2011年11月25日

The Wild Orchids of Hong Kong

<The Wild Orchids of Hong Kong>
隨同此書在2011年11月23日出版, 24日在香港各報章也有報導.
報導內容主要包括未及刊載的新種, 已絕跡香港的品種, 香港特有種及自1998年發現的新品種.

節錄部分名單如下:
香港特有種
二色石豆蘭 Bulbophyllum bicolor
香港卷瓣蘭 Bulbophlyllum tseanum
粉紅叉柱蘭 Cheirostylis jamesleungii
箭藥叉柱蘭 Cheirostylis monteiroi
單唇貝母蘭 Coelogyne fimbriata var. leungiana
白花多葉斑葉蘭 Goodyera foliosa var. alba
香港玉鳳花 Habenaria coultousii
天使蘭 Habenaria leptoloba

已絕跡香港的品種
紅花隔距蘭 Cleisostoma williamsonii
檀香石斛 Dendrobium anosmum
鴿石斛 Dendrobium crumenatum
香港毛蘭 Eria herklotsii
黃松盆距蘭 Gastrochilus japonicus
毛葶玉鳳花 Habenaria ciliolaris
火焰蘭 Renathera coccinea

好大機會已絕跡香港
香港卷瓣蘭 Bulbophyllum tseanum
大序隔距蘭 Cleisostoma paniculatum
紋瓣蘭 Cymbidium aloifolium
聚石斛 Dendrobium lindleyi
香港玉鳳花 Habenaria coultousii
大花鶴頂蘭 Phaius wallichii

除此之外網上更有一新屬新種記錄
北插天天麻 Gastrodia peichatieniana
http://www.hkwildlife.net/redirect.php?tid=50714&goto=lastpost

2011年10月29日

數十年前的香港

有幸拜訪一老宅, 其中的物品訪如立體照片,
時間在數十年間停頓了...

2011年10月22日

陳妍希(沈佳宜)

2011年9月18日

龍生九子

「龍生九子」的一個說法是來自明朝李東陽的《懷麓堂集》，龍的九個兒子分別為：

老大囚牛
老二睚眥
老三嘲風
老四蒲牢
老五狻猊
老六贔屭
老七狴犴
老八負屭
老九螭吻

另有說法是來自《升庵外集》，龍的九個兒子分別為：

老大贔屭
老二螭吻 / 鴟尾
老三蒲牢
老四狴犴
老五饕餮
老六虫八虫夏
老七睚眥
老八狻猊
老九椒圖

有的說法還把螭首、麒麟、朝天吼（犼）、貔貅也列入龍子之一。

2011年8月30日

Reminder for Hong Kong's situation

First they came for the communists,
and I didn't speak out because I wasn't a communist.

Then they came for the trade unionists,
and I didn't speak out because I wasn't a trade unionist.

Then they came for the Jews,
and I didn't speak out because I wasn't a Jew.

Then they came for me
and there was no one left to speak out for me.

-- Martin Niemöller (1892–1984)

2011年8月28日

2011年8月27日-新聞透視警權與自由

特此記下:
1. 無人會告警察在港大非法禁錮
2. Completely rubbish is and will be a rubbish in its remaining time

Death-spiral - preoccupations of efficiency, cutting costs and outsourcing

Why Amazon Can't Make A Kindle In the USA

http://www.forbes.com/sites/stevedenning/2011/08/17/why-amazon-cant-make-a-kindle-in-the-usa/

An economist is someone who knows the price of everything and the
value of nothing.

Old joke based on Oscar Wilde's quip about a cynic.

Yesterday I noted how conventional cost accounting inexorably focuses
attention of executives on increasing short-term profits by cutting
costs.

The same thing happens in economics. Take a recent economic study that
set out to shed light on role of Chinese businesses vis-à-vis American
consumers. Galina Hale and Bart Hobijn, two economists from the
Federal Reserve Bank of San Francisco, did a study showing that only
2.7 percent of U.S. consumers purchases have the "Made in China"
label. Moreover, only 1.2% actually reflects the cost of the imported
goods. Thus, on average, of every dollar spent on an item labeled
"Made in China," 55 cents go for services produced in the United
States. So the study trumpets the finding that China has only a tiny
sliver of the U.S. economy.

So no problem, right?

Well, not exactly. The tiny sliver happens to be the sliver that
matters. What economists miss is what is happening behind the numbers
of dollars in the real economy of people.
How whole industries disappear

Take the story of Dell Computer [DELL] and its Taiwanese electronics
manufacturer. The story is told in the brilliant book by Clayton
Christensen, Jerome Grossman and Jason Hwang, The Innovator's
Prescription :

ASUSTeK started out making the simple circuit boards within a Dell
computer. Then ASUSTeK came to Dell with an interesting value
proposition: 'We've been doing a good job making these little boards.
Why don't you let us make the motherboard for you? Circuit
manufacturing isn't your core competence anyway and we could do it for
20% less.'

Dell accepted the proposal because from a perspective of making money,
it made sense: Dell's revenues were unaffected and its profits
improved significantly. On successive occasions, ASUSTeK came back and
took over the motherboard, the assembly of the computer, the
management of the supply chain and the design of the computer. In each
case Dell accepted the proposal because from a perspective of making
money, it made sense: Dell's revenues were unaffected and its profits
improved significantly. However the next time, ASUSTeK came back, it
wasn't to talk to Dell. It was to talk to Best Buy and other retailers
to tell them that they could offer them their own brand or any brand
PC for 20% lower cost. As The Innovator's Prescription concludes:

Bingo. One company gone, another has taken its place. There's no
stupidity in the story. The managers in both companies did exactly
what business school professors and the best management consultants
would tell them to do—improve profitability by focuson on those
activities that are profitable and by getting out of activities that
are less profitable.
Amazon couldn't make a Kindle here if it wanted to

Decades of outsourcing manufacturing have left US industry without the
means to invent the next generation of high-tech products that are key
to rebuilding its economy, as noted by Garry Pisano and Willy Shih in
a classic article Thus in "Restoring American Competitiveness"
(Harvard Business Review, July-August 2009)

The US has lost or is on the verge of losing its ability to develop
and manufacture a slew of high-tech products. Amazon's Kindle 2
couldn't be made in the US, even if Amazon wanted to:

The flex circuit connectors are made in China because the US
supplier base migrated to Asia.
The electrophoretic display is made in Taiwan because the
expertise developed from producting flat-panel LCDs migrated to Asia
with semiconductor manufacturing.
The highly polished injection-molded case is made in China because
the US supplier base eroded as the manufacture of toys, consumer
electronics and computers migrated to China.
The wireless card is made in South Korea because that country
became a center for making mobile phone components and handsets.
The controller board is made in China because US companies long
ago transferred manufacture of printed circuit boards to Asia.
The Lithium polymer battery is made in China because battery
development and manufacturing migrated to China along with the
development and manufacture of consumer electronics and notebook
computers.

An exception is Apple [AAPL], which "has been able to preserve a
first-rate design capability in the States so far by remaining deeply
involved in the selection of components, in industrial design, in
software development, and in the articulation of the concept of its
products and how they address users' needs."
A chain reaction of decline

Pisano and Shih continue:

"So the decline of manufacturing in a region sets off a chain
reaction. Once manufacturing is outsourced, process-engineering
expertise can't be maintained, since it depends on daily interactions
with manufacturing. Without process-engineering capabilities,
companies find it increasingly difficult to conduct advanced research
on next-generation process technologies. Without the ability to
develop such new processes, they find they can no longer develop new
products. In the long term, then, an economy that lacks an
infrastructure for advanced process engineering and manufacturing will
lose its ability to innovate."

The lithium battery for GM's [GM] Chevy Volt is being manufactured in
South Korea. Making it in the US wasn't feasible: rechargeable battery
manufacturing left the US long ago.

Some efforts are being made to resurrect rechargeable battery
manufacture in the US, such as the GE-backed [GE] A123Systems, but
it's difficult to go it alone when much of the expertise is now in
Asia.

In the same way that cost accounting and short-term corporate profits
don't reflect the true health of corporations, the economists'
reckoning of the impact of outsourcing production overseas misses the
point. Americans are left with shipping the goods, selling the goods,
marketing the goods. But the country is no longer to compete in the
key task of actually making the goods.

Pisano and Shih have a frighteningly long list of industries of
industries that are "already lost" to the USA:

"Fabless chips"; compact fluorescent lighting; LCDs for monitors, TVs
and handheld devices like mobile phones; electrophoretic displays;
lithium ion, lithium polymer and NiMH batteries; advanced rechargeable
batteries for hybrid vehicles; crystalline and polycrystalline silicon
solar cells, inverters and power semiconductors for solar panels;
desktop, notebook and netbook PCs; low-end servers; hard-disk drives;
consumer networking gear such as routers, access points, and home
set-top boxes; advanced composite used in sporting goods and other
consumer gear; advanced ceramics and integrated circuit packaging.

Their list of industries "at risk" is even longer and more worrisome.
What's to be done?

With such a complex societal problem, it's hard not to start from
Albert Einstein's insight: "The significant problems that we have
cannot be solved at the same level of thinking with which we created
them." Many actors will have to play a role.

Company leaders: Business leaders need to recommit themselves to
continuous innovation and the values and practices that are necessary
to accomplish that. i.e radical management. As Pisano and Shih write:
"Whether you're the US firm IBM [IBM] with a major research laboratory
in Switzerland or the Swiss company Novartis [NYSE:NVS] operating in
the biotech commons in the Boston area, sacrificing such a commons for
short-term cost benefits is a risky proposition."

Accountants: Accountants need to get beyond the mental prison of
cost accounting and embrace the thinking in throughput accounting that
puts the emphasis on how companies can add new value, rather than just
cutting costs.

Management theorists and consultants: stop rearranging deck chairs
on the Titanic of traditional management (e.g. by finding new and
ingenious ways to cut costs) and start understanding and disseminating
management theory that is fit for the 21st Century.

Investors: Investors need to realize that the companies of the
future are those that practice continuous innovation as Apple [AAPL],
Amazon [AMZN] and Salesforce [CRM], as compared to companies
practicing traditional management, such Wal-Mart [WMT], Cisco [CSCO]
OR GE [GE]. Investors need to realize that short-term financial gains
are ephemeral: the companies that will generate real value are those
that do what is necessary to continuously innovate.

Government: Government has a role to play in protecting and
promoting fields of expertise or what Pisano and Shih call "the
industrial commons". Thus: "Government-sponsored endeavors that have
made a huge difference in the past three decades include DARPA's VLSI
chip development program and Strategic Computing Initiative; the DOD's
and NASA's support of supercomputers and of NSFNET (an important
contributor to the Internet); and the DOD's support of the Global
Positioning System, to mention a handful."
Politicians: At a time of poisonously divisive political debate,
in which candidates recite anti-government mantras and call for
"getting government out of the way of the private sector", it is time
for serious politicians to step up and examine which parts of the
private sector are fostering, and which parts are destroying, the
economy of the country. They must stop embodying e.e. cummings
definition of a politician as "an ass upon which everyone has sat
except a man."
Economists: Economists need to realize that merely adding up the
numbers is not enough. They have to look at the meaning behind the
numbers. When they trumpet their finding that "Chinese goods are only
1% of the U.S. economy", it's akin to saying "we kept the house but
gave away the keys."

Part 2: Does it really matter whether Amazon can make a Kindle in the USA?

My article a few days ago on the Amazon's inability to manufacture a
Kindle in the USA and the decline of manufacturing attracted a lot of
interest, many supporting comments and a number of questions.
Does it matter?

One question was: does it really matter? For instance, one reader
("ssaikia") said that my article reflected "Flawed Logic." He wrote

If another country is able to manufacture at a lower cost companies
such as Dell are doing absolutely the right thing to outsource to a
foreign manufacturer. I would rather that the US focus on high-value
work such as design, marketing and sales.

This notion of attributing the shifting of industries to foreign
countries to cost accounting, management short-sightedness is
absolutely flawed.

Here is an optimistic view of where the US should be and IS focusing:
Marc Andreesen in the Wall Street Journal, Why Software Is Eating The
World.

The view that the migration of mature manufacturing industries away
from developed countries like the USA is just part of the healthy
natural process of economic evolution that allows resources to be
redeployed to new, higher potential businesses is certainly
widespread.

It is however mistaken. As Pisano and Shih point out in their HBR
article, "It ignores the fact that new cutting-edge high-tech products
often depend in some critical way on the commons of a mature industry.
Lose that commons, and you lose the opportunity to be the home of the
hot new businesses of tomorrow."

For instance: once silicon-processing and thin-film deposition
capabilities are gone, it's hard to become a major player in solar
panels. (Thus President Obama can go on talking about solving the jobs
problem in the USA by investing in solar, but what his advisors don't
always grasp is that most of the jobs created will not be in the USA.)
Is software the answer?

Marc Andreessen's article in the Wall Street Journal, Why Software Is
Eating The World, is certainly right to point out that software
development is a huge part of both the present and the future economy.

The successful firms that I frequently cite, such as Apple [AAPL],
Amazon [AMZN] and Salesforce.com [CRM], are certainly firms that have
exploited software and the Internet as key parts of their success,
while those that are struggling, like GE [GE] and Wal-Mart [WMT], have
been slow to respond to the opportunities.

But software per se is not the solution. The firms that I cite were
successful in seemingly mature sectors like music, books and mobile
phones. Saying that "software is the solution" is like saying that the
winning firms of the early 20th Century were successful because of
electricity. The difference wasn't electricity. The difference was
more imaginative management that took advantage of the opportunities
that electricity presented.

In any event, the idea that software development is immune from the
experience of being undermined by disruptive innovation from low cost
producers is a comforting but dangerous illusion, particularly in
fields where software and hardware development is intimately
intertwined.

Similarly, the idea that the USA has a perpetual lock on software
development is as solid as the idea that Detroit owns auto manufacture
or that the IBM [IBM] owns the PC. The reality is that "ASUSTeKs" of
the software world are already beginning to emerge.

The issue is not hardware or software. The issue is how the firm is
managed. Traditional management is killing both the firm and the
economy. The statistics of the decline are well-documented.

There is another way. Unless we diagnose the problem right, we are not
going to find it.

It is true that software firms are often better placed to practice
radical management, because most of them have some experience with the
subsets of radical management known as "Agile" and "Scrum". But for
all the successful examples of Agile being extended to the whole
organization, like Salesforce.com, there are many more examples of
traditional management effectively killing Agile and Scrum.
Understanding the kind of management that is adapted to the needs of
he economy of the early 21st Century is key to the future.
Is cost accounting the problem?

One reader ("justin431") wrote:

I think it's a bit shortsighted to say the issue is cost accounting.
Dell's problem wasn't that it's method of attributing cost was flawed,
it was that it's business model wasn't globally competitive anymore.
If they didn't take the cost savings from ASUS, competitors like
Gateway, HP, Lenovo, etc., would have and Dell would have lost market
share until they lowered cost or exited the marketplace.

This comment is in fact an illustration of the mental guide-rails
generated by cost accounting. There is an automatic assumption that
when faced with a market challenge the way to be more competitive is
to cut costs. The possibility of adding more value is unconsciously
eliminated.

It would be wrong though to say that cost accounting is the main cause
of these problems. But it is a contributing factor. With decisions and
thinking and values based on cost-accounting and short-term profits,
Dell's fate was sealed. If decisions and thinking and values had been
based on how could Dell deliver more value to customers sooner, the
outcome would not have been predetermined, as Apple [AAPL] has shown.
Did Dell do the right thing anyway?

Another reader ("dismayed") wrote:

The real challenge, in my mind, is that outsourcing is rational. If
Dell hadn't done it, they would have lost market share sooner to
competitors that did outsource. Yes, I suppose that Dell could have
focused more on great hardware design to become the Apple of PC's. But
that could be copied by the companies that outsourced.

I agree that there was no easy course for Dell. (I never promised that
radical management was easy.) It involves a wholly different mindset,
and in effect different lens for understanding and interacting with
the world. That lens will tend to suggest that short-term financial
gain at the expense of core capabilities is a very dangerous way to go
if the company wants to survive.

Part 3: Amazon & Kindle Part 3: It's not just manufacturing!

In many of the generous retweets of my articles, Why Amazon Can't
Manufacture A Kindle In The USA, and Does It Really Matter?, I saw
comments like "a sad review of American manufacturing's decline" or
"disturbing piece on the loss of US manufacturing."

These comments, while being correct as far as they go, miss the key
point of the article, which is only partly about the decline of
manufacturing. The main thrust of the article is the decline of
management. Outsourcing and the loss of whole sectors of the economy
are the consequence of anachronistic management in the Fortune 500
that is ill-adapted to the needs of the modern economy.
The decline is also occurring in software

Thus it's not just manufacturing. it's every sector of the economy,
including software.

For instance, in an interesting video, Jeff Sutherland describes the
pressure to outsource software development overseas when he was
working at Patientkeeper, a Boston-based firm that delivers solutions
that enable doctors to get information about their patients on mobile
devices.

Our board wanted us to do outsourcing at Patientkeeper for years, As
long as I wasn't outside the company running around, I could prevent
it. But then one time, I was teaching Scrum in Europe and our VP of
Engineering was holding down the fort. He agreed to do it.

So we sent a couple of million dollars to India to a team doing
software [in the traditional bureaucratic fashion]. But he kept
careful track of what happened.

He found that at the end of a couple of years, that if Indian software
developers [doing software in the traditional fashion] cost 10% of an
American developer using Scrum, the firm would break even. But they
didn't. They cost 30% of what the American developers were costing. So
he had sent $2 million dollars to India and he had to pay $6 million
to get it back. In a venture-funded company, that's a pretty dumb
thing to do. When we showed the board that data, they agreed. It was
really stupid. They stopped all outsourcing.
Distributed software development can be productive

This doesn't mean that all outsourcing of software development is
uneconomic. As Jeff goes on to explain in that video, a Dutch firm,
Xebia, has successfully grown hyper-productive teams using Scrum that
are geographically distributed.

But Xebia's teams, some in The Netherlands and some in India, are set
up in a counter-intuitive way: instead of having complete teams in
each country, each team is split between the two places, with half its
members in The Netherlands and half in India. The dispersed teams were
at least as productive as colocated teams and sometimes more
productive than the teams located wholly in the Netherlands.

Apparently splitting the teams geographically forced more
conversations among the team about what the client really wanted.
Being forced to explain to the developers in India each day what the
client wanted helped everyone get clearer and so the teams as a whole
tend to become more productive.

Xebia manages the process of dispersion carefully. It grooms the
entire team in Netherlands first. It is only when the team is working
well that they send half the team back to India. Achieving high
productivity in such circumstances requires highly sophisticated team
management.
Learning from Xebia: the centrality of the customer

We can learn several things from the Xebia example:

The problem in outsourcing to India at Patientkeeper wasn't that
the team was Indian. The problem was that the team in India was being
managed in a traditional hierarchical bureaucratic fashion, rather
than using the radical management practices of Scrum.
When the Indian team is also managed with the radical management
practices of Scrum, as demonstrated by Xebia, it can also become
highly productive.
What can't be easily outsourced is knowledge of the customer. The
intimate understanding of what the customer wants and needs depends
upon on-the-ground familiarity with the world of the customer. (For
instance, when Toyota was designing the Lexus, it had to bring its
engineers to the USA to live with the customers for extended periods
so that they would have some understanding of what the customers might
need or want in a car.)

Developed economies and their companies will always lose out to the
emerging economies and their companies if the battle is fought on the
basis of lowering cost (which is where traditional management
generally tries to compete.)

Developed economies and their companies can only win in the long run
if they compete on the basis of adding more value, through superior
understanding and mastery of the world of the customer (which requires
a radically different kind of management).
Is Apple a counter-example of outsourcing?

This finding helps us respond to the question raised by another reader
("tomh") who wrote:

I am missing the point of Apple as an exemplar of Manufactured in the
USA. Apple outsourced the manufacture of iPhones and iPads to Foxconn
(China). How is this fundamentally different from the Dell model? To
the extent that the "chain reaction of decline" cited by Pisano and
Shih is correct, what is the basis of Apple's exemption?

As Pisano and Shih point out in their classic HBR article, Apple
[AAPL], "has been able to preserve a first-rate design capability in
the States so far by remaining deeply involved in the selection of
components, in industrial design, in software development, and in the
articulation of the concept of its products and how they address
users' needs." (emphasis added)

But beware! The difficulties of mastering design while outsourcing all
production to other countries are not to be underestimated. As the
Dell experience, among many others, shows, familiarity with the
intricacies of production can be a key source of innovation in design,
that enables the outsourcee to out-innovate, and ultimately destroy,
the outsourcer.
It's not just the USA

Another reader suggested that my article was "jingoistic" by
suggesting that the USA needs to give more thought to the implications
of shipping key industrial sectors to other countries.

However the article doesn't just apply to the USA. I had similar
conversations in Germany recently, and another reader noted the
applicability of the arguments to the UK.

Still another reader ("barmonster") noted a similar phenomenon in Russia:

Here in Russia we had similar problem with electronics manufacturing
for awhile. Dispute having all critical equipment made entirely on
domestic production facilities (which are modern, but expensive to use
compared to China), consumer electronics production shifted mostly to
China.

What we are talking about is the process by which companies and
economies—wherever they are located—advance or decline. In a
globalized economy, the challenge for all—wherever they are located—is
to keep on innovating.

The USA-a high cost producer–has begun falling behind because the
prevalent approach to management in large companies—hierarchical
bureaucracy—is badly anachronistic and is not adapted to the economic
environment of the early 21st Century, where delighting the customer
through continuous innovation is needed to survive, let alone thrive.
We need different management

Hierarchical bureaucracy is constitutionally unable to innovate on a
continuous basis. Despite what many professors in business schools and
writers in management journals say, hierarchical bureaucracy cannot be
"mended" to generate continuous innovation.

One hundred years of history have shown that hierarchical bureaucracy
can't be adjusted with a fix here or there. It has to be dumped. It
has shown itself remarkably resistant to any and all attempts to
adjust it. It bends a little but triumphantly springs back to its
original shape, with ease.

What is needed is radically different management that has continuous
innovation built into its DNA, with a different goal (delighting the
customer), a different role for managers (enabling teams), a different
of coordinating work (dynamic linking) and different values
(continuous improvement and radical transparency) and different
communications (horizontal conversations). A single fix is not enough:
we need systemic change.
What about the worker?

This finding is relevant to the concern of another reader ("mamamich")
who wrote:

Where in this article are we addressing one of the key factors (IMHO)
in many companies outsourcing or moving wholesale overseas: the
American worker. I managed up to 75 employees for over 15 years and
the lack of work ethic in our employee base is astonishing (and not
getting better with the younger generation I might add).

The statistics about the role of workers are well documented and
deeply shocking: only one in five workers is fully engaged in his or
her work. It may well be true that some workers are inherently poorly
motivated. But it is also true that decades of top-down
command-and-control management in which the talents and the creativity
of the workers are routinely ignored or crushed, management has to
accept responsibility for creating work environments that inspire low
motivation.

The evidence is that when management inspires workers to contribute
their talents, through radically different management, most workers
respond positively, as the experience of Intuit [INTU] or
Salesforce.com [CRM] shows. Those workers who don't respond will need
to move on and take lower paying jobs elsewhere, if they can find
them.

Will everything all work out anyway?

Some Panglossian readers still harbor the hope, despite what they see
on a daily basis in the newspaper and the financial markets, that
everything will work out anyway. As a result of cheaper and better
products becoming available, people will be better off as a result of
all this innovation and firms will appear to be making profits.

What they are overlooking is that if the short-term profits destroy
the firm, as at Dell, and if the process of outsourcing involves the
irreversible destruction of the huge areas of the economy, the end
result will be not just the inevitable death of those firms but also
the impoverishment and joblessness of consumers who will no longer be
able to afford to buy even cheap products.

For instance: once silicon-processing and thin-film deposition
capabilities is gone, it's hard to become a major player in solar
panels. President Obama can talk about investing in solar as a way of
addressing USA's critical problem of lack of jobs. What his economic
advisors don't always grasp is that, because of the traditional
management practiced in this country, most of the jobs created in
solar are unlikely to be in the USA.

Hence the type of management being practiced in the economy and its
consequences become legitimate subjects of fundamental economic public
policy. This however will require deeper and wider understanding than
the economists of Federal Reserve Board of San Francisco have so far
demonstrated.

Part 4: Amazon & Kindle Part 4: Some good news (finally)!

"Sad!" "Depressing!" "Disastrous!" These were just a few of adjectives
with which readers greeted Part 1, Part 2 and Part 3 of my articles on
Why Amazon Can't Make A Kindle In The USA.

Now for some good news!

Emily Maltby has a wonderful and timely article in this morning's Wall
Street Journal, Where the Action Is. She points out that seven cities
across the USA are already fostering the kind of industrial commons
that have been disappearing so fast. "Across the country," she writes,
"new industry hubs are drawing entrepreneurs and investors—and
offering start-ups support and safety in a turbulent economy."

Contrary to popular mythologies that "the earth is flat" or that
'geography is dead," some public and private sector leaders have
grasped the modern implications of the ancient truth: location
matters. Being close to one's peers makes a huge difference.
Forward-looking cities are nurturing entrepreneurs with funding,
mentors and facilities so that they can flourish even in the teeth of
a bleak economy.

1. Indianapolis: Life Sciences

Indianapolis—a quintessential Rust Belt city—is now the center of a
statewide boom in the life-sciences business. It's home to Eli Lilly &
Co. [LLY] and WellPoint [WLP], the largest health plan company in the
Blue Cross and Blue Shield Association. Indiana has added over 8,000
jobs in the life sciences in recent years. Over 800 medical-device
companies, drug manufacturers and research labs are located there.

Big firms are leading the transformation, but they're also helping
smaller companies get started, by spinning off businesses and by
investing in start-ups. Eli Lilly has contributed roughly $60 million
to seed and venture funds that support entrepreneurs. Firms help each
other, with employee referrals, work space suggestions and tax and
financial ideas.

Maltby quotes Ron Ellis, CEO of Endocyte Inc., a 65-employee firm
that's testing a cancer treatment: "We have access to companies in
Indiana where we can outsource functions like toxicology, analytics
and clinical supply."

2. San Antonio TX: Cyber-security

Jeffrey Logsdon moved his cyber-security firm from Phoenix to San
Antonio five years ago and saw revenue double within three years of
the move. Logsdon told Maltby: "I'd attribute a lot of our success to
the location. I think the availability of cyber-security talent and
the low cost of doing business here has helped us. And because there
are so many different cyber-security companies, we have improved each
other's business through partnerships."

There are now more than 80 information-technology and cyber-related
businesses in San Antonio, and that figure is increasing rapidly,
according to the city's Chamber of Commerce.

"The quantity of people here allowed us to show more discernment in
our hiring," says Logsdon. "It was the best place for us to find
qualified and certified cyber-security professionals."

3. Albany NY: Nanotechnology

Albany now has more than 4,000 people in the nanotechnology industry,
centered on the College of Nanoscale Science and Engineering at the
University at Albany. The school doubled in size during the recession
to its current 800,000-square-foot complex. Dozens of nanotechnology
companies have established a presence there to take advantage of
research facilities and business incubators; since 2008, nearly 50 new
start-ups have launched within its walls.

The development was part of a state plan to revive the economy in
upstate New York. Financing came partly from the state and partly from
corporations like IBM [IBM]. which now have offices there alongside
entrepreneurs. Companies share the cost of equipment and labor—and
start-ups get to associate themselves with big names.

"The prestige of being here and the credibility is amazing, which
helps when you are talking with VCs and investors and large
companies," Primal Fernando, CEO of Resource Management Technology
Systems Inc told Maltby. "And the equipment available here is not
available elsewhere."

"Venture capital has been growing to feed the innovation," Alain
Kaloyeros, a physics professor and senior vice president of the
college told Maltby. "Suppliers and law firms are moving to the region
to support this ecosystem, so it will be quite an exciting venture to
watch."

Maltby's article goes on to describe similar developments in

4. Kansas City: Information Technology
5. Asheville, N.C.: Beer Brewing
6. Nashville, Tenn: Health Care
7. Ogden, Utah: Outdoor Sports

Maltby writes: "All in all, these clusters can be ideal spots for an
entrepreneur in the field. Being there means getting access to a much
wider range of suppliers, customers, employees and industry experts.
What's more, industry peers are often willing to support each other as
they get off the ground, sharing recommendations about staffers,
potential sales leads and attractive office space, or giving each
other guidance and insight about the industry."

Who would have thought? Being there actually matters. Duh!

Even more important is the recognition that the problems of
manufacturing and economic growth in the USA are soluble. Decline and
decay are not inevitable. A different future is possible if we do what
is necessary to grasp it.
Taking advantage of location

Location matters, but then, so does management. These regions are
flourishing because of the focus on innovation. If the firms in these
locations ever succumb to the traditional management preoccupations of
efficiency, cutting costs and the outsourcing death-spiral, these
promising industrial hubs will die as quickly as they have been born.

Fortunately we now know what's involved in the kind of radical
management that fosters continuous innovation at firms like Apple
[AAPL], Amazon [AMZN] and Salesforce [CRM] and Intuit [INTU], just as
we now know why traditional management is failing at famous old firms
like Wal-Mart [WMT] or GE [GE]. Knowing how to manage in the 21st
Century is not any more a question of finding out how. We know what to
do. It's an issue of having the courage to get on and do it: setting
aside 20th Century management thinking and moving into the future.

Public sector leadership is also needed for these hubs to flourish.
Politicians, instead of spending their energies on scoring political
points, attacking the public sector as a matter of principle, and
devising wedge issues to divide the electorate, need to spend more
time doing what leaders in these cities have done: understanding the
key role that the public sector has to play in nurturing the economic
future of the country.

Their economic advisers at agencies like the Fed also need to spend
more time understanding what's behind the numbers and begin to
comprehend the people-related issues that will determine the economic
fate of the country.

_________________

Steve Denning's most recent book is: The Leader's Guide to Radical
Management (Jossey-Bass, 2010).

Follow Steve Denning on Twitter @stevedenning

Join the Zurich Gathering For C-Suite Leaders with Steve Denning
Zurich Sep 12, 2011

And join the Jossey-Bass webinar series, "Why Management Still
Matters": Sep 22-Oct 20, 2011: To register, go here use discount code
JBMSD

2011年8月23日

Re: Message from Vice-Chancellor

既然「大學校園的保安人員編制，並無能力符合領導人來訪所需的保安規格」，根本就不應該邀請這樣的人來訪。
理應移師至另一地點舉行，削足適履是為咎由自取。

連校監座椅也可賓主不分隨意安坐，是否在陸佑堂按理不在考慮之列。
「香港大學，今日為香港、為中國、為世界而立」，何不在人民大會堂，天安門廣場甚至金紫荊廣場舉行校長就職儀式?

---------- Forwarded message ----------
From: HKU Vice-Chancellor <alumni@hku.hk>
Date: Tue, Aug 23, 2011 at 5:01 AM
Subject: Message from Vice-Chancellor
To: <@graduate.hku.hk>

Dear Colleagues, Students, Alumni and Members of the HKU Family,

The University held a most dignified Centenary Ceremony last week.
Vice-Premier Li Keqiang of the State Council, and key officials from
Ministries of Education, Science and Technology were among our invited
guests. The event gave us the opportunity not only to showcase HKU's
many achievements in different aspects, but also to further reaffirm
the tie between Hong Kong and the Mainland. Indeed, as the most
international university in China, HKU has an obligation to build a
meaningful link between the higher education on the Mainland and that
of the world.

Unfortunately, the occasion was marred by some imperfect arrangements
and an unhappy incident.

I must admit, with much regret, that the event could have been better
planned and organised. However, this was the University's first time
to have a state leader attending such an important ceremony on campus.
We simply did not have too much experience in organising an event of
such nature in a short time frame. We have already received a large
volume of feedbacks from students, staff, alumni and members of the
community. All comments are important to us as they will help improve
our future events of such magnitude. We also consider this an
important lesson learnt and are committed to developing an appropriate
set of protocols and security measures to ensure that future events
would be open and engaging. The autonomy of the University must be
safeguarded and freedom of expression guaranteed when any security
measure is deployed.

Close to 600 people attended the Ceremony inside Loke Yew Hall.
Besides Vice-Premier Li and his delegation, we had students, faculty
and staff members, and other guests. There were 40 presidents and
scholars from local and overseas universities. Due to the tight
schedule, students were invited both as guests and helpers, through
Faculty offices and Residential Hall Student Associations and from the
"Student Ambassadors" and "Green Gown Guide" programmes. Over 200
students assisted in various aspects of the event organisation, but
only some 80 of them attended the Ceremony due to the limited seating
capacity of the Hall. We also arranged to have student
representatives, including the President of the Students' Union, the
President of the Postgraduate Students Association, and student
representatives from the Council and Senate, to meet Vice-Premier Li
in person. For staff! , we extended an invitation to the entire
faculty, Assistant Professors and above, and colleagues in the
administration and support departments. As for our other guests,
invitations were sent to those who have given support to, or have
involved in the planning of our various Centenary Celebrations
activities, and many of whom were HKU alumni.

The University did not arrange for a system of registration open to
all members of the HKU Family on this occasion simply because of the
limited seating capacity and the very tight time frame. It is clear
now that such an arrangement was unsatisfactory, despite the fact that
we provided a live webcast and there was telecast via several TV
stations. We will carefully reflect on how we can improve future
arrangements.

Our current campus security is not designed to handle the level of
security required for such kind of visit from a state leader.
Therefore, we could only turn to the Hong Kong Police Force and rely
on their professional experience and judgment in deciding on the
security measures to be deployed on campus. We were all taken aback by
the scale of police mobilised on the date of the event.

As far as the confrontation between the Police and students at K K
Leung Building is concerned, we judged that the measures the Police
used in handling the student protest were unacceptable. The physical
contact that resulted in a student being pushed to the ground was
unnecessary. We understand that the Police will be reviewing their
actions and the University will continue to liaise with them to ensure
that similar incidents will never occur again on campus.

I am sorry about the above incident and, as the head of this
institution, would like to offer my sincere apologies to our students
and alumni for not having been able to prevent it. I wish to assure
them that the University campus belongs to students and teachers and
that it will always remain a place for freedom of expression.

I will make sure that HKU continues to stand by its belief in freedom,
liberty and diversity. The University will continue to invite leaders
of different backgrounds, in different areas, and from all over the
world to our campus to bring to us inspiration and ideas. HKU will
also keep reaching out to other parts of the world and continue to
engage with different voices and cultures.

We understand the high expectations the public has for HKU and we
value the spirit of openness that Hong Kong people embrace.

Today, The University of Hong Kong is for Hong Kong, for China and for
the World. Our road ahead will be challenging, but on the occasion of
the University's Centenary, we will continue to stay true to our
vision and mission, and look forward to working with all of you to
make our coming century an even better and brighter one.

Professor Lap-Chee Tsui
Vice-Chancellor and President

August 23, 2011

致各位港大同學、教職員、校友及友好:

香港大學邀請國務院副總理李克強，率領教育、科技等部門主要負責人來訪，出席港大百周年校慶典禮，展示大學各方面的成就，促進香港與內地的交流及了解溝通。作為中國土地上最國際化的大學，港大有責任為內地高等教育與國際接軌作出貢獻。

這是首次有國家領導人出席大學的重要典禮，大學未有籌辦同類活動的經驗，加上籌備過程緊迫，我們必須承認，活動的安排有欠完備。我們虛心聆聽師生、校友和社會人士的寶貴意見，我們會檢討整個典禮的籌備工作，汲取教訓，切實制定一套合適的禮儀及保安規格，以確保未來在籌辦同類型活動時，充份反映公開、平等參與的精神；執法人員在校園內履行職務，必須尊重大學的自主地位，並讓不同意見得到充份表達的機會。

典禮的出席人士約六百人，主要分為學生、教職員、嘉賓、訪問團成員，約四十位海內外的校長和學者。學生方面，由於活動籌備時間相當匆促，需要大量學生協助籌組工作，所以通過學院辦公室和宿舍學生會、以及「學生大使」、「綠袍導賞」等計劃，招募二百多名同學當學生助理，
其中有八十多位參與了典禮。我們亦有安排學生代表，包括學生會會長、研究生會會長、校務委員會及教務委員會的學生代表等，跟李克強副總理有近距離見面。教職員方面，我們向所有助理教授級以上的老師及主要行政和後勤部門發出電郵邀請。嘉賓方面，我們邀請了各項百周年活動參與籌備的人士，當中包括不少校友。

由於典禮的場地陸佑堂座位所限及時間緊迫，這次活動沒有公開邀請所有港大成員登記參加。雖然我們安排網上直播，數家電視台亦作出即場轉播，希望讓更多港大人及市民與我們分享典禮，但事後看來，我們承認這種安排有欠完善，定當再細思應如何改進。

大學校園的保安人員編制，並無能力符合領導人來訪所需的保安規格，所以只能倚靠警方的專業經驗及判斷，在校園內作出適當部署及調動。
然而，活動當日在校內的警力規模之大，是出乎我們的意料。

對於有學生在梁銶琚樓地下示威期間，遭受警方推撞，我們認為，警方當時處理示威的力度和手法，導致了不必要的肢體衝撞，令學生被推倒地上，絕對不能接受。警方表示會對是次行動進行檢討，這是有必要做的事。我們已去信有關當局，與警方聯絡作出檢討，確保日後在校園內不會有同類事件發生。

我對當天同學與校友在校園裡表達意見時遭遇不愉快的事件，深表遺憾。身為港大校長，對未能防範此事發生，我表示歉意。我在此保證，大學師生是校園的主人，港大永遠是言論自由的堡壘。

我們必當恪守自由、開放、多元化傳統，繼續邀請來自不同領域、不同國家、不同範疇的領袖人物，為師生帶來啟發、衝擊，讓世界認識港大，讓校園繼續充當一個綻放不同意見、不同文化的平台。

我們深切體會大家對港大的期許、香港人對自由開放精神的珍惜。

香港大學，今日為香港、為中國、為世界而立，前面的挑戰絕不簡單。我們一直在反思港大的使命，並致力與大家共建未來。

香港大學校長徐立之
2011年8月23日

2011年8月10日

Kindle 3 價格

Kindle 3 WiFi WSO US$114

Kindle 3 3G WSO US$139

Kindle 3 3G US$189

Kindle 3 WiFi US$139

Kindle DX 3G US$379

現行的Kindle售價如上，WSO 是指 With Special Offer，換一個講法是這型號的Kindle是含廣告的。由於現時廣告只出現主頁(Home)及待機畫面，並不會在閱讀時出現，若單以價格而言，WSO 型號實屬必然推介。

至於3G 還是 WiFi 版本則看閣下的使用方式了。無疑能在全球免費使用3G 功能是很暢快的事，惟Kindle內置的瀏覽器乏善足陳，致命點是不能應付多媒體網頁，別說動態映像，連多圖的網頁表現亦力有不逮，有些
Javascript 也運行不了。坊間的網頁很多沒有純文字版，引致得物無所用，而且要忍受緩慢的速度。雖然價格只差US$25/US$50，購買前三思。

而DX不在推介之列，因其體積及重量不便携帶，如此重型書本缺點大於優點。

數月前已經盛傳新一代Kindle會於2011年第三季發售，現時不是購置Kindle時機。不過新機是LCD還是e-ink則未有必案。觀乎漢科於年初展示的彩色e-ink電子書，仍有改善空間，若是LCD的話，又何必買Kindle。
Digitimes Adds Yet More to Rumors re Amazon Tablets
一句話：早買早享受。

小弟擁有的是Kindle 3 3G，直接在amazon訂購，連郵費US$20.98及信用卡收費，若港幣$1700。

2011年8月8日

Kindle 國際版

Kindle 是 Amazon 研發的電子書閱讀器。
其主要市場為歐美國家，雖然可在網上訂購，很多地方香港用家是與歐美人士有分別的。
1. 電子書的價錢不一樣，普遍是比歐美地區人士貴
2. 不在香港銷售，有些書及所有應用程式或遊戲均不在提供給香港用戶
已知的方法需要外國地址及信用卡，若有其他方法敬請不吝賜教。

雖則如此，Amazon 仍有很多免費書籍提供下載，而網上亦有很多免費資源供下載。

若有閱讀習慣，Kindle 3 或 Nook The Simple Touch 實為信心推介。

觸發撰寫此文的網誌
The Amazon Kindle's International Future
http://blogkindle.com/2011/07/the-amazon-kindles-international-future/