Innovation, Risk and the Intrapreneur
Scott Gatz picks up on the conversation he started on Intrapreneurship with a thoughtful summarizing post. I had noted that Intrapreneurs take less personal risk than Entrepreneurs. While I thought my point was largely true -- following strong opinions, weakly held as blogging practice -- I've second guessed myself firt, and with a mind open for others.
What also bothered me is that what I do for a living at Socialtext is help those in large organizations who take risk get promoted. Some are Intrapreneurs who instigate a purchase and champion a tool, but many more simply stick their neck out by being transparent and on the side of a truth.
There is no question that Intrapreneurs take risk. As Andrew Fife pointed out, your salary can fall to zero. I disagree with him that being part of a large company opens more doors for you than a startup, just being there only counts for television, which further supports my original point that all companies should enable Intrapreneurial activity. Intrapreneurship is a big hairy audacious mechanism to foster innovation.
Today I gave a talk before the executives of a prestigous R&D unit. I was followed by none other than William Miller who has modelled The Valley better than anyone, gave me some key informal advice when starting Socialtext and helped me frame what we live and work in as a irreplacable marketing function. But more than anything, to me, he was the one who realized that the Culture of Failure.
Based on the points in Bill's Habitat for Entrepreneurship, we were discussing what a large organization could do to model the engine of innovation we call The Valley. Quoting one point in full:
4. A business climate that rewards risk-taking and does not punish failure is a prerequisite for an entrepreneurial high tech community. Most high tech ventures fail, so a climate in which the stigma of failure hangs over the unsuccessful entrepreneur serves as a powerful deterrent. This is especially true if the rewards for risk-taking are not sufficiently high. In Silicon Valley, there are many examples of entrepreneurs who have failed and successfully started over. These entrepreneurs view failure as a learning experience.
On the failure side, bankruptcy laws that provide limited liability—that is, laws that limit liability to the invested capital and do not permit creditors to “reach beyond” the company—permit entrepreneurs to be more venturesome. Similarly, the availability of limited partnerships for venture capital firms encourages their formation, and in turn, their capacity to engage in the high-risk business of high tech ventures. Japan, Korea, and India are moving in this direction, or have already done so.
On the success side, security laws that bestow equity credit for ideas, organization, and hard work give larger rewards to the entrepreneur. By contrast, a security law environment that requires company founders to pay the same amount as investors for each share of stock does not result in a large enough payoff for the former. This situation often results in large initial dilution of the founders’ stock, making them reluctant to take further investment — and dilution —to grow the company quickly. In fast-growing markets and markets characterized by increasing returns to scale, rapid growth is essential to survival. Changes in these kind of securities laws are currently under consideration in Japan and India.
A culture of failure is a prerequisite for success, and is based upon both legal structure and business norms. Liability must be limited and risk respectively distributed. Corporate venturing and M&A are a proven models for a large company to couple itself with the risk taken and the innovations of entrepreneurs.
Intrapreneurship, in my opinion, is less developed. Primarily because organizational cultures do not reward failure. I am interested to hear of a large companies that have structures and norms for personal risk taking by employees. By personal risk, I mean organizational, social and financial capital where the more you risk, the greater the reward. Liability is inherently limited within an organization, which is the conservative strong suit. But the undiscovered incentive, which goes against the grain of most corporate culture, is the ability for an individual, or team, to play an internal market with their own risk and reward. And when they fail, be rewarded as well, with the chance to succeed.
Innovation, Risk and the Intrapreneur
Saturday, February 14, 2009
Wednesday, July 23, 2008
Corporate Intrapreneur
"A critical success factor is an operational function or competency that a company must possess in order for it to be sustainable and profitable."[1]
Each company has different factors that must be sustained for success. Examples range from sales growth and new customer acquisition rate, to inventory turnover. These factors change and mutate as the company evolves. In order to be sure that executives are receiving the information they need to make the right decisions for future actions, the company must determine which factors are essential at that time. Rapidly growing companies may need to acquire customers in a short time, while mature companies may find that reducing costs are more important to continue to be profitable.
Factors will change throughout the business life cycle; however there are four factors that every organization, big or small, requires for long term success and profitability: innovation, creativity, the desire to implement new and exciting ideas in the organization in an entrepreneurial fashion at the risk of failure and support & recognition from the company and the executives and managers running it. Without these four things, a company will never develop the intrapreneurial spirit. And without that spirit, the company is most likely to not survive to the future.
Introducing the "Intrapreneur"
For decades now the entrepreneur, the "founder of all businesses great and small" has been awarded the lion's share of recognition for amazing innovation and perseverance in spite of the challenges ahead. Eventually all entrepreneurial start ups reach a size or momentum where they become "business". They are no longer considered to be entrepreneurial. In this case, often the entrepreneurial spirit is lost as the organization plods its way into the future. By keeping this spirit alive within the company, and rewarding the free thinkers and innovators appropriately, organizations can develop and dramatically improve their competitive advantage far into the future. The people with entrepreneurial spirit inside a corporation who work for the prosperity of that company and not for themselves are known as "intrapreneurs".
For intrapreneurism to succeed, senior management "must establish an environment that nurtures, rewards and celebrates innovation at every level of the company." They must also back this up by compensating the inventors appropriately.[2] Companies like Thermo Electron know this well and in some cases pay their engineers who develop the new products and services for a spin-off that is run by another CEO even more than the CEO that is brought in to manage the new company (for business reasons it isn't always good to have people who are not prepared for executive responsibilities to run a business, even if they want to).[3]
Norman Macrae wrote a series of interesting articles for the Economist between 1976 and 1982 where he suggested that "dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves".[4] This is exactly what has happened with the companies that are flourishing in this competitive global business market. His revolutionary ideas go so far as to suggest that workers not be paid for showing up for work, but actually for producing innovative and creative ideas in the company. How creative is that?! The use of this concept was further developed by Gifford Pinchot who coined the term "intrapreneur" and it finally became a real word when The American Heritage Dictionary added it to their lexicon in 1992. Steve Jobs, founder of Apple Computers claims that the Macintosh was an intrapreneurial adventure within their company. Many more large companies base their success on the concepts of intra-corporate entrepreneurs who continue to be the backbone to their success.
Growth with Innovation
In order to successfully compete in our global market, businesses are going on growing sprees. Many do it through mergers and acquisitions to bypass the long growth curves and investments in organic growth (i.e. develop new products themselves). But at the same time this is not enough because rivals are doing this and spreading across the globe at record speeds. It is a known fact that the larger companies become, the less "entrepreneurial" they are and the more they slow down. In these circumstances, the young start-ups are able to often take a good chunk of the pie and change the way the business is done, very quickly and affordably because they act in an innovative and creative manner.
To prevent this, established corporate middle and heavy weights must continue to innovate, move, and adapt products and services with the nimbleness of entrepreneurial companies. The internet has sped up the game tremendously and the only way large corporations can innovate at Internet speed is to make good use of their people's intrapreneurial energy.[5]
Innovative Solutions to Cultivate Intrapreneurship
Here is a brief list of some of the innovative things that breakaway companies can do to foster the corporate entrepreneurial creative and innovative spirit:[6]
* Staff members are allowed to make their own choice of which internal vendor they wish to use.
* Intrapreneurial employees receive "ownership rights" in the internal intraprises they create.
* Companywide involvement is encouraged by insisting on truth and honesty in marketing and marketplace feedback.
* Intrapreneurial teams are treated as a profit center rather than a cost center.
* Team members are allowed a variety of options in jobs, innovation efforts, alliances, and exchanges.
* Employees are encouraged to develop through training programs.
* Internal enterprises have official standing in the organization.
* Contractual agreements between internal enterprises are defined and supported by the organization.
* A system for settling disputes between internal enterprises and between employees and enterprises is part of the intrapreneurship plan.
Conclusion
The most important factors for long-term success in business are people and their invaluable knowledge bank. We cannot buy or steal it, but we can create an environment where employees feel they are free to use their creativity and innovation to improve the standing of their employer in the market. People and what they know are the most critical factors for success.
References [1] Roberts, Stevenson, Sahlman, Marshall and Hamermesh, 'New Business Ventures & the Entrepreneur, sixth edition', McGraw-Hill Irwin, 2007, p.158.
[2] David M. Brown, 'Many entrepreneurs work for big companies', Brigham Young University, 2004/02/01, Posted on deseretnews.com at http://deseretnews.com/dn/view/0,1249,590039801,00.html
[3] Stephen J. Simurda, 'There's a word for it: Intrapreneurism', 'Worldbusiness magazin, Nov/Dec 1996 Issue (no longer available).
[4] Judith Kautz, 'Small Business Notes - History of Intrapreneurship', Retrieved from: http://www.smallbusinessnotes.com/choosing/intrapreneurship/inthistory.html.
[5] Gifford Pinchot, 'Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur', Harpercollins; Reprint edition (May 1986) (out of print), Retrieved from: http://www.amazon.com/gp/product/product-description/0060913355/ref=dp_proddesc_0/002-7414076-2126447?ie=UTF8&n=283155&s=books.
[6] Judith Kautz, 'Small Business Notes - The Intrapreneurial Organization', Retrieved from: http://www.smallbusinessnotes.com/choosing/intrapreneurship/intorg.html.
Cameron has lived and worked in Japan for over 18 years. Originally a researcher and educator he has a penchant for details and a natural born flair for communication "soul to soul".
His extensive experience in the culture, coupled with language fluency and a deep understanding of Japanese ethics, morals and thought processes has allowed him to develop a special niche market in the business world.
While working to develop a global presence for a titanium raw material / parts & accessories distributor for the eyeglass manufacturing world for 5 years, Cameron saw the difficulties small/medium sized manufacturers were having themselves trying to expand their businesses outside of Japan. He decided to assist those kinds of businesses get started successfully.
Currently Cameron owns and operates a SOHO business designed to help Japanese and foreign companies come together in business in a very efficient, effective, and cost-effective successful manner.
Reach Cameron @: http://www.intrmarketsolutions.com
Visit his blog @: http://360.yahoo.com/intrmarket
Article Source: http://EzineArticles.com/?expert=Cameron_Switzer
Each company has different factors that must be sustained for success. Examples range from sales growth and new customer acquisition rate, to inventory turnover. These factors change and mutate as the company evolves. In order to be sure that executives are receiving the information they need to make the right decisions for future actions, the company must determine which factors are essential at that time. Rapidly growing companies may need to acquire customers in a short time, while mature companies may find that reducing costs are more important to continue to be profitable.
Factors will change throughout the business life cycle; however there are four factors that every organization, big or small, requires for long term success and profitability: innovation, creativity, the desire to implement new and exciting ideas in the organization in an entrepreneurial fashion at the risk of failure and support & recognition from the company and the executives and managers running it. Without these four things, a company will never develop the intrapreneurial spirit. And without that spirit, the company is most likely to not survive to the future.
Introducing the "Intrapreneur"
For decades now the entrepreneur, the "founder of all businesses great and small" has been awarded the lion's share of recognition for amazing innovation and perseverance in spite of the challenges ahead. Eventually all entrepreneurial start ups reach a size or momentum where they become "business". They are no longer considered to be entrepreneurial. In this case, often the entrepreneurial spirit is lost as the organization plods its way into the future. By keeping this spirit alive within the company, and rewarding the free thinkers and innovators appropriately, organizations can develop and dramatically improve their competitive advantage far into the future. The people with entrepreneurial spirit inside a corporation who work for the prosperity of that company and not for themselves are known as "intrapreneurs".
For intrapreneurism to succeed, senior management "must establish an environment that nurtures, rewards and celebrates innovation at every level of the company." They must also back this up by compensating the inventors appropriately.[2] Companies like Thermo Electron know this well and in some cases pay their engineers who develop the new products and services for a spin-off that is run by another CEO even more than the CEO that is brought in to manage the new company (for business reasons it isn't always good to have people who are not prepared for executive responsibilities to run a business, even if they want to).[3]
Norman Macrae wrote a series of interesting articles for the Economist between 1976 and 1982 where he suggested that "dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves".[4] This is exactly what has happened with the companies that are flourishing in this competitive global business market. His revolutionary ideas go so far as to suggest that workers not be paid for showing up for work, but actually for producing innovative and creative ideas in the company. How creative is that?! The use of this concept was further developed by Gifford Pinchot who coined the term "intrapreneur" and it finally became a real word when The American Heritage Dictionary added it to their lexicon in 1992. Steve Jobs, founder of Apple Computers claims that the Macintosh was an intrapreneurial adventure within their company. Many more large companies base their success on the concepts of intra-corporate entrepreneurs who continue to be the backbone to their success.
Growth with Innovation
In order to successfully compete in our global market, businesses are going on growing sprees. Many do it through mergers and acquisitions to bypass the long growth curves and investments in organic growth (i.e. develop new products themselves). But at the same time this is not enough because rivals are doing this and spreading across the globe at record speeds. It is a known fact that the larger companies become, the less "entrepreneurial" they are and the more they slow down. In these circumstances, the young start-ups are able to often take a good chunk of the pie and change the way the business is done, very quickly and affordably because they act in an innovative and creative manner.
To prevent this, established corporate middle and heavy weights must continue to innovate, move, and adapt products and services with the nimbleness of entrepreneurial companies. The internet has sped up the game tremendously and the only way large corporations can innovate at Internet speed is to make good use of their people's intrapreneurial energy.[5]
Innovative Solutions to Cultivate Intrapreneurship
Here is a brief list of some of the innovative things that breakaway companies can do to foster the corporate entrepreneurial creative and innovative spirit:[6]
* Staff members are allowed to make their own choice of which internal vendor they wish to use.
* Intrapreneurial employees receive "ownership rights" in the internal intraprises they create.
* Companywide involvement is encouraged by insisting on truth and honesty in marketing and marketplace feedback.
* Intrapreneurial teams are treated as a profit center rather than a cost center.
* Team members are allowed a variety of options in jobs, innovation efforts, alliances, and exchanges.
* Employees are encouraged to develop through training programs.
* Internal enterprises have official standing in the organization.
* Contractual agreements between internal enterprises are defined and supported by the organization.
* A system for settling disputes between internal enterprises and between employees and enterprises is part of the intrapreneurship plan.
Conclusion
The most important factors for long-term success in business are people and their invaluable knowledge bank. We cannot buy or steal it, but we can create an environment where employees feel they are free to use their creativity and innovation to improve the standing of their employer in the market. People and what they know are the most critical factors for success.
References [1] Roberts, Stevenson, Sahlman, Marshall and Hamermesh, 'New Business Ventures & the Entrepreneur, sixth edition', McGraw-Hill Irwin, 2007, p.158.
[2] David M. Brown, 'Many entrepreneurs work for big companies', Brigham Young University, 2004/02/01, Posted on deseretnews.com at http://deseretnews.com/dn/view/0,1249,590039801,00.html
[3] Stephen J. Simurda, 'There's a word for it: Intrapreneurism', 'Worldbusiness magazin, Nov/Dec 1996 Issue (no longer available).
[4] Judith Kautz, 'Small Business Notes - History of Intrapreneurship', Retrieved from: http://www.smallbusinessnotes.com/choosing/intrapreneurship/inthistory.html.
[5] Gifford Pinchot, 'Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur', Harpercollins; Reprint edition (May 1986) (out of print), Retrieved from: http://www.amazon.com/gp/product/product-description/0060913355/ref=dp_proddesc_0/002-7414076-2126447?ie=UTF8&n=283155&s=books.
[6] Judith Kautz, 'Small Business Notes - The Intrapreneurial Organization', Retrieved from: http://www.smallbusinessnotes.com/choosing/intrapreneurship/intorg.html.
Cameron has lived and worked in Japan for over 18 years. Originally a researcher and educator he has a penchant for details and a natural born flair for communication "soul to soul".
His extensive experience in the culture, coupled with language fluency and a deep understanding of Japanese ethics, morals and thought processes has allowed him to develop a special niche market in the business world.
While working to develop a global presence for a titanium raw material / parts & accessories distributor for the eyeglass manufacturing world for 5 years, Cameron saw the difficulties small/medium sized manufacturers were having themselves trying to expand their businesses outside of Japan. He decided to assist those kinds of businesses get started successfully.
Currently Cameron owns and operates a SOHO business designed to help Japanese and foreign companies come together in business in a very efficient, effective, and cost-effective successful manner.
Reach Cameron @: http://www.intrmarketsolutions.com
Visit his blog @: http://360.yahoo.com/intrmarket
Article Source: http://EzineArticles.com/?expert=Cameron_Switzer
Friday, May 30, 2008
The Intrapreneur
For the intrapreneurial employee, advice abounds. They are advised to be courageous, moderate risk takers, frugal, flexible, and creative about their pathway. Their task is to put together a team of enthusiastic volunteers, build a network of sponsors, and ask for advice before asking for resources.
Gifford Pinchot's out-of print book " Intrapreneuring, Why You Don't Have to Leave the Corporation to Become an Entrepreneur" provides 10 commandments for intrapreneurs:
1. Do any job needed to make your project work regardless of your job description.
2. Share credit wisely.
3. Remember, it is easier to ask for forgiveness than permission.
4. Come to work each day willing to be fired.
5. Ask for advice before asking for resources.
6. Follow your intuition about people; build a team of the best.
7. Build a quiet coalition for your idea; early publicity triggers the corporate immune system.
8. Never bet on a race unless you are running in it.
9. Be true to your goals, but realistic about ways to achieve them.
10. Honor your sponsors.
Online forums that encourage new thinking have evolved with Fast Company and The Intrapreneuring Cafe being among the favorites. Fast Company has the goal of chronicling the changes under way in how companies create and compete, highlighting the new practices shaping how work gets done, showcasing teams who are inventing the future and reinventing business, and equipping the people exploring this uncharted territory with the tools, techniques, models, and mind-sets they need. The Intrapreneuring Cafe, run by intrapreneur.com discusses a variety of specific intrapreneurship issues such as what the best businesses are for intrapreneurship and government agency intrapreneuring. They also run want ads for intrapreneurs.
Another direction intrapreneurship is growing is in developing scenarios to anticipate future trends and responses. Scenarios are stories about possible futures which enable organizations to learn, adapt and develop better strategies. Scenario planning begins by identifying the focal issue or decision. There are an infinite number of stories that could be told about the future; the purpose is to tell those that matter, that lead to better decisions. While scenarios to-date have primarily been used for large scale planning efforts for such projects as education in the United States, it is very applicable to the business environment today.
Gifford Pinchot's out-of print book " Intrapreneuring, Why You Don't Have to Leave the Corporation to Become an Entrepreneur" provides 10 commandments for intrapreneurs:
1. Do any job needed to make your project work regardless of your job description.
2. Share credit wisely.
3. Remember, it is easier to ask for forgiveness than permission.
4. Come to work each day willing to be fired.
5. Ask for advice before asking for resources.
6. Follow your intuition about people; build a team of the best.
7. Build a quiet coalition for your idea; early publicity triggers the corporate immune system.
8. Never bet on a race unless you are running in it.
9. Be true to your goals, but realistic about ways to achieve them.
10. Honor your sponsors.
Online forums that encourage new thinking have evolved with Fast Company and The Intrapreneuring Cafe being among the favorites. Fast Company has the goal of chronicling the changes under way in how companies create and compete, highlighting the new practices shaping how work gets done, showcasing teams who are inventing the future and reinventing business, and equipping the people exploring this uncharted territory with the tools, techniques, models, and mind-sets they need. The Intrapreneuring Cafe, run by intrapreneur.com discusses a variety of specific intrapreneurship issues such as what the best businesses are for intrapreneurship and government agency intrapreneuring. They also run want ads for intrapreneurs.
Another direction intrapreneurship is growing is in developing scenarios to anticipate future trends and responses. Scenarios are stories about possible futures which enable organizations to learn, adapt and develop better strategies. Scenario planning begins by identifying the focal issue or decision. There are an infinite number of stories that could be told about the future; the purpose is to tell those that matter, that lead to better decisions. While scenarios to-date have primarily been used for large scale planning efforts for such projects as education in the United States, it is very applicable to the business environment today.
The Intrapreneurial Organization
Intrapreneurs have been credited with increasing the speed and cost-effectiveness of technology transfer from research and development to the marketplace. While intrapreneurs are sometimes considered inventors, inventors come up with new products. Intrapreneurs come up with new processes that get that product to market. Part of the reason they are considered similar to inventors is that they are creative and are risk-takers in the sense that they are stepping out of their traditional role within the business. However, their risk-taking behavior is personal. In terms of the business, they actually work towards minimizing the risk through the innovative approaches they use to more efficient and effective product production and sales.
Some methods that have been used by businesses to foster intrapreneurship are:
Users of internal services are allowed to make their own choice of which internal vendor they wish to use.
Intrapreneurial employees are granted something akin to ownership rights in the internal intraprises they create.
Companywide involvement is encouraged by insisting on truth and honesty in marketing and marketplace feedback.
Intrapreneurial teams are treated as a profit center rather than a cost center(i.e, they are responsible for their own bottom line). One way some companies handle this is for the team to have their own internal bank account.
Team members are allowed a variety of options in jobs, in innovation efforts, alliances, and exchanges.
Employees are encouraged to develop through training programs.
Internal enterprises have official standing in the organization.
A system of contractual agreements between internal enterprises is defined and supported by the organization.
A system for settling disputes between internal enterprises and between employees and enterprises is part of the intrapreneurship plan.
Intrapreneurism in business has evolved to encompass a variety of concepts: identifying and fostering employees who have what a considered to be intrapreneurial traits, developing an intrapreneurial process for part or all of a business, and developing innovation through rewarding intrapreneurial behavior.
Some methods that have been used by businesses to foster intrapreneurship are:
Users of internal services are allowed to make their own choice of which internal vendor they wish to use.
Intrapreneurial employees are granted something akin to ownership rights in the internal intraprises they create.
Companywide involvement is encouraged by insisting on truth and honesty in marketing and marketplace feedback.
Intrapreneurial teams are treated as a profit center rather than a cost center(i.e, they are responsible for their own bottom line). One way some companies handle this is for the team to have their own internal bank account.
Team members are allowed a variety of options in jobs, in innovation efforts, alliances, and exchanges.
Employees are encouraged to develop through training programs.
Internal enterprises have official standing in the organization.
A system of contractual agreements between internal enterprises is defined and supported by the organization.
A system for settling disputes between internal enterprises and between employees and enterprises is part of the intrapreneurship plan.
Intrapreneurism in business has evolved to encompass a variety of concepts: identifying and fostering employees who have what a considered to be intrapreneurial traits, developing an intrapreneurial process for part or all of a business, and developing innovation through rewarding intrapreneurial behavior.
History of Intrapreneurship
In an article in The Economist in 1976, Norman Macrae predicted a number of trends in business - one of them being "that dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves". In 1982, he revisited those thoughts in another Economist article, noting that the this trend had resulted in confederations of intrapreneurs. He suggested that firms should not be paying people for attendance, but should be paying competing groups for modules of work done. One suggestion was to set up a number of typing pools contracted for a certain amount of work over a certain time period for a lump sum. The members of the pool would be responsible for apportioning work, setting pay, setting work hours or even whether to subcontract out part of the work. Applied across the business spectrum such groups would provide the intrapreneurial competition he envisioned.
During the same time frame, Gifford and Elizabeth Pinchot were developing their concept of intra-corporate entrepreneur. They coined the word intrapreneur giving credit for their thinking to the 1976 article by Macrae. Under their model a person wishing to develop an intrapreneurial project would initially have to risk something of value to themself - a portion of their salary, for instance. The intrapreneur could then sell the completed project for both cash bonuses and intra-capital which could be used to develop future projects. Based on the success of some of the early trials of their methods in Sweden they began a school for intrapreneurs and in 1985 they published their first book,Intrapreneuring, combining the findings from their research and practical applications . (Note: A revised edition of that book, Intrapreneuring in Action is now available.)
By 1986 John Naisbett was citing intrapreneurship as a way for established businesses to find new markets and new products in his our-of-print book, " Re-Inventing the Corporation" and Steve Jobs was describing the development of the Macintosh computer as an intrapreneurial venture within Apple. The concept was established enough that in 1990 Rosabeth Moss Kanter of Harvard Business School discussed in her book, " When Giants Learn to Dance", the need for intrapreneurial development as a key factor in ensuring the survival of the company.
And, in 1992, The American Heritage Dictionary brought intrapreneurism into the main stream by adding intrapreneur to its dictionary, defining it as "a person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation". Intrapreneurship was a concept here to stay.
During the same time frame, Gifford and Elizabeth Pinchot were developing their concept of intra-corporate entrepreneur. They coined the word intrapreneur giving credit for their thinking to the 1976 article by Macrae. Under their model a person wishing to develop an intrapreneurial project would initially have to risk something of value to themself - a portion of their salary, for instance. The intrapreneur could then sell the completed project for both cash bonuses and intra-capital which could be used to develop future projects. Based on the success of some of the early trials of their methods in Sweden they began a school for intrapreneurs and in 1985 they published their first book,Intrapreneuring, combining the findings from their research and practical applications . (Note: A revised edition of that book, Intrapreneuring in Action is now available.)
By 1986 John Naisbett was citing intrapreneurship as a way for established businesses to find new markets and new products in his our-of-print book, " Re-Inventing the Corporation" and Steve Jobs was describing the development of the Macintosh computer as an intrapreneurial venture within Apple. The concept was established enough that in 1990 Rosabeth Moss Kanter of Harvard Business School discussed in her book, " When Giants Learn to Dance", the need for intrapreneurial development as a key factor in ensuring the survival of the company.
And, in 1992, The American Heritage Dictionary brought intrapreneurism into the main stream by adding intrapreneur to its dictionary, defining it as "a person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation". Intrapreneurship was a concept here to stay.
Sunday, April 20, 2008
Intrapreneurship
From Wikipedia, the free encyclopedia
Intrapreneurship is the practice of entrepreneurial skills and approaches by or within a established organization. Employees, perhaps engaged in a special project within a larger firm are supposed to behave as entrepreneurs, even though they have the resources and capabilities of the larger firm to draw upon. Capturing a little of the dynamic nature of entrepreneurial management (trying things until successful, learning from failures, attempting to conserve resources, etc.) is claimed to be quite valuable in otherwise static organizations.
The term itself dates to the 1983 PhD dissertation by Burgelman and later defined in a 1985 book by Gifford Pinchot III, "Intrapreneuring"; a revised edition, entitled "Intrapreneuring in Action" is currently published. The concept apparently dates back to 1976.
An Intrapreneur is the person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment. Thus, Intrapreneurs are Inside entrepreneurs who follow the goal of the organization.
Examples
Many companies are famous for trying to setup internal organizations that promote innovation within their ranks. Perhaps the most famously quote is the "Skunk Works" group at Lockheed Martin. The group was originally named after a reference in a cartoon, and was first brought together in 1943 to build the P-80 fighter jet. Because the project was to eventually become a part of the war effort, the project was internally protected and secretive. Kelly Johnson, later famous for Kelly's 14 rules of intrapreneurship, was the director of this group.
Another example could be 3M, in which they encourage many projects withing the company. They give certain freedom to employees to create their own projects and they even give them fund to use for these projects.
Intrapreneurship is the practice of entrepreneurial skills and approaches by or within a established organization. Employees, perhaps engaged in a special project within a larger firm are supposed to behave as entrepreneurs, even though they have the resources and capabilities of the larger firm to draw upon. Capturing a little of the dynamic nature of entrepreneurial management (trying things until successful, learning from failures, attempting to conserve resources, etc.) is claimed to be quite valuable in otherwise static organizations.
The term itself dates to the 1983 PhD dissertation by Burgelman and later defined in a 1985 book by Gifford Pinchot III, "Intrapreneuring"; a revised edition, entitled "Intrapreneuring in Action" is currently published. The concept apparently dates back to 1976.
An Intrapreneur is the person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment. Thus, Intrapreneurs are Inside entrepreneurs who follow the goal of the organization.
Examples
Many companies are famous for trying to setup internal organizations that promote innovation within their ranks. Perhaps the most famously quote is the "Skunk Works" group at Lockheed Martin. The group was originally named after a reference in a cartoon, and was first brought together in 1943 to build the P-80 fighter jet. Because the project was to eventually become a part of the war effort, the project was internally protected and secretive. Kelly Johnson, later famous for Kelly's 14 rules of intrapreneurship, was the director of this group.
Another example could be 3M, in which they encourage many projects withing the company. They give certain freedom to employees to create their own projects and they even give them fund to use for these projects.
The Art of Intrapreneurship
One of the great ironies of startups is the envy entrepreneurs express for innovators in large companies—let’s use the Gifford Pinchot term: “intrapreneurs.” From the outside looking in, entrepreneurs think intrapreneurs have it made: ample capital, infrastructure (desks, chairs, Internet access, secretaries, lines of credit, etc), salespeople, support people, and an umbrella brand.
Guess again. Intrapreneurs don’t have it better—at best, they simply have it different. Indeed, they probably have it worse because they are fighting against ingrained, inbred, and inept management. There are lots of guys/gals inside established companies who are as innovative and revolutionary as their bootstrapping, soy-sauce-and-rice-subsisting counterparts. This blog is for these brave souls who must practice the art of intrapreneuring.
Kill the cash cows. This is the only acceptable perspective for both intrapreneurs and their upper management. Cash cows are wonderful—but they should be milked and killed, not sustained until—no pun intended—the cows come home. Truly brave companies understand that if they don’t kill their cash cows, two guys/gals in a garage will do it for them. Macintosh killed the Apple II: Do you think Apple would be around today if it tried to “protect” the Apple II cash cow ad infinitum? The true purpose of cash cows is to fund new calves.
Reboot your brain. Just about everything you learn and do inside a large company is wrong for intrapreneuring. For example, in a large company, you survey customers, check with the sales force, build consensus, conduct focus groups, test, test, test, ensure backward compatibility, test, test, test, and then ship. When you ship you utilize advertising because advertising is the what’s always been used. Forget these practices. In fact, don’t worry, be crappy and ship as soon as you can. Generally, you should do everything the opposite from the tried and true existing way of large companies.
Find a separate building. One of the best ways to ensure that the OS that’s loaded into your brain is different after rebooting is to work in a separate building. Ideally, it’s between four hundred forty yards and one mile from the main corporate campus—that is, close enough to steal stuff but far enough so that management is seldom in your face. And this should building should be a piece of crap with crappy furniture. Intrapreneurs need to suffer to build cohesiveness, and you can’t suffer if your butt is sitting in a $700 Herman Miller chair.
Hire infected people. Do you know what the most important characteristic is of an intrapreneurial (and entrepreneurial team too for that matter)? It’s being infected with a love for what the team is doing. It’s not work experience or educational background. I would pick an Apple II repair department engineer over a PhD from MIT if he “gets it,” loves it, and wants to change the world with it. Of course, you understand that you’re reading the blog of a jewelry schlepper who went to work for Apple.
Put the company first. Here is the first dose of reality. Intrapreneurs must put the company, not themselves, first. If you want to put yourself first, then quit, raise capital, and start your own company. But as long as you’re an employee, you have to do what’s right for the company. Admittedly, many people in the company won’t think you are doing what’s right by killing their cow, but they just don’t get it. You are doing what’s right for the company, and that is to kill the cash cow. You can’t have it both ways: the security of existing employment and all the ego-boosting riches of entrepreneurship. At the end of the day, the very bozo that stood in your way may get some of the credit for what you did.
Stay under the radar. Speaking of bozos who got in your way, you need to stay invisible as long as practical. Your initial reaction to an innovative idea may be to seek upper level and peer buy-in (although rebooting your brain should have taken care of this problem.) Not a good idea. Seek forgiveness (if it comes to this), not permission. As soon as you appear on the radar the flak will start flying. Let the vice-presidents come to you. When they appear and start suggesting new product, that’s the time to tell then you’re already working on it. Even better: make them believe it was their idea.
Collect and share data. Trust me, you will get in trouble if you are a good intrapreneur. This is because the higher you go in many organizations, the thinner the air, and the thinner the air, the more difficult it is to support intelligent life. Thus, at some point some bean-counting, status-quo preserving, milk maid is going criticize you for wasting corporate assets on something that no customer is asking for. At that point, you need to already know how much it’s truly cost the organization to get this far. If you have to spend weeks retracing your steps to figure this out, you’ll be in a much weaker position. If there’s anything a bean counter hates, it’s someone who’s already counted the beans.
Dismantle when done. This is the second dose of reality. If your intrapreneurship is successful, then your product and team will move into the mainstream of the company. That insanely great team of pirates must integrate into the system—hopefully they will improve the system and not become the scum of a new bureaucracy—but integrate they must. I laugh about it now, but at one time those of us in the Macintosh Division thought we’d never be more than one hundred people.
Knock yourself out!
Written at Ilikai Hotel, Honolulu, Hawaii
Guess again. Intrapreneurs don’t have it better—at best, they simply have it different. Indeed, they probably have it worse because they are fighting against ingrained, inbred, and inept management. There are lots of guys/gals inside established companies who are as innovative and revolutionary as their bootstrapping, soy-sauce-and-rice-subsisting counterparts. This blog is for these brave souls who must practice the art of intrapreneuring.
Kill the cash cows. This is the only acceptable perspective for both intrapreneurs and their upper management. Cash cows are wonderful—but they should be milked and killed, not sustained until—no pun intended—the cows come home. Truly brave companies understand that if they don’t kill their cash cows, two guys/gals in a garage will do it for them. Macintosh killed the Apple II: Do you think Apple would be around today if it tried to “protect” the Apple II cash cow ad infinitum? The true purpose of cash cows is to fund new calves.
Reboot your brain. Just about everything you learn and do inside a large company is wrong for intrapreneuring. For example, in a large company, you survey customers, check with the sales force, build consensus, conduct focus groups, test, test, test, ensure backward compatibility, test, test, test, and then ship. When you ship you utilize advertising because advertising is the what’s always been used. Forget these practices. In fact, don’t worry, be crappy and ship as soon as you can. Generally, you should do everything the opposite from the tried and true existing way of large companies.
Find a separate building. One of the best ways to ensure that the OS that’s loaded into your brain is different after rebooting is to work in a separate building. Ideally, it’s between four hundred forty yards and one mile from the main corporate campus—that is, close enough to steal stuff but far enough so that management is seldom in your face. And this should building should be a piece of crap with crappy furniture. Intrapreneurs need to suffer to build cohesiveness, and you can’t suffer if your butt is sitting in a $700 Herman Miller chair.
Hire infected people. Do you know what the most important characteristic is of an intrapreneurial (and entrepreneurial team too for that matter)? It’s being infected with a love for what the team is doing. It’s not work experience or educational background. I would pick an Apple II repair department engineer over a PhD from MIT if he “gets it,” loves it, and wants to change the world with it. Of course, you understand that you’re reading the blog of a jewelry schlepper who went to work for Apple.
Put the company first. Here is the first dose of reality. Intrapreneurs must put the company, not themselves, first. If you want to put yourself first, then quit, raise capital, and start your own company. But as long as you’re an employee, you have to do what’s right for the company. Admittedly, many people in the company won’t think you are doing what’s right by killing their cow, but they just don’t get it. You are doing what’s right for the company, and that is to kill the cash cow. You can’t have it both ways: the security of existing employment and all the ego-boosting riches of entrepreneurship. At the end of the day, the very bozo that stood in your way may get some of the credit for what you did.
Stay under the radar. Speaking of bozos who got in your way, you need to stay invisible as long as practical. Your initial reaction to an innovative idea may be to seek upper level and peer buy-in (although rebooting your brain should have taken care of this problem.) Not a good idea. Seek forgiveness (if it comes to this), not permission. As soon as you appear on the radar the flak will start flying. Let the vice-presidents come to you. When they appear and start suggesting new product, that’s the time to tell then you’re already working on it. Even better: make them believe it was their idea.
Collect and share data. Trust me, you will get in trouble if you are a good intrapreneur. This is because the higher you go in many organizations, the thinner the air, and the thinner the air, the more difficult it is to support intelligent life. Thus, at some point some bean-counting, status-quo preserving, milk maid is going criticize you for wasting corporate assets on something that no customer is asking for. At that point, you need to already know how much it’s truly cost the organization to get this far. If you have to spend weeks retracing your steps to figure this out, you’ll be in a much weaker position. If there’s anything a bean counter hates, it’s someone who’s already counted the beans.
Dismantle when done. This is the second dose of reality. If your intrapreneurship is successful, then your product and team will move into the mainstream of the company. That insanely great team of pirates must integrate into the system—hopefully they will improve the system and not become the scum of a new bureaucracy—but integrate they must. I laugh about it now, but at one time those of us in the Macintosh Division thought we’d never be more than one hundred people.
Knock yourself out!
Written at Ilikai Hotel, Honolulu, Hawaii
Friday, April 11, 2008
Melombong Dollar dengan Google Adsense
Google Adsense, program affiliasi untuk perniagaan internet yang sangat popular di dunia online saat ini. Semua orang boleh mengambil bahagian menjadi pengiklan bagi google dengan syarat yang mudah dan cepat, cukup dengan menempatkan iklan-iklan google di situs (website) mereka. Dengan kaedah komisen pay per click (PPC), menghasilkan wang dari google kaedahnya jauh lebih sederhana dan sangat liquid, berbeza dengan affiilasi lainnya, yang mengharuskan kita menjual sesuatu yang baru mendapatkan untuk mendapatkan komisen. Google Adsense telah membawa revolusi baru dalam perniagaan internet, program ini telah menghasilkan jutawan online tanpa harus mencari pelabur-pelabur besar seperti yang biasa dilakukan perusahaan-perusahaan dot com dari Silicon valley.
Apa itu Google Adwords dan Google Adsense,
Sebelum mengenal lebih juga tentang Google Adsense, sedikit terlebih dahulu akan diulas Google Adwords yang merupakan punca kelahiran Google Adsense. Google Adwords adalah program periklanan yang ditawarkan google kepada para pemilik situs yang ingin mempromosikan situsnya, dengan cara menampilkan link situs pengiklan dihasil pencarian untuk kata kunci (keyword) tertentu.
Contoh : jika kita melakukan pencarian di google dengan kata kunci welding misalnya, maka selain hasil pencarian, di bahagian seperempat di sebelah kanan akan muncul Sponsored Link / link Sponsor.
Tentu saja, para pemasang iklan akan dikenakan sejumlah bayaran bergantung kepada kepopularan kata kunci yang dipilihnya.
Namun Google menyedari, meskipun mereka sekarang ini menjadi search engine nombor satu di dunia, tidak semua pengguna internet di dunia yang memakai google sebagai mesin pencari, sehingga iklan di google adwords, belum mampu menjangkau seluruh pengguna internet, oleh itu mereka menawarkan kepada pemilik situs untuk memasang iklan google adwords di situs mereka dengan pola bagi hasil yang disebut Google Adsense . Jika ada seseorang yang mengunjung situs peserta adsense dan mengklik iklan yang ada di situs tersebut, maka pemilik situs akan mendapat komisen dari google, kaedah pembayaran komisen seperti ini biasa disebut dengan nama pay per click (PPC).
Berapa banyak komisi yang Diterima?
Komisi yang didapatkan tergantung iklan yang ditempatkan di situs kita. Google sendiri akan menempatkan iklan sesuai dengan isi/content situs . Harga Pay per click sendiri ditentukan oleh seberapa mahal kata kunci tersebut dihargai oleh pemasang iklan Adwords, misalnya kata kunci welding mungkin cuma dihargai 0.5 dolar per klik, tetapi kata kunci insurance misalnya bisa dihargai hingga 30 dolar per klik. Kata-kata kunci yang bernilai tinggi inilah yang disebut dengan High Paying Keyword (HPK). Situs-situs dengan topik spesifik untuk kata kunci (keyword) tertentu disebut situs niche. (contoh situs niche http://www.welding-engineering.com/ dengan topic welding).
Bayangkan jika kita bisa membuat situs yang dikunjungi 1000 orang per hari, dan diandaikan terdapat 10% yang mengklik iklan dengan komisi 1 dolar per klik, maka dalam sehari situs itu sudah menghasilkan 100 dolar/hari atau 3000 dolar per bulan. Lumayan bukan, jauh lebih tinggi dari gaji fresh graduate. Seandainya punya 10 situs serupa, hitung aja sendiri penghasilannya. Di Indonesia dan Malaysia sendiri, sudah ada beberapa orang yang meraih komisen di atas 10,000 dolar sebulan, yang dapat ribuan dolar sudah banyak, apalagi yang cuma ratusan.
Di Amerika sendiri, banyak yang sudah mendapat ratusan ribu bahkan jutaan dolar, seperti situs plentyoffish. com (perjodohan) atau digg.com ( berita) atau ezinearticles. com, hebatnya rata-rata situs mereka bukan lahir dari perusahaan-perusahaan besar silicon valley ( seperti yahoo, google, etc), tapi dari rumahan, ya dari rumah dengan modal PC yang terkoneksi ke internet.
Bagaimana cara ikutan Program Google Adsense?
Dari keterangan yang saya sebutkan di atas, tentu saja untuk mengikuti program ini, yang harus kita ada adalah situs untuk meletakkan iklan, kalau berniaga, situs ibarat kedai, dan iklan adalah barang dagangannya. Setelah punya situs dengan topik/niche tertentu (e.g. education, consultant, farm, etc), kita boleh apply di google.com/adsense , lakukan pendaftaran, kemudian google akan mereview situs kita, jika memenuhi syarat dan diterima, google akan memberikan code-code html yang boleh kita masukkan di situs kita. Jadi deh… simple kan…?
Eiits… tunggu dulu, bagaimana kalau yang tidaj tahu membuat situs… ? .. jangan khuatir, untuk permulaan buat aja blog (kalau ini pasti sudah banyak yang tahu), blog juga boleh dipasang adsense. Bagi orang baru, berikut adalah langkah-langkah membuat blog adsense (prosesnya lebih dari sejam):
1. Tentukan topik blog yang akan dibuat (misal. self development. music, education. etc).
2. Buat blog di blogger.com, kenapa harus blogger, kerana blogger dipunyai google, jadi lebih mudah untuk diterima, jika sudah "expert" boleh pakai yang lain.
3. Cari artikel tentang topik yang sudah dipilih, (cari aje google, banyak, boleh diedit, atau terus copy paste tapi tentu dengan meletakkan sumbernya), posting artikel di blog 10-15 posting, kemudian baru melamar untuk ikutan program adsense via situs google.com/adsense
4. Setelah diterima, kita diberi account yang isinya macam2, di antaranya laporan jumlah klik dan komisen yang kita perolehi, di situ juga code2 html yang tinggal yang tinggal di copy paste ke situs kita. Untuk di blogger caranya mudah, hanya klik page element, kemudian klik add html/javascript, copy-kan adsense kode disitu. Jadi dah.
Remark: untuk waktu approval dari google, bergantung kepada situs, boleh jadi terus approve, atau sehari malah kadang lebih.
Ada beberapa macam jenispe iklan di google, namun yang umum dipakai adalah adsense for content dan adsense for search .
Ibarat jualan, kedai sudah jadi, isi kedai sudah ada, sekarang apa?… ya tinggal cari pembeli, ini tahap yang agak berat dan makan waktu. Percuma kita punya kedai tanpa ada yang beli. Yang disebut pembeli iaitu pengunjung situs kita, atau di dunia online umum disebut sebagai traffic. Semakin banyak traffic situs kita, berarti semakin tinggi kemungkinan iklan diklik dan semakin banyak komisen yang kita terima.
Nah untuk hal ini, bagaimana cara meningkatkan traffic ke situs kita secara general ada banyak cara untuk mendapatkan traffic, salah satu contohnya adalah mendapatkan traffic percuma dengan search engine. Contoh kembali lagi ke awal, jika kita mengetikkan kata kunci welding di google, ada lebih dari 30 juta hasil pencarian (gambar 1). Mana yang paling mungkin dibuka para pengunjung? ya halaman yang paling depan. Jika situs kita muncul di halaman pertama akan sangat bagus, halaman kedua atau ketiga masih OK-lah, tapi bagaimana jika di halaman 20?… siapa yang mahu lihat hingga halaman ke-20.
Apa itu Google Adwords dan Google Adsense,
Sebelum mengenal lebih juga tentang Google Adsense, sedikit terlebih dahulu akan diulas Google Adwords yang merupakan punca kelahiran Google Adsense. Google Adwords adalah program periklanan yang ditawarkan google kepada para pemilik situs yang ingin mempromosikan situsnya, dengan cara menampilkan link situs pengiklan dihasil pencarian untuk kata kunci (keyword) tertentu.
Contoh : jika kita melakukan pencarian di google dengan kata kunci welding misalnya, maka selain hasil pencarian, di bahagian seperempat di sebelah kanan akan muncul Sponsored Link / link Sponsor.
Tentu saja, para pemasang iklan akan dikenakan sejumlah bayaran bergantung kepada kepopularan kata kunci yang dipilihnya.
Namun Google menyedari, meskipun mereka sekarang ini menjadi search engine nombor satu di dunia, tidak semua pengguna internet di dunia yang memakai google sebagai mesin pencari, sehingga iklan di google adwords, belum mampu menjangkau seluruh pengguna internet, oleh itu mereka menawarkan kepada pemilik situs untuk memasang iklan google adwords di situs mereka dengan pola bagi hasil yang disebut Google Adsense . Jika ada seseorang yang mengunjung situs peserta adsense dan mengklik iklan yang ada di situs tersebut, maka pemilik situs akan mendapat komisen dari google, kaedah pembayaran komisen seperti ini biasa disebut dengan nama pay per click (PPC).
Berapa banyak komisi yang Diterima?
Komisi yang didapatkan tergantung iklan yang ditempatkan di situs kita. Google sendiri akan menempatkan iklan sesuai dengan isi/content situs . Harga Pay per click sendiri ditentukan oleh seberapa mahal kata kunci tersebut dihargai oleh pemasang iklan Adwords, misalnya kata kunci welding mungkin cuma dihargai 0.5 dolar per klik, tetapi kata kunci insurance misalnya bisa dihargai hingga 30 dolar per klik. Kata-kata kunci yang bernilai tinggi inilah yang disebut dengan High Paying Keyword (HPK). Situs-situs dengan topik spesifik untuk kata kunci (keyword) tertentu disebut situs niche. (contoh situs niche http://www.welding-engineering.com/ dengan topic welding).
Bayangkan jika kita bisa membuat situs yang dikunjungi 1000 orang per hari, dan diandaikan terdapat 10% yang mengklik iklan dengan komisi 1 dolar per klik, maka dalam sehari situs itu sudah menghasilkan 100 dolar/hari atau 3000 dolar per bulan. Lumayan bukan, jauh lebih tinggi dari gaji fresh graduate. Seandainya punya 10 situs serupa, hitung aja sendiri penghasilannya. Di Indonesia dan Malaysia sendiri, sudah ada beberapa orang yang meraih komisen di atas 10,000 dolar sebulan, yang dapat ribuan dolar sudah banyak, apalagi yang cuma ratusan.
Di Amerika sendiri, banyak yang sudah mendapat ratusan ribu bahkan jutaan dolar, seperti situs plentyoffish. com (perjodohan) atau digg.com ( berita) atau ezinearticles. com, hebatnya rata-rata situs mereka bukan lahir dari perusahaan-perusahaan besar silicon valley ( seperti yahoo, google, etc), tapi dari rumahan, ya dari rumah dengan modal PC yang terkoneksi ke internet.
Bagaimana cara ikutan Program Google Adsense?
Dari keterangan yang saya sebutkan di atas, tentu saja untuk mengikuti program ini, yang harus kita ada adalah situs untuk meletakkan iklan, kalau berniaga, situs ibarat kedai, dan iklan adalah barang dagangannya. Setelah punya situs dengan topik/niche tertentu (e.g. education, consultant, farm, etc), kita boleh apply di google.com/adsense , lakukan pendaftaran, kemudian google akan mereview situs kita, jika memenuhi syarat dan diterima, google akan memberikan code-code html yang boleh kita masukkan di situs kita. Jadi deh… simple kan…?
Eiits… tunggu dulu, bagaimana kalau yang tidaj tahu membuat situs… ? .. jangan khuatir, untuk permulaan buat aja blog (kalau ini pasti sudah banyak yang tahu), blog juga boleh dipasang adsense. Bagi orang baru, berikut adalah langkah-langkah membuat blog adsense (prosesnya lebih dari sejam):
1. Tentukan topik blog yang akan dibuat (misal. self development. music, education. etc).
2. Buat blog di blogger.com, kenapa harus blogger, kerana blogger dipunyai google, jadi lebih mudah untuk diterima, jika sudah "expert" boleh pakai yang lain.
3. Cari artikel tentang topik yang sudah dipilih, (cari aje google, banyak, boleh diedit, atau terus copy paste tapi tentu dengan meletakkan sumbernya), posting artikel di blog 10-15 posting, kemudian baru melamar untuk ikutan program adsense via situs google.com/adsense
4. Setelah diterima, kita diberi account yang isinya macam2, di antaranya laporan jumlah klik dan komisen yang kita perolehi, di situ juga code2 html yang tinggal yang tinggal di copy paste ke situs kita. Untuk di blogger caranya mudah, hanya klik page element, kemudian klik add html/javascript, copy-kan adsense kode disitu. Jadi dah.
Remark: untuk waktu approval dari google, bergantung kepada situs, boleh jadi terus approve, atau sehari malah kadang lebih.
Ada beberapa macam jenispe iklan di google, namun yang umum dipakai adalah adsense for content dan adsense for search .
Ibarat jualan, kedai sudah jadi, isi kedai sudah ada, sekarang apa?… ya tinggal cari pembeli, ini tahap yang agak berat dan makan waktu. Percuma kita punya kedai tanpa ada yang beli. Yang disebut pembeli iaitu pengunjung situs kita, atau di dunia online umum disebut sebagai traffic. Semakin banyak traffic situs kita, berarti semakin tinggi kemungkinan iklan diklik dan semakin banyak komisen yang kita terima.
Nah untuk hal ini, bagaimana cara meningkatkan traffic ke situs kita secara general ada banyak cara untuk mendapatkan traffic, salah satu contohnya adalah mendapatkan traffic percuma dengan search engine. Contoh kembali lagi ke awal, jika kita mengetikkan kata kunci welding di google, ada lebih dari 30 juta hasil pencarian (gambar 1). Mana yang paling mungkin dibuka para pengunjung? ya halaman yang paling depan. Jika situs kita muncul di halaman pertama akan sangat bagus, halaman kedua atau ketiga masih OK-lah, tapi bagaimana jika di halaman 20?… siapa yang mahu lihat hingga halaman ke-20.
Kajian tentang kunci kebahagiaan
HONG KONG: Para penyelidik universiti di negeri Cina telah mendapati bahawaperkahwinan adalah lebih bahagia jika pihak lelaki menjadi pencari nafkah,kata sebuah laporan berita semalam.
Perkahwinan paling stabil didapati di mana pendapatan lelaki berjumlah sekurang-kurangnya dua kali ganda daripada pendapatan isterinya,menurut kajian yang dikendalikan oleh sebuah universiti di Beijing.
Perkahwinan adalah kurang stabil apabila pendapatan isterisama atau lebih daripada gaji atau pendapatan suaminya,akhbar South China Morning Post melaporkan. - dpa
"Men are the maintainers of womenbecause Allah has made some of them to excel othersand because they spend out of their property"(4:34)
Perkahwinan paling stabil didapati di mana pendapatan lelaki berjumlah sekurang-kurangnya dua kali ganda daripada pendapatan isterinya,menurut kajian yang dikendalikan oleh sebuah universiti di Beijing.
Perkahwinan adalah kurang stabil apabila pendapatan isterisama atau lebih daripada gaji atau pendapatan suaminya,akhbar South China Morning Post melaporkan. - dpa
"Lelaki-lelaki adalah pengurus-pengurus urusan perempuan,dengan sebab Allah melebihkan sebahagian mereka di atas sebahagian yang lain, dan kerana mereka menafkahkan (membelanjakan)daripada harta mereka"(4:34)
"Men are the maintainers of womenbecause Allah has made some of them to excel othersand because they spend out of their property"(4:34)
Monday, April 7, 2008
Sufiah rupanya dedap tidak berbau!
Entah dimana silapnya dan siapa yang perlu dipersalahkan... Kanak-kanak yang dianugerahkan kepintaran luar biasa atau ‘genius’ seperti Sufiah Yusof, kini menjalani kehidupan dalam gelombang hitam yang menjijikkan.
Tiada siapa pernah menduga kanak-kanak geliga yang dibentuk dalam acuan yang dianggap ‘cukup sempurna’ sepatutnya mampu menuai hasil dari kebijaksanaannya sendiri akhirnya kecundang ditengah jalan.
Kini dengan pengakuan Sufiah yang terbaru iaitu dia tidak menyesal dengan profesion terbarunya, sebagai high-class social escort, benarlah kata orang Sufiah bukanlah mawar harum tetapi dedap yang tidak berbau.
Jika 10 tahun lalu nama Sufiah Yusof pernah menggemparkan dunia kerana berjaya diterima masuk ke Kolej St. Hilda, Universiti Oxford, England, seawal usia 13 tahun, kini Sufiah mengulangi 'rekod' dengan menjadi perempuan Melayu pertama yang mengaku tidak bersalah menjalankan aktiviti sosialnya.
Kejayaan lampau yang menjadikan beliau sebagai pelajar termuda yang menjejaki kaki ke universiti untuk belajar matematik pada tahun 1997 cukup membanggakan bangsa Melayu.
Nama Sufiah kembali hangat diperkatakan pelbagai pihak sebagai ‘wanita Melayu penuh berahi’.
Sana-sini ada saja bisik-bisik mengenai kisah Sufiah yang dibongkar oleh wartawan akhbar tabloid, News of the Word tentang kehidupan baru yang menjadi pilihannya sendiri.
Akhbar itu turut melaporkan Sufiah mengiklankan ‘perkhidmatannya’ melalui internet dengan harga 130 pound (RM830) bagi setiap sesi.
Terbaru, akhbar tabloid itu menyiarkan hasil temubual wartawannya dengan Sufiah yang mendedahkan bahawa beliau mengakui tindakannya menjual tubuh memberikannya kehidupan yang jauh lebih seronok dan glamor!
Lebih hebat apabila beliau sendiri tidak pernah merasa jijik dan kesal malah memandang tinggi terhadap karier barunya sebagai seorang pelacur kelas atasan!
Persoalannya mengapa gadis sepintar Sufiah boleh terjebak ke kancah penuh hina dan menjijikkan itu?
Adakah kerana acuan hidup yang disediakan bapanya, Farooq Yusof menjadikan kehidupannya tertekan sehingga beliau memilih untuk terjun ke dunia penuh kehinaan sebagai menzahirkan rasa protes?
Atau benarkah mengenai cakap-cakap bahawa beliau terjebak dek kerana pengaruh anasir luar yang cemburu dengan kebijaksanaan wanita Islam seperti Sufiah?
Bagi penulis, biar apa jua telahan atau spekulasi yang dibuat mengenai Sufiah, kekuatan dalaman individu itu sendiri perlu dilihat dan diukur.
Atas dasar tanggungjawab sesama Islam, kerajaan Malaysia melancarkan misi ‘Selamatkan Sufiah’ yang di ketuai Timbalan Menteri di Jabatan Perdana Menteri, Senator Datuk Dr Mashitah Ibrahim.
“Kita terpanggil untuk membantu menyelamatkan Sufiah kerana syarikat Sime Darby dan Kementerian Pelajaran bertanggungjawab menanggung kos pembelajaran Sufiah di Oxford dahulu.”
“Walaubagaimanapun kita perlu akur jika Sufiah enggan diberikan bantuan, kita hanya boleh berusaha untuk membantu, tapi semuanya bergantung kepada Sufiah sendiri.
“Kita nak bantu orang sakit, tapi kalau orang sakit itu enggan makan ubat...apa yang boleh kita lakukan,” tambah Mashitah lagi.
Tertekan? Memberontak? Terkongkong? Jika ini yang cuba disuarakan Sufiah mengenai perjalanan hidupnya selama ini, maka kita boleh andaikan bahawa kecenderungan ibu bapa Sufiah untuk melihat anak mereka berjaya adalah punca kecelaruan ini berlaku.
Tetapi persoalan besar yang perlu dirungkaikan ialah mengapa adik-beradik Sufiah yang lain tidak pula memberontak sedemikian rupa?
Ataupun kita cuba untuk beralih persepsi untuk mengatakan bahawa pengaruh persekitaran atau rakan-rakan adalah faktor kemusnahan hidup Sufiah?
Hakikatnya, walau berbakul-bakul andaian atau berguni-guni persoalan yang cuba kita singkapkan, ia sebenarnya perlu dijadikan iktibar oleh semua pihak sama ada ibu bapa ataupun anak-anak untuk mempersiapkan diri masing-masing dengan akidah yang sempurna sebagai ‘pendinding’ atau perisai.
Keghairahan ibu bapa untuk melihat anak-anak berjaya perlu ada batasnya dan berlandaskan akal yang waras. Pendidikan agama sepatutnya diberikan prioriti ketika menyediakan acuan untuk anak-anak.
Jangan kita perjudikan masa depan anak-anak semata-mata untuk mencapai kepuasan yang tiada batasnya.
Bayangkan ketika zaman kanak-kanak yang sepatutnya penuh ceria dengan hilai tawa ketika bermain-main dengan rakan sebaya, Sufiah terpaksa menghabiskan waktunya untuk belajar.
Penulis tidak bermaksud untuk menongkang arus dengan mengatakan bahawa zaman kanak-kanak hanya untuk bermain-main...tidak sama sekali, tetapi biarlah berpada-pada!
Bagi remaja hari ini, terutamanya penuntut di institut pengajian tinggi (IPT), kisah perjalanan hidup Sufiah yang tergelincir akhlak ketika di kampus harus dijadikan iktibar.
Ada yang bertukar ‘wajah dan watak’ apabila menuntut di IPT sehingga merunsingkan ibu bapa di kampung.
Jangan jadikan universiti sebagai jurang pemisah antara anak dan ibu bapa.
Si anak, jangan leka dan alpa kononnya mereka cukup bagus dan bijak untuk memilih jalan hidup sendiri yang dirasakan versetail dengan gaya hidup serba moden dan mewah serta kian mencabar dan akhirnya kecundang dalam arus deras kejutan budaya.
Paling penting, pegangan agama dan akidah yang mantap perlu menjadi kiblat yang teguh dalam diri setiap individu agar tidak mudah goyah dan rapuh dengan mainan duniawi yang umpama topeng dan wayang!
Source:Star
Tiada siapa pernah menduga kanak-kanak geliga yang dibentuk dalam acuan yang dianggap ‘cukup sempurna’ sepatutnya mampu menuai hasil dari kebijaksanaannya sendiri akhirnya kecundang ditengah jalan.
Kini dengan pengakuan Sufiah yang terbaru iaitu dia tidak menyesal dengan profesion terbarunya, sebagai high-class social escort, benarlah kata orang Sufiah bukanlah mawar harum tetapi dedap yang tidak berbau.
Jika 10 tahun lalu nama Sufiah Yusof pernah menggemparkan dunia kerana berjaya diterima masuk ke Kolej St. Hilda, Universiti Oxford, England, seawal usia 13 tahun, kini Sufiah mengulangi 'rekod' dengan menjadi perempuan Melayu pertama yang mengaku tidak bersalah menjalankan aktiviti sosialnya.
Kejayaan lampau yang menjadikan beliau sebagai pelajar termuda yang menjejaki kaki ke universiti untuk belajar matematik pada tahun 1997 cukup membanggakan bangsa Melayu.
Nama Sufiah kembali hangat diperkatakan pelbagai pihak sebagai ‘wanita Melayu penuh berahi’.
Sana-sini ada saja bisik-bisik mengenai kisah Sufiah yang dibongkar oleh wartawan akhbar tabloid, News of the Word tentang kehidupan baru yang menjadi pilihannya sendiri.
Akhbar itu turut melaporkan Sufiah mengiklankan ‘perkhidmatannya’ melalui internet dengan harga 130 pound (RM830) bagi setiap sesi.
Terbaru, akhbar tabloid itu menyiarkan hasil temubual wartawannya dengan Sufiah yang mendedahkan bahawa beliau mengakui tindakannya menjual tubuh memberikannya kehidupan yang jauh lebih seronok dan glamor!
Lebih hebat apabila beliau sendiri tidak pernah merasa jijik dan kesal malah memandang tinggi terhadap karier barunya sebagai seorang pelacur kelas atasan!
Persoalannya mengapa gadis sepintar Sufiah boleh terjebak ke kancah penuh hina dan menjijikkan itu?
Adakah kerana acuan hidup yang disediakan bapanya, Farooq Yusof menjadikan kehidupannya tertekan sehingga beliau memilih untuk terjun ke dunia penuh kehinaan sebagai menzahirkan rasa protes?
Atau benarkah mengenai cakap-cakap bahawa beliau terjebak dek kerana pengaruh anasir luar yang cemburu dengan kebijaksanaan wanita Islam seperti Sufiah?
Bagi penulis, biar apa jua telahan atau spekulasi yang dibuat mengenai Sufiah, kekuatan dalaman individu itu sendiri perlu dilihat dan diukur.
Atas dasar tanggungjawab sesama Islam, kerajaan Malaysia melancarkan misi ‘Selamatkan Sufiah’ yang di ketuai Timbalan Menteri di Jabatan Perdana Menteri, Senator Datuk Dr Mashitah Ibrahim.
“Kita terpanggil untuk membantu menyelamatkan Sufiah kerana syarikat Sime Darby dan Kementerian Pelajaran bertanggungjawab menanggung kos pembelajaran Sufiah di Oxford dahulu.”
“Walaubagaimanapun kita perlu akur jika Sufiah enggan diberikan bantuan, kita hanya boleh berusaha untuk membantu, tapi semuanya bergantung kepada Sufiah sendiri.
“Kita nak bantu orang sakit, tapi kalau orang sakit itu enggan makan ubat...apa yang boleh kita lakukan,” tambah Mashitah lagi.
Tertekan? Memberontak? Terkongkong? Jika ini yang cuba disuarakan Sufiah mengenai perjalanan hidupnya selama ini, maka kita boleh andaikan bahawa kecenderungan ibu bapa Sufiah untuk melihat anak mereka berjaya adalah punca kecelaruan ini berlaku.
Tetapi persoalan besar yang perlu dirungkaikan ialah mengapa adik-beradik Sufiah yang lain tidak pula memberontak sedemikian rupa?
Ataupun kita cuba untuk beralih persepsi untuk mengatakan bahawa pengaruh persekitaran atau rakan-rakan adalah faktor kemusnahan hidup Sufiah?
Hakikatnya, walau berbakul-bakul andaian atau berguni-guni persoalan yang cuba kita singkapkan, ia sebenarnya perlu dijadikan iktibar oleh semua pihak sama ada ibu bapa ataupun anak-anak untuk mempersiapkan diri masing-masing dengan akidah yang sempurna sebagai ‘pendinding’ atau perisai.
Keghairahan ibu bapa untuk melihat anak-anak berjaya perlu ada batasnya dan berlandaskan akal yang waras. Pendidikan agama sepatutnya diberikan prioriti ketika menyediakan acuan untuk anak-anak.
Jangan kita perjudikan masa depan anak-anak semata-mata untuk mencapai kepuasan yang tiada batasnya.
Bayangkan ketika zaman kanak-kanak yang sepatutnya penuh ceria dengan hilai tawa ketika bermain-main dengan rakan sebaya, Sufiah terpaksa menghabiskan waktunya untuk belajar.
Penulis tidak bermaksud untuk menongkang arus dengan mengatakan bahawa zaman kanak-kanak hanya untuk bermain-main...tidak sama sekali, tetapi biarlah berpada-pada!
Bagi remaja hari ini, terutamanya penuntut di institut pengajian tinggi (IPT), kisah perjalanan hidup Sufiah yang tergelincir akhlak ketika di kampus harus dijadikan iktibar.
Ada yang bertukar ‘wajah dan watak’ apabila menuntut di IPT sehingga merunsingkan ibu bapa di kampung.
Jangan jadikan universiti sebagai jurang pemisah antara anak dan ibu bapa.
Si anak, jangan leka dan alpa kononnya mereka cukup bagus dan bijak untuk memilih jalan hidup sendiri yang dirasakan versetail dengan gaya hidup serba moden dan mewah serta kian mencabar dan akhirnya kecundang dalam arus deras kejutan budaya.
Paling penting, pegangan agama dan akidah yang mantap perlu menjadi kiblat yang teguh dalam diri setiap individu agar tidak mudah goyah dan rapuh dengan mainan duniawi yang umpama topeng dan wayang!
Source:Star
Cerita tentang katak
Pada suatu hari ada segerombolan katak-katak kecil,...
... yang berlumba lari
Tujuannya adalah mencapai puncak sebuah menara yang sangat tinggi.
Penonton berkumpul bersama mengelilingi menara untuk menyaksikan perl umbaan dan memberi semangat kepada para peserta...
Perlumbaan dimulai...
Secara jujur:
Tak satupun pen on t on benar2 percaya bahwa katak2 kecil akan mencapai puncak menara.
Terdengar suara:
"Oh, jalannya terlalu su kar !!
Mereka TIDAK AKAN sampai ke puncak."
atau:
"Tidak ada kesempatan untuk berhasil...Menarany a terlalu tinggi...!!
Katak2 kecil mulai berjatuhan. Satu persatu...
..... Kecuali mereka yang tetap semangat menaiki menara perlahan- lahan semakin tinggi...dan semakin tinggi..
Penonton terus bersorak
"Terlalu sukar !!! Tak seorangpun akan ber jaya!"
Lebih banyak lagi katak kecil lelah dan menyerah...
.....Tapi ada SATU yang melanjutkan hingga semakin tinggi dan tinggi...
Dia tak akan menyerah!
Akhirnya yang lain telah menyerah untuk menaiki menara. Kecuali satu katak kecil yang telah berusaha keras menjadi satu-satunya yang berhasil mencapai puncak!
SEMUA katak kecil yang lain ingin tahu bagaimana katak ini boleh melakukannya?
Seorang peserta bertanya bagaimana cara katak yang berhasil menemukan kekuatan untuk mencapai tujuan?
Ternyata...
Katak yang menjadi pemenang itu PEKAK!!!!
Kata bijak dari cerita ini adalah:
Jangan dengar orang lain yang mempunyai kecenderungan negatif ataupun pesimis...
...kerana mereka mengambil sebagian besar mimpimu dan menjauhkannya darimu.
Selalu fikirkan kata2 bertuah yang ada
Kerana segala sesuatu yang kamu dengar dan kamu baca boleh mempengaruhi per ila kumu!
Kerana itu:
Tetaplah selalu....
POSITIVE!
Dan yang terpenting:
Buat PEKAK jika orang berkata kepadamu bahwa KAMU tidak bisa menggapai cita-citamu!
Selalulah berfikir:
I can do this!
Kirim pesanan ini kepada minima 5 temanmu.
Berikan mereka motivasi!!!
Kerana teman yang baik adalah teman yang saling memberi motivasi satu sama lain.
... yang berlumba lari
Tujuannya adalah mencapai puncak sebuah menara yang sangat tinggi.
Penonton berkumpul bersama mengelilingi menara untuk menyaksikan perl umbaan dan memberi semangat kepada para peserta...
Perlumbaan dimulai...
Secara jujur:
Tak satupun pen on t on benar2 percaya bahwa katak2 kecil akan mencapai puncak menara.
Terdengar suara:
"Oh, jalannya terlalu su kar !!
Mereka TIDAK AKAN sampai ke puncak."
atau:
"Tidak ada kesempatan untuk berhasil...Menarany a terlalu tinggi...!!
Katak2 kecil mulai berjatuhan. Satu persatu...
..... Kecuali mereka yang tetap semangat menaiki menara perlahan- lahan semakin tinggi...dan semakin tinggi..
Penonton terus bersorak
"Terlalu sukar !!! Tak seorangpun akan ber jaya!"
Lebih banyak lagi katak kecil lelah dan menyerah...
.....Tapi ada SATU yang melanjutkan hingga semakin tinggi dan tinggi...
Dia tak akan menyerah!
Akhirnya yang lain telah menyerah untuk menaiki menara. Kecuali satu katak kecil yang telah berusaha keras menjadi satu-satunya yang berhasil mencapai puncak!
SEMUA katak kecil yang lain ingin tahu bagaimana katak ini boleh melakukannya?
Seorang peserta bertanya bagaimana cara katak yang berhasil menemukan kekuatan untuk mencapai tujuan?
Ternyata...
Katak yang menjadi pemenang itu PEKAK!!!!
Kata bijak dari cerita ini adalah:
Jangan dengar orang lain yang mempunyai kecenderungan negatif ataupun pesimis...
...kerana mereka mengambil sebagian besar mimpimu dan menjauhkannya darimu.
Selalu fikirkan kata2 bertuah yang ada
Kerana segala sesuatu yang kamu dengar dan kamu baca boleh mempengaruhi per ila kumu!
Kerana itu:
Tetaplah selalu....
POSITIVE!
Dan yang terpenting:
Buat PEKAK jika orang berkata kepadamu bahwa KAMU tidak bisa menggapai cita-citamu!
Selalulah berfikir:
I can do this!
Kirim pesanan ini kepada minima 5 temanmu.
Berikan mereka motivasi!!!
Kerana teman yang baik adalah teman yang saling memberi motivasi satu sama lain.
Amaran pada Kaum Hawa
kepada sumer kaum pempuan yang memandu,benda ni betul2 mnakutkan.. benda ni betul2 terjadi kat penang.. korang ingat lagi x dgn kes Ms Canny Ong yang dirogol dan dibunuh??
hmm..ader sorang pompuan ni berenti dekat stesen gas "pay-at-the- pump" untuk isi mnyak..sebaik saja dia siap isi mnyak tu dan nak beredar,seorang pekerja kat situ buat pngumuman yang kad kredit pompuan ni ad problem sket..pekerja tu suruh pompuan ni masuk ke dalam untuk bayar..tapi pompuan ni confused la sbab transaksi mnunjukkan yang pembayaran kad kredit dier diluluskan dan xder msalah paper pon.. so pompuan tu bgtau la pkerja tu dan dia pon bersedia nak beredar ke kereta dia balik..tapi pekerja tu tetap bertegas dan suruh dia masuk dalam..pompuan tu pon decided untuk masuk ke dalam...sebaik aje die msuk kat dlam..dia mula marah kat pkerja tu.. lalu pekerja tu suruh dia bertenang dan bagitau hal sebenarnya.. .nk tau aper?? sbenarnya msa pompuan tu dok isi mnyak,pkerja tu nampak ada lelaki mnyelinap kat blakang keta pompuan tu dan pkerja tu dah pon tepon polis..
Pompuan tu pon apalagi,takut r..dia pon try intai dan dia nampak pintu keta dia terbuka dan laki tu keluar dari keta dia..
hmm..ada laporan yg mngatakan yg skang ni ada gang yang amik body part orang pompuan..salah satu cara diorang adalah dgn menyelinap masuk keta orag pompuan masa pompuan tu tgh pump gas atau beli brang kat kdai TGH2 MLAM!! kemudian,diorang akan potong kaki pompuan tu untuk mmudahkan diorang culik dan bunuh pompuan tu.. satu cra lagi plak,diorang akan msuk kedalam keta yg xder orang n x berkunci kemudian culik pompuan tu dan bunuh diorang..
korang pass la msg ni kat mna2 pompuan yg korang knal.. bg org pompuan plak,be xtra careful n kalo bley,jgn kuar sorang2 tghh malam.. lagi elok,x yah kuar langsung mlam2.. mesejnya:
1:selalu la kunci pintu keta wlaupun korang rasa korang nk kuar jap jer.. (walaupun nk buka pintu pagar umah)
2:check bwah keta waktu korang nak balik ke keta lpas selesai urusan korang..
3:Always be aware of your surroundings and other individuals in your general vicinity, particularly at night!
nie nk tambah sket....
klu ader dah msk kete pas2 ternampak ader kertas ker or flyers kat wiper x
kira la kat blkg atau depan, abaikn jer.
1 lagi yg slalu aku wat, klu aku kuar xkira la pegi bayar tuk isi minyak ker org bli brg kat kedai kejap ker,aku sentiasa pesan pada wife or org yg naik kete sama ngan aku tuk kunci kete tue..bkn aper..tkt nnt kna ragut atau sebagainya.
Mohd Khalid Nashrulhadi
hmm..ader sorang pompuan ni berenti dekat stesen gas "pay-at-the- pump" untuk isi mnyak..sebaik saja dia siap isi mnyak tu dan nak beredar,seorang pekerja kat situ buat pngumuman yang kad kredit pompuan ni ad problem sket..pekerja tu suruh pompuan ni masuk ke dalam untuk bayar..tapi pompuan ni confused la sbab transaksi mnunjukkan yang pembayaran kad kredit dier diluluskan dan xder msalah paper pon.. so pompuan tu bgtau la pkerja tu dan dia pon bersedia nak beredar ke kereta dia balik..tapi pekerja tu tetap bertegas dan suruh dia masuk dalam..pompuan tu pon decided untuk masuk ke dalam...sebaik aje die msuk kat dlam..dia mula marah kat pkerja tu.. lalu pekerja tu suruh dia bertenang dan bagitau hal sebenarnya.. .nk tau aper?? sbenarnya msa pompuan tu dok isi mnyak,pkerja tu nampak ada lelaki mnyelinap kat blakang keta pompuan tu dan pkerja tu dah pon tepon polis..
Pompuan tu pon apalagi,takut r..dia pon try intai dan dia nampak pintu keta dia terbuka dan laki tu keluar dari keta dia..
hmm..ada laporan yg mngatakan yg skang ni ada gang yang amik body part orang pompuan..salah satu cara diorang adalah dgn menyelinap masuk keta orag pompuan masa pompuan tu tgh pump gas atau beli brang kat kdai TGH2 MLAM!! kemudian,diorang akan potong kaki pompuan tu untuk mmudahkan diorang culik dan bunuh pompuan tu.. satu cra lagi plak,diorang akan msuk kedalam keta yg xder orang n x berkunci kemudian culik pompuan tu dan bunuh diorang..
korang pass la msg ni kat mna2 pompuan yg korang knal.. bg org pompuan plak,be xtra careful n kalo bley,jgn kuar sorang2 tghh malam.. lagi elok,x yah kuar langsung mlam2.. mesejnya:
1:selalu la kunci pintu keta wlaupun korang rasa korang nk kuar jap jer.. (walaupun nk buka pintu pagar umah)
2:check bwah keta waktu korang nak balik ke keta lpas selesai urusan korang..
3:Always be aware of your surroundings and other individuals in your general vicinity, particularly at night!
nie nk tambah sket....
klu ader dah msk kete pas2 ternampak ader kertas ker or flyers kat wiper x
kira la kat blkg atau depan, abaikn jer.
1 lagi yg slalu aku wat, klu aku kuar xkira la pegi bayar tuk isi minyak ker org bli brg kat kedai kejap ker,aku sentiasa pesan pada wife or org yg naik kete sama ngan aku tuk kunci kete tue..bkn aper..tkt nnt kna ragut atau sebagainya.
Mohd Khalid Nashrulhadi
Friday, April 4, 2008
Sebab wanita lebih cepat nampak tua
Ada segelintir kaum suami mudah mencari perempuan lain kerana menganggap isteri mereka sudah tidak cantik, nampak tua, gemuk.. Tapi tahukan anda semua wahai kaum suami sebab-sebab yang menjadikan para wanita khususnya isteri & ibu cepat nampak tidak menarik di mata anda?
1. Tahukah anda, jika kita makan dengan perlahan dan mengunyah makanan sehingga benar2 hancur, itu akan membantu proses penghadaman kita, sekaligus mengelakkan kita gemuk.. tetapi kasihan kaum ibu ni, terpaksa makan laju2, telan terus tanpa sempat dikunyah kerana nak memujuk anaknya yang menangis. Tapi si suami.. layan jer sambung makan, buat2 xdengar anaknya menangis. So, wanita pun mudah jadi gemuk sebab makanan x sempat nak hadam betul2.
2. Wanita juga mudah gemuk kerana sifat mereka yang tidak suka membazir. Makanan yang tidak habis dimakan oleh anaknya, maka dialah yg akan menghabiskannya pulak. Sayang katanya... takut membazir. Membazir tukan amalan syaitan. Si suami pulak dengan riaknya mengatakan "kau ni kuat betul makan!"
3. Bila anak menangis tengah malam nak minum susu, bapaknya akan tido mati terus.kalau yang dengar pun buat2 tido lena sbb malas nak bangun, malas nak ganggu tido nya.wanita lah yang dalam semalam, berapa puluh kali terpaksa bangun membuat susu utk anak. Bila x cukup tido, mulalah muka nampak letih dan cepat nampak tua. Kedut2 pun mula wujud. Masa tu guna Total Effect ker, aper ker... xkan nak hilangnya. Petua utk cantik kan ada dua yang penting, minum air banyak & TIDUR SECUKUPNYA.
4. Dan bagi wanita yang berkerjaya, sudahlah penat bekerja utk membantu menambah pendapatan keluarga, bila balik rumah, semuanya dialah yang kena uruskan. Dengan perangai anak2, perangai bapaknya... nak itu, nak ini.. So, wanita pun membebel, marah2... dan bila marah2, banyak leter, so cepatlah jadi tua..
Kesimpulannya. ..wanita cepat tua & cepat gemuk adalah disebabkan LELAKI atau lebih tepat lagi SUAMI.. Oleh itu, hargailah segala pengorbanan isteri anda. Mungkin sekiranya sehari sahaja isteri anda tiada, dan anda perlu memikul tanggungjawab dia sementara, anda mungkin tidak mampu melakukan seperti dia..
~betul ke tu?atau para suami cari alasan untuk kawen satu lagi? apa kata anda ek? info ni bagus jugak untuk mereka yang bergelar suami dan isteri, suami hargai isteri anda...dan isteri hargai suami anda, so kalau rasa nak kawen lagi satu tu pk-pklah sepuluh kali,tepuk dada tanya iman..bukan tanya nafsu atau selera~
1. Tahukah anda, jika kita makan dengan perlahan dan mengunyah makanan sehingga benar2 hancur, itu akan membantu proses penghadaman kita, sekaligus mengelakkan kita gemuk.. tetapi kasihan kaum ibu ni, terpaksa makan laju2, telan terus tanpa sempat dikunyah kerana nak memujuk anaknya yang menangis. Tapi si suami.. layan jer sambung makan, buat2 xdengar anaknya menangis. So, wanita pun mudah jadi gemuk sebab makanan x sempat nak hadam betul2.
2. Wanita juga mudah gemuk kerana sifat mereka yang tidak suka membazir. Makanan yang tidak habis dimakan oleh anaknya, maka dialah yg akan menghabiskannya pulak. Sayang katanya... takut membazir. Membazir tukan amalan syaitan. Si suami pulak dengan riaknya mengatakan "kau ni kuat betul makan!"
3. Bila anak menangis tengah malam nak minum susu, bapaknya akan tido mati terus.kalau yang dengar pun buat2 tido lena sbb malas nak bangun, malas nak ganggu tido nya.wanita lah yang dalam semalam, berapa puluh kali terpaksa bangun membuat susu utk anak. Bila x cukup tido, mulalah muka nampak letih dan cepat nampak tua. Kedut2 pun mula wujud. Masa tu guna Total Effect ker, aper ker... xkan nak hilangnya. Petua utk cantik kan ada dua yang penting, minum air banyak & TIDUR SECUKUPNYA.
4. Dan bagi wanita yang berkerjaya, sudahlah penat bekerja utk membantu menambah pendapatan keluarga, bila balik rumah, semuanya dialah yang kena uruskan. Dengan perangai anak2, perangai bapaknya... nak itu, nak ini.. So, wanita pun membebel, marah2... dan bila marah2, banyak leter, so cepatlah jadi tua..
Kesimpulannya. ..wanita cepat tua & cepat gemuk adalah disebabkan LELAKI atau lebih tepat lagi SUAMI.. Oleh itu, hargailah segala pengorbanan isteri anda. Mungkin sekiranya sehari sahaja isteri anda tiada, dan anda perlu memikul tanggungjawab dia sementara, anda mungkin tidak mampu melakukan seperti dia..
~betul ke tu?atau para suami cari alasan untuk kawen satu lagi? apa kata anda ek? info ni bagus jugak untuk mereka yang bergelar suami dan isteri, suami hargai isteri anda...dan isteri hargai suami anda, so kalau rasa nak kawen lagi satu tu pk-pklah sepuluh kali,tepuk dada tanya iman..bukan tanya nafsu atau selera~
(BERITA PPIM) BOIKOT-PRODUK DARI BELANDA/DUTCH
(BERITA PPIM) PRODUK DARI BELANDA
Dutch Lady - Susu
Ferrero Roche - Coklat
Wall's - Ais Krim
Ing -Insurans
Planta -Magerin
Lady's Choice -Magerin
Lipton -Teh
Shell -Minyak
Knorr -Perisa Makanan
Dove -Mandian
Sunlight -Magerin/Pencuci Pinggan
Radiant -Deodoran
Rexona -Deodoran
Ponds -Produk Kecantikan
Kieldsens -Coklat
Slimfast -Produk Pelangsing
Lego -Kismis
Philips -Barangan Elektrik
Duyvis -Makanan Ringan
Gouda -Keju
Robin -Pencuci Lantai/Pakaian
Ariel -Pencuci Lantai/Pakaian
Omo -Pencuci Lantai/Pakaian
Labello -Lip Balm
Pickwick -Teh
Venz -Mentega Coklat
Kinder Bueno -Coklat
Unilever -Syarikat
Dumex -Susu Tepung
Nutricia -Susu Bayi
Sunsilk -Shampoo
Fair & Lovely -Produk Kecantikan
Lux -Mandian
Vaseline -Lip Balm
Cif -Pencuci Lantai
Surf -Pencuci Kain
Wishbone -Pencuci Kain
Doriana - Keju Krim
Bertolli -Minyak Masak
Clear -Shampoo
Breeze -Pencuci Kain
Sun -Pencuci Kain
Dutch Lady - Susu
Ferrero Roche - Coklat
Wall's - Ais Krim
Ing -Insurans
Planta -Magerin
Lady's Choice -Magerin
Lipton -Teh
Shell -Minyak
Knorr -Perisa Makanan
Dove -Mandian
Sunlight -Magerin/Pencuci Pinggan
Radiant -Deodoran
Rexona -Deodoran
Ponds -Produk Kecantikan
Kieldsens -Coklat
Slimfast -Produk Pelangsing
Lego -Kismis
Philips -Barangan Elektrik
Duyvis -Makanan Ringan
Gouda -Keju
Robin -Pencuci Lantai/Pakaian
Ariel -Pencuci Lantai/Pakaian
Omo -Pencuci Lantai/Pakaian
Labello -Lip Balm
Pickwick -Teh
Venz -Mentega Coklat
Kinder Bueno -Coklat
Unilever -Syarikat
Dumex -Susu Tepung
Nutricia -Susu Bayi
Sunsilk -Shampoo
Fair & Lovely -Produk Kecantikan
Lux -Mandian
Vaseline -Lip Balm
Cif -Pencuci Lantai
Surf -Pencuci Kain
Wishbone -Pencuci Kain
Doriana - Keju Krim
Bertolli -Minyak Masak
Clear -Shampoo
Breeze -Pencuci Kain
Sun -Pencuci Kain
MACAM KOMEN AF
Di sebuah majlis akad nikah,pengantin lelaki bernama Hassan(si pembela lembu berjaya)
Kadi : Hassan
Pengantin : Saya ustaz..
Kadi : Dengar baik2 ye Hassan..Aku nikahkan dikau dengan si Polanah bt Polan dengan mas kahwinya 80 ringgit tunai.
Pengantin : Aku terima nikahnya Polanah bt polan dengan mas kahwinya 80 ringgit tunai.
Kadi : Sah? (b'tanya saksi pertama)
Saksi 1 : Sah
Kadi : Sah? (b'tanya kepada saksi kedua)
Saksi 2 : Sah
Kadi : Sah?(kepada saksi ketiga)
Saksi 3: Err..lontaran suara awak kurang jelas..saya tak dengar ape awak cakap..pithcing b'terabur ke laut..kuar acuan terus..xde feel..jiwa awak kosong..low note awak xsampai,high note awak plak xde kawalan..kasi sustain,falseto lemahteknik ramify pun tak mantap,suara macam orang nak berak jer..buruk bebenor bunyinyer! Tapi 1 saya suka..awak ada ciri2 seorang pesona bintang, awak akan lebih berjaya jika melakukan yg lebih baik dr ini..
Kadi : Hassan
Pengantin : Saya ustaz..
Kadi : Dengar baik2 ye Hassan..Aku nikahkan dikau dengan si Polanah bt Polan dengan mas kahwinya 80 ringgit tunai.
Pengantin : Aku terima nikahnya Polanah bt polan dengan mas kahwinya 80 ringgit tunai.
Kadi : Sah? (b'tanya saksi pertama)
Saksi 1 : Sah
Kadi : Sah? (b'tanya kepada saksi kedua)
Saksi 2 : Sah
Kadi : Sah?(kepada saksi ketiga)
Saksi 3: Err..lontaran suara awak kurang jelas..saya tak dengar ape awak cakap..pithcing b'terabur ke laut..kuar acuan terus..xde feel..jiwa awak kosong..low note awak xsampai,high note awak plak xde kawalan..kasi sustain,falseto lemahteknik ramify pun tak mantap,suara macam orang nak berak jer..buruk bebenor bunyinyer! Tapi 1 saya suka..awak ada ciri2 seorang pesona bintang, awak akan lebih berjaya jika melakukan yg lebih baik dr ini..
Wednesday, April 2, 2008
Stadium Melawati bergema laungan takbir, reformasi, Makkal Shakti
Saidah Hairan | Foto Wan Zahari Wan Salleh
Lebih 25,000 rakyat membanjiri stadium yang hanya menyediakan 15,000 kerusi. Stadium yang selama ini dijadikan tempat bermain badminton telah bertukar wajah. Turut hadir dalam program gilang gemilang itu antaranya, To' Puan Zainab Awang (isteri Presiden); Ketua Muslimat Selangor, Wan Hasrina Wan Hassan; ahli Parlimen Titiwangsa, Dr Lo'Lo' Mohamad Ghazali; ahli Parlimen dan Adun PAS Selangor.
Semua pimpinan yang berceramah sepakat mengucapkan jutaan terima kasih kepada rakyat Selangor yang memilih PAS, KeADILan dan DAP dalam pilihan raya, 8 Mac lalu. Tuan Guru Abdul Hadi dalam ceramahnya mencadangkan agar satu gagasan pakatan politik baru ditubuhkan bagi mendepani cabaran politik baru di Malaysia.
Katanya, Pakatan Rakyat yang terdiri daripada gabungan PAS, KeADILan dan DAP yang diberikan mandat besar wajar menghulurkan tangan kepada rakan-rakan dalam BN khasnya wakil-wakil rakyat Umno, MCA, MIC dan Gerakan.
Lebih 25,000 rakyat membanjiri stadium yang hanya menyediakan 15,000 kerusi. Stadium yang selama ini dijadikan tempat bermain badminton telah bertukar wajah. Turut hadir dalam program gilang gemilang itu antaranya, To' Puan Zainab Awang (isteri Presiden); Ketua Muslimat Selangor, Wan Hasrina Wan Hassan; ahli Parlimen Titiwangsa, Dr Lo'Lo' Mohamad Ghazali; ahli Parlimen dan Adun PAS Selangor.
Semua pimpinan yang berceramah sepakat mengucapkan jutaan terima kasih kepada rakyat Selangor yang memilih PAS, KeADILan dan DAP dalam pilihan raya, 8 Mac lalu. Tuan Guru Abdul Hadi dalam ceramahnya mencadangkan agar satu gagasan pakatan politik baru ditubuhkan bagi mendepani cabaran politik baru di Malaysia.
Katanya, Pakatan Rakyat yang terdiri daripada gabungan PAS, KeADILan dan DAP yang diberikan mandat besar wajar menghulurkan tangan kepada rakan-rakan dalam BN khasnya wakil-wakil rakyat Umno, MCA, MIC dan Gerakan.
Daily Jokes
Three old men are at the doctor for a memory test. The doctor says to the first old man, "What is three times three"? "274" was his reply. The doctor says to the second man, "It's your turn. What is three times three"? "Tuesday" replies the second man. The doctor says to the third man, "OK, Your turn. What's three times three"? "Nine" says the third man.
"That's great" says the doctor. "How did you get that"? "Simple" says
the third man. "I subtracted 274 from Tuesday".
"That's great" says the doctor. "How did you get that"? "Simple" says
the third man. "I subtracted 274 from Tuesday".
Tuesday, April 1, 2008
who's the boss?
When the body was first made, all the parts wanted to be the boss.
The brain said, "since I control everything and do all the thinking, I should be the boss."
The feet said, "since I carry man where he wants to go and get him in position to do what the brain wants, then I should be the boss."
The hands said, "since I must do all the work and earn all the money to keep the rest of you going, I should be the boss."
And so it went with the eyes, the heart, the lungs, and all the other parts of the body, each giving the reason why they should be the boss.
Finally, the asshole spoke up and said it was going to be the boss.
All the other parts laughed and laughed at the idea of the asshole being the boss. The asshole got so angry that he blocked himself off and refused to function.
Soon the brain was feverish and could barely think, the feet felt like lead weights and was almost too weak to drag the body anywhere, the eyes grew bleary, and the hands hung useless at the sides. All pleaded with the brain to let the asshole be declared the boss.
And so it happened; all the other parts did all the work and the asshole just bossed and passed out a lot of crap.
THE MORAL: You don't have to be a brain to be a boss, just an old asshole.
Alternate moral: No matter how well things are going, it can all be shut down by a single asshole.
The brain said, "since I control everything and do all the thinking, I should be the boss."
The feet said, "since I carry man where he wants to go and get him in position to do what the brain wants, then I should be the boss."
The hands said, "since I must do all the work and earn all the money to keep the rest of you going, I should be the boss."
And so it went with the eyes, the heart, the lungs, and all the other parts of the body, each giving the reason why they should be the boss.
Finally, the asshole spoke up and said it was going to be the boss.
All the other parts laughed and laughed at the idea of the asshole being the boss. The asshole got so angry that he blocked himself off and refused to function.
Soon the brain was feverish and could barely think, the feet felt like lead weights and was almost too weak to drag the body anywhere, the eyes grew bleary, and the hands hung useless at the sides. All pleaded with the brain to let the asshole be declared the boss.
And so it happened; all the other parts did all the work and the asshole just bossed and passed out a lot of crap.
THE MORAL: You don't have to be a brain to be a boss, just an old asshole.
Alternate moral: No matter how well things are going, it can all be shut down by a single asshole.
Monday, March 31, 2008
Siapa yg rasa dia terror matematik tu boleh cuba jawab... Sekarang si ibu 21 tahun lebih tua dari anaknya.6 tahun kemudian, umur ibunya adalah 5 kali ganda umur anaknya.
SOALAN: Bapanya sekarang berada di mana?
Silakan berpikir dan menjawab secara ilmiah/matematik,sila buktikan bahawa kamu punya kemampuan untukberpikir secara wajar... Tetapi...... .Jikalau kamu malas, terlalu sibuk, terlalu..dll yangmembuat kamu tidak mahu menghitung atau tidak percayabahawa hal ini bukan JOKE semata.....
cuba lihat jawapan di bawah...
Sekarang ibunya (M) 21 tahun lebih tua dari anaknya(A) = M = A + 21
6 tahun kemudian, umur ibunya jadi 5 kali ganda umur anak M + 6 = (A + 6) x 5
di mana M = A + 21A + 21 + 6
= (A + 6) x 5A + 27
= 5A + 3027 - 30
= 5A - A* 3 = 4A A
= -3/4
SOALAN: Bapanya sekarang berada di mana?
Silakan berpikir dan menjawab secara ilmiah/matematik,sila buktikan bahawa kamu punya kemampuan untukberpikir secara wajar... Tetapi...... .Jikalau kamu malas, terlalu sibuk, terlalu..dll yangmembuat kamu tidak mahu menghitung atau tidak percayabahawa hal ini bukan JOKE semata.....
cuba lihat jawapan di bawah...
Sekarang ibunya (M) 21 tahun lebih tua dari anaknya(A) = M = A + 21
6 tahun kemudian, umur ibunya jadi 5 kali ganda umur anak M + 6 = (A + 6) x 5
di mana M = A + 21A + 21 + 6
= (A + 6) x 5A + 27
= 5A + 3027 - 30
= 5A - A* 3 = 4A A
= -3/4
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