Are Asians more bullish about housing in general…

[briansd1]

[quote=flu]I could care less who’s ceo of what, as long as it contributes to the growth of the U.S for my kid’s sake. [/quote]

Economic growth is the name of the game. There will be winners and losers, and collateral damage.

Keep your children educated and knowledgeable about the world. They should be nimble enough to adapt to changing environments. One environment is not better than another one, if you’re nimble enough to survive, thrive, and enjoy it all at the same time.

Education is the best way to prepare for the future. If you have other qualities and advantages to add to a great education, then all the better.

I believe that Asian families are doing right by their children to focus on education.

[Coronita]

[quote=UCGal][quote=AN]
All CxO / directors were managers, but not all managers become CxO / directors. I hope you can tell the difference.[/quote]
Semi-hijack…

What’s with the CxO phenomena… I remember when you had a CEO and a Pres (often the same person)… and then you had VEEPS of finance, HR, tech, etc…

I remember when the head of R&D was called that. When the head of IT was a director or maybe a vp – but not a “chief”.

Now it’s CTO, CFO, CIO, CQO and the latest I heard – CPO: chief people officer. (HR).

Talk about title inflation.[/quote]

Because everyone wants to feel good about themselves. Also these titles are sometimes bestowed when they want to move people aside without explicitly firing them immediately.. (I’m serious). Ever heard of being promoted to a group with a larger title, but no people you manage?
Yup, that’s you’re signal you’re on the chopping block.

I highly recommend this book to anyone who wants to get into the game of corporate politics…Learn it well, my enginerd friends…What they don’t teach you in school…..

“21 Dirty Tricks at Work: How to Win at Office Politics”

(I don’t play to win. Just play enough to make sure I don’t get screwed…You have to, because there’s always some idiot that will try to screw you)

Pay particular attention to the sections describing “death marches”…”Oh sure, we want you to manage this project in jeopardy. We know you can do this.. This is your big ticket to getting a promotion…We want you to save us…” And then they turn around and fire you, because they know almost 99% you will fail..The best time to get in to a project is when things have fallen apart and can’t get any worse. Then at that point, you look like God. Same effort, different results. Why would anyone want to have it any different? Corollary… After a very successful completion/promotion, get out of the fvcking way…Because you have a big target on your back that everyone else will be aiming for to bring you down. In other words, move when your hot, stay when your not. Just like in Real Estate, timing IS everything.
That’s where enginerds sometimes lose sight of. It’s not about the coolest technology you’re be working on (unless it’s for yourself)..It’s all about who currently holds the cards and if/when you’re the team designated to take the hit (call it the “fall/blame” team)…Not all companies are like this. Bigger ones tend to have more of these. Also government/defence co’s tend to be this way.

[Coronita]

[quote=UCGal][quote=AN]
All CxO / directors were managers, but not all managers become CxO / directors. I hope you can tell the difference.[/quote]
Semi-hijack…

What’s with the CxO phenomena… I remember when you had a CEO and a Pres (often the same person)… and then you had VEEPS of finance, HR, tech, etc…

I remember when the head of R&D was called that. When the head of IT was a director or maybe a vp – but not a “chief”.

Now it’s CTO, CFO, CIO, CQO and the latest I heard – CPO: chief people officer. (HR).

Talk about title inflation.[/quote]

Because everyone wants to feel good about themselves. Also these titles are sometimes bestowed when they want to move people aside without explicitly firing them immediately.. (I’m serious). Ever heard of being promoted to a group with a larger title, but no people you manage?
Yup, that’s you’re signal you’re on the chopping block.

I highly recommend this book to anyone who wants to get into the game of corporate politics…Learn it well, my enginerd friends…What they don’t teach you in school…..

“21 Dirty Tricks at Work: How to Win at Office Politics”

(I don’t play to win. Just play enough to make sure I don’t get screwed…You have to, because there’s always some idiot that will try to screw you)

Pay particular attention to the sections describing “death marches”…”Oh sure, we want you to manage this project in jeopardy. We know you can do this.. This is your big ticket to getting a promotion…We want you to save us…” And then they turn around and fire you, because they know almost 99% you will fail..The best time to get in to a project is when things have fallen apart and can’t get any worse. Then at that point, you look like God. Same effort, different results. Why would anyone want to have it any different? Corollary… After a very successful completion/promotion, get out of the fvcking way…Because you have a big target on your back that everyone else will be aiming for to bring you down. In other words, move when your hot, stay when your not. Just like in Real Estate, timing IS everything.
That’s where enginerds sometimes lose sight of. It’s not about the coolest technology you’re be working on (unless it’s for yourself)..It’s all about who currently holds the cards and if/when you’re the team designated to take the hit (call it the “fall/blame” team)…Not all companies are like this. Bigger ones tend to have more of these. Also government/defence co’s tend to be this way.

[Coronita]

[quote=UCGal][quote=AN]
All CxO / directors were managers, but not all managers become CxO / directors. I hope you can tell the difference.[/quote]
Semi-hijack…

What’s with the CxO phenomena… I remember when you had a CEO and a Pres (often the same person)… and then you had VEEPS of finance, HR, tech, etc…

I remember when the head of R&D was called that. When the head of IT was a director or maybe a vp – but not a “chief”.

Now it’s CTO, CFO, CIO, CQO and the latest I heard – CPO: chief people officer. (HR).

Talk about title inflation.[/quote]

Because everyone wants to feel good about themselves. Also these titles are sometimes bestowed when they want to move people aside without explicitly firing them immediately.. (I’m serious). Ever heard of being promoted to a group with a larger title, but no people you manage?
Yup, that’s you’re signal you’re on the chopping block.

I highly recommend this book to anyone who wants to get into the game of corporate politics…Learn it well, my enginerd friends…What they don’t teach you in school…..

“21 Dirty Tricks at Work: How to Win at Office Politics”

(I don’t play to win. Just play enough to make sure I don’t get screwed…You have to, because there’s always some idiot that will try to screw you)

Pay particular attention to the sections describing “death marches”…”Oh sure, we want you to manage this project in jeopardy. We know you can do this.. This is your big ticket to getting a promotion…We want you to save us…” And then they turn around and fire you, because they know almost 99% you will fail..The best time to get in to a project is when things have fallen apart and can’t get any worse. Then at that point, you look like God. Same effort, different results. Why would anyone want to have it any different? Corollary… After a very successful completion/promotion, get out of the fvcking way…Because you have a big target on your back that everyone else will be aiming for to bring you down. In other words, move when your hot, stay when your not. Just like in Real Estate, timing IS everything.
That’s where enginerds sometimes lose sight of. It’s not about the coolest technology you’re be working on (unless it’s for yourself)..It’s all about who currently holds the cards and if/when you’re the team designated to take the hit (call it the “fall/blame” team)…Not all companies are like this. Bigger ones tend to have more of these. Also government/defence co’s tend to be this way.

[Coronita]

[quote=UCGal][quote=AN]
All CxO / directors were managers, but not all managers become CxO / directors. I hope you can tell the difference.[/quote]
Semi-hijack…

What’s with the CxO phenomena… I remember when you had a CEO and a Pres (often the same person)… and then you had VEEPS of finance, HR, tech, etc…

I remember when the head of R&D was called that. When the head of IT was a director or maybe a vp – but not a “chief”.

Now it’s CTO, CFO, CIO, CQO and the latest I heard – CPO: chief people officer. (HR).

Talk about title inflation.[/quote]

Because everyone wants to feel good about themselves. Also these titles are sometimes bestowed when they want to move people aside without explicitly firing them immediately.. (I’m serious). Ever heard of being promoted to a group with a larger title, but no people you manage?
Yup, that’s you’re signal you’re on the chopping block.

I highly recommend this book to anyone who wants to get into the game of corporate politics…Learn it well, my enginerd friends…What they don’t teach you in school…..

“21 Dirty Tricks at Work: How to Win at Office Politics”

(I don’t play to win. Just play enough to make sure I don’t get screwed…You have to, because there’s always some idiot that will try to screw you)

Pay particular attention to the sections describing “death marches”…”Oh sure, we want you to manage this project in jeopardy. We know you can do this.. This is your big ticket to getting a promotion…We want you to save us…” And then they turn around and fire you, because they know almost 99% you will fail..The best time to get in to a project is when things have fallen apart and can’t get any worse. Then at that point, you look like God. Same effort, different results. Why would anyone want to have it any different? Corollary… After a very successful completion/promotion, get out of the fvcking way…Because you have a big target on your back that everyone else will be aiming for to bring you down. In other words, move when your hot, stay when your not. Just like in Real Estate, timing IS everything.
That’s where enginerds sometimes lose sight of. It’s not about the coolest technology you’re be working on (unless it’s for yourself)..It’s all about who currently holds the cards and if/when you’re the team designated to take the hit (call it the “fall/blame” team)…Not all companies are like this. Bigger ones tend to have more of these. Also government/defence co’s tend to be this way.

[Coronita]

[quote=UCGal][quote=AN]
All CxO / directors were managers, but not all managers become CxO / directors. I hope you can tell the difference.[/quote]
Semi-hijack…

What’s with the CxO phenomena… I remember when you had a CEO and a Pres (often the same person)… and then you had VEEPS of finance, HR, tech, etc…

I remember when the head of R&D was called that. When the head of IT was a director or maybe a vp – but not a “chief”.

Now it’s CTO, CFO, CIO, CQO and the latest I heard – CPO: chief people officer. (HR).

Talk about title inflation.[/quote]

Because everyone wants to feel good about themselves. Also these titles are sometimes bestowed when they want to move people aside without explicitly firing them immediately.. (I’m serious). Ever heard of being promoted to a group with a larger title, but no people you manage?
Yup, that’s you’re signal you’re on the chopping block.

I highly recommend this book to anyone who wants to get into the game of corporate politics…Learn it well, my enginerd friends…What they don’t teach you in school…..

“21 Dirty Tricks at Work: How to Win at Office Politics”

(I don’t play to win. Just play enough to make sure I don’t get screwed…You have to, because there’s always some idiot that will try to screw you)

Pay particular attention to the sections describing “death marches”…”Oh sure, we want you to manage this project in jeopardy. We know you can do this.. This is your big ticket to getting a promotion…We want you to save us…” And then they turn around and fire you, because they know almost 99% you will fail..The best time to get in to a project is when things have fallen apart and can’t get any worse. Then at that point, you look like God. Same effort, different results. Why would anyone want to have it any different? Corollary… After a very successful completion/promotion, get out of the fvcking way…Because you have a big target on your back that everyone else will be aiming for to bring you down. In other words, move when your hot, stay when your not. Just like in Real Estate, timing IS everything.
That’s where enginerds sometimes lose sight of. It’s not about the coolest technology you’re be working on (unless it’s for yourself)..It’s all about who currently holds the cards and if/when you’re the team designated to take the hit (call it the “fall/blame” team)…Not all companies are like this. Bigger ones tend to have more of these. Also government/defence co’s tend to be this way.

[equalizer]

[quote=briansd1]I believe that it’s too easy to dismiss Asians as book smart but uncreative and only good at repetitive technical stuff. Only insecure people do that.

If you look at tech, Acer is a great example.

Acer started supplying parts to American computer makers. They then created their own brand which didn’t really succeed in the 80s and 90s. But the persevered and became focused on contract manufacturing.

And now the Acer brand is dominant… and they bought out Gateway (formerly a San Diego company).

Samsung, HTC, Acer, etc… all very creative Asian businesses.

And if you are an American business and need to source your manufacturing and parts in Asia, who will you need to hire? An educated Asian person.

Ok, so you’re the big shot executive and you run the business. But if you don’t speak the language or understand the culture, you will need to hire an educated Asian person, at least to translate.

Now, if you’re an educated Asian executive with an American university education, you don’t need to hire anyone because you understand both Asian and American cultures. You speak fluent English and the Asian language.

In the long run, all else being equal, which executive will be more profitable to the corporation/shareholders?[/quote]
Acer creative in the USA? What kind of brand recognition do they have here? Where are there fancy gadgets that people crave? Brilliant marketing? But that doesn’t really matter as long as they can produce net profit, which was only $105M last quarter.

Samsung on the other hand is more on the bold side, they may even bring in a great Android Tablet this year (better have 10 hr battery life)!
Their Galaxy Sprint phone has great potential with advanced Bluetooth streaming to Samsung TVs and great keyboard.

Can someone tell me why all these tech companies with their hundreds of PhDs and design engineers continue to make phone keyboards that average male user deems unusable in 2 minutes??

I had conversation over 6 years ago with a smart 60yr old engineer lamenting dismal prospects for future jobs in USA for the young people. He said don’t worry about, that’s what they said about Japan in the 80’s and they didn’t take over the USA. Well maybe half the T-bond market, but that’s another story.

[equalizer]

[quote=briansd1]I believe that it’s too easy to dismiss Asians as book smart but uncreative and only good at repetitive technical stuff. Only insecure people do that.

If you look at tech, Acer is a great example.

Acer started supplying parts to American computer makers. They then created their own brand which didn’t really succeed in the 80s and 90s. But the persevered and became focused on contract manufacturing.

And now the Acer brand is dominant… and they bought out Gateway (formerly a San Diego company).

Samsung, HTC, Acer, etc… all very creative Asian businesses.

And if you are an American business and need to source your manufacturing and parts in Asia, who will you need to hire? An educated Asian person.

Ok, so you’re the big shot executive and you run the business. But if you don’t speak the language or understand the culture, you will need to hire an educated Asian person, at least to translate.

Now, if you’re an educated Asian executive with an American university education, you don’t need to hire anyone because you understand both Asian and American cultures. You speak fluent English and the Asian language.

In the long run, all else being equal, which executive will be more profitable to the corporation/shareholders?[/quote]
Acer creative in the USA? What kind of brand recognition do they have here? Where are there fancy gadgets that people crave? Brilliant marketing? But that doesn’t really matter as long as they can produce net profit, which was only $105M last quarter.

Samsung on the other hand is more on the bold side, they may even bring in a great Android Tablet this year (better have 10 hr battery life)!
Their Galaxy Sprint phone has great potential with advanced Bluetooth streaming to Samsung TVs and great keyboard.

Can someone tell me why all these tech companies with their hundreds of PhDs and design engineers continue to make phone keyboards that average male user deems unusable in 2 minutes??

I had conversation over 6 years ago with a smart 60yr old engineer lamenting dismal prospects for future jobs in USA for the young people. He said don’t worry about, that’s what they said about Japan in the 80’s and they didn’t take over the USA. Well maybe half the T-bond market, but that’s another story.

[equalizer]

[quote=briansd1]I believe that it’s too easy to dismiss Asians as book smart but uncreative and only good at repetitive technical stuff. Only insecure people do that.

If you look at tech, Acer is a great example.

Acer started supplying parts to American computer makers. They then created their own brand which didn’t really succeed in the 80s and 90s. But the persevered and became focused on contract manufacturing.

And now the Acer brand is dominant… and they bought out Gateway (formerly a San Diego company).

Samsung, HTC, Acer, etc… all very creative Asian businesses.

And if you are an American business and need to source your manufacturing and parts in Asia, who will you need to hire? An educated Asian person.

Ok, so you’re the big shot executive and you run the business. But if you don’t speak the language or understand the culture, you will need to hire an educated Asian person, at least to translate.

Now, if you’re an educated Asian executive with an American university education, you don’t need to hire anyone because you understand both Asian and American cultures. You speak fluent English and the Asian language.

In the long run, all else being equal, which executive will be more profitable to the corporation/shareholders?[/quote]
Acer creative in the USA? What kind of brand recognition do they have here? Where are there fancy gadgets that people crave? Brilliant marketing? But that doesn’t really matter as long as they can produce net profit, which was only $105M last quarter.

Samsung on the other hand is more on the bold side, they may even bring in a great Android Tablet this year (better have 10 hr battery life)!
Their Galaxy Sprint phone has great potential with advanced Bluetooth streaming to Samsung TVs and great keyboard.

Can someone tell me why all these tech companies with their hundreds of PhDs and design engineers continue to make phone keyboards that average male user deems unusable in 2 minutes??

I had conversation over 6 years ago with a smart 60yr old engineer lamenting dismal prospects for future jobs in USA for the young people. He said don’t worry about, that’s what they said about Japan in the 80’s and they didn’t take over the USA. Well maybe half the T-bond market, but that’s another story.

[equalizer]

[quote=briansd1]I believe that it’s too easy to dismiss Asians as book smart but uncreative and only good at repetitive technical stuff. Only insecure people do that.

If you look at tech, Acer is a great example.

Acer started supplying parts to American computer makers. They then created their own brand which didn’t really succeed in the 80s and 90s. But the persevered and became focused on contract manufacturing.

And now the Acer brand is dominant… and they bought out Gateway (formerly a San Diego company).

Samsung, HTC, Acer, etc… all very creative Asian businesses.

And if you are an American business and need to source your manufacturing and parts in Asia, who will you need to hire? An educated Asian person.

Ok, so you’re the big shot executive and you run the business. But if you don’t speak the language or understand the culture, you will need to hire an educated Asian person, at least to translate.

Now, if you’re an educated Asian executive with an American university education, you don’t need to hire anyone because you understand both Asian and American cultures. You speak fluent English and the Asian language.

In the long run, all else being equal, which executive will be more profitable to the corporation/shareholders?[/quote]
Acer creative in the USA? What kind of brand recognition do they have here? Where are there fancy gadgets that people crave? Brilliant marketing? But that doesn’t really matter as long as they can produce net profit, which was only $105M last quarter.

Samsung on the other hand is more on the bold side, they may even bring in a great Android Tablet this year (better have 10 hr battery life)!
Their Galaxy Sprint phone has great potential with advanced Bluetooth streaming to Samsung TVs and great keyboard.

Can someone tell me why all these tech companies with their hundreds of PhDs and design engineers continue to make phone keyboards that average male user deems unusable in 2 minutes??

I had conversation over 6 years ago with a smart 60yr old engineer lamenting dismal prospects for future jobs in USA for the young people. He said don’t worry about, that’s what they said about Japan in the 80’s and they didn’t take over the USA. Well maybe half the T-bond market, but that’s another story.

[equalizer]

[quote=briansd1]I believe that it’s too easy to dismiss Asians as book smart but uncreative and only good at repetitive technical stuff. Only insecure people do that.

If you look at tech, Acer is a great example.

Acer started supplying parts to American computer makers. They then created their own brand which didn’t really succeed in the 80s and 90s. But the persevered and became focused on contract manufacturing.

And now the Acer brand is dominant… and they bought out Gateway (formerly a San Diego company).

Samsung, HTC, Acer, etc… all very creative Asian businesses.

And if you are an American business and need to source your manufacturing and parts in Asia, who will you need to hire? An educated Asian person.

Ok, so you’re the big shot executive and you run the business. But if you don’t speak the language or understand the culture, you will need to hire an educated Asian person, at least to translate.

Now, if you’re an educated Asian executive with an American university education, you don’t need to hire anyone because you understand both Asian and American cultures. You speak fluent English and the Asian language.

In the long run, all else being equal, which executive will be more profitable to the corporation/shareholders?[/quote]
Acer creative in the USA? What kind of brand recognition do they have here? Where are there fancy gadgets that people crave? Brilliant marketing? But that doesn’t really matter as long as they can produce net profit, which was only $105M last quarter.

Samsung on the other hand is more on the bold side, they may even bring in a great Android Tablet this year (better have 10 hr battery life)!
Their Galaxy Sprint phone has great potential with advanced Bluetooth streaming to Samsung TVs and great keyboard.

Can someone tell me why all these tech companies with their hundreds of PhDs and design engineers continue to make phone keyboards that average male user deems unusable in 2 minutes??

I had conversation over 6 years ago with a smart 60yr old engineer lamenting dismal prospects for future jobs in USA for the young people. He said don’t worry about, that’s what they said about Japan in the 80’s and they didn’t take over the USA. Well maybe half the T-bond market, but that’s another story.

[CA renter]

[quote=AK]Who were the fools who signed without reading? I bet it’s more likely the uneducated folks.

The entire closing process is designed to keep you from reading the papers or having a chance to get them reviewed.

Your loan docs arrive with just enough time to skim, sign, and FedEx off just in time to meet the closing deadline — this is no accident.

I know highly educated and financially astute people who got screwed by people they trusted. (I also believe that trusting “your own people,” whomever those people might be, leaves you wide-open to affinity fraud … but that’s a subject for another thread.)[/quote]

Absolutely true, AK.

[CA renter]

[quote=AK]Who were the fools who signed without reading? I bet it’s more likely the uneducated folks.

The entire closing process is designed to keep you from reading the papers or having a chance to get them reviewed.

Your loan docs arrive with just enough time to skim, sign, and FedEx off just in time to meet the closing deadline — this is no accident.

I know highly educated and financially astute people who got screwed by people they trusted. (I also believe that trusting “your own people,” whomever those people might be, leaves you wide-open to affinity fraud … but that’s a subject for another thread.)[/quote]

Absolutely true, AK.

[CA renter]

[quote=AK]Who were the fools who signed without reading? I bet it’s more likely the uneducated folks.

The entire closing process is designed to keep you from reading the papers or having a chance to get them reviewed.

Your loan docs arrive with just enough time to skim, sign, and FedEx off just in time to meet the closing deadline — this is no accident.

I know highly educated and financially astute people who got screwed by people they trusted. (I also believe that trusting “your own people,” whomever those people might be, leaves you wide-open to affinity fraud … but that’s a subject for another thread.)[/quote]

Absolutely true, AK.

[CA renter]

[quote=AK]Who were the fools who signed without reading? I bet it’s more likely the uneducated folks.

The entire closing process is designed to keep you from reading the papers or having a chance to get them reviewed.

Your loan docs arrive with just enough time to skim, sign, and FedEx off just in time to meet the closing deadline — this is no accident.

I know highly educated and financially astute people who got screwed by people they trusted. (I also believe that trusting “your own people,” whomever those people might be, leaves you wide-open to affinity fraud … but that’s a subject for another thread.)[/quote]

Absolutely true, AK.

[Author]

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