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Thursday, February 11, 2010

Educators integrate environmental action into lesson plans



Head-Royce School, a small private academy for students in kindergarten through the 12th grade in Oakland, California, prides itself on strong academic performance as well as leadership skills.
As part of that leadership experience, senior Tyler Finney gets together with other students and school staff to talk about "greening" their school. "Every day we meet to discuss how to lower emissions," he says, adding that they also plan events to get other students excited about sustainability.Green Team member Mike Eidlin, also a senior, says they're drafting a letter to parents about why they should carpool and how to buy greener products for their kids. "If we can influence our parents, the generation before us," he says, "they could help out other people who aren't as informed."
"Many of the problems that we now face are because we didn't learn about sustainable living so why not start teaching young kids about it?"
Head-Royce School, a small private academy for students in kindergarten through the 12th grade in Oakland, California, prides itself on strong academic performance as well as leadership skills.
As part of that leadership experience, senior Tyler Finney gets together with other students and school staff to talk about "greening" their school. "Every day we meet to discuss how to lower emissions," he says, adding that they also plan events to get other students excited about sustainability.
Getting involved from the ground up
Green Team member Mike Eidlin, also a senior, says they're drafting a letter to parents about why they should carpool and how to buy greener products for their kids. "If we can influence our parents, the generation before us," he says, "they could help out other people who aren't as informed."

Head-Royce SchoolHead-Royce students formed the Green Team about three years ago and their school now gets much of its electric power from solar panels.
Head-Royce principal Paul Chapman says the Green Team has his full support. He believes sustainability is so important that when students first requested this project three years ago, he made sure they would have a major say in generating ideas and taking action.
"I told this group there was a reason for that, because it was about their future not our past," says Chapman. "And I wanted to make it apparent that the kids should have some power. The point was that we wanted them to get out and make change, which they did."Chapman encouraged them to think creatively, even if some of the projects they came up with seemed fanciful and some didn't work out. Thanks to the students' ingenuity, many of their ideas have paid off. The school now gets much of its electric power from solar panels and has a garden for healthy classroom snacks.
The Green Team's efforts have also reduced the amount of trash the school generates. Senior Lydia Glenn-Murray says the committee members are trying to reduce it even more through a trash audit. "Next week, we'll be sorting through all our trash and figuring out how much of our trash should be in compost that's not and is going into the landfill." She says that, in Oakland, 30 percent of the trash in the landfill is actually compostable.Green schools are sprouting up in all shapes and sizes across the United States, according to Lisa Bennett of the Center for Ecoliteracy, in Berkeley, California. "Some schools are doing it through gardens, some are doing it through healthy nutritious lunches, others are doing it through their classes."The Center for Ecoliteracy has worked with Head-Royce and other schools to integrate environmental action into lesson plans and offers workshops for educators around the world. A new book from the center, called Smart by Nature, profiles U.S. schools that are greening their curriculum.
Bennett says it's important for schools to teach sustainability. "Many of the problems that we now face are because we didn't learn about sustainable living so why not start teaching young kids about it?"
Some educators oppose adding environmental projects to the school day. They are concerned it will distract from basic academics like reading and math. But Bennett says the opposite is usually true. "What the research is now showing is that when kids are out in nature and they're met with a challenge, when they're given this kind of education that's designed around a project, where they then have to learn things for a reason in order to complete their project, they are willing to work a lot harder and we have seen scores go up."
Environmental challenges foster leadership, problem-solving skills
The environmental focus at Head-Royce has made a positive difference. One Green Team member says, "It's really cool for once, rather than just learning material, to be able to build material out of our passions and out of our creativity because that's something that's not always emphasized enough."Headmaster Chapman says that, in addition to supporting academic growth, the green mission at Head-Royce helps students build leadership skills. He points out the connection between that and real world problem solving. "When you pitch a problem to kids and let them understand that they could come up with a solution to a problem that has bedeviled other people, it's highly motivational."
You can see the motivation throughout the school, says Head-Royce Academic Dean Crystal Land. She explains that teachers incorporate the idea of sustainability into every subject at every grade level. "Our math classes have a great water-use project where they measure the amount of water that comes out of the shower in each of their homes and then compare to local water use and worldwide water use rates for other families. All through the lower school they study the ocean." Future goals at Head-Royce include reducing the school's carbon footprint down from 2,000 metric tons of C02 a year to zero, in hopes of becoming one of the first carbon-neutral schools in the nation. Headmaster Chapman says the students are figuring out how to make that happen. He says they've discussed ideas such as running educational or fund-raising campaigns as well as encouraging carpooling and other alternative transportation.
As for the future of the Green Team students, many plan to keep trying to make the world more sustainable. "There are a lot of colleges out there that have wind turbines and they have composting set up," one young woman points out. "But I'm definitely going to get involved in whatever college I go to, in helping further green their school."

Wednesday, February 10, 2010

Sri Lanka Government, Opposition Supporters Clash in Colombo



Earlier this month, a prestigious medical journal, The Lancet, retracted a report that linked autism to a vaccine against measles, mumps and rubella. Autism is a complex disability that affects a person's ability to communicate and interact with others. There are many theories about what causes autism. The latest has to do with a mother's age. Many women know that having a baby after 40 carries some risk. Cherri Cary was 40 when she gave birth."One of the concerns was Down syndrome," said Cherri Cary. "Another concern was pregnancy loss." But Cary never thought her age could increase her child's risk for autism.Her son Ben has been diagnosed with the disorder.Researchers from the University of California looked at millions of parents. They found that women who gave birth after age 40 were nearly twice as likely to have a child with autism as a woman under 25.But the increased risk is small. Only five percent of the increased risk is attributed to maternal age. Researcher Janie Shelton was the lead author."We know that it is a risk factor but we can't attribute the rise in autism to the shifting trend towards having children later in life," said Janie Shelton.Older mothers are known to face increased risks for having children with genetic disorders, and genes are thought to play a role in the entire autism spectrum. This can include people with asperger's syndrome who are highly functioning."I have a third cousin who has asperger's, and a first cousin who has just PDD, autism," said Erica Romano.Erica Romano has three children with autism. The California researchers say a mother's age is not the only risk factor. The study also found that the age of the father can play a role, although it is not as significant as the age of the mother. From all accounts, autism seems to be on the rise throughout much of the world.The Centers for Disease Control shows that the number of children with autism in the U.S. more than doubled between 2002 and 2006. About one child in 100 has a form of autism.Some researchers dispute the steep rise in the numbers. Anthropologist Richard Grinker wrote a book about it."You can't really compare today's rates with the rates of 10 years ago, 20 years ago," said Richard Grinker. "Because they're apples and oranges. The concept of autism was very different in the past."Parents and doctors are more aware of autism now which leads to earlier diagnosis. And the definition of autism has broadened so people with wide ranges of functioning are now diagnosed on the autism spectrum.The latest study claims that parental age, by itself, does not cause autism, but it may be one risk factor and one more piece of the autism puzzle. Soldiers and local volunteers in northern Afghanistan have found more bodies and survivors from recent avalanches along a well-traveled mountain road.Afghan officials said Wednesday that at least 165 people died from the avalanches in the Salang Pass - a 3,400-meter-high mountain road that connects Kabul to the northern city of Mazar-i-Sharif.Officials said rescue workers using helicopters and heavy machinery have rescued more than 2,500 people. Days of heavy snowfall triggered the avalanches, burying parts of the road and blocking a tunnel. Media reports say the force of the avalanches pushed two buses and several cars into a deep gorge.President Hamid Karzai has expressed condolences for the victims and ordered Afghan public works officials to assist the rescue effort.Sri Lankan government supporters clashed with opposition activists protesting the arrest of their defeated presidential candidate Sarath Fonseka.Thousands of opposition demonstrators gathered in front of the Supreme Court in Colombo Wednesday, when they were confronted by ruling-party activists who pelted them with stones.Police stepped in to break up the clashes. Witnesses say several people were wounded.Opposition supporters are demanding the release of Fonseka, the former chief of the armed forces, who was arrested Monday on charges of conspiring against the government.Fonseka lost last month's election to President Mahinda Rajapaksa, but the retired general and his allies allege the polls were rigged. The Sri Lankan election commissioner said there is no evidence of any tampering.On Tuesday, Mr. Rajapaksa dissolved parliament to clear the way for parliamentary elections to be held in early April.

Joining as an ERP developer is not encouraged nor necessary; as it calls for a different acumen. It is sufficient to start with the industry knowledge



Understanding ERPfirst, ensure that you understand fully what ERP is about ( enterprise Resource Planning ). it is a type of information system which is computerised. ( few information systems are manual in todays age!). because of this reliance on IT, you would need to have a sound base in IT to complement your business knowledge and experience, which are valuble. I would recommend you consider taking a formal IT qualification eg Masters, or even a diploma part time. NEXT, you then need to understand the work involving information systems solution provider. Basic IT knowledge, developer/IT solution consultant knowledge and experience are essential to complement your existing business and finance knowledge and experience. In short, IT and finance are 2 different worlds apart and you need dual knowledge to succeed in ERP.Understanding ERPfirst, ensure that you understand fully what ERP is about ( enterprise Resource Planning ). it is a type of information system which is computerised. ( few information systems are manual in todays age!). because of this reliance on IT, you would need to have a sound base in IT to complement your business knowledge and experience, which are valuble. I would recommend you consider taking a formal IT qualification eg Masters, or even a diploma part time. NEXT, you then need to understand the work involving information systems solution provider. Basic IT knowledge, developer/IT solution consultant knowledge and experience are essential to complement your existing business and finance knowledge and experience. In short, IT and finance are 2 different worlds apart and you need dual knowledge to succeed in ERP.


I am considering switching careers to that of an ERP consultant in finance/distribution. If I do so, I will need to join an ERP developer so as to gain the basic knowledge.
My concern is that I have experience only in Excel/Word/PowerPoint and Access. I also have a little knowledge of Oracle Developer and basic knowledge of SQL/PL SQL.
I wish to know the financial worth of becoming an ERP consultant, the number of years of experience required to get a good-paying job in this field, and how much technical knowledge is required to master the ERP profession.
Career advice from Tay Kok Choon, country manager of
JobStreet Singapore: It is encouraging to see people who are prepared to venture beyond their current job scope and try to do something new; that itself is already highly commendable.
The role of a finance manager and the ERP consultant are somewhat different although some of the skills acquired in the current job are applicable to the new role. Very likely, the person will venture into the new role, focusing on the financial aspects and modules of the systems and gradually gathering an understanding on the workings of the entire system.
It is not easy for consultants to isolate themselves within one small area; very often they end up being a business, process and specialized-area consultant all in one.
On the career aspect, my feel is that you need to almost take the attitude of re-starting your career. It requires the energy of a newcomer attacking a new venture.
The role can either be a pre-sales or post-sales consultant. It will be a little easier joining as a post-sales consultant as the nature of the role allows for more preparation time rather than thinking on the feet.
Joining as an ERP developer is not encouraged nor necessary; as it calls for a different acumen. It is sufficient to start with the industry knowledge acquired from the previous roles.
A good ERP consultant is highly valued by the IT industry and it pays well; travelling opportunities are in abundance. In your case, it is good for you to build on your business and process knowledge rather than re-start your whole career from the technical angle

Asset Management Configuration of AP and AM modules Strong SQL skills You will have previous experience within a global firm and have exposure to work



Experience: 3-6 yrs Relevant Job Description:- Experience in at least 2 end to end implementation in Peoplesoft finance Experience in the analysis, design, and development of business applications. Should have coding experience with Peopletools 8.48 and above Knowledge of Peopelsoft finance application modules AP, AR, PO, PC, GL Strong working knowledge of peopletools SQR, application designer, peoplecode, Application Engine, crystal reports, Nvision Strong knowledge of PL/SQL, Oracle Basic understanding of UNIX commands Peopelsoft certifications are a definite plus. Basic knowledge of shell scripting Knowledge of Java /JEE is preferable Should have good analytical and communication skills Job Location:- Mumbai/Pune Current CTC:- Expected CTC:- Notice Period:- Availability for the face to face weekend drive on 14 th Feb in Mumbai Y/ N Send your resume and details to [HIDDEN TEXT] OR Call on - 022-41598925Experience: 3-6 yrs Relevant Job Description:- Experience in at least 2 end to end implementation in Peoplesoft finance Experience in the analysis, design, and development of business applications. Should have coding experience with Peopletools 8.48 and above Knowledge of Peopelsoft finance application modules AP, AR, PO, PC, GL Strong working knowledge of peopletools SQR, application designer, peoplecode, Application Engine, crystal reports, Nvision Strong knowledge of PL/SQL, Oracle Basic understanding of UNIX commands Peopelsoft certifications are a definite plus. Basic knowledge of shell scripting Knowledge of Java /JEE is preferable Should have good analytical and communication skills Job Location:- Mumbai/Pune Current CTC:- Expected CTC:- Notice Period:- Availability for the face to face weekend drive on 14 th Feb in Mumbai Y/ N Send your resume and details to [HIDDEN TEXT] OR Call on - 022-41598925Would you like the opportunity to work with a Leading IT Services Provider? Our client is a service provider of information technology and communications solutions. They offer a rewarding and challenging work place for the right candidate. We are looking to appoint an experienced Peoplesoft Architect for a 3 month contract assignment. To be considered for this role you will have demonstrated and proven experience as a Peoplesoft Architect and have high level skills with Oracle Fusion. Description: Peoplesoft Architect Oracle Fusion Skills If this opportunity is off interest please forward your Resume to (see below) or call Tricia Spinks or Jane Saxby to discuss this role in more detail Please quote Job Reference PERCTS8956 when applying for this role. Name: Tricia Spinks Client Name: Recruiter Reference ID: JSPERCTS8956 Please click the 'Apply Now' button belowWould you like the opportunity to work with a Leading IT Services Provider? Our client is a service provider of information technology and communications solutions. They offer a rewarding and challenging work place for the right candidate. We are looking to appoint an experienced Peoplesoft Architect for a 3 month contract assignment. To be considered for this role you will have demonstrated and proven experience as a Peoplesoft Architect and have high level skills with Oracle Fusion. Description: Peoplesoft Architect Oracle Fusion Skills If this opportunity is off interest please forward your Resume to (see below) or call Tricia Spinks or Jane Saxby to discuss this role in more detail Please quote Job Reference PERCTS8956 when applying for this role. Name: Tricia Spinks Client Name: Recruiter Reference ID: JSPERCTS8956 Please click the 'Apply Now' button belowContract role Financial Services Immediate start As an ASX 20, globally renowned organisation and market leader, we require a highly experienced PeopleSoft Functional/Technical Analyst for a contract position for an immediate start. Due to current demands of ongoing growth you will be a key member implementing system enhancements, upgrades and continuous improvements. You will be a highly skilled and capable team member who is focussed on delivering quality service both here and abroad. Technically you will be focused across: PeopleSoft V8 in both AP and Asset Management Configuration of AP and AM modules Strong SQL skills You will have previous experience within a global firm and have exposure to working within tight timeframes and to a high level of customer service. You will be responsible for the development of system enhancements and fixes, functional configuration of AP and AM and also adhoc support of the procedure to pay applications. On offer is a contract opportunity that will. 5+ years experience in developing automated test scripts for PeopleSoft . 5+ years experience with PeopleSoft . 5+ years experience with regression testing . Ensures quality of representative production test data for interface testing to external applications . Responsible for defects management and driving to resolution and retesting the same . Identifies necessary test environment requirements to support the production support test phase and coordinates with infrastructure and functional teams . Bachelors Degree or equivalent work experience in Computer Science . Clear understanding of life cycle methodology Please send resume to


Are you an experienced PeopleSoft Consultant with solid Time & Labour module experience looking for a long term contract in the Melbourne CBD? This national Oracle partner has a six month contract available for industry savvy and commercially experienced PeopleSoft HR/Payroll Technical Consultant specialising in the PeopleSoft Time & Labour module. They are looking for consultants to extend their technical and functional expertise to provide analysis and develop and write custom rules. It is expected that you have a combination of the following skills: Thorough technical and some functional knowledge of PeopleSoft with proven experience with the Time & Labour module. Specialisation in the implementation and support of the PeopleSoft HR/Payroll suite from versions 7.0 through to 8.9 with some recent exposure to 9.0. Excellent communications skills and face to face client interaction If you are ready to get stuck into a juicy long term contract with a major blue chip company don't hesitateAre you an experienced PeopleSoft Consultant with solid Time & Labour module experience looking for a long term contract in the Melbourne CBD? This national Oracle partner has a six month contract available for industry savvy and commercially experienced PeopleSoft HR/Payroll Technical Consultant specialising in the PeopleSoft Time & Labour module. They are looking for consultants to extend their technical and functional expertise to provide analysis and develop and write custom rules. It is expected that you have a combination of the following skills: Thorough technical and some functional knowledge of PeopleSoft with proven experience with the Time & Labour module. Specialisation in the implementation and support of the PeopleSoft HR/Payroll suite from versions 7.0 through to 8.9 with some recent exposure to 9.0. Excellent communications skills and face to face client interaction If you are ready to get stuck into a juicy long term contract with a major blue chip company don't hesitate

Engelska är koncernspråk.Du är en person som tar initiativ och uppnår resultat.

Som Commodity Manager Electronics kommer du ansvara för den nordiska leverantörsbasen inom elektronikområdet och se till att målen inom kvalitet, leveransplaner och kostnader möts.Huvudsakliga arbetsuppgifter och ansvarsområden omfattar bland annat:- Bidra till att utveckla den globala elektronikstrategin för affärsområdet Vehicle Systems- Förhandla fram och implementera leverantörskontrakt i enlighet med mål inom kvalitet, leveransplaner och kostnader.- Utveckla en process för avtalshantering för elektronikleverantörer- Ansvara för och driva frågor kring kostnadsbesparingar samt leveransplaner- Driva och supporta interntbaserade omvända auktioner av material- Samverka med och stödja DHR Corporate Global Commodity team för att anpassa strategiska initiativ med Kollmorgans initiativ.- Hjälpa Supplier Quality med Supplier Revisioner och arbeta för att bibehålla godkänd leverantörsbas.Du är civilingenjör inom industriell ekonomi med inriktning på Logistik, Supply Chain eller Operations Management.Erfarenhet och kunskaperMinst 2-3 års erfarenhet inom inköp/logistikDokumenterad erfarenhet av att prestera bättre resultat än väntatErfarenhet från tillverkningsindustrinErfarenhet av projektledning och operativa inköpFörhandlingsvanaErfarenhet av att jobba med Lean ToolsKunskap om internationella handelsreglerFlytande i svenska och engelska i tal och skrift är ett krav. Engelska är koncernspråk.Du är en person som tar initiativ och uppnår resultat. Du tar ansvar för dina uppdrag och driver dina processer framåt. Du lyssnar och kommunicerar med andra på ett konstruktivt sätt och anpassar dig på ett bra sätt till förändringar. Du arbetar bra med komplexa frågor och har förmåga att lösa komplicerade problem.Start: I överenskommelse med KollmorgenOmfattning: Heltid, tillsvidareResor: Resor inom Norden, ca 1 vecka per 4-6 veckors periodPlacering: Tyresö, stockholmSista ansökningsdag: 2010-02-12Kontakt: Sara PetterssonKollmorgen är ett dynamiskt företag som arbetar med den senaste tekniken. För rätt kandidat finns det stora möjligheter att utvecklas och avancera i bolaget.Denna rekrytering genomförs av Academic Work rekrytering och du kommer att anställas av Kollmorgen.Som Commodity Manager Electronics kommer du ansvara för den nordiska leverantörsbasen inom elektronikområdet och se till att målen inom kvalitet, leveransplaner och kostnader möts.Huvudsakliga arbetsuppgifter och ansvarsområden omfattar bland annat:- Bidra till att utveckla den globala elektronikstrategin för affärsområdet Vehicle Systems- Förhandla fram och implementera leverantörskontrakt i enlighet med mål inom kvalitet, leveransplaner och kostnader.- Utveckla en process för avtalshantering för elektronikleverantörer- Ansvara för och driva frågor kring kostnadsbesparingar samt leveransplaner- Driva och supporta interntbaserade omvända auktioner av material- Samverka med och stödja DHR Corporate Global Commodity team för att anpassa strategiska initiativ med Kollmorgans initiativ.- Hjälpa Supplier Quality med Supplier Revisioner och arbeta för att bibehålla godkänd leverantörsbas.Du är civilingenjör inom industriell ekonomi med inriktning på Logistik, Supply Chain eller Operations Management.Erfarenhet och kunskaperMinst 2-3 års erfarenhet inom inköp/logistikDokumenterad erfarenhet av att prestera bättre resultat än väntatErfarenhet från tillverkningsindustrinErfarenhet av projektledning och operativa inköpFörhandlingsvanaErfarenhet av att jobba med Lean ToolsKunskap om internationella handelsreglerFlytande i svenska och engelska i tal och skrift är ett krav. Engelska är koncernspråk.Du är en person som tar initiativ och uppnår resultat. Du tar ansvar för dina uppdrag och driver dina processer framåt. Du lyssnar och kommunicerar med andra på ett konstruktivt sätt och anpassar dig på ett bra sätt till förändringar. Du arbetar bra med komplexa frågor och har förmåga att lösa komplicerade problem.Start: I överenskommelse med KollmorgenOmfattning: Heltid, tillsvidareResor: Resor inom Norden, ca 1 vecka per 4-6 veckors periodPlacering: Tyresö, stockholmSista ansökningsdag: 2010-02-12Kontakt: Sara PetterssonKollmorgen är ett dynamiskt företag som arbetar med den senaste tekniken. För rätt kandidat finns det stora möjligheter att utvecklas och avancera i bolaget.Denna rekrytering genomförs av Academic Work rekrytering och du kommer att anställas av Kollmorgen.Danaher Corporation (NYSE DHR) är ett Fortune 500 företag som har tillverkning över hela världen. Bolaget har visat på fortsatt global tillväxt och lönsamhet år efter år. Danaher Motion Stockholm AB är en del av Kollmorgen, som ingår i Danaher Corporation, och har ca 120 anställda. Danaher Motion Stockholm AB är en ledande tillverkare av kontroller och enheter som används i bland annat gaffeltruckar, robotar och hybridlösningar för fordon. Kollmorgen är en ledande leverantör av rörelsesystem och komponenter som förbättrar effektiviteten och produktivitetn i komplexa tillverkningsprocesser.
Posted by kalpana at
11:32 PM 0 comments

Commodity Manager Electronics till Danaher Corporation


Som Commodity Manager Electronics kommer du ansvara för den nordiska leverantörsbasen inom elektronikområdet och se till att målen inom kvalitet, leveransplaner och kostnader möts.Huvudsakliga arbetsuppgifter och ansvarsområden omfattar bland annat:- Bidra till att utveckla den globala elektronikstrategin för affärsområdet Vehicle Systems- Förhandla fram och implementera leverantörskontrakt i enlighet med mål inom kvalitet, leveransplaner och kostnader.- Utveckla en process för avtalshantering för elektronikleverantörer- Ansvara för och driva frågor kring kostnadsbesparingar samt leveransplaner- Driva och supporta interntbaserade omvända auktioner av material- Samverka med och stödja DHR Corporate Global Commodity team för att anpassa strategiska initiativ med Kollmorgans initiativ.- Hjälpa Supplier Quality med Supplier Revisioner och arbeta för att bibehålla godkänd leverantörsbas.
Du är civilingenjör inom industriell ekonomi med inriktning på Logistik, Supply Chain eller Operations Management.Erfarenhet och kunskaperMinst 2-3 års erfarenhet inom inköp/logistikDokumenterad erfarenhet av att prestera bättre resultat än väntatErfarenhet från tillverkningsindustrinErfarenhet av projektledning och operativa inköpFörhandlingsvanaErfarenhet av att jobba med Lean ToolsKunskap om internationella handelsreglerFlytande i svenska och engelska i tal och skrift är ett krav. Engelska är koncernspråk.Du är en person som tar initiativ och uppnår resultat. Du tar ansvar för dina uppdrag och driver dina processer framåt. Du lyssnar och kommunicerar med andra på ett konstruktivt sätt och anpassar dig på ett bra sätt till förändringar. Du arbetar bra med komplexa frågor och har förmåga att lösa komplicerade problem.Start: I överenskommelse med KollmorgenOmfattning: Heltid, tillsvidareResor: Resor inom Norden, ca 1 vecka per 4-6 veckors periodPlacering: Tyresö, stockholmSista ansökningsdag: 2010-02-12Kontakt: Sara PetterssonKollmorgen är ett dynamiskt företag som arbetar med den senaste tekniken. För rätt kandidat finns det stora möjligheter att utvecklas och avancera i bolaget.Denna rekrytering genomförs av Academic Work rekrytering och du kommer att anställas av Kollmorgen.Som Commodity Manager Electronics kommer du ansvara för den nordiska leverantörsbasen inom elektronikområdet och se till att målen inom kvalitet, leveransplaner och kostnader möts.Huvudsakliga arbetsuppgifter och ansvarsområden omfattar bland annat:- Bidra till att utveckla den globala elektronikstrategin för affärsområdet Vehicle Systems- Förhandla fram och implementera leverantörskontrakt i enlighet med mål inom kvalitet, leveransplaner och kostnader.- Utveckla en process för avtalshantering för elektronikleverantörer- Ansvara för och driva frågor kring kostnadsbesparingar samt leveransplaner- Driva och supporta interntbaserade omvända auktioner av material- Samverka med och stödja DHR Corporate Global Commodity team för att anpassa strategiska initiativ med Kollmorgans initiativ.- Hjälpa Supplier Quality med Supplier Revisioner och arbeta för att bibehålla godkänd leverantörsbas.
Du är civilingenjör inom industriell ekonomi med inriktning på Logistik, Supply Chain eller Operations Management.Erfarenhet och kunskaperMinst 2-3 års erfarenhet inom inköp/logistikDokumenterad erfarenhet av att prestera bättre resultat än väntatErfarenhet från tillverkningsindustrinErfarenhet av projektledning och operativa inköpFörhandlingsvanaErfarenhet av att jobba med Lean ToolsKunskap om internationella handelsreglerFlytande i svenska och engelska i tal och skrift är ett krav. Engelska är koncernspråk.Du är en person som tar initiativ och uppnår resultat. Du tar ansvar för dina uppdrag och driver dina processer framåt. Du lyssnar och kommunicerar med andra på ett konstruktivt sätt och anpassar dig på ett bra sätt till förändringar. Du arbetar bra med komplexa frågor och har förmåga att lösa komplicerade problem.Start: I överenskommelse med KollmorgenOmfattning: Heltid, tillsvidareResor: Resor inom Norden, ca 1 vecka per 4-6 veckors periodPlacering: Tyresö, stockholmSista ansökningsdag: 2010-02-12Kontakt: Sara PetterssonKollmorgen är ett dynamiskt företag som arbetar med den senaste tekniken. För rätt kandidat finns det stora möjligheter att utvecklas och avancera i bolaget.Denna rekrytering genomförs av Academic Work rekrytering och du kommer att anställas av Kollmorgen.Danaher Corporation (NYSE DHR) är ett Fortune 500 företag som har tillverkning över hela världen. Bolaget har visat på fortsatt global tillväxt och lönsamhet år efter år. Danaher Motion Stockholm AB är en del av Kollmorgen, som ingår i Danaher Corporation, och har ca 120 anställda. Danaher Motion Stockholm AB är en ledande tillverkare av kontroller och enheter som används i bland annat gaffeltruckar, robotar och hybridlösningar för fordon. Kollmorgen är en ledande leverantör av rörelsesystem och komponenter som förbättrar effektiviteten och produktivitetn i komplexa tillverkningsprocesser.

System Architecture Expert for Server platform and Application in Core Network



We are currently building a new R&D competence area within middleware server platforms and applications in Core Network. We are looking for a System Architecture Expert for Server platform and Application in Core Network - responsible for define, develop, communicate, defend and revise system architecture. The position will be in the R&D department Core Networks, based in Kista, Stockholm.
Responsibilities:
Foundation for system architecture such as basic principles, denomination, life cycle management.
Application and platform definition and separation
Application module concept and structure to limit complexity
Technology planning & roadmap for the next 3 to 5 years
Life cycle management (product and technology roadmap)
System Design work
Participate in future network scenario
Participate in telecom industry analyzing considering market trends, customer and competitor moves.
Qualifications:
More than 7 years direct experience with a proven track record within a well-known international telecommunication equipment vendor.
More than 6 years experience from system architecture within a well-known international telecommunication equipment vendor.
Understanding the customer's business and how to contribute to the customer's success
Other requirements:
Minimum of bachelor degree in telecommunications, computer science or electronics.
Excellent cooperation skills with a wide variety of people, including but not limited to, engineering, marketing, R&D and standardization.
Must welcome challenges.
Good oral and written communication, interpersonal skills and fluent in EnglishWe are currently building a new R&D competence area within middleware server platforms and applications in Core Network. We are looking for a System Architecture Expert for Server platform and Application in Core Network - responsible for define, develop, communicate, defend and revise system architecture. The position will be in the R&D department Core Networks, based in Kista, Stockholm.
Responsibilities:
Foundation for system architecture such as basic principles, denomination, life cycle management.
Application and platform definition and separation
Application module concept and structure to limit complexity
Technology planning & roadmap for the next 3 to 5 years
Life cycle management (product and technology roadmap)
System Design work
Participate in future network scenario
Participate in telecom industry analyzing considering market trends, customer and competitor moves.
Qualifications:
More than 7 years direct experience with a proven track record within a well-known international telecommunication equipment vendor.
More than 6 years experience from system architecture within a well-known international telecommunication equipment vendor.
Understanding the customer's business and how to contribute to the customer's success
Other requirements:
Minimum of bachelor degree in telecommunications, computer science or electronics.
Excellent cooperation skills with a wide variety of people, including but not limited to, engineering, marketing, R&D and standardization.
Must welcome challenges.
Good oral and written communication, interpersonal skills and fluent in English
Founded in 1988, Huawei Technologies is one of the fastest growing telecommunications and network solutions providers in the world. At Huawei Technologies, we look for people who share our vision: to enrich life with communication. We are a leading supplier of next generation telecom networks and currently serve 37 of the world’s top 50 operators. Our people are committed to providing innovative products, services and solutions and understand it as their mission to create long-term value and growth potential for our clients.

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And here’s the fascinating thing: two of the top searches were to the dockers.com/freepants URL, which was was never mentioned in the ad (and doesn’t exist). Yet enough people typed that in to a search box that it had “volcanic” hotness. Fortunately, Dockers either saw this coming or watched it happening and set up a redirect from that URL to its home page. Although they would have done even better by redirecting to the free pants page: http://us.dockers.com/shop/index.jsp?categoryId=4003744. Or on second thought, maybe they could redirect THAT crazy URL to dockers.com/freepants. Sadly, as with Boost Mobile’s spiking searches, Dockers is nowhere to be found for what the commercial caused people to search for. The Dockers site doesn’t appear for any of the four searches listed in Google Trends, although lots of other sites are taking advantage of the surge.
Why? Probably a combination of reasons that begin with its poor URL structure that includes lots of duplication and makes the content difficult to access. Also, the URL for sharing the video? http://us.dockers.com/shop/index.jsp?categoryId=4003744&camp=h-giveaway. If I might make a suggestion? What about instead using dockers.com/freepants?And here’s the fascinating thing: two of the top searches were to the dockers.com/freepants URL, which was was never mentioned in the ad (and doesn’t exist). Yet enough people typed that in to a search box that it had “volcanic” hotness. Fortunately, Dockers either saw this coming or watched it happening and set up a redirect from that URL to its home page. Although they would have done even better by redirecting to the free pants page: http://us.dockers.com/shop/index.jsp?categoryId=4003744. Or on second thought, maybe they could redirect THAT crazy URL to dockers.com/freepants. Sadly, as with Boost Mobile’s spiking searches, Dockers is nowhere to be found for what the commercial caused people to search for. The Dockers site doesn’t appear for any of the four searches listed in Google Trends, although lots of other sites are taking advantage of the surge.
Why? Probably a combination of reasons that begin with its poor URL structure that includes lots of duplication and makes the content difficult to access. Also, the URL for sharing the video? http://us.dockers.com/shop/index.jsp?categoryId=4003744&camp=h-giveaway. If I might make a suggestion? What about instead using dockers.com/freepants?Hi Vanessa, I would kindly like to point out that on all Dockers searches that I personally performed during and after the Super Bowl for their free pants giveaway that they appeared in top positioning for those keywords that are listed on Google Trends, which makes this article rather confusing.
Being that the information in the article above, specifically “The Dockers site doesn’t appear for any of the four searches listed in Google Trends, although lots of other sites are taking advantage of the surge,” is inaccurate (perform the searches) it makes sense to revise the article to reflect the true accuracy.
I did all four searches after the Super Bowl and the Dockers web site didn’t appear for any of them, although it did rank #1 for a search for [dockers]. It’s true that everyone sees different results at this point, so it’s possible some searchers did see dockers.com in the results for these, but I did not.
I just performed the search again and the dockers site does appear on the first page (although not the first result) for three of the searchers (but not for [dockers super bowl ad]). Which makes sense as between the game and now, lots of links have likely accrued to the site with that anchor text. But my point in the article was that a brand wants that visibility immediately when the commercial airs. And when I searched that evening, Monday, and Tuesday morning, the brand didn’t show up on the first page for any of the four.Ah – In reading your comment, it appears that I mistakenly interpreted your article as a Super Bowl vs. Search (as in PAID Search, not Organic Search) recap.
My comments were solely based on the brand’s strong command/coverage specifically in the Paid Search/Adwords arena; not organic search. In knowing now that your article is geared directly re: organic, it makes sense.
I assume that I am not the only one who interpreted the article in this manner as the title stated “Scoring Super Bowl 2010 Advertising: How’s the Search Visibility?” which to me in my profession automatically means SEM, not SEO. Any way to adjust the title to make it more clear to the masses? ;)
Apologies for the confusion – my point being that Dockers did a great job at ensuring Paid Search coverage for their Super Bowl spot… and now I realize that your article is specifically regarding ORGANIC search visibility.

URL was hyundai.com. Anyone looking for “edit your own” couldn’t find it. The only improvement I would recommend to Honda would be to ditch the extra



You’ll notice that the advertised URL isn’t the one that ranks. In this case, the advertised URL redirects correctly with a 301 and both URLs contain the same keywords (Honda and Crosstour), so searchers aren’t likely to get confused. You may remember that I took issue with Hyundai’s use of a redirected vanity URL last year, but that was in part because the advertised URL was edityourown.com and the “real” URL was hyundai.com. Anyone looking for “edit your own” couldn’t find it. The only improvement I would recommend to Honda would be to ditch the extra parameters. crosstour.honda.com currently redirects to http://automobiles.honda.com/accord-crosstour/?from=http://crosstour.honda.com/. Is the from parameter really needed in this case? Diving further into the site, it appears that primary navigation uses a folder URL structure and secondary navigation uses a parameter-based URL structure. This makes it difficult for the bots to know when parameters are required vs. optional. Which leads to URLs such as this being indexed:You’ll notice that the advertised URL isn’t the one that ranks. In this case, the advertised URL redirects correctly with a 301 and both URLs contain the same keywords (Honda and Crosstour), so searchers aren’t likely to get confused. You may remember that I took issue with Hyundai’s use of a redirected vanity URL last year, but that was in part because the advertised URL was edityourown.com and the “real” URL was hyundai.com. Anyone looking for “edit your own” couldn’t find it. The only improvement I would recommend to Honda would be to ditch the extra parameters. crosstour.honda.com currently redirects to http://automobiles.honda.com/accord-crosstour/?from=http://crosstour.honda.com/. Is the from parameter really needed in this case? Diving further into the site, it appears that primary navigation uses a folder URL structure and secondary navigation uses a parameter-based URL structure. This makes it difficult for the bots to know when parameters are required vs. optional. Which leads to URLs such as this being indexed:You’ll notice that the advertised URL isn’t the one that ranks. In this case, the advertised URL redirects correctly with a 301 and both URLs contain the same keywords (Honda and Crosstour), so searchers aren’t likely to get confused. You may remember that I took issue with Hyundai’s use of a redirected vanity URL last year, but that was in part because the advertised URL was edityourown.com and the “real” URL was hyundai.com. Anyone looking for “edit your own” couldn’t find it. The only improvement I would recommend to Honda would be to ditch the extra parameters. crosstour.honda.com currently redirects to http://automobiles.honda.com/accord-crosstour/?from=http://crosstour.honda.com/. Is the from parameter really needed in this case? Diving further into the site, it appears that primary navigation uses a folder URL structure and secondary navigation uses a parameter-based URL structure. This makes it difficult for the bots to know when parameters are required vs. optional. Which leads to URLs such as this being indexed:Using famous people in ads can be great for several reasons, but can be problematic from a search perspective. If the famous person already has a solid set of results, it may be difficult for the brand to rank for that person’s name. And viewers are just as likely to search for the person as for the brand. You can see this scenario with the Focus On The Family commercial, which featured football player Tim Tebow.This year? No microsite. No offline/online integration. No social, viral, online experience. The ads simply showed their domain name: hyundai.com. I’m sad this might mean they think their idea of engaging an audience with offline/online integration was a failure, when really it just could have used a better execution.
They do rank #1 for their brand, although they’re still advertising a domain that redirects elsewhere. But at least both domains have “Hyundai” in themClearly the commercial caused people to search for the Tebow family in much greater numbers than for Focus On The Family. Could Focus On the Family done anything to be found for those [tebow] searches? Well, sure. After all, the Huffington Post article about the commercial ranks number two, so it managed to break through all of the legacy content. But focusonthefamily.com site doesn’t seem to have a full article of content that shows it’s relevant for the query. It does feature a video and image, but very little that search engines can actually do anything with.
This is a cautionary tale of online reputation management as well. Lots of negative articles about the commercial are ranking for these queries and the brand’s positive spin is nowhere to be found.
Doritos – ranking despite themselves
Doritos. Their commercials caused search spikes for their brand, and they do indeed rank. I would call this success despite adversity, since snackstronproductions.com and doritos.com are duplicates, and they seem to love creating microsites for every campaign (crashthesuperbowl.com ranks second for their brand name). According to , the word “Doritos” isn’t even on the page and the text is:
“snack strong productions logo (8K) – no flash page Snack Strong Productions requires Macromedia Flash, version 8 or greater. Please click here to download. “
So go them for managing to show up anyway (likely through links).
Go Daddy – integrating media
You can’t fault Go Daddy. Their commercials get your attention and they drive people right to their web site. Last year, . Do people looking for video that’s “too hot for TV” really then buy domain names? As I found last year, apparently the answer is yes. This year, “We had a tremendous surge in Web traffic, sustained the spike, converted new customers and shot overall sales off the chart.”
Dockers – everyone wants free pants
Looking at Google Trends during and after the game, the dominating search was related to those free Dockers pants. Everyone loves pants. Especially if they’re free.

Scoring Super Bowl 2010 Advertising: How’s the Search Visibility



After the 2009 Super Bowl, I and reported back on how well the brands did at ensuring visibility in organic search results. It didn’t go so well. The primary problems were:
Microsites – Microsites aren’t inherently a bad idea, but too many of them can cause brand confusion, external link dilution, and require that all search-related relevance and authority build from scratch with each new microsite.
Display issues – Many of the advertising brands last year ranked well, but due to technical issues had poor titles and descriptions in the search results.
Lack of consistency - In some cases, the brand bought AdWords for commercial taglines, but then didn’t display that tagline in the ad. Searchers likely skipped right past those ads as they were looking for a match to the phrase they typed in.
Have things gotten any better in 2010? Generally, yes they have. The use of microsites was greatly reduced this year, with most brands opting to simply display their primary domain name. This made ranking much more straightforward. However, overall there was less integration between the commercials and the web. GoDaddy was one of the few advertisers that encouraged viewers to visit their web site (which surely viewers did, to see the “too hot for TV” commercial sequels).
Why does this matter? 57 percent of us are sometimes , and that often translates into searches. A found that 32 percent of those surveyed planned to be online during the game — 14 percent to watch commercials and 13 percent to visit advertiser web sites. Not surprisingly, for several advertisers during and after the game.
So, could the estimated 13 million viewers (13 percent of looking for advertiser web sites find them? Let’s take a look.Normally, I recommend against hiding text like this because it’s and can get a site penalized, but in this case, I’d recommend against it because they’re not really even doing it right. They repeat the same text about all cars on every car page. It looks like they may have originally done it to get around AJAX issues (the ranking page 302 redirects to a a URL that includes a #), but this is a prime example of why showing things differently to search engines and visitors can cause problems with diagnosing what’s gone wrong with search visibility.As I noted last year, advertisers likely expect that if they display a URL in their ad, viewers will type that URL in their browser address bar. But often, viewers search for the URL (or portions of it or the brand name) instead, so it’s important to rank well for anything you’re advertising to maximize the ad’s effectiveness.Bridgestone ranks number one for both [bridgestone] and [bridgestone tire]. Unfortunately, the domain that ranks isn’t the one advertised. The advertised domain does a great job of engaging Super Bowl viewers. But how many of those viewers found it?You can see that Bridgestone did buy AdWords for the correct URL, but that domain appears nowhere in the organic top ten, as it’s crowded out by other Bridgestone properties. This situation can be difficult to fix, as the umbrella brand (Bridgestone) includes many sub-brands (including Bridgestone Tire), and each is likely managed separately. But even excluding SEO concerns, the current structure is likely causing consumer confusion. And it’s undoubtedly hindered the effectiveness of the Super Bowl ads. The domain that ranks first (bridgestone.com) could at the very least include a large call to action that leads visitors to the correct site. In the graphic below, you can see the site that ranks on the left and the site Bridgestone would like visitors to go to on the right (which includes Twitter and Facebook engagement, along with videos of the ads). As a sidenote, the twirly graphics that require you to chase them around with your mouse to go anywhere on the page on the left isn’t necessarily the more enjoyable experience for a bunch of people who may be a bit tipsy from Super Bowl refreshments.

Today, Henderson lives in a bright San Francisco loft on the same alley where Second Life publisher Linden Lab got its start



It's always hard to know, of course, how a start-up will do. But Butterfield, the company's president, was joined from the get-go (see stop-motion video below of a Tiny Speck meeting) by three other veterans of the early Flickr days--Cal Henderson, Eric Costello, and Serguei Mourachov--and their combined resumes suggest that they have a pretty good idea how to build a Web-centric company.
Butterfield is without a doubt Web 2.0 royalty, having, along with his then-wife, Caterina Fake, helmed Flickr, one of the earliest and most popular services built around user-generated content. They sold the company to Yahoo in 2005 for
a reported $35 million, and, like everyone else from the Flickr team who came over in the acquisition--and who stayed put--vested fully after three years.
He was born in 1973 in Lund, British Columbia, a former Norwegian fishing village that "became a hippie refuge in the '60s." The hamlet was popular, he recalled, with educated Americans dodging the Vietnam-era draft, such as his father.
Butterfield went to college at the University of Victoria and subsequently crossed the pond for a master's in philosophy from Cambridge University. His said he had hoped to take philosophy all the way and get a Ph.D. But a friend who'd already followed that path explained his likely future: terrible job security and low pay. "All my other friends were working in dot-coms and making three times as much," Butterfield said.
A little Web consulting later, he landed at the biggest Web development shop in Vancouver, B.C., Communicate.com, and eventually rose to a directorship. But he hated the job so much, he walked away from what he thought was $10 million worth of stock. That was in February 2000, just months before the dot-com bubble burst.
From there, he helped another friend found a small company called GradFinder--think Classmates.com for grad students--and they quickly sold it. Butterfield was not part of the team hired by the buyer. It's always hard to know, of course, how a start-up will do. But Butterfield, the company's president, was joined from the get-go (see stop-motion video below of a Tiny Speck meeting) by three other veterans of the early Flickr days--Cal Henderson, Eric Costello, and Serguei Mourachov--and their combined resumes suggest that they have a pretty good idea how to build a Web-centric company.
Butterfield is without a doubt Web 2.0 royalty, having, along with his then-wife, Caterina Fake, helmed Flickr, one of the earliest and most popular services built around user-generated content. They sold the company to Yahoo in 2005 for
a reported $35 million, and, like everyone else from the Flickr team who came over in the acquisition--and who stayed put--vested fully after three years.
He was born in 1973 in Lund, British Columbia, a former Norwegian fishing village that "became a hippie refuge in the '60s." The hamlet was popular, he recalled, with educated Americans dodging the Vietnam-era draft, such as his father.
Butterfield went to college at the University of Victoria and subsequently crossed the pond for a master's in philosophy from Cambridge University. His said he had hoped to take philosophy all the way and get a Ph.D. But a friend who'd already followed that path explained his likely future: terrible job security and low pay. "All my other friends were working in dot-coms and making three times as much," Butterfield said.
A little Web consulting later, he landed at the biggest Web development shop in Vancouver, B.C., Communicate.com, and eventually rose to a directorship. But he hated the job so much, he walked away from what he thought was $10 million worth of stock. That was in February 2000, just months before the dot-com bubble burst.
From there, he helped another friend found a small company called GradFinder--think Classmates.com for grad students--and they quickly sold it. Butterfield was not part of the team hired by the buyer. Soon, though, he was the co-founder, along with Fake, of Ludicorp, a company centered on the development of an online social game called
Game Neverending. In its short lifespan, the product gained a passionate following, and is still talked about reverently today.
Still, in order to make it a real business, Butterfield, Fake and his team needed cash, and this was 2002, when the aftermath of September 11, the dot-com bust and the collapse of Enron and Worldcom made most venture capitalists hide their wallets. So Ludicorp decided to put most of its energy into developing the social photo-sharing service they'd built into the game, called Flickr, thinking they could "sell it to someone for $1 million and use that to fund Game Neverending."
The rest is history, of course. Flickr became a phenomenon, and it was almost immediately clear that the team needed to put Game Neverending out to pasture.
But the game lives on, in some ways. For example, one of its most passionate players was an Englishman named Cal Henderson. Having impressed the folks at Ludicorp with that passion, he was hired, and when Flickr became the main project, he graduated to head of engineering there. Among his many accomplishments, he designed and wrote Flickr's APIs, which influenced a generation of developments on the Web, including OAuth.
Henderson, now 29, and responsible for everything front and back end at Tiny Speck, was born in Cambridge, the son of two teachers, and got a degree in software engineering, a crucial step towards fulfilling the dream he'd had since he was five years old of being a programmer. In addition to his off-the-charts geek cred for his Flickr accomplishments, he's also a regular conference speaker and literally on building scalable Web sites. He also co-created a popular clearinghouse for humorous content of all kindsThe third Tiny Speck partner, and the man who built the Glitch game client, is Eric Costello, a 39-year-old resident of Queens, New York, with an English literature degree and a long history on the Web. A very early blogger, he was also one of the very first people to develop in what became known as Ajax. He's also one of the world's leading authorities on cascading style sheets, and, like Henderson with scalable Web sites, wrote the book on the topic.
At Flickr, Costello was responsible for a wide variety of tasks, including building the photo-sharing site's Flash client.
Also an early Flickr team member, and now Tiny Speck's "Crazy Russian," as well as the one who built the Glitch game server, Serguei Mourachov grew up near Moscow and got a master's in physical-chemistry. He's currently in his early 40s and while he's spent years working on the Web, he once researched the manufacture of artificial diamonds.
In the '90s, he left Russia and ended up living in Brazil for five years. Eventually, he landed in Canada and in the late '90s, was one of the first people working on Java. "When we first started working on Game Neverending," recalled Butterfield, "I tried to hire him, but he was working on his own start-up which did some super esoteric tools for serializing Java process during execution. That's why Flickr was created."
Today, Tiny Speck is up to eight full-timers, including the four founders. Among the early hires was former Digg creative director Daniel Burka, who is now Tiny Speck's director of design. Also on the team, though as a contractor, is the illustrator Vicki Wong, known as Meomi, who designed the mascot for the 2010 Vancouver Winter Olympics.
And over the next few months, Butterfield said, the company hopes to hire as many as five more staffers, including a vice president of operations and a community manager.

From the beginning, it was clear that an artistic aesthetic was essential to Glitch's fortunes, and in that regard, at the very least, there's no doub


they play, decide on which paths they want to pursue. In order to achieve those paths, they must acquire certain skills. Among those skills are animal kinship, green thumb, gardening, botany cooking, baking, making drinks and so on. "We just thought about the kind of world we wanted to make," Butterfield recalled, and came up with "skills that related to each other in a supply and demand sense."
As you play, you gain experience points, and use those to level up. When you get to a new level, you get to choose new skills from a sort of skill tree, and each tree path has five or six different sub-skills.
So, for example, someone who wants to become a grand farmer must, over the course of the game, learn skills like animal husbandry, as well as gardening. "You need a bunch of different kinds of skills to get there," Butterfield said, "but you might not get there until level 30 or level 40, which could take a few months."
Players will earn skills by completing various quests and other achievements throughout the game. But while there may eventually be 40, 50, 60, or even more levels, the alpha will launch with only about 10, Butterfield said.
Another goal is to ensure that there are no barriers to people of different levels playing together. "So if your friends started playing before you," Butterfield said, "it can still be fun and not be lame, because you're in a totally different world." In the early days of Glitch's creation, Tiny Speck was using a game system in which each player would initially choose from among five character classes, each of which had a primary and a secondary talent. But after many months of work on that game mechanic, the team ripped it out in OctoberFrom the beginning, it was clear that an artistic aesthetic was essential to Glitch's fortunes, and in that regard, at the very least, there's no doubt Tiny Speck has succeeded. Throughout the game, players will encounter a series of stunningly beautiful styles, from denim mountains to clouds hanging on strings to a cracked open sky. Each of the many illustrators on the team is responsible for a different style, and in most cases, each style represents a different giant's imagination.
Tiny Speck's founders, too, seem to have a notable imagination. For example, the game plays out in accelerated time, with a game hour advancing six times as fast as a real hour. That means a day takes just four real hours to complete. The game also has what some might consider a strange calendar. Its 11 months are: Primuary, with 29 days; Spork, with 3; Turkmenbashi, with 55; Candy, 17; Fever, 73; Junuary, 19; Augtober, 13; Remember, 37; Doom, 5, Wiidershins, 47; and Eleventy, 11 days.


At its core, Glitch is a social game in which players must learn how to find and grow resources, identify and build community and, at the higher levels of the game, proselytize to those around them. For those expecting warfare of the orc versus mage kind, perhaps it might be best to reset your expectations. "Rather than you and me fighting each other with swords," Butterfield explained, "it could be you and me having rival religious factions battling each other for converts."
But that's only deep into the game. At first, players must get through Glitch's early levels by completing quests, gaining skills, growing, and making many different kinds of things with basic ingredients--from a cheese plate to a pickle to a fruit salad, for starters--and winding their way through an often Mario-esque world of various artistic styles, many of which can be thought of as being inside an individual giant's memories.
Still, despite what may seem like a simple game system, Glitch is by no means intended to be mastered in a few short hours. Rather, while players should be able to rise through the first few levels very quickly, getting into the upper reaches of the game could take weeks, or more. And, since Glitch has no specific goals or end-game, committed players could find themselves entertained for months or more.
Not for your average Farmville player Because Glitch is a thinking-person's social game, Tiny Speck is not aimed at the entire world, at least not at first, especially not teens eager for the next World of Warcraft. Instead, Butterfield admitted, "There's not a better way to say [who we're targeting] than people with above average intelligence and sophisticated tastes, in their 20s or early 30s...The intersection of NPR listeners and game players."
From the beginning, it was clear that an artistic aesthetic was essential to Glitch's fortunes, and in that regard, at the very least, there's no doubt Tiny Speck has succeeded. Throughout the game, players will encounter a series of stunningly beautiful styles, from denim mountains to clouds hanging on strings to a cracked open sky. Each of the many illustrators on the team is responsible for a different style, and in most cases, each style represents a different giant's imagination.
Tiny Speck's founders, too, seem to have a notable imagination. For example, the game plays out in accelerated time, with a game hour advancing six times as fast as a real hour. That means a day takes just four real hours to complete. The game also has what some might consider a strange calendar. Its 11 months are: Primuary, with 29 days; Spork, with 3; Turkmenbashi, with 55; Candy, 17; Fever, 73; Junuary, 19; Augtober, 13; Remember, 37; Doom, 5, Wiidershins, 47; and Eleventy, 11 days.


While Glitch shares some of the features of hard-core MMOs like World of Warcraft and EverQuest--principally quests, leveling up, an in-game economy and working socially with other players, as a 2D Flash game--it might at the same time feel mildly familiar to players of Facebook games like Farmville or Nintendo titles like the many iterations of the Mario franchise.


"The whole world was spun out of the imagination of 11 great giants," said Stewart Butterfield, the president of Glitch developer Tiny Speck, and better known as the co-founder of Flickr. "So you have to go back into the past, into the world of the giants' imaginations and grow...the number of things in the world, grow it in terms of physical dimensions, to make sure the future actually happens. So all the game play takes place in the past inside the world of the giants' imagination." "The whole world was spun out of the imagination of 11 great giants," said Stewart Butterfield, the president of Glitch developer Tiny Speck, and better known as the co-founder of Flickr. "So you have to go back into the past, into the world of the giants' imaginations and grow...the number of things in the world, grow it in terms of physical dimensions, to make sure the future actually happens. So all the game play takes place in the past inside the world of the giants' imagination."

This 'duck of vaucanson' was a clue that Tiny Speck left those who were trying to figuring out what it was working prior to announcing Glitch on Tuesd



months since Butterfield, along Cal Henderson, Serguei Mourachov and Eric Costello started Tiny Speck, it took a great deal of work to focus on such a clear narrative.
And to be sure, since it is only now going into private alpha, Glitch still has months of testing before it is launched publicly. That means that the back story could change even more.
Since last May, CNET's Daniel Terdiman was behind-the-scenes with Tiny Speck, and one of the fruits of that reporting is a look at many of the original back stories the company considered, as well as the iterations of the final version they went through along the way.
Presented here, for the first time, is some of that work.
The first stab Early on in the creation of what came to be known as Glitch, Butterfield took a first stab at articulating his vision for the back story. And then later, Tiny Speck hired a professional writer to streamline it. Butterfield provided both texts to CNET. They went like this:
In the far distant past, or the far distant future--it hardly matters which, because the Great Curve of Time sends things 'round to us either way--there lived a group of Giants: dull, oafish, petty and slow Giants.
These Giants lived for a very long time, perhaps forever. None of them were really sure, since none of them had yet died. They certainly lived for a very long time though, at least billions of years.
And they lived in the same place, with the same other Giants, with nothing to do but eat plums and chew the gently hallucinogenic Yellow Crumb Flower. Their minds having been so long around each other, and so long addled in just the same Yellow Crumb Flowery-way, fuse together and together dream a Great Hallucination.
Over a few billion years one's imagination has a chance to fully mature, even if one is a small-brained Giant. It grows powerful, rich and fecund. And these Giants had some fertile imaginations indeed.
At the intersections of the Giants' minds, whole new lives spring forth, in miniature. Those born in these places go on to inhabit and develop in the Giants' shared dream space, freely moving from one Giant's brain to another. They grow and multiply, becoming as quick and clever as the Giants are sluggish and foolish.
Living their lives In the Minds of Giants, our heroes jump from landscapes of memory and fear to panoramas of hope and fancy. They evolve and adapt, learning as they go. Gradually their collective action throughout the mental multiverse comes to effect the actions of the Giants themselves.
And so a strange causal loop develops, where what the Giants do has an effect on our wee protagonists, while they in turn effect the choices of the Giants. //// Can't finish! Somehow need to add in that the Giants are also petty and always causing problems for one another and also need a name for 'our heroes' and say that you can play them. May need to change voice to do that. Help!
Using Butterfield's work as a basis, the writer applied a bit of polish:
Once upon a time, 11 giants got together to create everything past, present and future. Yellow crumb flowers, piggies, seahorses, punchlines, wistfulness, dust storms, green tinges at sunset, you--or rather, they--named it and it was so.
But one day the giants, in their creative fervor, reached into the shadowy recesses of their minds and accidentally created something so dark, so unbearably awful that it robbed them of the collective spring in their step.
This shadowy, nameless thing (for to name this blackness is to make it manifest) left the giants in a deep funk. They stopped bathing. They let their whiskers grow. They shuffled about in slippers and bathrobes. They turned their backs on one another and sunk into a collective . Not only did they stop creating things, they began to forget those things they had already created. And every time a thing slipped from a giant's mind, that thing ceased to exist. Suns eclipsed. Planets disintegrated. Bands broke up. The universe began to shrink, and a gloom crept across it.
Only one sunny, happy place remained--the giants' collective dream-space. A race of beings colonised this happy place and dubbed it Halcyon. And to the degree the giants wallowed in apathy, so these beings--known as Sparklings--became lively and vital. Sparklings see the universe not as a place of inevitable nothingness but as a place of boundless wonder and abundance. Butterflies flit between yellow crumb flowers. Celestial bodies rise and set. Piggies forage.
Sparklings love and venerate the giants, who created everything. Sparklings roam the minds of giants in search of ways to cheer up their beloved creators. Each Sparkling pitches his or her boundless optimism against the giants' gloom. They nibble piggies, massage butterflies and contemplate rocks. In short, they celebrate all that's fabulous. And by doing so, they increase their own fabulous sparklingness.
There's more. The Sparklings realized that collectively, they could actually influence the giants' actions. Admittedly not by much, since giants are, well, gigantic whereas a Sparkling is just a tiny dream figment. Still, by working together Sparklings can make a giant move, and with each lumbering step, the giants move closer to rediscovering what they've forgotten.
The incurably optimistic Sparkings have one fervent hope: that one day, the giants will have remembered enough for the universe to be once again filled with light. Oh, happy day.
Of course, clean, well-defined language like that doesn't happen by accident. During the many months of Tiny Speck's stealthy development of Glitch, the back story required a fair bit of seasoning, not least because there were several significant inspirations.
One genesis of the project, Butterfield recalled, was a paper cut-outs motif: an 11-year-old Japanese girl loved drawing in different styles. But she was never satisfied with her work and would crumple up her compositions and toss them out the window. There, said Butterfield, they would "get sucked up into this wind and each one comes to life (like) tiny specks on motes of dust."
At that point, Tiny Speck wanted to call the game Paper Moon, but another game company grabbed that name, complete the cut-out motif.
A second inspiration was the 18th century , with things like a mechanical digesting duck, and of course, the mechanical turk. In Tiny Speck's imagination, a man in the French part of Belgium begins making creatures in his basement, and eventually has to "dig out his basement further to accommodate even more elaborate machinery, gears and springs and cogs, and he works on it for decades and decades," Butterfield said, "and finally he gets the last bit finished, and he dies, and so the world keeps on evolving. And no one knows about it. He never told anyone about it...[But] the creatures achieved consciousness, and that's the game world. That's why when you walk around in [Glitch] the pigs are mechanical and the houses are from the 18th century


But Butterfield said that focusing strictly on such an aesthetic was too limiting for the game's visual design, so it was scrapped as the major back story.
Another idea was One Billion DaydDreams, based on the concept that at any time, about 4 billion people are awake. "We made up the fact that about a quarter of the people are daydreaming at any one time, and there's a whole universe that stands in relation to those daydreams the way our universe stands in relation to nine dimensional strings and neurons and gluons," Butterfield said. "That was developed to explain the universe. And the game world [took] place in these daydreams."
That was popular with the Tiny Speck team, but one day someone pointed out that the opening titles of the hit PlayStation 3 game, Little Big Planet had almost the exact same idea. So that, too, was discarded.
"But we liked...the idea of being inside different minds...because you could have all these conceptual game items, like figments and emotions and anxieties as bad guys you have to take care of."

This results in a time-traveling effort at saving the future, going back into the minds of eleven great giants walking sacred paths on a barren astero



Eventually, Henderson suggested an innovative solution that the team decided to implement: instead of trying to map the entire thing, they would represent the grid as a small number of main streets with just four sign posts. And each sign would have essentially a drop-down menu of choices: A to G and 1 to 8. The idea was that then anyone would be able to find any location by simply picking coordinates, as they might on a normal map.
"We've been wrestling with it since we started," Butterfield told me in August.
"I just thought about how cities are organized," Henderson said of how he came upon the solution, "how you would address something in a city if you can't just say the name of the street."
Many platforms At its core, Glitch is a 2D Web-based Flash game like many other social online titles. But Tiny Speck's business model depends on getting the game's players to branch out beyond their browser and onto other devices.
That's because while Glitch will be free to play for anyone, Tiny Speck plans to eventually sell a series of Glitch mini-games that will be available for iPhone and Android and allow players to unlock new skills that they wouldn't otherwise be able to access. That would, in theory, give those players a leg up over those who play only the free game on the Web.
Either as part of the same purchasable mini-games, or possibly as free add-ons, Tiny Speck hopes to give players the ability to use their mobile devices to send commands to their characters.
Perhaps, he explained, players would be able to command their "robots to tend to the crops from [their] iPhone...or participate in the [game] auctions."
Eventually, Butterfield said, Tiny Speck would like to make Glitch available, in some form or another, on as many platforms as possible, up to and including Xbox Live or PlayStation Network. Eventually, Henderson suggested an innovative solution that the team decided to implement: instead of trying to map the entire thing, they would represent the grid as a small number of main streets with just four sign posts. And each sign would have essentially a drop-down menu of choices: A to G and 1 to 8. The idea was that then anyone would be able to find any location by simply picking coordinates, as they might on a normal map.
"We've been wrestling with it since we started," Butterfield told me in August.
"I just thought about how cities are organized," Henderson said of how he came upon the solution, "how you would address something in a city if you can't just say the name of the street."
Many platforms At its core, Glitch is a 2D Web-based Flash game like many other social online titles. But Tiny Speck's business model depends on getting the game's players to branch out beyond their browser and onto other devices.
That's because while Glitch will be free to play for anyone, Tiny Speck plans to eventually sell a series of Glitch mini-games that will be available for iPhone and Android and allow players to unlock new skills that they wouldn't otherwise be able to access. That would, in theory, give those players a leg up over those who play only the free game on the Web.
Either as part of the same purchasable mini-games, or possibly as free add-ons, Tiny Speck hopes to give players the ability to use their mobile devices to send commands to their characters.
Perhaps, he explained, players would be able to command their "robots to tend to the crops from [their] iPhone...or participate in the [game] auctions."
Eventually, Butterfield said, Tiny Speck would like to make Glitch available, in some form or another, on as many platforms as possible, up to and including Xbox Live or PlayStation Network.


On Tuesday, as , Flickr co-founder Stewart Butterfield's start-up Tiny Speck announced its new online social game, Glitch.
As described on , "It's called Glitch because in the far-distant and totally-perfect future, the world starts becoming less and less probable, things fall apart, the center cannot hold, and there occurs what comes to be called the 'glitch'--a grave danger of disemprobablization. This results in a time-traveling effort at saving the future, going back into the minds of eleven great giants walking sacred paths on a barren asteroid who sing and think and hum the world into existence."

This philosophy was crucial, Henderson told me then, "because we want to have hundreds of thousands of locations and items. So any of us working on it



Last May, I began a series of behind-the-scenes meetings with Flickr co-founder Stewart Butterfield about Tiny Speck, the company he and three partners had just started and the game they were working on.
That game, which they announced on Tuesday is called Glitch, has been in the works since last March and much has changed about it in the interim--the artistic styles, the
back story, the core game mechanic and the size of the team building it.
Glitch is a social online game that takes place in the imaginations of 11 ancient giants and tasks players with essentially growing an optimistic future from the ground up through complex questing, resource development, and interactions with others.
But one thing that hasn't changed is the Tiny Speck founders' determination that no matter what, they will be able to update and modify the contents of the live game--once it's live, that is--very quickly and not have to take it offline in order to do so, as is often the case with large-scale massively multiplayer online games like World of Warcraft.
On the official Glitch site, Butterfield and his partners, Cal Henderson, Eric Costello, and Serguei Mourachov, offer a brief peek at the technology behind that technological commitment.
"Glitch is built in an entirely new and different way for a game. The back end (java at the lowest level, with game logic scripted in Javascript)," they wrote, "is designed for maximum flexibility and ease of deployment. That means we'll be able to push new content--new items, new places, new characters--on a daily basis. It also means that we'll have lots of APIs with which the game can be expanded and extended."


One of the challenges that had bedeviled the Tiny Speck team from the get-go was how to render a visually understandable map that would meaningfully represent the countless number of main streets and "child streets" in the game that would be necessary in order to ensure that everyone who wanted an in-game house could have one.
The idea had been to have a geometrically branching map, Butterfield said, "so that one main street can have six child streets time six sign posts, and each [of those] could have six child streets and six sign posts. So each main street [could have] thousands of child streets."
But Tiny Speck was struggling to find a way to make that idea work on a map. "Rendering that as a map that you can visually understand...gets incredibly hard," said Butterfield. "It's more or less impossible...It's hyper spatial [and] not a space that can really exist."

From his office off the floor of Interamerican Wovens SA, a garment factory in earthquake- stricken Port-au-Prince, Hector Soto watches 540 workers st



From his office off the floor of Interamerican Wovens SA, a garment factory in earthquake- stricken Port-au-Prince, Hector Soto watches 540 workers stitching pink and turquoise medical scrubs for the U.S. market.
On an output chart hanging in his office, Soto, 41, draws a red line slashing downward. It’s dated Jan. 12, the day a magnitude 7.0 earthquake struck Haiti, killing about 230,000 people. Then, with a green marker, he adds a rising line that starts Jan. 25.
Four weeks after the temblor collapsed the economy of the Western Hemisphere’s poorest country, Haiti is slowly stirring to life. Factories that produced garments, which accounted for about 8 percent of the economy, are running again, while new entrepreneurs seek opportunity amid the ruins by selling mobile- phone calls or recycling building materials from the rubble.
“Haitians are very resilient,” said Eduardo Almeida, the Inter-American Development Bank’s representative in Haiti. “They are used to suffering all types of shocks, political and environmental. They get right up and find ways to keep on going.”
The earthquake injured 300,000 people, according to a government estimate reported by the United Nations, and left 1 million of the county’s 9 million people homeless. It was the deadliest in the Western Hemisphere according to the U.S. Geological Survey.
Informal Jobs
Before the quake, about two thirds of the population lacked a formal job and 9 percent worked in manufacturing, according to the U.S. Central Intelligence Agency. Haiti had a per capita income of about $1,300 a year, the Hemisphere’s lowest, and a gross domestic product of $7.36 billion in 2008.
Pre-quake exports totaled about $500 million annually, $450 million of which were textiles, according to the IADB. Garments made from local components accounted for $150 million of exports. The rest were assembled from foreign materials.
Interamerican, owned by Haiti’s Apaid family, occupies one of 49 identical concrete block buildings arrayed in an industrial park off the road to downtown Port-au-Prince from the city’s Toussaint L’Ouverture airport.
About 90 percent of its production goes to the U.S., Soto said, and clothing used to be shipped by sea from Port-au- Prince. The city’s port collapsed in the quake and the U.S. Army said it won’t reopen for months.
New Seaports
Now, seaports in the Dominican Republic handle half its shipments and the other half leaves from Les Cayes, a Haitian port 140 miles (225 kilometers) southwest of Port-au-Prince.
Clients, including San Francisco-based The Gap Inc., New York-based Polo Ralph Lauren Corp., and Landau Uniforms Inc., an Olive Branch, Mississippi-based scrubs seller, have stuck with the factory, Soto said.
“We are way below zero,” Soto said. The two-week shutdown set the factory’s output back a month, he added. “I had a target to step up production to 45,000 pieces a week by March from 35,000. Now, maybe I can achieve that goal in May or June.”
After the “twelfth,” as many Haitians refer to the earthquake, roads were impassable to supply trucks and the generators had no fuel. In addition, most of the plant’s employees didn’t show up.
‘Lost Friends’
“Some of them were dead, we later learned,” said the Dominican-born Soto, who moved to Port-au-Prince in December 2008. “But most were dealing with the fact they were homeless and had lost friends and family.”
Worried they would drop out of work en masse, Soto said he hired a psychotherapist for the plant.
Haiti is a risky place so Haitians know how to manage risk, said the IADB’s Almeida.
“You will see small entrepreneurs starting a business or selling a service from one day to the next,” he said. “The economy is very informal, so it fosters that kind of entrepreneurial spirit.”
At a dusty Texaco service station on the Route de Tabarre, a major north-south road through the capital, Simon Esperance, 25, clutches a large beige cell phone, approaching drivers lined up for gas and people waiting for a bus amid street vendors pedaling food and toiletries.
He bought the phone after his cashier’s job disappeared with his employer’s food market. He sells calls on the instrument, which resembles a table top phone without a cord, for 5 gourdes (13 cents) a minute.
Cockfights
“A lot of people lost everything, so they can’t afford to replace their cell phones yet,” Esperance said. “So I bought this so I can make money too.”
Thirty kilometers north of Port-au-Prince, in Cabaret, a town known for its cockfights on Route Nationale 1, Haiti’s main highway, Michel Saint, 34, is dumping debris from his Toyota pickup truck onto his front yard.
Unlike the tens of thousands of Haitians paid as much as $5 a day by the UN to clear the capital, Saint has opened a business of his own turning debris into building materials. His brother-in-law, Joseph Duperroy, 31, helps him unload chunks of broken buildings, concrete and scrap metal.From his office off the floor of Interamerican Wovens SA, a garment factory in earthquake- stricken Port-au-Prince, Hector Soto watches 540 workers stitching pink and turquoise medical scrubs for the U.S. market.
On an output chart hanging in his office, Soto, 41, draws a red line slashing downward. It’s dated Jan. 12, the day a magnitude 7.0 earthquake struck Haiti, killing about 230,000 people. Then, with a green marker, he adds a rising line that starts Jan. 25.
Four weeks after the temblor collapsed the economy of the Western Hemisphere’s poorest country, Haiti is slowly stirring to life. Factories that produced garments, which accounted for about 8 percent of the economy, are running again, while new entrepreneurs seek opportunity amid the ruins by selling mobile- phone calls or recycling building materials from the rubble.
“Haitians are very resilient,” said Eduardo Almeida, the Inter-American Development Bank’s representative in Haiti. “They are used to suffering all types of shocks, political and environmental. They get right up and find ways to keep on going.”
The earthquake injured 300,000 people, according to a government estimate reported by the United Nations, and left 1 million of the county’s 9 million people homeless. It was the deadliest in the Western Hemisphere according to the U.S. Geological Survey.
Informal Jobs
Before the quake, about two thirds of the population lacked a formal job and 9 percent worked in manufacturing, according to the U.S. Central Intelligence Agency. Haiti had a per capita income of about $1,300 a year, the Hemisphere’s lowest, and a gross domestic product of $7.36 billion in 2008.
Pre-quake exports totaled about $500 million annually, $450 million of which were textiles, according to the IADB. Garments made from local components accounted for $150 million of exports. The rest were assembled from foreign materials.
Interamerican, owned by Haiti’s Apaid family, occupies one of 49 identical concrete block buildings arrayed in an industrial park off the road to downtown Port-au-Prince from the city’s Toussaint L’Ouverture airport.
About 90 percent of its production goes to the U.S., Soto said, and clothing used to be shipped by sea from Port-au- Prince. The city’s port collapsed in the quake and the U.S. Army said it won’t reopen for months.
New Seaports
Now, seaports in the Dominican Republic handle half its shipments and the other half leaves from Les Cayes, a Haitian port 140 miles (225 kilometers) southwest of Port-au-Prince.
Clients, including San Francisco-based The Gap Inc., New York-based Polo Ralph Lauren Corp., and Landau Uniforms Inc., an Olive Branch, Mississippi-based scrubs seller, have stuck with the factory, Soto said.
“We are way below zero,” Soto said. The two-week shutdown set the factory’s output back a month, he added. “I had a target to step up production to 45,000 pieces a week by March from 35,000. Now, maybe I can achieve that goal in May or June.”
After the “twelfth,” as many Haitians refer to the earthquake, roads were impassable to supply trucks and the generators had no fuel. In addition, most of the plant’s employees didn’t show up.
‘Lost Friends’
“Some of them were dead, we later learned,” said the Dominican-born Soto, who moved to Port-au-Prince in December 2008. “But most were dealing with the fact they were homeless and had lost friends and family.”
Worried they would drop out of work en masse, Soto said he hired a psychotherapist for the plant.
Haiti is a risky place so Haitians know how to manage risk, said the IADB’s Almeida.
“You will see small entrepreneurs starting a business or selling a service from one day to the next,” he said. “The economy is very informal, so it fosters that kind of entrepreneurial spirit.”
At a dusty Texaco service station on the Route de Tabarre, a major north-south road through the capital, Simon Esperance, 25, clutches a large beige cell phone, approaching drivers lined up for gas and people waiting for a bus amid street vendors pedaling food and toiletries.
He bought the phone after his cashier’s job disappeared with his employer’s food market. He sells calls on the instrument, which resembles a table top phone without a cord, for 5 gourdes (13 cents) a minute.
Cockfights
“A lot of people lost everything, so they can’t afford to replace their cell phones yet,” Esperance said. “So I bought this so I can make money too.”
Thirty kilometers north of Port-au-Prince, in Cabaret, a town known for its cockfights on Route Nationale 1, Haiti’s main highway, Michel Saint, 34, is dumping debris from his Toyota pickup truck onto his front yard.
Unlike the tens of thousands of Haitians paid as much as $5 a day by the UN to clear the capital, Saint has opened a business of his own turning debris into building materials. His brother-in-law, Joseph Duperroy, 31, helps him unload chunks of broken buildings, concrete and scrap metal.