Wednesday, November 29, 2006
The booklets are finally here
Dear Friends,
After much ado, the two booklets e-books are now ready. This has been done with the efforts of the entire class of Leadership Readiness - MBA/MS, (Fall 2006), SZABIST, Karachi. And ofcourse the guidance of our course instructor Sir. Wali Zahid.
I would like to thank each and every member for their support throughout the process of working on these two e-books.
May ALLAH help us in our cause.
Friday, November 24, 2006
In search of Leadership In The Long Shadows of Hindu Kush
Only Urs
Syed Fida Marvat
Flight Lieutenant
The Hindu Kush mountain ranges, desolate barren stretches of wilderness, were always a backyard of the Persian empire. Only about 300 years back, it began to be called `Afghanistan’. Its historical extension is upto river Indus.All invaders/Leaders came to Hindu kush only to move further towards greener pastures - Central Asia, Persia or South Asia. It just happened to be on the cross roads of the history. The last two invaders were the Soviets and the Americans. The latest production from Hindu Kush is Taleban. Another outsider with the name of Osama lives there. There is nothing unusual about the Hindu Kush and its associated baby mountain ranges. They are dry, barren and rugged. Hind Kush begins where the Karakorums end and it runs in a South Westerly direction in a monotonous cycle of plains and mountains. The height decreases progressively towards the West with the average the average being 12,000 feet. The highest point, around 21,000 feet, is in Chitral and has green forests. Numerous high passes guard its the approaches. Kabul valley is its psychological center its centre of gravity lies along the Kabul-Qandhar axis. Amu Darya and Indus form the psychological Northern and Eastern boundaries. Two small rivers, Hari Rud and Helmend, flow West drying up into the desserts.
Indus used to be called the Sindhu river and all inhabitants East of Indus were known as Hindus. And thus came about the name Hindu Koh or the Hindu mountain. When the Hindu prisoners of battles began to parish in the difficult journey through the mountains, the name got changed to `Hindu Kush’ or Hindu killer. Historically, Hindu Kush was always a backyard of Persia. Rig Veda talks about it as a sparsely populated region inhibited by Vedic Aryans who lived with sheep and goats in river valleys. Zoroaster was born in Balk and he preached the message of the Zoroastrianism. He exhorted the feuding tribes, who occasionally fought over grazing land, to unite in the name of Lord Ahura Mazda.
While the Himalayas, Karakorums or Pamirs may be more imposing and cause weather changes, it has been the Hindu Kush that cast deep long shadows and kept re-shaping the history of the whole indo pak region. Its only crime was its location in the middle of nowhere which happened to be on the passage towards the Central, West and South Asia. It was destined to witness a long line of Leaders, adventurers, armies, cultures and religions criss-cross it from the three directions. It began with the Achaemenians, to be followed by Alexander, Selecus, Mauriyas, Kushans, Sassanians, White Huns, Arabs, Samanids, Khawarzam Turks, Gengis Khan, Timur, Babar, Mughals, Nadir Shah, Sikhs,British, Soviets and now the Americans. Its own stalwarts were the Ghaznavis, Ghoris and the Abdalis. In recent times, it produced its very own radical Talibans and the international cult of Al Qaeda.
The outsiders who came to the Hindu Kush were only temporary visitors looking far beyond in search of territory, riches, influence or just to make a show of force. Empires/Leaders clashed over this real estate. Empires such as the Mauryas vs Selecus, Mughals vs Safvi, British vs Russia or the Soviets vs Americans. During the Taleban era, it caused tension between India vs Pakistan and between Pakistan vs Iran. The Hindu Kush wallas have become somewhat of an expert in exploiting the rivalries between others to their advantage and negotiating the best terms and conditions. At times, this has also worked against their interests.
Hindu Kush has passed through phases of Zoroastrianism, Buddhism and Islam. Islam, introduced by the Abbasid Arabs, got bifurcated into the Persians’ Shiaism while the Hindu Kush opted for the Sunni sect. Add to this, the influences of the recent Soviet socialism and the American capitalism and democracy, and you get a heavy doze of ideological mix. We notice some interesting patterns of the outsiders who came to the Hindu Kush. All invaders from the West like the Achaemenians, Alexander, Selecus, Arabs, Sassanians and Nadir Shah invariably moved beyond the Hindu Kush. Similarly, the invaders from the North like the Kushans, White Huns, Samanids, Kwarazam Turks, Gengis Khan, Timur and Babar did stop at the Hindu Kush. (Only the Soviets got unlucky and were pushed back)
But all the invaders who came from the East like the Mauryans, Mughals and Ranjit Singh did not venture beyond the Hindu Kush. The British were wise to be content with only the influence. It seems that all invasions from the East were defensive in nature and South Asia itself was rich enough not to look beyond. In general, the South Asians were inward looking, culturally more refined and docile because of the Vedic heritage. The Hindu Kush heroes like the Ghaznavis, Ghoris or Abdalis, if anything, were adventureous and powerful leaders than Western or the Northern invaders. They expanded in all the three directions. Similarly the later day spurious religious movements like the Talibans and Al Qaeda tended to flow outwards.
What is finally left behind is a mosaic of different ethnicities - Tajiks, Hazaras, Uzbeks, Turkmen, Baluch and Punjabi speaking Sikhs and Hindus and the mixing of some Arab and Mongol blood. The history has also left behind a wide array of faiths, languages and cultures. All along its borders, the inhabitants have close ethnic, linguistic and cultural affinities with countries across the borders. However, Hindu Kush continues to remains a chaotic conglomerate of the local chieftains, tribal laws and customs very similar to the days of the Vedic Aryans. It was in 1747 that it became a political entity, called Afghanistan, Sunni in nature. And it broke away from its historical Persian God mother.
Let us pickup a few interesting episodes of the invaders/leaders venturing out of Hindu Kush especially towards the South Asia. Darius (486 BC), the Achaemenian leader, ruled upto Taxila (Islamabad). Alexander reached Kabul valley in 330 BC. He has a word of praise for the Hindu Kush wallas because it took him two years to subjugate them whereas it took only six months to subjugate Persia. Alexander then dashed to Central Asia and married Roxana at Samarqand (Uzbekistan). On his return, he got out of Khyber and headed towards the Indus. Raja Ambhi of Taxila joined him. He fought Raja Poros close to Mandi Bahauddin. His expeditions took him to Charsadda, Bannu, Bajour, Swat and Buner. A flavour of the Hellenic culture still persists in Northern Pakistan.Presently, the Greek Government is establishing a museum in Chitral to preserve the Greek culture.
The successor of Alexander, Selecus (305 BC), even went beyond what is now Pakistan and reached upto the Ganges. He also expanded towards the Central Asia. His nemeses was Chandra Gupta, a khatree from Taxila, who unified South Asia and captured the Hindu Kush introducing Buddhism. Thereafter, another Greek, Demetrious (160 BC), came and he extended upto Patna (Patalipura). This Indo-Greek kingdom lasted for 200 years.
Then came the Chinese Kushans, from Shinjan (150 BC). They conquered the Indus valley upto Kashmir. Kaniska (2 AD) sets up a flourishing Gandhara civilization from Peshawar to Potohar to Mathura with Buddhism at its peak. Then the Persians (Sassanians) again reclaim their territory in 3 AD. They are followed by the White Huns who descend from North. The White Huns get fully assimilated leaving behind no trace except for the chinky eyes on the Western borders of Pakistan. They rule upto Sialkot.
The next invader, the Abbasid Arabs (651 AD) reach Heart and bring about a major change in the region for all times to come. They move only towards the Central Asia and convert the Turks to Islam. A unique Pashtun-Turkish-Sunni assimilation takes place. Arabic becomes the official language in Central Asia. By the ninth century, the Samanids, descend down from Bokhara to Hindu Kush and extend their rule right down to South India. They revive the old Persian culture and Farsi. This is the beginning of the Tajik ethnicity.
By 1000 AD, Hindu Kush produced its own greatest of all leader/conqueror, Ghaznavi, who goes beyond the Amu Darya in the North and makes a habit of going deep into the South Asia. With South Asian wealth, he builds a grand city at Ghazni. He is followed by the Ghori (1186AD) from Ghor and who gives a strong foundation for next 600 years leadership. Ghoris extend towards the South Asia as well as into Persia. There is a brief moment for the Khawarzam Turks (1200AD) who descend from the North until Gengis Khan (1220) rises from Mangolia and desecrates everything on his path and destroys the Muslim Empires. By 1300AD, the Mongols become Muslims. Timur (1300-1380) comes from Samarqand and goes West towards Persia and East towards the South Asia.
Finally, it is time, for Babar from Farghana to capture Kabul which is called Khuba in Avesta. Babar (1504) enters Hindu Kush and sets up his shop in Kabul. For four years, he makes forays into areas now in Pakistan. Getting out of Khyber, his visits include Pehawar, Kohat, Bannu (My home Town) , Bajaour, Kalar Kahar, Bhera. He marries Mubaraka, Wali Swat’s daughter and hunts rhinoceros at Swabi. Then he begins his final historic journey in 1525. He crosses rivers Indus, Jhelum and Chenab to reach Sialkot, then to Pasrur and then to Kalanur. And finally, to the battle ground - Panipat.
Around 1700, the Ghilzai Pashtuns make it into the Safvi territory in Persia and capture the capitol Isfahan. They are evicted by the Persian Nadir Shah (1738) who goes further East towards Dehli and makes out with Koh-e-Nur which eventually finds a place on the peacock throne.
By 1747, Hindu Kush finds an identity as a state founded by Ahmed Shah Abdali (Another greatest Leader of the HindoKhush). He descends into Punjab and Kashmir many times. The Mughals get so fed up with the Afghans that they cede areas West of Indus to the Afghans. When the British come, they fail to conquer Hindu Kush from the East . The great game between the Soviets and the British continues until South Asia is divided into two states by the Great Powers. Afghanistan threatens Pakistan with `Pashtoonistan’ and does not accept `Durand Line’. It has sympathetic onlookers ? India and Soviet Union. Then the Soviet Union walks into the Hindu Kush.
Hindu Kush becomes the focal point of the cold war between the Soviets and the Americans. Religion is used to fight the Soviets. Saudis provide money, America provides equipment and Pakistan provides the covert organization for the Mujahiddin. Russia is driven out and America flies back to its continent.
Hindu Kush reverts back to its traditional chaotic mode. Both Iran and Pakistan try to move into the vacuum. Pakistan mothers the birth of radical Taleban and was naive enough to begin thinking of Hindu Kush as its `strategic depth’ little realizing that, in its 2000 years of history, Hindu Kush has never permitted an outsider more than a transitory status. Taleban even refuse to accept `Durand Line’ as the border. Talibans permit the growth of `Al Qaeda’ which attacks America. America is back into Hindu Kush and this time with no intention to fly back in a hurry. They have already built up the Kabul-Kandhar highway, the centre of gravity, free of cost.
Historically, Hindu Kush has been a tribal society run by the local chieftains. The Pashtoon majority has always co-existed amicably with other minorities. The centuries old Pashtoon code of ethics, Pashtoonwali, is harsh but liberal and forward looking. It has elements like the Badal (eye for an eye), ghairat (like killing own sister and her seducer for sex) or Jirga (Courts) , elders council which gives a appealable/non-appealable verdict. The Mulla looked after the mosque and the Malik managed the Hujra to take care of the worldly affairs. But the events of the Soviet/US invasion have changed all that. The Pashtoon tribal customs have gotten entangled with the super powers zeal for control. And over 800 years of the Pashtoon rule in the region, which gave birth to a unique leadership, identity and cohesiveness, has come under a stress. Imperialism has been the most powerful force in the Muslim regions history over the last two centuries, carving up whole region while oppressing indigenous peoples/leaders and obliterating entire Muslim Leadership. As result in most of the Muslim countries minority has been imposed over majority thus systematically blocking path for any emergence for real Leadership/Development. Yet, it is seldom accorded any serious attention by our academics, media commentators, and political leaders. If we study Muslim leadership in past 1200 years, we can easily figure out Arabs, Kurds, Turks and Pathans. The aim is not to prove/support leadership based on racism but to highlight the interesting fact that these four were never known in history prior to Islam. They emerged only after embracing Islam in totality and Muslim leadership was almost in these great fours. In present downward cycle of Muslim, Imperialism prior to leaving divided Muslim areas in a manner that these great four does not have a single single geographic entity.
With United States settled in the Hindu Kush, it has once again begun to cast long shadows in the three directions. North and West are significant for oil which has replaced the grazing lands of the old days days. Nuclear and terrorist discomfort is both from West and East. United States considers China as its long term adversary while interested in local allies. Pakistan finds itself placed between the cross-currents of three bigger states. Folk wisdom suggests that it should have good relations with all the three. It need not be re-told that every invader into the South Asia invariably exploited the differences between the local players. Therefore, when the push comes to a shove, it would be a wise decision for Pakistan to side with the regional rather than the extra-regional states ……?
The Saga of the Hindu Kush tells us that any leadership which will ever rise in region will be from Hindukhush. ( Pashtun : The Great Sons of HinduKhush). This is also absolutely in line of prediction of Hazrat Muhammad (PBUH) about an Army of Fighters from Kharasaan (Present Day Phushtoon Areas of Afghanistan, NWFP & Baluchistan)
GEORGE CARLIN POST 9-11
The message given by George Carlin -mouthy comedian of the 70’s/80’s is very eloquent and very appropiate/relevant to our Pakistan 2030. For our every problem and its solution we look to West especially US. Our Pakistan 2030 if it will be developed will be 180 degree opposite to what is US today as developed nation. I hope I am able to convey my message.
Fida Marvat
Awonderful Message by George Carlin:
The paradox of our time in history is that we have taller buildings but shorter tempers, wider freeways, but narrower viewpoints. We spend more, but have less, we buy more, but enjoy less. We have bigger houses and smaller families, more conveniences, but less time. We have more degrees but less sense, more knowledge, but less judgment, more experts, yet more problems, more medicine, but less wellness. We drink too much, smoke too much, spend too recklessly, laugh too little, drive too fast, get too angry, stay up too late, get up too tired, read too little, watch TV too much, and pray too seldom. We have multiplied our possessions, but reduced our values. We talk too much, love too seldom, and hate too often.
We’ve learned how to make a living, but not a life. We’ve added years to life not life to years. We’ve been all the way to the moon and back, but have trouble crossing the street to meet a new neighbor. We conquered outer space but not inner space. We’ve done larger things, but not better things. We’ve cleaned up the air, but polluted the soul. We’ve conquered the atom, but not our prejudice. We write more, but learn less. We plan more, but accomplish less. We’ve learned to rush, but not to wait. We build more computers to hold more information, to produce more copies than ever, but we communicate less and less.
These are the times of fast foods and slow digestion, big men and small character, steep profits and shallow relationships. These are the days of two incomes but more divorce, fancier houses, but broken homes. These are days of quick trips, disposable diapers, throwaway morality, one night stands, overweight bodies, and pills that do everything from cheer, to quiet, to kill. It is a time when there is much in the showroom window and nothing in the stockroom. A time when technology can bring this letter to you, and a time when you can choose either to share this insight, or to just hit delete.
Remember, spend some time with your loved ones, because they are not going to be around forever. Remember, say a kind word to someone who looks up to you in awe, because that little person soon will grow up and leave your side. Remember, to give a warm hug to the one next to you, because that is the only treasure you can give with your heart and it doesn’t cost a cent. Remember, to say, “I love you” to your partner and your loved ones, but most of all mean it. A kiss and an embrace will mend hurt when it comes from deep inside of you. Remember to hold hands and cherish the moment for someday that person will not be there again. Give time to love, give time to speak, and give time to share the precious thoughts in your mind. Life is not measured by the number of breaths we take, but by the moments that take our breath away.
GOALS by Dr. Ahmed Adam
Goals are very important wheter it is readiness or Pakistan 2030. We should have goals according to Quran/Sunnah. In this article Dr Ahmed Adam has given beautiful strateagies for goal setting.
Thanks
Syed Fida Marvat
“To Allaah we belong, and to Him is our return”(Al Baqarah 2:156)
http://readiness.wordpress.com/2006/11/24/37/
A RARE MOTHER
My mom only had one eye. I hated her… she was such an embarrassment. She cooked for students & teachers to support the family. There was this one day during elementary school where my mom came to say hello to me.
I was so embarrassed. How could she do this to me? I ignored her, threw her a hateful look and ran out. The next day at school one of my classmates said, “EEEE, your mom only has one eye!” I wanted to bury myself. I also wanted my mom to just disappear. So I confronted her that day and said, ” If you’re only gonna make me a laughing stock, why don’t you just die?!!!” My mom did not respond…
I didn’t even stop to think for a second about what I had said, because I was full of anger. I was oblivious to her feelings. I wanted out of that house, and have nothing to do with her. So I studied real hard, got a chance to go to
Singapore to study. Then, I got married. I bought a house of my own. I had kids of my own. I was happy with my life, my kids and the comforts. Then one day, my mother came to visit me. She hadn’t seen me in years and she had not even met her grandchildren.
When she stood by the door, my children laughed at her, and I yelled at her for coming over uninvited. I screamed at her, “How dare you come to my house and scare my children!” GET OUT OF HERE! NOW!!!” And to this, my mother quietly answered, “Oh, I’m so sorry. I may have gotten the wrong address,” and she disappeared out of sight. One day, a letter regarding a school reunion came to my house in
Singapore. So I lied to my wife that I was going on a business trip.
After the reunion, I went to the old shack just out of curiosity. My neighbors said that she had died. I did not shed a single tear. They handed me letter that she had wanted me to have.
“My dearest son, I think of you all the time. I’m sorry that I came to
Singapore and scared your children. I was so glad when I heard you were coming for the reunion. But I may not be able to even get out of bed to see you. I’m sorry that I was a constant embarrassment to you when you were growing up. You see……… when you were very little, you got into an accident, and lost your eye. As a mother, I couldn’t stand watching you having to grow up with one eye. So I gave you mine. I was so proud of my son that was seeing a whole new world for me, in my place, with that eye.
With my love to you, Your mum “
(How that boy must have felt and repented is anybody’s guess. Physical beauty no matter how great is so temporary, but inner beauty never fades.
Be proud of your parents for what they are and how much they do for you. They may not be there tomorrow when you wake up and realise their worth)
The battle for brainpower
Oct 5th 2006
From The Economist print edition
Talent has become the world’s most sought-after commodity, says Adrian Wooldridge. The shortage is causing serious problems
IN A speech at Harvard University in 1943 Winston Churchill observed that “the empires of the future will be empires of the mind.” He might have added that the battles of the future will be battles for talent. To be sure, the old battles for natural resources are still with us. But they are being supplemented by new ones for talent—not just among companies (which are competing for “human resources”) but also among countries (which fret about the “balance of brains” as well as the “balance of power”).
The war for talent is at its fiercest in high-tech industries. The arrival of an aggressive new superpower—Google—has made it bloodier still. The company has assembled a formidable hiring machine to help it find the people it needs. It has also experimented with clever new recruiting tools, such as billboards featuring complicated mathematical problems. Other tech giants have responded by supercharging their own talent machines (Yahoo! has hired a constellation of academic stars) and suing people who suddenly leave.
But a large and growing number of businesses outside the tech industry—from consulting to hedge funds—also run on brainpower. When the Corporate Executive Board (CEB), a provider of business research and executive education based in
Washington, DC, recently conducted an international poll of senior human-resources managers, three-quarters of them said that “attracting and retaining” talent was their number one priority. Some 62% worried about company-wide talent shortages (see chart 1). The CEB also surveyed some 4,000 hiring managers in more than 30 companies, and was told that the average quality of candidates had declined by 10% since 2004 and the average time to fill a vacancy had increased from 37 days to 51 days. More than one-third of the managers said that they had hired below-average candidates “just to fill a position quickly”. The CEB found, too, that about one in three employees had recently been approached by another firm hoping to lure them away.
All this brings back memories of the dotcom boom in the late 1990s, when management consultants were writing books such as “The War for Talent” (by Ed Michaels, Helen Handfield-Jones and Beth Axelrod of McKinsey), telling companies that they must move heaven and earth to recruit and promote the best talent. No sooner had the bubble burst than many former masters of the universe were begging for work.
Indeed, companies do not even know how to define “talent”, let alone how to manage it. Some use it to mean people like Aldous Huxley’s alphas in “Brave New World”—those at the top of the bell curve. Others employ it as a synonym for the entire workforce, a definition so broad as to be meaningless.
Nor does stocking up on talent seem to protect companies from getting it spectacularly wrong. Enron did everything that Mr Michaels and his colleagues recommended (indeed, McKinsey was both a consultant and a cheerleader for the
Houston conglomerate). It recruited the best and the brightest, hiring up to 250 MBAs a year at the height of its fame. It applied a “rank-and-yank” system of evaluation, showering the alphas with gold and sacking the gammas. And it promoted talent much faster than experience. Another corporate disaster, Long-Term Capital Management, was even more talent-heavy than Enron, boasting not only MBAs but Nobel prizewinners among its staff. But despite all this talent, the companies still succumbed to greed and mismanagement.
Clearly there is more to good management than hiring the best and the brightest. Among other things, it requires rewarding experience as well as talent, and applying strong ethical codes and internal controls. Indeed, talent-intensive businesses have a particular interest in maintaining high ethical standards. Whereas in manufacturing industries a decline in such standards is often slow, in talent-intensive ones it can be terrifyingly sudden, as Arthur Andersen and Enron found to their cost.
All the same, structural changes are making talent ever more important. The deepest such change is the rise of intangible but talent-intensive assets. Baruch Lev, a professor of accounting at
New York
University, argues that “intangible assets”—ranging from a skilled workforce to patents to know-how—account for more than half of the market capitalisation of
America’s public companies. Accenture, a management consultancy, calculates that intangible assets have shot up from 20% of the value of companies in the S&P 500 in 1980 to around 70% today.
McKinsey makes a similar point in a different way. The consultancy has divided American jobs into three categories: “transformational” (extracting raw materials or converting them into finished goods), “transactional” (interactions that can easily be scripted or automated) and “tacit” (complex interactions requiring a high level of judgment). The company argues that over the past six years the number of American jobs that emphasise “tacit interactions” has grown two and a half times as fast as the number of transactional jobs and three times as fast as employment in general. These jobs now make up some 40% of the American labour market and account for 70% of the jobs created since 1998. And the same sort of thing is bound to happen in developing countries as they get richer.
A second change is the ageing of the population. This will be most dramatic in Europe and Japan: by 2025 the number of people aged 15-64 is projected to fall by 7% in Germany, 9% in Italy and 14% in
Japan. But it will also make a difference to
China, thanks to its one-child policy. And even in
America, where the effect will be less marked, the retirement of the baby-boomers (which has just started) means that companies will lose large numbers of experienced workers over a short period. RHR International, a consultancy, claims that
America’s 500 biggest companies will lose half their senior managers in the next five years or so, when the next generation of potential leaders has already been decimated by the re-engineering and downsizing of the past few decades. At the top of the civil service the attrition rate will be even higher. This means that everyone will have to fight harder for young talent, as well as learning to tap (and manage) new sources of talent.
At the same time loyalty to employers is fading. Thanks to all that downsizing, the old social contract—job security in return for commitment—has been breaking down, first in America and then in other countries. A 2003 survey by the Society for Human-Resource Management suggested that 83% of workers were “extremely” or “somewhat” likely to search for a new job when the economy recovered.
As well as becoming more footloose, the workforce is becoming less standardised. Today employees come in all shapes and sizes. Some 16% of American workers telecommute some of the time. A quarter of the staff at B&Q, a British DIY chain, are over 50; the oldest is 91. And these diverse workers are often part of a global supply chain that keeps going 24 hours a day. Managers not only need to deal with lots of different sorts of people, but also to manage workers in different countries and often across different functions. That means even more competition for people with up-to-date management skills.
Obsession with talent is no longer confined to blue-chip companies such as Goldman Sachs and General Electric. It can be found everywhere in the corporate world, from credit-card companies to hotel chains to the retail trade. Many firms reckon that they have pushed re-engineering and automation as hard as they can. Now they must raise productivity by managing talent better.
With opportunities at home running dry, the hunt for talent has gone global. Over the past decade multinational companies have shipped back-office and IT operations to the developing world, particularly India and
China. More recently they have started moving better jobs offshore as well, capitalising on high-grade workers with local knowledge; but now they are bumping up against talent shortages in the developing world too.
Even governments have got the talent bug. Rich countries have progressed from simply relaxing their immigration laws to actively luring highly qualified people. Most of them are using their universities as magnets for talent. India and
China are trying to entice back some of their brightest people from abroad.
Singapore’s Ministry of Manpower even has an international talent division.
Competition for talent offers many benefits—from boosting productivity to increasing opportunities, from promoting job satisfaction to supercharging scientific advances. The more countries and companies compete for talent, the better the chances that geniuses will be raked up from obscurity.
But the subject is strewn with landmines. Think of the furore that greeted Charles Murray’s and Richard Herrnstein’s book “The Bell Curve”, which argued that there are differences in the average intelligence of different racial groups; or the ejection of Lawrence Summers as president of Harvard University because he had speculated publicly about why there are so few women in the upper ranks of science.
It would be wonderful if talent were distributed equally across races, classes and genders. But what if a free market shows it not to be, raising all sorts of political problems? And what happens to talented Western workers when they have to compete with millions of clever Indians who are willing to do the job for a small fraction of the price?
This survey will argue that the talent war has to be taken seriously. It will try to avoid defining talent either too broadly or too narrowly but simply take it to mean brainpower—the ability to solve complex problems or invent new solutions. It will thus focus on what Peter Drucker, the late and great management guru, called “knowledge workers”. But there is no point in being dogmatic. The nature of critical talent varies from company to company: it may be the ability to crack a few jokes while turning an aeroplane around in 25 minutes, as demonstrated by Southwest Airlines. It is one of the marks of a sophisticated society that it rewards a wide variety of different talents.
The survey will conclude by looking at the widening inequalities that will result from the competition for talent, and weighing up the risks of a backlash against the talent elite.
Ibn e Kuldun’s Theory of Super Power
Ibn e Kuldun’s Theory of Super Power.
All that is happening in the world today is a prelude to fast approaching civilization disorder. Are we witnessing West versus the East, White versus Brown or Christians/Jews versus Islam? I have reasons to believe that Ibn-e-Khuldun’s theory that maximum possible life span of a human being is 120 years plus/minus 5 and that of a civilization/kingdom/empire is three times the life of a human being, means it ranges between 350 to 400 years, is a matter neo-cons must be seriously worried about. Indeed USA is the only super power in the world and according to Ibn e Kuldun’s theory, as super power, US is past its peak. It is on a declining path and who knows in the next 100 years or so the shape of the world might be quite different. US might be divided in to many smaller states. To prove the theory wrong neo-cons decided to preempt. Afghanistan followed by occupation of Iraq is a link of the same chain. Iran might be
next on the hit list. Is Pakistan included in the list as well? Decline of the West has set in. Neo con’s aim is to arrest the decline. They had two options in this regard; one to reverse the path of decline and second weaken the rival and Muslims as people and Islam as ideology are the rivals in this case.
Perhaps neo cons knew the path of decline could not be reversed and the only other option was to weaken their rival. Therefore they conveniently decided to follow the second option and until they are stopped either by the rival or Nature takes a different course, they will continue to follow the option of weakening their rival. Are we, the rivals, making any effort to stop neo-cons from following such a disastrous course? Or else have we left it to Nature to decide? Would Ibn-e Kuldun’s theory be proved wrong? I do not think so at all. What do you think?
Inversing Wali’s Model of 2030 Developed Pakistan
I personally share the dream and fully agree with passion to see Pakistan a developed nation by 2030 but we can never become a developed nation with existing setup and structure in 5000 years. Presently more than fifty Muslim/3 rd world countries looks like slave state still ruled/controlled by US/West in one way or other way. Our western educated media commentators, political leaders and ruling elite will try to justify our national disgrace and over all humiliation of Muslim Ummah due to their academic corruption/hollowness. While West will continuously slap us, kick us and we will follow their direction and goals like slaves. Let us also not fool ourselves with 50 years since this land of pure has been made in name of so called freedom/Islam. 50 years is more than enough for any nation to become a developed if it has worth. In 50 years after 1870s ( Bismarck) present day Germany in WWI was a world power. In 50 years Japan since 1870s (Meiji period) was a super power. In less than fifty year after tow world war USSR was a world power. After Hazrat Muhd PBUH in less than fifty year Islam was ruling three continents. Any dream for developed Pakistan will remain for next 5000 years if it is based on existing setup and structure in 5000 years. We are so afraid of admitting our case as failure because we are not ready to
1) Accept or Reject Islam in Totality as Deen (not as religion)
We need to reject hypocritical attitude toward Islam/Quran. Either we should reject Islam in its totality and embrace Western Civilization or accept Islam in its totality and reject western Civilization. World has been ruled either by Momins (True Muslims) or Infidels. Hypocrite ( i.e. Munafiqeen) have never been power in the world history. Present so called Muslims masses can be best described as Hypocrites. We will never amend ourselves rather always try to amend/justify Islam according to our wishes/whims. The one who have bit knowledge of Islam and show us the right path is disliked/resisted most by us. We will hate the one crying fire but we love fire. We will never be ready to give time to Islam and always think that Islam will come automatically in our lives, family and society. The one who gives his life to Quran/Islam is backward, fundamentalist and terrorist. Because he is not fit in West and our ruling elite power MATRIX.
2) Giving/Taking Blood
All great nations have given/taken blood. You name any power of world and you find blood. US, Japan, Russia. Astonishingly what we Muslims considers 50 years ago as Freedom is mere redrawing of the world maps by the Super Powers according to their interest. Now again super powers are in action to redraw the maps of Muslim areas. Let’s see what happens. Just take example of our case have we given blood prior to 1947. We were killed by Sikhs and that also after 1947. But stop for a moment were we seeking freedom from Sikh. If I am not wrong we were seeking freedom from English. So how many British were killed by us. Those people who were fighting, Britishs, were/are losers then/now. Just consider Waziristan/Bajur. They fought against british till 1940s and still they are fighting against all odds. As one example from our area Lucky Marvat Saifullah Family (Muslim League from the start 1910 and son in law of President Ghulam Ishaq Khan) were with British and helping them against Wazirs in provision of Logistics. 90 % of our present ruling elite in all walk of life are sons/kids of such families. Like Bugtis, Bhutoos, Chuadris, Noons, Tiwanas. Similarly in Business, Industry, Uniform West empowered people who were/are serving to their cause both in their presence/absence
3) New Socio-Econo Reengineering of the Society
We as society are deprived/exploited people ruled and governed by few elite coordinating in form of pressure groups. These are privileged in all walks of life whether Politics, Business, Bureaucracy, Uniform name any institution. These pressure groups have hijacked the whole society for their own interest. As result real people of this land have been deprived from good opportunities, education, car, telecommunication, home, water and food. This elite was ruling once Capitalist’s and Business Minded GORA were here and now also when we are free. It is excellent convergence of interest of our ruling elite and the greatest exploiter of the world known history i.e. Capitalist West. The capitalist system uses two tools for Muslim world i.e. first deprivation and then Exploitation. Most importantly our Society has been deprived and exploited in name of Islam continuously, both before and after Indo Pak Partition. Muslim League or Congress of that era was no different than present day Muslim League or Congress.
4) Complete Rejection of Present English based Education System
I do not know about Mullahs whether they were right/wrong but one thing is for sure i.e Sir Syed was wrong. In past 125 years since Sir Syed imposed on us western system of education with help of West. We have been unable to produce a single scholar/scientist/writer of International repute in any field. There is no single developed nation on world map who left their own language/education system and embraced their Masters language/education system. There might be one odd exception but generally speaking we are failure. We always criticize Mullah and always question his contributions toward society. What we western educated have given to scoiety in return. While we as western educated ruling elite control 90 % resources of the country. i.e. Police, Justice, Uniform, Govt. These all are not production of Madrassahs. We need to reject this hypocritical attitude. All those nations who have embraced English/Western school of eduction are mostly poor/undeveloped nations except one/odd case. Sir Syed schools have produced corrupt Police officers, corrupt judges, corrupt govt functionaries, corrupt politicians. In 90 % cases a person educated from Sir Syed schools will be corrupt morally, academically, intellectually or financially.
”It’s not my purpose to shock you - but the simplest way I can summarize is to say that there are in the world, humans that peep, that gossip and that discuss freely even the greatest taboos you could find around. Moreover their ability to do these things has what made them damned in the eyes of many who are acclaimed as chosen ones - the range of issues they can handle is coexistent with the nature of their ability to speak openly without any boundaries, limits or constraints.”
From, Abu Ja’far Muhammad ibn Musa Al-Khwarizmi
No offence
With regards
Syed Fida Marvat
I THINK THEREFORE I AM
Thursday, November 23, 2006
The Leadership Quadrants
Contributed by Farhana Zia / farhana.zia[at]gmail.com
Click here to download the doc file on leadership quadrants.
Monday, November 20, 2006
The course on Readiness
Blog Contribution by Tabassum Nadeem
When the Leadership Readiness course started, I was really skeptical after the first lecture that how the course would progress for which there was no reference book but Google. Sir Wali candidly admitted that the course of Leadership Readiness was as new for him as it was for us. However, he assured that we will jointly explore this relatively new and untapped field of Leadership Readiness and attain knowledge together. He also told us not to worry about the results and assured that everyone would get good marks as getting low marks have been difficult in his courses. As the course progressed I started enjoying the course. Sir Wali really made learning a fun for all by involving everyone in class and generated very interesting and thought provoking discussions. New ideas were generated and new concepts were evolved. Leadership Readiness became the favourite course for me and I always looked forward for the class; missing any class looked as if I would suffer an unrecoverable loss. As the course further progressed it became monotonous to some extent and nothing new would come up; every new idea / concept generated would revolve around the same readiness elements already discussed. However, lectures on Successor Readiness and e-Readiness again rejuvenated my interest and brought in new learning.
As the course neared its end, I found Sir Wali becoming a bit serious and starting to get irritated quickly; also the element of fun disappeared from his lectures. This all may be the result of our irresponsible and casual response towards the course and submission of assignments. However, towards the end of 14th lecture, while commenting on the group presentation found sir Wali in the same good mood; joke about the Pathan was good one.
Learning from Sir Wali has been an honour. He really made ‘a mountain out of a mole’ of the Leadership Readiness course. He has already joined the list of my most favourite teachers of my entire learning career.
The course also had some grey areas which may be kept in mind while conducting such courses in future. The course somewhat lacked planning and coordination which include: Hourly exam schedule; the exam was postponed without any reason and no new schedule was given due to which students suffered.
Assignment submission timings and their modes of submission; hardcopy or online remained ambiguous.
Individual presentations by students on the topics of their choice relating to readiness; only two lectures are remaining almost half of the students are still pending, neither the students volunteered themselves nor they were asked to finish off by certain dates. Moreover, if the individual presentations were also commented like the last group presentation, it would have made a great learning value for all and others would have also improved.
Sir Wali, while announcing the result of hourly exam mentioned that students did not take the course seriously and had the “thund programme”. I am surprised how this notion that class was having “thund programme”, it has really made the serious minded students very “dukhi”. The course was fully loaded with assignments such as book review, movie review, individual presentations and group paper and presentation and so on. It really required mid night oil burning to fulfill the course requirements. I would not deny that some students might have taken the course lightly but the blame of this “thund programme” cannot be attributed to all.
In the end, I don’t feel myself qualified enough to complement Sir Wali for conducting such an exceptional course, however, I must share that during my naval career I have attended many leadership courses, inland and abroad but none was at par with this course. The course involved every students in discussion, made them think and generate new ideas and concepts. The course had great learning value and now I feel myself a better leader.
Sunday, November 19, 2006
Dreaming – Pakistan 2030
Contributed by Aafrin Khizra Niazi / aniazi786[at]yahoo.com
“Pakistan 2030 – a developed nation” could be started from dream as depicted in the following quotes.
Dream coming true!!
He saw it, he made it !!
If any one see dream of “Pakistan 2030- a developed nation” then there will be more chances to achieve it.
Where would you go !!!
You are today what you have been thinking five years back
and you will five years henceforth what you are thinking now!!!
Since Pakistan is very far behind than the modernize world so to be a developed nation in 2030 Pakistan nation need to think and bring readiness factors.
How would you get there !!!
Your thoughts become your words
Your words become your actions
Your actions become your habits
Your habits become your character
Your character decides your destiny
Similar in the case of Pakistan 2030 starts from thought and finally become destiny of Pakistan nation. These quotes give us the following lessons.
Since Pakistan is very far behind than the modernize world so to be a developed nation in 2030 Pakistan nation need to think and bring readiness factors.
How would you get there !!!
Your thoughts become your words
Your words become your actions
Your actions become your habits
Your habits become your character
Your character decides your destiny
Similar in the case of Pakistan 2030 starts from thought and finally become destiny of Pakistan nation. These quotes give us the following lessons.
Lesson No.\n 1
Nothing great is ever achieved without first being conceived in the mind
Lesson No. 2
Every war is first won in the mind then it is actually won on the battlefield
Lesson No.\n 3
You don’t fail because you plan to fail. You fail because you fail to plan
In short, we should always plan and get ready to face all hurdles. Thus leadership readiness course will play a big role in achieving those dreams.
Lesson No. 1
Nothing great is ever achieved without first being conceived in the mind
Lesson No. 2
Every war is first won in the mind then it is actually won on the battlefield
Lesson No. 3
You don’t fail because you plan to fail. You fail because you fail to plan
In short, we should always plan and get ready to face all hurdles. Thus leadership readiness course will play a big role in achieving those dreams.
Class Projects – Pakistan 2030
Contributed by Aafrin Khizra Niazi / aniazi786[at]yahoo.com
Sir Wali has given a very interesting project regarding “Pakistan 2030 – a developed nation”. This big project is divided into different parts such as Pakistan physical elements, will needed, skill required for masses, skills required for leaders to be a develop nation in 2030 and assign these parts to different groups in a class.
Every one is working on it and will bring their findings and views in coming classes. This project will give creative thinking and thoughts in students. It will give readiness approach to leaders as well as ordinary people to develop a country. I hope someone among us will really bring some development in
Pakistan and help other leaders also to achieve the dreams and targets mentioned in the said project.
Saturday, November 18, 2006
Readiness for Leadership Responsibility
Contributed by: Bushra / bushrabhurgri2001[at]yahoo.com
Leadership selection is an art, one that is developed with an experience. The question arise: ” How can we cultivate this art?” we have to develop ‘readiness for responsibility’. A good place to start with a clear and reliable concept. Consider the following hypothesis:
“Effectiveness” increases (and decreases) with “the expression of one’s own feelings and convictions, with consideration for the thoughts and feelings of others.”
In practice, this leadership concept is translated: “Speak—Say what you mean and consider the other person as you express yourself.” This leadership readiness concept dates back to the early days of information management, proposed by Hrand Saxenian in 1952 at M.I.T to strengthen the constructive leadership and human judgement in the escalating uses of Technology in the information age.
Since the 1960s this concept has become a widely used, reliable criterion for constructive leadership. At the same time, it has guided the design of simple yet powerful and challenging practices to improve:
- leadership selection,
- information flow and coordination,
and - productivity/quality control.
Today, these practices have evolved into proven leadership tools that can be used successfully in businesses from electronics, utilities and manufacturing to banking and architecture.
The usefulness of effective leadership depends upon your confidence in it. While it may seem like common sense, unrealistic, or too subjective, examine it as an idea to be affirmed or refuted. Consider its validity with respect to your own experiences, observations, intuition, values and historical perspectives. Contemplate it first on a leadership selection basis and then on a personal development basis. In other words, examine the relationship of “expression”:
- to your opinion of the relative “effectiveness” of managers you have known with similar roles and responsibilities.
- to your perception of changes over time in the “effectiveness” of people you know. Does one’s “expression” change (rise or fall) accordingly?
Using this criterion, effective leaders span all personality types – from quiet to outspoken – and transcend stereotypes. This model is especially useful because it provides a universal, practical potential for increasing one’s own effectiveness under pressure, and for selecting for and cultivating a “readiness for responsibility” in others.
In today’s climate of awareness, it sums up much of the current thinking–with a precision that advances understanding and action.
Effective Leadership Selection
An important factor to your success is your company’s CIO. Select a CIO who will:
- best help coordinate purpose, communications and operations,
- best build and support the creative potential and cooperative spirit essential for a lean responsive IS Division, and
- be psychologically “ready” to meet the combined technical and human challenge and pressures of modern information management leadership.
“Readiness” is placed in perspective with the three other major considerations. When considering these factors together with other peers, the subjectivity inherent in the above concepts takes on a significant objectivity. Among its benefits, this practice fosters the promotion of all individuals in a healthy competitive way.
Introduction of Hrand Saxenian:
Hrand Saxenian has pioneered computer programming at M.I.T. and has taught management controls as Assistant Professor at Harvard, where he also initiated research on leadership effectiveness. Saxenian has served as a project manager at Itek and Raytheon and as Executive Vice President of The Econometric Institute of New York. He currently heads Saxenian Leadership Practices. His work is published in Office of Naval Research Reports, Fortune, Harvard Business Review, Technology Review., The Police Chief, National Park Service Papers, .Science today- Bombay, India
RQ - Readiness Quotient
–
Zulfiqar Shaikh
zulfishaikh05[at]yahoo.com
2006-11-18
8:06:40 am
Sunday, November 5, 2006
Readiness Diagrammatic Approach
Post edited by Admin(FSN).
Attached below is the Readiness Flow Chart prepared by Afreen Niazi
Hourly Time
Yes it was hourly time at SZABIST. Infact it was hourly time for our class only. The course outline is strucutured to cater for 1 hourly and a final. Though seems tough on our part, but the rest of the grading is via assignments and group projects.
The hourly took its toll when we were asked to go through a 7 pager article. With an online dictionary and the word document, i was only able to go through it once. Hard to digest vocabulary and concepts. The article brought back memories of Strategic management course.
A completely different view point on leadership readiness relating to Strategic leadership. If the hourly itself made us all “afsurda” the next to it thing made us “maha afsurda” as we took the plunge to cross check our own papers!. Dont know how many i got, but wali saheb has promised to review the grades for “better or for worse”.
Deadlines are coming up quick for various assignments and seems that playtime is over for the time being. Best of Luck everyone.