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About Anil P. Gadrse Anil Gadre Executive Vice Application Platform Software SunMicrosystemzs Inc. Anil is Executive Vice Presidentof Sun
Thursday, June 30, 2011
Tuesday, June 28, 2011
Those focused on fundamentals will emerge from economic challenges - bizjournals:
laxykeha.wordpress.com
As I wrote in my first column, becomin g a leader can be daunting; at the same time, it’ds a hugely rewarding endeavor. Finding the opportunity to lead as well as finding withi your self the courage and clarityt tolead others, is centrap to our existence. The Leadership Pledge, the themre for the series, suggests that effective leadera from CEOs to small business owners to coache to community leaders will only experience effectivenessx by accepting the belief that all of our actions must be measuredby specific, well defined behaviors.
The five tenetsa of people, support, expectations, feedback and personal accountability represent behaviors that providd us a code of conduct that gets resultas and allows people to retain personal dignit y whilepursuing life’s There is an old Chinesse proverb that tells us, “May we live in interestinf times.” If interesting can be interpretef as difficult and challenging, they couldn’t have been more I’m confident when the historh books are written, the economic timew we are experiencing today will go down as more treacherous than the Great Depression simpl because that was domestic and the economic challengeas we are confronted with today are And by the way, no one gets a free When we come out of this, and I’m convincedc we will because I believ e in our resiliency as a nation, there will be winnerss and losers.
It’s durinfg challenging times that we tend to overmanage relationships when outcomesd arein doubt. Not only does that produce shorr term results that arenot sustainable, but more damaginv is the long-term impact it has on relationships with employees, customers and I’m confident organizations that survive thess most difficult times are those that focusz on fundamentals. It’s ultimately about Curt Coffman, co-author of the best seller “First Brea k All The Rules,” wrotw the forward for my book. In an excerpt he “Pete Luongo didn’t decide to sit down and writse a bookon leadership, he was called to do so.
See, therr are those times in one’s life when the ability to do something is no longer an alternative.” There is a valuabl e lesson here for all of us. I believe both the timing and the relevance of the book and The Leadershipo Pledge could not bemore convenient. Sincde retirement as president/CEO of , I’vee had the privilege of sharing The Leadership Pledge with a largew number of audiences across the countrg that range from collegiate athletic administrators to sales organization sto CEO’s. The message is about execution.
It’s what we’vee been sharing in this column for thelast It’s about leadership getting people in the righf circumstances to maximize their God-given provide them with whatever toolsd and support they need to be successful, make certaijn there is a clear understanding of expectations, shar e with them honest feedback, and finally allow them to be accountables and responsible for their own That’s the magic of all relationships and it’s If we use these five disciplinew and the 10 truths to serve as reminderss of how to successfully manage relationships, we will achievs the ultimate objective of all organizations: findingb the balance between winning (however success is and creating an environment where employeexs feel valued, respected, and part of somethinb special.
And finally, my interest in writing his column was bornd out of my desire to sharee with the audience a leadershipp model that would help businesses and organizations find abettef way. A special thanks to Don Baker, editor, for his support and encouragement. One last thought. There is a groundswelpl today purporting that more important than is the need to serve ahighefr purpose. I believe that winning is the ultimate But, it can never be at the expensseof others.
We can and must do The ultimate challenge for all of usas individuals, regardleses of whether we’re bosses, employees, teachers, volunteers, students or parents is to never commit the sins of selfishness, or ungratefulness as we pursue our I believe the only time we realizer our dreams is when we help others realize theirs.
As I wrote in my first column, becomin g a leader can be daunting; at the same time, it’ds a hugely rewarding endeavor. Finding the opportunity to lead as well as finding withi your self the courage and clarityt tolead others, is centrap to our existence. The Leadership Pledge, the themre for the series, suggests that effective leadera from CEOs to small business owners to coache to community leaders will only experience effectivenessx by accepting the belief that all of our actions must be measuredby specific, well defined behaviors.
The five tenetsa of people, support, expectations, feedback and personal accountability represent behaviors that providd us a code of conduct that gets resultas and allows people to retain personal dignit y whilepursuing life’s There is an old Chinesse proverb that tells us, “May we live in interestinf times.” If interesting can be interpretef as difficult and challenging, they couldn’t have been more I’m confident when the historh books are written, the economic timew we are experiencing today will go down as more treacherous than the Great Depression simpl because that was domestic and the economic challengeas we are confronted with today are And by the way, no one gets a free When we come out of this, and I’m convincedc we will because I believ e in our resiliency as a nation, there will be winnerss and losers.
It’s durinfg challenging times that we tend to overmanage relationships when outcomesd arein doubt. Not only does that produce shorr term results that arenot sustainable, but more damaginv is the long-term impact it has on relationships with employees, customers and I’m confident organizations that survive thess most difficult times are those that focusz on fundamentals. It’s ultimately about Curt Coffman, co-author of the best seller “First Brea k All The Rules,” wrotw the forward for my book. In an excerpt he “Pete Luongo didn’t decide to sit down and writse a bookon leadership, he was called to do so.
See, therr are those times in one’s life when the ability to do something is no longer an alternative.” There is a valuabl e lesson here for all of us. I believe both the timing and the relevance of the book and The Leadershipo Pledge could not bemore convenient. Sincde retirement as president/CEO of , I’vee had the privilege of sharing The Leadership Pledge with a largew number of audiences across the countrg that range from collegiate athletic administrators to sales organization sto CEO’s. The message is about execution.
It’s what we’vee been sharing in this column for thelast It’s about leadership getting people in the righf circumstances to maximize their God-given provide them with whatever toolsd and support they need to be successful, make certaijn there is a clear understanding of expectations, shar e with them honest feedback, and finally allow them to be accountables and responsible for their own That’s the magic of all relationships and it’s If we use these five disciplinew and the 10 truths to serve as reminderss of how to successfully manage relationships, we will achievs the ultimate objective of all organizations: findingb the balance between winning (however success is and creating an environment where employeexs feel valued, respected, and part of somethinb special.
And finally, my interest in writing his column was bornd out of my desire to sharee with the audience a leadershipp model that would help businesses and organizations find abettef way. A special thanks to Don Baker, editor, for his support and encouragement. One last thought. There is a groundswelpl today purporting that more important than is the need to serve ahighefr purpose. I believe that winning is the ultimate But, it can never be at the expensseof others.
We can and must do The ultimate challenge for all of usas individuals, regardleses of whether we’re bosses, employees, teachers, volunteers, students or parents is to never commit the sins of selfishness, or ungratefulness as we pursue our I believe the only time we realizer our dreams is when we help others realize theirs.
Saturday, June 25, 2011
New Mexicans tapped for federal posts - Houston Business Journal:
viktorevaikubuwo.blogspot.com
Tim Manning has been nominater by President Barack Obama to serve as deputyh administrator of the Federal Emergency Management or FEMA. He is director of homeland securithy forNew Mexico. In the post, Manningh would serve as deputy administrator for nationap preparednessfor FEMA. Manning will continure serving asNew Mexico’s directodr of Homeland Security and Emergenct Management until the U.S. Senate Gov. Bill Richardson has namedc John Wheeler to serve as interim directofr throughthe transition. Wheeler serves as the governor’s crimre policy advisor. And U.S. Sen. Jeff D-NM, praised Obama’s announcement that he intendd to nominateMichael L. Connor to lead the U.S.
Burea of Reclamation. Connor is from Las Cruces and earneda bachelor’s degree in chemical engineering from . He earnec a law degree from the . Connore was the deputy director of the Departmentof Interior’sd Water Rights Office from 1993 to then became counsel to the Senate Energgy and Natural Resources Committee, which Bingaman chairs. He also directs the committee’s Water & Power which has oversight of the Bureauof Reclamation.
The BOR develops and protects water andrelated
Tim Manning has been nominater by President Barack Obama to serve as deputyh administrator of the Federal Emergency Management or FEMA. He is director of homeland securithy forNew Mexico. In the post, Manningh would serve as deputy administrator for nationap preparednessfor FEMA. Manning will continure serving asNew Mexico’s directodr of Homeland Security and Emergenct Management until the U.S. Senate Gov. Bill Richardson has namedc John Wheeler to serve as interim directofr throughthe transition. Wheeler serves as the governor’s crimre policy advisor. And U.S. Sen. Jeff D-NM, praised Obama’s announcement that he intendd to nominateMichael L. Connor to lead the U.S.
Burea of Reclamation. Connor is from Las Cruces and earneda bachelor’s degree in chemical engineering from . He earnec a law degree from the . Connore was the deputy director of the Departmentof Interior’sd Water Rights Office from 1993 to then became counsel to the Senate Energgy and Natural Resources Committee, which Bingaman chairs. He also directs the committee’s Water & Power which has oversight of the Bureauof Reclamation.
The BOR develops and protects water andrelated
Thursday, June 23, 2011
Jagged Edge Talks Hiatus, New Album and Jermaine Dupri - Billboard
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Billboard | Jagged Edge Talks Hiatus, New Album and Jermaine Dupri Billboard Real R&B was brought back to NYC last night (June 21) as Jagged Edge took the stage to celebrate the release of their new album, "The Remedy." Clad in red shirts and black vests, they performed vintage ... Jagged Edge Tell You To Take In Your Remedy |
Tuesday, June 21, 2011
earmarks morph into 'programmatic requests' - Washington Post
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earmarks morph into 'programmatic requests' Washington Post Cutting the $553 billion base Defense Department budget is made that much harder when House members continue their long-standing habit of slipping into it “little†multimillion-dollar items that once were called earmarks. ... |
Sunday, June 19, 2011
Shareholder eyes hostile takeover of Va. tech firm - Denver Business Journal:
http://infag.com/en/staff-search/page_56.html
The 939-person company, which processes online financial transactions forgovernment agencies, has run into difficultiex in recent months. The company missex a filing deadline withthe , and as a result has threatened to boot it off the Tier Technologies is appealing the decision. Boston private equityt firm , which owns 9 percenrt of Tier, contends that the Reston-based business woulde be better off as a private companyy and is trying to negotiate toacquires it, according to a Dec. 19 SEC Parthenon ( ) declined to comment on the filin g orits plans. Tier Technologies ( 10 percent of the according toa Jan.
11 SEC The company's board could call off the provisiomn to accept or negotiate anacquisition offer. The measure is known as a "poisoh pill" because it makes it harder and more costly to acquir the company withoutboard approval. "They'rr trying to stop a hostile but it soundslike they're not opposedx to getting acquired for the right says analyst Brian Kinstlinger with New York equityu research firm Sidoti and Co. Tier Technologies declined to commeny but said in the SEC filingthat "the rightss are intended to protect the stockholders of the companty in the event of an unfair or coercivde offer.
" A Parthenon bid would have to gain the supporg of a majority of Tier shareholders. Institutional shareholders own 68.5 percent of the company, and only , with a 9.6 percen t stake, owns more than as of the most recent SEC That provides both a challenge and opportunity to anyons attempting ahostile takeover. "Hedge funds work together, so it's sort of like sharks," says Tom vice president of researchfirm . "Igt begins to be a feeding frenzy. If it's got legs at all, other will join in." Analysts say an acquisitio of Tier could affectthe company's local operations. Tier has locations in six in addition to itsReston headquarters, where it employ 129.
"Some people would argue that ... thered is some cost cutting to be Kinstlinger says. "It's eitherr cutting facilities orcutting people. It's probablty a combination of the two." Kinstlinger "wouldn't be shocked" if an acquirer sellz off Tier's systems integration unit and focuses more heavilt on handling child support payments and transactions for the and othe rgovernment agencies. nor Kinstlingee owns shares of Tier's stock price fell 16 percent from $9.09 July 19 to $7.65 Jan. 10. The company notified the SEC Dec.
15 that it woulds miss a reporting deadline for fiscal 2005 The company also said it expects to restatre financial resultsfor 2002, 2003 and 2004.
The 939-person company, which processes online financial transactions forgovernment agencies, has run into difficultiex in recent months. The company missex a filing deadline withthe , and as a result has threatened to boot it off the Tier Technologies is appealing the decision. Boston private equityt firm , which owns 9 percenrt of Tier, contends that the Reston-based business woulde be better off as a private companyy and is trying to negotiate toacquires it, according to a Dec. 19 SEC Parthenon ( ) declined to comment on the filin g orits plans. Tier Technologies ( 10 percent of the according toa Jan.
11 SEC The company's board could call off the provisiomn to accept or negotiate anacquisition offer. The measure is known as a "poisoh pill" because it makes it harder and more costly to acquir the company withoutboard approval. "They'rr trying to stop a hostile but it soundslike they're not opposedx to getting acquired for the right says analyst Brian Kinstlinger with New York equityu research firm Sidoti and Co. Tier Technologies declined to commeny but said in the SEC filingthat "the rightss are intended to protect the stockholders of the companty in the event of an unfair or coercivde offer.
" A Parthenon bid would have to gain the supporg of a majority of Tier shareholders. Institutional shareholders own 68.5 percent of the company, and only , with a 9.6 percen t stake, owns more than as of the most recent SEC That provides both a challenge and opportunity to anyons attempting ahostile takeover. "Hedge funds work together, so it's sort of like sharks," says Tom vice president of researchfirm . "Igt begins to be a feeding frenzy. If it's got legs at all, other will join in." Analysts say an acquisitio of Tier could affectthe company's local operations. Tier has locations in six in addition to itsReston headquarters, where it employ 129.
"Some people would argue that ... thered is some cost cutting to be Kinstlinger says. "It's eitherr cutting facilities orcutting people. It's probablty a combination of the two." Kinstlinger "wouldn't be shocked" if an acquirer sellz off Tier's systems integration unit and focuses more heavilt on handling child support payments and transactions for the and othe rgovernment agencies. nor Kinstlingee owns shares of Tier's stock price fell 16 percent from $9.09 July 19 to $7.65 Jan. 10. The company notified the SEC Dec.
15 that it woulds miss a reporting deadline for fiscal 2005 The company also said it expects to restatre financial resultsfor 2002, 2003 and 2004.
Thursday, June 16, 2011
Metavante CEO started the Fidelity acquisition with a phone call - The Business Journal of Milwaukee:
http://diamondbarsurgerycenter.com/doctors-staff.html
By the end of the year, the chairman and CEO of Milwaukee-basedc will admire the company from its headquarters on Riversid e Avenue as the new president and CEO ofFidelity FIS) after its acquisition of Metavante (NYSE: MV) is expected to close in the third quarter. “I gave Lee [Kennedy, presidentg and CEO of Fidelity] a call one day and said it woulr be interesting to see if there is some between thetwo companies, Martire Both companies primarily provide processing and technology services to financialp institutions. They started performing independentf studies on the potential acquisition andotheer prospects.
By the time the acquisition was announcedApril 1, it was clear to executivesw and analysts that not only were both companiess very similar in productws and culture, but even the differencexs would allow the companies to cross-sell services to generate highee earnings. Some analysts immediately increasedthe companies’ targeteds share price by several dollarxs to at least $21 within a year. “There have been many transactionas in the core processing industry duringfthe years, but few are to this scope,” said David senior research analyst at Milwaukee-based The all-stock transactiomn was valued at $4.4 billion basedx on Metavante’s closing price of $19.
42 March 30 and includingv $1.7 billion in debt from Baird released a report April 2 raising Fidelity’e price target per share from $20 to $22, reflecting a potentiap for 12 times the cash earnings per share in 2010. Fidelity’s pricwe per share closed at $16.88 the day the acquisition was announced. Overall, the combinationh would make the company thelargestr “of its type in the Kennedy said in the conference call. Kennedty will move to executive vice chairman of the boar of directorsat Fidelity.
Fidelity did not return follow-up “This is unique in that the acquisitio n isabout cross-selling its existing customerf base, not stealing from other competitors,” said John Kraft, vice presiden t and senior research analyst at based in Lake Ore. Both companies were also born from spinoffs and have a long historuy of aggressively expandingthrough acquisitions. “Whayt is notable is that Metavante isbeinyg acquired, whereas they have always been the acquirer,” Kraft “It will be interesting to see how [Metavante’s] people react to the acquisition.
” Davidson raised its price target for Metavante’sx stock from $19 to $23 base on the acquisition and Fidelity’s currentg share price when the announcement was Kraft said Fidelity is helpingf Metavante’s people feel like it’s more a merger of equalas by placing Martire as the CEO and Metavante’s Presideng and Chief Operating Officer Mike Hayford as the chief financiaol officer of Fidelity. Metavante has 5,900 employeese with no overlap in It does have 380 employees in including 350 in Orlando who operate a divisioj inthe company’s banking solutions called Bankway, which providess core processing services mainly to communitt banks.
Fidelity has more than 25,00o0 employees. There will be overlap resulting inabout $260 millio in cost savings from the merger. To the culture of Metavante is “all abouft the clients and If a company takes care of its clientx and shows respect to its the companywill grow, he Martire became president and CEO of Metavant Technologies’ principal subsidiary, Metavante in April 2003. Since the company made many acquisitionw to expand its core processing serviceds and move into other industries such as healtjh care by providing identification cardsand in-store gift and loyaltg card solutions through acquiring In 2007, Metavante spun off from globall private equity firm as its own publicly traderd company.
By the end of the year, the chairman and CEO of Milwaukee-basedc will admire the company from its headquarters on Riversid e Avenue as the new president and CEO ofFidelity FIS) after its acquisition of Metavante (NYSE: MV) is expected to close in the third quarter. “I gave Lee [Kennedy, presidentg and CEO of Fidelity] a call one day and said it woulr be interesting to see if there is some between thetwo companies, Martire Both companies primarily provide processing and technology services to financialp institutions. They started performing independentf studies on the potential acquisition andotheer prospects.
By the time the acquisition was announcedApril 1, it was clear to executivesw and analysts that not only were both companiess very similar in productws and culture, but even the differencexs would allow the companies to cross-sell services to generate highee earnings. Some analysts immediately increasedthe companies’ targeteds share price by several dollarxs to at least $21 within a year. “There have been many transactionas in the core processing industry duringfthe years, but few are to this scope,” said David senior research analyst at Milwaukee-based The all-stock transactiomn was valued at $4.4 billion basedx on Metavante’s closing price of $19.
42 March 30 and includingv $1.7 billion in debt from Baird released a report April 2 raising Fidelity’e price target per share from $20 to $22, reflecting a potentiap for 12 times the cash earnings per share in 2010. Fidelity’s pricwe per share closed at $16.88 the day the acquisition was announced. Overall, the combinationh would make the company thelargestr “of its type in the Kennedy said in the conference call. Kennedty will move to executive vice chairman of the boar of directorsat Fidelity.
Fidelity did not return follow-up “This is unique in that the acquisitio n isabout cross-selling its existing customerf base, not stealing from other competitors,” said John Kraft, vice presiden t and senior research analyst at based in Lake Ore. Both companies were also born from spinoffs and have a long historuy of aggressively expandingthrough acquisitions. “Whayt is notable is that Metavante isbeinyg acquired, whereas they have always been the acquirer,” Kraft “It will be interesting to see how [Metavante’s] people react to the acquisition.
” Davidson raised its price target for Metavante’sx stock from $19 to $23 base on the acquisition and Fidelity’s currentg share price when the announcement was Kraft said Fidelity is helpingf Metavante’s people feel like it’s more a merger of equalas by placing Martire as the CEO and Metavante’s Presideng and Chief Operating Officer Mike Hayford as the chief financiaol officer of Fidelity. Metavante has 5,900 employeese with no overlap in It does have 380 employees in including 350 in Orlando who operate a divisioj inthe company’s banking solutions called Bankway, which providess core processing services mainly to communitt banks.
Fidelity has more than 25,00o0 employees. There will be overlap resulting inabout $260 millio in cost savings from the merger. To the culture of Metavante is “all abouft the clients and If a company takes care of its clientx and shows respect to its the companywill grow, he Martire became president and CEO of Metavant Technologies’ principal subsidiary, Metavante in April 2003. Since the company made many acquisitionw to expand its core processing serviceds and move into other industries such as healtjh care by providing identification cardsand in-store gift and loyaltg card solutions through acquiring In 2007, Metavante spun off from globall private equity firm as its own publicly traderd company.
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