A Technology Driven World

What an imagination!!!!!!!!!!!! Surface technology…

 

A Day Made of Glass... Made possible by Corning.

Click: http://www.youtube.com/watch?v=6Cf7IL_eZ38   

 

Relativity applies to physics, not ethics.

~~~ Albert Einstein

 

-----Original Message-----
Sent: Friday, February 25, 2011 6:44 PM
Subject: A Technology Driven World

 

Its not in too distant a future, that, an exciting new technology-driven

world (based on Math and Science), will be an everyday reality....

 

Enjoy viewing the concept.

 

Regards,

 

Amit

 

Click: http://www.youtube.com/watch?v=6Cf7IL_eZ38   

 

Truly,

FW: Forget the past .....

Too good…

 

cg

 

It's nice to be important, but it's more important to be nice. ~~~Cassis, John

 

From:
Sent: Friday, February 25, 2011 10:57 AM
To: undisclosed-recipients:
Subject: Forget the past .....

A wise man once sat in the audience & cracked a joke.

All laughed like crazy. After a moment he cracked the same joke again and a little less people laughed this time.
He cracked the same joke again & again, when there was no laughter in the crowd,  
he smiled and said,
"When u can't laugh on the same joke again & again, then why do u keep crying over the same thing over and over again"
 

 
'Forget the past & move on'…

A to Z study of new Generation kids

Wow…

 

It's nice to be important, but it's more important to be nice. ~~~Cassis, John

 

Sent: Thursday, February 17, 2011 10:32 AM
To: 'Chirag Gandhi'
Subject: A to Z study

 

A To Z from today’s Nursery School Latest from Nursery Schools: A:  APPLE B:  BLUETOOTH C:  CHAT D:  DOWNLOAD E:  E MAIL     F:  FACEBOOK G:  GOOGLE H:  HEWLETT PACKARD I:     iPHONE J:  JAVA K:   KINGSTON  L:   LAPTOP M:  MESSENGER  N:  NERO O:  ORKUT P:  PICASSA Q:  QUICK HEAL R:  RAM  S:  SERVER T:  TWITTER U:  USB V:   VISTA W:  WiFi X:   Xp Y:  YOU TUBE Z:  ZORPIA         Thank God... "A" is still "Apple"... J

 

Nokia, Microsoft to Join Forces to Challenge Apple Dominance

So finally just few minutes back it is declared Officially… that Nokia calls Microsoft for smartphone help

 

Even the www.nokia.com is also changed accordingly…

 

Twitter is getting lots of update on this every second !!!

http://www.google.com/search?q=nokia&num=30&hl=en&newwindow=1&safe=off&rlz=1T5GGLL_enIN279IN280&prmd=ivnsur&source=univ&tbs=mbl:1&tbo=u&sa=X&ei=1AJVTdePOYPKrAe9wJSGBw&ved=0CCwQ8QkoAjAA

 

Here are news updates across the Globe…

Nokia, Microsoft to Join Forces to Challenge Apple Dominance

http://www.bloomberg.com/news/2011-02-11/nokia-joins-forces-with-microsoft-to-challenge-dominance-of-apple-google.html

 

http://www.techmeme.com/110211/p10#a110211p10

 

http://www.theaustralian.com.au/australian-it/telecommunications/nokia-calls-microsoft-for-smartphone-help/story-fn4iyzsr-1226004648895

 

http://blogs.forbes.com/parmyolson/2011/02/11/open-letter-from-the-two-steves-at-nokia%c2%a0and-microsoft/

 

http://edition.cnn.com/2011/TECH/mobile/02/11/nokia.microsoft/#

 

http://www.nytimes.com/2011/02/12/technology/12nokia.html?src=busln

 

http://www.guardian.co.uk/business/2011/feb/11/nokia-microsoft-sign-strategic-tieup

 

cg

 

"No matter how much you know today, you'll have to know more tomorrow."

 

From: Chirag Gandhi [mailto:chirag.gandhi@mudra.com]
Sent: Thursday, February 10, 2011 3:00 PM
Subject: Nokia CEO's letter to employees

 

Memo is very much motivating & also having very interesting / deep analysis on mobile market & mobile technology future, read it completely…

Nokia CEO Stephen Elop :- We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company.

And today just one day before 11^th Feb. Bloomberg confirms rumors of Nokia - Microsoft planning to join hands

 

More update on following URL:

Nokia, Microsoft in Partnership Talks

http://www.bloomberg.com/news/2011-02-10/nokia-said-to-be-near-partnership-to-use-microsoft-software-on-handsets.html

 

http://www.independent.co.uk/news/business/news/forget-the-spin-were-doomed-nokia-boss-does-a-ratner-2209872.html

 

http://www.bloomberg.com/news/2011-02-10/nokia-s-elop-said-to-partner-with-microsoft-to-challenge-iphones-android.html

 

http://www.siliconrepublic.com/strategy/item/20315-nokia-ceo-writes-frank-memo/

 

http://www.engadget.com/2011/02/08/nokia-ceo-stephen-elop-rallies-troops-in-brutally-honest-burnin/           

 

http://timesofindia.indiatimes.com/tech/news/telecom/Nokia-CEOs-letter-to-employees/articleshow/7459579.cms

 

Nokia holds a strategy and financial briefing in London on Friday, two weeks after it reported a 21 percent slump in fourth quarter earnings and Elop promised: "The industry's changed and now it's time for Nokia to change faster."

Engadget has reprinted a copy of the text from an internal Nokia memo from the CEO Elop to the company's employees. Here's over to the letter which several analysts have termed 'brutually honest'.

 

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.

We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.

Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.

Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.

On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.

Stephen.

 

Best Regards,

Chirag Gandhi

Project Manager

 

Sun Point

Nr. Parimal Garden  Ellisbridge

Ahmedabad 380 006   India

 

M   +91 9376109333

T   +91 7939820000

www.mudra.com

http://tinyurl.com/5v5h52f

 

Mobile Do Not Disturb

 

--- Forwarded Message ---

Mobile Do Not Disturb   Registration / Check

 

Hi All,

When we go out for work so Unknown people call or wasted sms of Loan, offer or whatever we are not interested so, this is website http://ndncregistry.gov.in/ndncregistry/index.jsp?reqtrack=cfWnVlSrCrOQwEWTbjKpRyUYa for register for Do not disturb. You can register and check by yourself in net.

http://ndncregistry.gov.in/ndncregistry/index.jsp?reqtrack=cfWnVlSrCrOQwEWTbjKpRyUYa

Regards,

 

Nokia CEO's letter to employees

Memo is very much motivating & also having very interesting / deep analysis on mobile market & mobile technology future, read it completely…

Nokia CEO Stephen Elop :- We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company.

And today just one day before 11^th Feb. Bloomberg confirms rumors of Nokia - Microsoft planning to join hands

 

More update on following URL:

Nokia, Microsoft in Partnership Talks

http://www.bloomberg.com/news/2011-02-10/nokia-said-to-be-near-partnership-to-use-microsoft-software-on-handsets.html

 

http://www.independent.co.uk/news/business/news/forget-the-spin-were-doomed-nokia-boss-does-a-ratner-2209872.html

 

http://www.bloomberg.com/news/2011-02-10/nokia-s-elop-said-to-partner-with-microsoft-to-challenge-iphones-android.html

 

http://www.siliconrepublic.com/strategy/item/20315-nokia-ceo-writes-frank-memo/

 

http://www.engadget.com/2011/02/08/nokia-ceo-stephen-elop-rallies-troops-in-brutally-honest-burnin/           

 

http://timesofindia.indiatimes.com/tech/news/telecom/Nokia-CEOs-letter-to-employees/articleshow/7459579.cms

 

Nokia holds a strategy and financial briefing in London on Friday, two weeks after it reported a 21 percent slump in fourth quarter earnings and Elop promised: "The industry's changed and now it's time for Nokia to change faster."

Engadget has reprinted a copy of the text from an internal Nokia memo from the CEO Elop to the company's employees. Here's over to the letter which several analysts have termed 'brutually honest'.

 

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.

We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.

Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.

Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.

On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.

How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.

Stephen.

 

Best Regards,

Chirag Gandhi

Project Manager

 

Sun Point

Nr. Parimal Garden  Ellisbridge

Ahmedabad 380 006   India

 

M   +91 9376109333

T   +91 7939820000

www.mudra.com

http://tinyurl.com/5v5h52f

 

Narendra Modi A Divisive Indian Official Is Loved by Businesses - New York Times - 8th Feb 2k11

You may like to read this article…

 

http://www.nytimes.com/2011/02/09/business/global/09modi.html

 

Jay Jay Garvi Gujarat…

cg

 

It's nice to be important, but it's more important to be nice. ~~~Cassis, John

 

From:
Sent: Thursday, February 10, 2011 12:05 PM
To: undisclosed-recipients:
Subject: Fwd: A Divisive Indian Official Is Loved by Businesses

 

 

 

Tuesday, February 8, 2011

A Divisive Indian Official Is Loved by Businesses

By HEATHER TIMMONS

GANDHINAGAR, India — In a soaring, unfinished conference hall in western India, thousands of businessmen and diplomats from around the world gathered recently for an investment meeting. They were there to pay homage to a politician for accomplishing something once thought almost impossible in India: making it easy to do business.

Sam Panthaky/Agence France - Presse Narendra Modi, chief minister of the state of Gujarat, spoke at a conference last month that was meant to promote business.

The politician, Narendra Modi, the chief minister of the state of Gujarat, sat onstage, stroking his close-cropped white beard, as executives from the United States, Canada, Japan and elsewhere showered him with praise. Ron Somers, head of an American trade group, called him a progressive leader. Michael Kadoorie, a Hong Kong billionaire, enveloped him in a hug. "I would encourage you all to invest here," Mr. Kadoorie, chairman of the Asian power company CLP Group, told the audience, "because it has been an even playing field for me."

Bombardier The Canadian company Bombardier built a manufacturing plant in Savli, Gujarat, in 18 months, "a world record within Bombardier," one executive said.

The coastal state of Gujarat, famous as the birthplace of Mahatma Gandhi, has become an investment magnet. The state's gross domestic product is growing at an 11 percent annual rate — even faster than the overall growth rate for India, which despite its problems is zipping along at 9 percent clip. And Mr. Modi receives — some would say claims — much of the credit. The year before he took office in 2001, Gujarat's economy shrank by 5 percent. But critics of Mr. Modi, a Hindu nationalist, point to another legacy of his early days in office — something that has made him one of the most polarizing figures in Indian politics. Months after he became chief minister, Gujarat erupted in brutal Hindu-Muslim riots that killed more than 1,000 people, most of them Muslims. Despite Mr. Modi's subsequent denials, he has not fully escaped a cloud of accusations by rival political groups, victims and their families, and human rights groups that he and his aides condoned the attacks against Muslims and — as one case now before the Supreme Court charges — may even have encouraged them. A special investigation team formed by the Supreme Court has filed a 600-page investigative report on the riots, which has not been officially released. Numerous other lawsuits related to the riots are also winding through India's courts. In 2005 the United States refused to grant Mr. Modi a visa, on grounds of religious intolerance. Meanwhile, environmental activists and local tribesman who have been protesting the construction of seven dams in Gujarat that will displace 25,000 people say they the protesters have been regularly jailed by the state police, charged with being Naxalites, a militant rebel group. Mr. Modi, who has declined interview requests from The New York Times for several years, did not comment for this article. Of the lingering controversies, a spokesman for Mr. Modi, Steven King, with the Washington public relations firm APCO Worldwide, wrote in an e-mail responding to questions: "The government has very highly developed grievance proceedings." Corporate executives, though, tend to concentrate on Mr. Modi's pro-business attributes, which they see as something of an anomaly in an India where government bureaucracy, bumbling or corruption too often impedes commerce. "In India there is a sense that efficiency is at such a premium because there is so little to go around," said Eswar Prasad, a professor of trade policy at Cornell who has served as an adviser to the Indian government. "When people find an effective politician who can make things happen on the ground, they are willing to ignore the character flaws." Under Mr. Modi's watch, the energy companies Royal Dutch Shell and Total have opened a major liquid natural gas terminal in Gujarat, and Torrent Power, an Indian company, has built a huge power plant. Meanwhile, Tata Motors, DuPont, General Motors, Hitachi and dozens of other foreign and Indian companies have built factories, expanded operations or invested in projects in the state. When the Canadian heavy machinery company Bombardier won a contract to supply subway cars to the Delhi Metro in 2007, it needed a factory site, quickly. It found one in Savli, an industrial estate in Gujarat. Just 18 months later— when in many parts of India, the permit process might still be grinding away — the factory was built and operating. "It was incredible," said Rajeev Jyoti, the managing director of Bombardier in India, "and it was a world record within Bombardier." Compared with most other states, Gujarat has smoother roads and less garbage next to the streets. More than 99 percent of Gujarat's villages have electricity, compared with less than 85 percent nationally. In 2009, Gujarat attracted more planned investment than any other state in the country, about $54 billion by value of announced plans, according to Assocham, a trade association of Indian chambers of commerce. Mr. Modi, who has no business or economics background, deserves praise for this, corporate leaders say. Before entering politics in his late 30s, he was a religious volunteer for the Hindu nationalist group Rashtriya Swayamsevak Sangh, which sponsors schools and provides aid during natural disasters, but has also been widely criticized as being intolerant of other religions and of secular Hindus. In India, where corrupt politicians often seem to be raiding the public coffers to benefit their offspring, Mr. Modi's success is sometimes attributed to his lack of a family life. Mr. Modi's administration has brought novel solutions to some of India's most tenacious problems. Corruption became less widespread after the state government put a large amount of its activities online, from permits that companies need to build or expand, to bids for contracts. To plow through a multiyear backlog of court cases, and prevent day laborers from losing income, Mr. Modi asked judges to work extra hours in night courts. Mr. Modi uses a chief executive style of managing the bureaucrats who work under him, according to associates and business executives in Gujarat. He gives promising people positions of responsibility, sets goals and expects people to meet them. Nonperformers are pushed aside.

The state of Gujarat has become an investment magnet. It may seem an obvious way to administer a state with more than 50 million people and a budget in the billions of dollars. But this approach runs counter to India's tradition of cronyism. In a recent reshuffle of India's national cabinet ministers, for example, the minister of highways who substantially missed targets for road-building was made minister for urban development, a crucial position for a rapidly urbanizing nation struggling to build livable cities. Even in another state considered pro-business, Tamil Nadu in the south, the ruling party, D.M.K., has been dogged by accusations of corruption. In Mr. Modi's case, the accolades once would have been unthinkable. After the Hindu-Muslim riots a decade ago, he was considered a liability for his political party, the Hindu nationalist Bharatiya Janata Party. But these days, with Gujarat's soaring economy, Mr. Modi is sometimes mentioned as his party's most likely candidate for prime minister in 2014, when the next general election is expected.

Despite his lack of executive experience, Mr. Modi's supporters credit him with a politician's innate sense of marketing. Images of Mr. Modi were plastered on billboards throughout Gujarat during the investment summit meeting, proclaiming the state's support not only for investment but for social programs like support of girls' education — a particularly important subject in India where there is a large literacy gap between men and women. Within Gujarat, which has a centuries-old reputation for business acumen, even Mr. Modi's fans sometimes grumble that he and his image makers may be taking outsize credit for its economic growth. And they say that the headline numbers that Mr. Modi's government trumpets can be misleading. For example, the $450 billion in "memorandums of understanding" - essentially, pledges to do business in the state — that the government says were signed during the January investment summit meeting double-count some deals, according to businessmen in attendance, because they include loans and investments for the same projects. Mr. Modi's spokesman confirmed there might be some redundancy in the $450 billion figure, but said it was impossible to break out the loans from the investments. Yet, no one disputes Gujarat's rapid growth. And Mr. Modi's supporters say India's economic success will depend on each state's adopting many of the same measures he has employed. India's central government may apportion budgets and write overall laws, they say, but it is the states that are responsible for overseeing everything from land allocation to electricity distribution. "If you are an investor in India," said Mr. Somers, of the United States trade group, "Gujarat must be at the top of your list."

Source Link

 

FW: Nuclear Power in India 2010

Eye opener… :)

 

Let's conserve energy & start using solar energy as soon as possible…

 

It's nice to be important, but it's more important to be nice. ~~~Cassis, John

 

From:
Sent: Thursday, February 03, 2011 5:47 PM
To: undisclosed-recipients:
Subject: Nuclear Power in India 2010

 

Every Indian Should See This - The Great Indian Nuclear Debacle

Hello Friends,

You are aware that our government is all set to set up HUGE nuclear plants in our country. They say they do this for development. They also (make us) believe that Nuclear Power is the ONLY means by which India can become a super-power.
 
This claim itself is ridiculous.

Anyway, even if we consider that India is going to become a super-power (by 2020), there is no logic in the fact that to become a super-power, adopting Nuclear Energy is the ONLY way out. America didn't develop because it used Nuclear Energy. Europe didn't. They were super powers due to their strong economic measures (which is totally a different story, and can be discussed some other time).
Australia never built a Nuclear Power plant. It is a developed country we all wish to visit/settle in!
 
The attached presentation is an attempt to expose what the mainstream media doesn't - on purpose. It will take you through the health impacts of Nuclear Radiation, which are a necessary evil in the Nuclear business. It will also tell you about India's Nuclear (development) plan. In the end it will talk about how with simple energy conservation measures, and be developing Renewable sources of energy, India can actually answer its demand for electricity!

NON-COMPLIANCE : BlackBerry maker risks Indian ban - Government refuses to accept RIM concessions offering partial access to users' emails and messages

FYI…

 

NON-COMPLIANCE : BlackBerry maker risks Indian ban

 

Government refuses to accept RIM concessions offering partial access to users' emails and messages

http://www.guardian.co.uk/technology/2011/jan/31/blackberry-maker-rim-india

 

Blackberry faces Indian showdown after missing deadline

Indian Blackberry users could face a ban after the gadget's maker failed to meet a government deadline to grant access to all its services.

http://www.bbc.co.uk/news/technology-12334444       

 

Best Regards,

Chirag Gandhi

Project Manager

 

Sun Point

Nr. Parimal Garden  Ellisbridge

Ahmedabad 380 006   India

 

M   +91 9376109333

T   +91 7939820000

www.mudra.com

http://tinyurl.com/5v5h52f

 

something very different style to presenting thoughts

Just gr8! Work…

 

I have viewed only one partial video but found it very interesting so sending it to you.

 

http://www.youtube.com/user/theRSAorg

 

Best Regards,

Chirag Gandhi