if they can trust their teammates to complete their project as a team.

When the specifics are properly clarified, everyone becomes accountable from top to bottom.

Team trust and team accountability enables any team to collaboratively connect to their Tangible Vision.

Copyright: 2007 © Collaboration360 Consultants (C360).
Copying, posting and reproduction in any form (without prior consent) is an infridgement of copyright.

Compass AE Origins (2): The Chinese Strategy Expert



Someone recently asked me the following question, "Since you and your team build this strategic process on your understanding of the Chinese Strategy Classics. Can you tell me more about the team that build this process? ..."

In an earlier entry, I discussed about my associates and I being enthusiasts of the Chinese Strategy Classics. While most of the team specializes in various selections of the classics, this Chief Architect specializes in the understanding of the psychology and the history behind the Chinese strategy culture. Beside speaking, reading and writing the language, we also understands the generalities and specifics of the Chinese strategy mindset. Through our eclectic set of skills, we collaboratively build this unique strategic process that enables any project team to collaborate anywhere regardless of technology, distance and project culture.

In future entries, we will explain the connections between the Chinese strategy classics and our Compass AE process.


Copyright: 2006-2007 © Collaboration360 Consultants (C360).
Copying, posting and reproduction in any form (without prior consent) is an infridgement of copyright.

Sunday, March 18, 2007

The Origin of The Compass AE Methodology

For the newbies arriving here the first time, this article establishes the premise of how the Collaboration360 "team collaborative methodology" originated

Read and enjoy.


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When people hear the book title Sun Zi's Art of War, they think of a well-known Chinese treatise on strategy and tactics and its famous passages like "One who knows the enemy and knows himself will not be endangered in a hundred engagements."

To its serious followers, the value of this book is "its emphasis on the world's view… the necessity of acquiring intelligence and consequent need to employ spies; evaluating opponents; manipulating enemies; being formless and unknowable; creating and employing strategic power; qi or spirit; the unorthodox and orthodox; leadership and command; configurations of terrain; thwarting the enemy's plans and balking his alliances; and achieving victory as economically as possible, preferably without costly combat." ( http://ralphsawyer.com/work1.htm.)

Some of those qualities can be found in other Chinese strategic classics like Jiang Tai Gong's Six Secret Teachings and Wu Zi Art of War.

This book is credited with "…influencing Napoleon, the German general staff, and the planning of Operation Desert Storm. Leaders as diverse as Mao Zedong, Vo Nguyen Giap, and General Douglas MacArthur have claimed to have drawn inspiration from the work. Since the late 20th century, The Art of War has also been applied, with much success, to business and managerial strategies." ( http://en.wikipedia.org/wiki/The_Art_of_War.)

The following article is about this writer's journey of creating a strategic process to meet the needs of Global 2000 companies through his interest in the ancient Chinese strategy classics.

The Beginning

My interest in strategy started in high school with the reading of Miyamoto Musashi's classic The Book of Five Rings, then General Samuel B. Griffith's translation of Sun Zi The Art of War (Pinyin transliteration) [Sun Zi is often known as Sun Tzu as the spelling of Sun Tzu was based on the Wales-Giles system] and Machiavelli's The Prince. Presume a "tactical response/fortune cookie-like proverb" viewpoint as the essence of the Chinese Strategy mindset. (See below for a list of recommended resources.)

Years later I discovered other Chinese strategy classics and more translations of Sun Zi's essay. I realized how incomplete my perspective was in terms of not having a big picture that enables strategic leadership and anticipation. I then decided to enlarge my understanding of the Chinese strategy mindset by reading everything on Chinese strategy, Chinese military history, and Daoism. Later I acquired experience by applying those concepts learned from the classics to various competitive business situations.


Discovering the Challenge

In late 2002, my team and I were in search of a new niche to compete in the global marketplace. We noticed that there was a great need for better collaboration between people located in remote sites. From our own personal experience and research, we agreed that the current solution of using technology as a collaborative tool is not effective in terms of getting people to collaborate, and that quick technological access to people did not mean effective collaboration was occurring. We decided to develop a strategic solution that redefines "collaboration" based on the following definition: "… collaboration is unified teamwork that exceeds all barriers of distance, technology, and culture…"

At that moment, our quest to meet the challenge of defining "collaboration" began.

Starting Stage (1): Define the Goal

The initial product development began with my own yearly tradition of re-reading the Chinese strategy classics and various global history books where I was reminded of the importance of developing a complete mission that supporters can understand and connect with. From that perspective, we developed the following dictum: "If the team collaboratively defines and unifies with a mission goal and its specifics, they will collaboratively complete it."

Generally, that point is nothing new. The challenge was knowing how to do it. From personal experience and research, we discovered that most people did not know how to develop a complete mission definition that their supporters could understand. That became the first part of our goal.

While developing the process of defining a complete mission definition, we came up with the next challenge: "… can a project team collaboratively stay unified under its mission vision despite their separation by distance, project culture, and possibly technology?…"

After months of researching and prototyping, we developed a methodology that completed those two objectives. It was based on the following point: "… A team that collaboratively defines and unifies with their big picture (with proper specifics), will collaboratively implement it as a team regardless of distance, technology, and project culture…"

Starting Stage (2): Connect to the Classics

As mentioned before, the concept of defining and understanding the big picture was inspired from my understanding of the various Chinese military classics and famous Chinese military thinkers. Much of its foundation was influenced by the concepts found in the eight military classics of ancient China (my description of combining the Seven Military Classics of Ancient China and Sun Bin's Military Methods as one set). From the Seven Classics, we learned the following topics: simple tactical principles through complex methods of organization, command and control, campaigning, psychological operations and disinformation, maneuver, strategic power, intelligence, manipulating the enemy, deception, regulation and constraint, evaluating the enemy, mustering martial qi, and the nature of warfare. In the case of Sun Pin's Military Methods (Sun Bin's Art of War) we achieved insightful understanding on maneuvering warfare, the use of qi, command and character, strategic power, and unorthodox warfare.

Our other role models were Zhang Liang (a strategic advisor to the Han Dynasty emperor who was famous for developing situational-winning strategies from a remote location and his collaborative actions to gain the trust of people around him). We spent many months researching and hypothesizing on the fundamentals behind Zhang Liang's approach to strategy and collaboration and then developed a conceptual outline based on our perception.

The next step was using this conceptual outline to build the foundation of our remote project collaboration methodology. The goal of our new system was to enable people located at different remote sites to collaborate as a team regardless of the distance, technology, and project culture. We believe that a remote team for a Global 2000 company that collaborates with our system possesses a competitive advantage over their competition. At this junction, our global collaborative solution is on the verge to being launched.

Conclusion

There are no superior translations of Sun Zi's essay or "brain-busting" strategy treatises that would make you the super strategist that you dream to be. It's all about superior people who define and execute their plan based on their consummate understanding of strategic and tactical principles and their own settings.

I believe that many things can be derived from the reading of these strategy classics. It starts by understanding the fundamentals of what your interest is about, then knowing what to focus on in terms of the big picture. The final step is connecting the strategy principles with your current endeavor.

The following is an abridged listing of those books that this writer used in his research:

* Ralph D. Sawyer translations of the Chinese classics (Seven Military Classics;

* Sun Zi Art of War;

* Sun Bin (Sun Pin) Military Methods,

* 100 Unorthodox Strategies, etc.);

* Roger D. Ames translation of Sun Zi and Sun Bin's Art of Warfare,

* Mark McNeilly's Sun Tzu and The Art of Business and Sun Tzu and The Art of Warfare;

* John T. Minford's rendition of the Art of War; and

* 36 Stratagems Applied to Go.


M.H. is a chief founder of a global team collaborative strategic consulting and training startup and a project management strategist.

Please send any questions or comments to 360.yahoo.com/c360chiefarchitect

The original article was published at JadeDragon.com on Oct 2006.

Copyright: 2006-2007 © Collaboration360 Consultants

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