昨日 (23) 晚上參加了紅海於觀瀾高爾夫球場舉辦 SER in Action 歡迎酒會，彷彿回到當年在外商生活的繽紛色彩：五星級的設備，開放式的 bar ，紅白酒飲料無限量供應，精緻的點心，再加上可以遠眺觀瀾共 216 洞的球場之一。美景、美酒在前，與同事聊天，與不認識的人閒聊，用中文、用台語、用英文，隨意‧享受個舒適的夜晚，完全不像是紅海的生活型態：上班拼命、下班拼酒、大碗喝酒、大塊吃肉、稱兄道弟、呼朋引伴、打高爾夫球、結伴遊澳門，這才是這群夥伴的生活寫照。
還是公司成長也會帶動員工的成長，當穿工服加上牛仔褲當上總經理，換上 Armani 後一切都變得有氣質多了，雖然骨子裡的那份豪氣（用不敬但更貼切的說法是土性）不時會透過西裝、通過語氣傳出那份不符 Armani 的語言，這樣的組合卻不會給人不適的感覺，反而有種低調奢華，讓人覺得可親近的豪華，這就是紅海領導人的魅力。
今早 (24) 再來觀瀾球場參加 SER in Action 的 Seminar，參加的公司有 Merill Lynch、SZSE (深鎮交易所)、及其他如 Apple 等國際級大公司，有一大票穿著紅海工服的員工，也有許多穿著西裝打著領帶在垂著水晶吊飾挑高的大廳，吹著只適合西裝打扮攝氏 12 度的冷氣，可以想像當年法國路易十四舉辦的舞會也是在如此的場景發生。只是現在的我，穿著紅海工服，不是站在台上演講，而是坐在台下聽講，想著如何和客戶搞好關係，而不是想著公司的策略，再向大家大肆的宣揚。從前身邊總有負責媒體的市場行銷人員圍繞在旁，幫我服務、提醒我，而且絕大多數是美女級簇擁著前呼後應，現在一切回到原點，回到 15 年前剛加入外商時，一切重頭，雖然從高的起點出發，一切都是新的，同事、產品、客戶、工廠、系統和關係，全部都是新的，除了家人和老朋友。
滿半年了，朋友、同事都會問起：「習慣了嗎？」「習慣了，但不適應。」
2008年7月24日 星期四
2008年7月15日 星期二
專業醫師、專業投資
Doctor Profession and Professional Investment
林醫師是老婆好朋友的老公，關係是有點遠，但談起股市就彷彿是多年好友，話題一開不可收拾，開始拉著新朋友去見老朋友，拉著老朋友見新朋友，新舊朋友雖尚未見面，藉著 Skype 聊著股市，聊著聊著也聊出共同的話題：位速(3508)、建碁(3046)、瑞鼎(興櫃3592)。
位速資本額 6 億，2007 年配股 2.5 元，2008 年股本將膨脹至 8 億，是國內少數還在大量配股的股票，表示該公司還在急速成長及擴充的階段，再加上紅海以每股 75 元參與私募認購 20% 的股權，企圖以號稱是宏達電化妝師的位速在塑膠表面塗裝的技術結合紅海強大的手機製造能力，大舉提升集團競爭力。位速位於台灣的產線有 8 條，中國華東有 10 條產線將於 7 月大量生產，屆時產能劇增，營收應可大幅成長，只是為何 6 月營收 (7,800萬)幾乎只有 5 月(1.4億)的一半，與去年相比只成長了 16%，向較於年初的一至二倍成長遜色許多。
位速資本額 6 億，2007 年配股 2.5 元，2008 年股本將膨脹至 8 億，是國內少數還在大量配股的股票，表示該公司還在急速成長及擴充的階段，再加上紅海以每股 75 元參與私募認購 20% 的股權，企圖以號稱是宏達電化妝師的位速在塑膠表面塗裝的技術結合紅海強大的手機製造能力，大舉提升集團競爭力。位速位於台灣的產線有 8 條，中國華東有 10 條產線將於 7 月大量生產，屆時產能劇增，營收應可大幅成長，只是為何 6 月營收 (7,800萬)幾乎只有 5 月(1.4億)的一半，與去年相比只成長了 16%，向較於年初的一至二倍成長遜色許多。
2008年7月11日 星期五
放鬆心情
Just Relax
從下班前一直思考的採購權移轉問題，在心中揮之不去，該找當事人釐清？通知當事人的接班人？還是通知上層？還是上上層？上層會因此而懷疑本身解決問題的能力？
問題一層層排山倒還而來，直到睡不著，凌晨五點醒來看了＂執行力＂一書，開悟了，說到 2001 年，美國前 200 大企業有 40 家 CEO 因為績效不佳而下台，這些 CEO 也不怎麼樣。我把自己的問題再釐清後，多思考前因後果，其他組織配合情形，產品競爭力，客戶關係，答案就清楚的浮現在腦海裡了。時間到了，該上班了，綠藻吃了，心情也輕鬆了！
Have been thinking of the issue regarding purchasing ownership transfer, I could not find the resolution. It kept hanging around in my mind. It is a dilemma whether or whom should I inform the change of the way of working. Will my manager have doubts about my capability due to this?
A question leads to another question, and I cannot see any light in the tunnel. Waked up at 5am in the morning, read the book "Execution" and I am relaxed. It says there were 40 CEO's out of American top 200 stepped down in 2001 due to underperforming. So are those CEO's with high pays. I extended my questions to up- and down streams along the supply chain. It struck me with clear answer after all these are considered. It is time for office, just relax.
問題一層層排山倒還而來，直到睡不著，凌晨五點醒來看了＂執行力＂一書，開悟了，說到 2001 年，美國前 200 大企業有 40 家 CEO 因為績效不佳而下台，這些 CEO 也不怎麼樣。我把自己的問題再釐清後，多思考前因後果，其他組織配合情形，產品競爭力，客戶關係，答案就清楚的浮現在腦海裡了。時間到了，該上班了，綠藻吃了，心情也輕鬆了！
Have been thinking of the issue regarding purchasing ownership transfer, I could not find the resolution. It kept hanging around in my mind. It is a dilemma whether or whom should I inform the change of the way of working. Will my manager have doubts about my capability due to this?
A question leads to another question, and I cannot see any light in the tunnel. Waked up at 5am in the morning, read the book "Execution" and I am relaxed. It says there were 40 CEO's out of American top 200 stepped down in 2001 due to underperforming. So are those CEO's with high pays. I extended my questions to up- and down streams along the supply chain. It struck me with clear answer after all these are considered. It is time for office, just relax.
2008年7月10日 星期四
當日隨想 2008/07/09
Daily moods
一團‧亂！
帳上虧損連連，是實虧？是虛帳？沒人知。找人來展開真因分析，公說公的理，婆說婆的理，莫衷一是，再多找些人來討論，還不清楚，再把最資深的找來，算算連我八個人，才把事情來龍去脈釐清，設定清楚的行動計畫。最後問到一個核心的問題，為什麼大家都是一樣的在做，最近會有這麼大的虧損，不是最近才有這麼大的虧損，是我過來以後到現在的六的月幾乎都是這樣？問題出在哪？系統許多的漏洞都還是靠人工在對帳，只要是人都會犯錯，再加上庫存管理帳上的平均單價計算所產生的誤差，得一一釐清。
理‧還亂！資深業務經理送出來的資料還是缺東缺西，退件！
不理‧更亂！交貨期又跳票。
今天結束前總算是有件好事，一直要約客戶見面談周末打球的事同時談新機種的導入，從早上等到下班前業務經理都沒動靜，直到要下班了，跑來嚷嚷客戶現在有空了，趕緊高爾夫球車開了就走，到了客戶的辦公室，咦！怎麼好幾位台灣的朋友齊聚一堂，有在台灣的同事來這出差，更令人驚喜的事，我 EMBA 的同學也在，熱情的擁抱之後，不忘相約晚餐再續。
What ? a Mess!
Check the income statement of June. What a big loss! Is it real? Or it is just accounting trick. Nobody knows. Ask some people to deep dive into the root cause. There are thousand reasons, but no one really knows the true story until I call the most senior manager to join our discussion. Get things understood and set the action plan. However, it comes to the focal point of the key question, "why it happens as such that nobody knows what's going on?" What is the problem? There are system flaws need to be fixed by human, and human beings make mistakes.
What a? Mess, made by a senior manager.
What a Mess ! About the delivery.
Luckily, I have a beautiful evening before end of the day. I run into my colleague, and my EMBA classmate from Taiwan when I visit customer, GSMMC. A warm hug, followed by a nice dinner, heavy drinking and a decent massage.
帳上虧損連連，是實虧？是虛帳？沒人知。找人來展開真因分析，公說公的理，婆說婆的理，莫衷一是，再多找些人來討論，還不清楚，再把最資深的找來，算算連我八個人，才把事情來龍去脈釐清，設定清楚的行動計畫。最後問到一個核心的問題，為什麼大家都是一樣的在做，最近會有這麼大的虧損，不是最近才有這麼大的虧損，是我過來以後到現在的六的月幾乎都是這樣？問題出在哪？系統許多的漏洞都還是靠人工在對帳，只要是人都會犯錯，再加上庫存管理帳上的平均單價計算所產生的誤差，得一一釐清。
理‧還亂！資深業務經理送出來的資料還是缺東缺西，退件！
不理‧更亂！交貨期又跳票。
今天結束前總算是有件好事，一直要約客戶見面談周末打球的事同時談新機種的導入，從早上等到下班前業務經理都沒動靜，直到要下班了，跑來嚷嚷客戶現在有空了，趕緊高爾夫球車開了就走，到了客戶的辦公室，咦！怎麼好幾位台灣的朋友齊聚一堂，有在台灣的同事來這出差，更令人驚喜的事，我 EMBA 的同學也在，熱情的擁抱之後，不忘相約晚餐再續。
What ? a Mess!
Check the income statement of June. What a big loss! Is it real? Or it is just accounting trick. Nobody knows. Ask some people to deep dive into the root cause. There are thousand reasons, but no one really knows the true story until I call the most senior manager to join our discussion. Get things understood and set the action plan. However, it comes to the focal point of the key question, "why it happens as such that nobody knows what's going on?" What is the problem? There are system flaws need to be fixed by human, and human beings make mistakes.
What a? Mess, made by a senior manager.
What a Mess ! About the delivery.
Luckily, I have a beautiful evening before end of the day. I run into my colleague, and my EMBA classmate from Taiwan when I visit customer, GSMMC. A warm hug, followed by a nice dinner, heavy drinking and a decent massage.
2008年7月6日 星期日
易受傷的華爾街巨鯊
Vulnerable and Insecure Gross
全球最大基金操盤手 - 威廉‧H‧葛洛斯，為人內向，內心卻無比好強，這股強烈要贏的慾望，讓他專注做好每一件事。他的好友 MSN Money 財經作家提摩西形容葛洛斯：嚴格而專注的自我要求。
他在拉斯維加斯利用 21 點的經驗，建立起一套評估未來事件的機率，也成為他後來投資策略的主軸：「用長期觀點打敗人性中的貪與怕」，他說「把注意力集中在未來三到五年，建立起長期布局，同時也幫助你降低在進行投資決定時，產生的貪與怕」，「當機率有利於你時，要下大注」，「記得兩件事：一、別為小事抓狂；二、全都是小事。」凡常陷入瑣碎小事泥沼中的人，不可避免總是當輸家。
提早布局，每次都讓葛洛斯大有斬獲，他回憶每次大賺，都是遵守李佛摩所說：「大錢不是在買進或賣出時賺到的，真正的大錢總是在等待時賺來的」。2006年率先看出次及房貸風波，決定砍掉、不再買進次貸商品。熬過九個月同業訕笑、媒體奚落，於 2007 下半年，次貸風暴爆發，美股大跌，市場才証明葛洛斯是對的。九個月！關鍵只是在於：誰能戰勝自己。
李佛摩？葛洛斯尊崇的不是大家幾近乎膜拜的巴菲特，而是股市中未曾聽說過的李佛摩。馬上去誠品書局找到寰宇出版社的《傑西‧李佛摩股市操盤術》，揭露他本人研究出之操盤術，交易時機、技巧、和訣竅。相信建基於巴菲特的投資觀念，輔以葛洛斯及李佛摩的技巧，必能於 life 2.0 投資立於不敗之地。
部分內容擷自商業週刊 1069 期，如有版權疑慮，請接洽本人以將相關內容移除
William H. Gross, founder and CIO of PIMCO (The Pacific Investment Management Company), the largest bond fund management company. He is introversive, though with strong internal drive to win. That willingness to win, make his focus on everthing he does and does it well. According to his friend working at MSN Money as finance columnist, Timothy Middleton, he describes Gross as tough, focus and self demanding.
Inspired by California University professor Edward O. Thorp's book "Beat the Dealer", Gross wend to Las Vegas and practised on Black Jack to build his investment philosophy : "Use long term view to beat human weakness of greediness and fearness.""When the probability is standing at your side, make big bets." An old friend of Gross told him "Remember two things: first, don't be annoyed by minor issue; second, every issue is minor." For those who sinks into trivial issues everyday are always losers.
Early investment make Gross a big fortune. He always follows what Jesse Livermore said : "Big money was never made in the buying or the selling. The big money was always made in the waiting." In 2006, Gross decided to cut and sell sub-prime products, and suffered for nine months under-performing and the mock from peers and media before sub-prime crisis bust in 2nd half 2007 to prove Gross was right. Nine months, the key is who can beat himself human weakness.
Who is Livermore? It is not Buffett who Gross worships, but Livermore. A guy I have ever heard of since I invested in the stock market for more than 20 years. No wonder my track record is poor. I went to Eslite book store and found the book "How to Trade in Stocks - The Classic Formula for Understanding Timing, Money Management, and Emotional Control" by Jesse Livermore, published by McGraw Hill. I believe in Buffett's investment philosophy and assisted by technics from Gross and Livermore will make my investment successful for my life 2.0 before retirement.
他在拉斯維加斯利用 21 點的經驗，建立起一套評估未來事件的機率，也成為他後來投資策略的主軸：「用長期觀點打敗人性中的貪與怕」，他說「把注意力集中在未來三到五年，建立起長期布局，同時也幫助你降低在進行投資決定時，產生的貪與怕」，「當機率有利於你時，要下大注」，「記得兩件事：一、別為小事抓狂；二、全都是小事。」凡常陷入瑣碎小事泥沼中的人，不可避免總是當輸家。
提早布局，每次都讓葛洛斯大有斬獲，他回憶每次大賺，都是遵守李佛摩所說：「大錢不是在買進或賣出時賺到的，真正的大錢總是在等待時賺來的」。2006年率先看出次及房貸風波，決定砍掉、不再買進次貸商品。熬過九個月同業訕笑、媒體奚落，於 2007 下半年，次貸風暴爆發，美股大跌，市場才証明葛洛斯是對的。九個月！關鍵只是在於：誰能戰勝自己。
李佛摩？葛洛斯尊崇的不是大家幾近乎膜拜的巴菲特，而是股市中未曾聽說過的李佛摩。馬上去誠品書局找到寰宇出版社的《傑西‧李佛摩股市操盤術》，揭露他本人研究出之操盤術，交易時機、技巧、和訣竅。相信建基於巴菲特的投資觀念，輔以葛洛斯及李佛摩的技巧，必能於 life 2.0 投資立於不敗之地。
部分內容擷自商業週刊 1069 期，如有版權疑慮，請接洽本人以將相關內容移除
William H. Gross, founder and CIO of PIMCO (The Pacific Investment Management Company), the largest bond fund management company. He is introversive, though with strong internal drive to win. That willingness to win, make his focus on everthing he does and does it well. According to his friend working at MSN Money as finance columnist, Timothy Middleton, he describes Gross as tough, focus and self demanding.
Inspired by California University professor Edward O. Thorp's book "Beat the Dealer", Gross wend to Las Vegas and practised on Black Jack to build his investment philosophy : "Use long term view to beat human weakness of greediness and fearness.""When the probability is standing at your side, make big bets." An old friend of Gross told him "Remember two things: first, don't be annoyed by minor issue; second, every issue is minor." For those who sinks into trivial issues everyday are always losers.
Early investment make Gross a big fortune. He always follows what Jesse Livermore said : "Big money was never made in the buying or the selling. The big money was always made in the waiting." In 2006, Gross decided to cut and sell sub-prime products, and suffered for nine months under-performing and the mock from peers and media before sub-prime crisis bust in 2nd half 2007 to prove Gross was right. Nine months, the key is who can beat himself human weakness.
Who is Livermore? It is not Buffett who Gross worships, but Livermore. A guy I have ever heard of since I invested in the stock market for more than 20 years. No wonder my track record is poor. I went to Eslite book store and found the book "How to Trade in Stocks - The Classic Formula for Understanding Timing, Money Management, and Emotional Control" by Jesse Livermore, published by McGraw Hill. I believe in Buffett's investment philosophy and assisted by technics from Gross and Livermore will make my investment successful for my life 2.0 before retirement.
2008年7月4日 星期五
Tony 的週年紀念音樂會
Tony's memorial concert
今天恰也是 Tony 逝世週年，同事收到紀念音樂會的邀請函轉寄給我，在員工餐廳舉辦。軍事化管理也有細膩的一面，規定穿著素色襯衫，不許穿工衣、牛仔褲，還為大家貼心的準備了些白襯衫及每人一條領帶，如同參加一場盛大音樂饗宴般的慎重，的確，這場音樂會是慎重的、是懷念的、是感人的、是大家的、是獻給 Tony 的。
同事自動自發、事前充分的準備，深刻體會到 Tony 在同仁中、兄弟中受人愛戴程度。有人事前錄好影回顧當年篳路藍縷；有人當場高歌，將歌詞事先改編以紀念 Tony；有人不擅言詞，但堅持上台敘述 Tony 的點點滴滴，字字句句發自內心且動人。
當 Tony 的大哥牽著小 Tony 站在台上，忍不住的英雄豪情瞬間崩潰、頻頻拭淚，英雄不是站在台上拿勳章的，英雄是身先士卒的，就是 Tony：同仁、朋友、兄弟、親人心中常存的真英雄。該是結束的時候了，大夥不自主的往台上站，手牽著手，心連著心，雙手隨著現場氣氛舉起搖擺，音樂不斷的重複，只因為大家不捨離去，除了不捨還是不捨。
同事自動自發、事前充分的準備，深刻體會到 Tony 在同仁中、兄弟中受人愛戴程度。有人事前錄好影回顧當年篳路藍縷；有人當場高歌，將歌詞事先改編以紀念 Tony；有人不擅言詞，但堅持上台敘述 Tony 的點點滴滴，字字句句發自內心且動人。
當 Tony 的大哥牽著小 Tony 站在台上，忍不住的英雄豪情瞬間崩潰、頻頻拭淚，英雄不是站在台上拿勳章的，英雄是身先士卒的，就是 Tony：同仁、朋友、兄弟、親人心中常存的真英雄。該是結束的時候了，大夥不自主的往台上站，手牽著手，心連著心，雙手隨著現場氣氛舉起搖擺，音樂不斷的重複，只因為大家不捨離去，除了不捨還是不捨。
To me, today happens to be first year memoir of Tony's past away. I only got the notice of Tony's memorial concert at the mid of the day. It will be held at the employee's C3 restaurant. The committee is so well prepared for employees to arrange shirts and ties for formal dress code required for the concert. No T-shirt, no jeans are allowed, which shows the soft side of the company different from its military style management. The employees attend the concert with same solemn moods for world class concert, or even more with their heart-broken event of Tony's past away at July 4, 2007. The concert is solemn, commemorative, touching and it is the concert by all employees dedicated for Tony.
Employees proactively participated in the preparation of the concert to demonstrate their respects to Tony. I was so touched with his population among employees with his toughness and high position in the company. They prepared the video showing how difficult life they had been through back in early days, like container office now they enjoyed talking about. They toasted to Tony with red wine, they sang Tony's favorite songs, they talked about golf, about Tony's. Many of them are not used to to in front of the public, but stories are so vividly and touching that makes them greatest speakers I have ever known.
When Terry Gou went onto the stage with Tony's son, Tony Jr., hand in hand. He cannot help breaking his speech but weeping, though as known as the toughest guy in Taiwan. Losing his younger brother made him feel so guilty to adopt Tony's son as his own son. And he promises to make Tony Jr. as another Tony in 20 years from now, known and popular as his pride father. As Terry always says: A hero is not the one receives the glory on the stage when he is back home, but so proud to die in the battle field. Tony is the hero in the eyes of his family, his friends, his buddies, his employees, and everyone knows him. It is about time to end, but it never ends, as Tony lives in the heart of everyone.
Tony is known internally as Special Assistant Gou, the only SA named Gou in the company. It is better than Vice President or General Manager title in the heart of all employees.
新手上路
blog green hand
新手上路總要說些偉大理想的話吧，才不至於辜負自己花了些時間建立起的網誌。.......... 就把美國的獨立紀念日和台灣中國三通的首日勉強和自己扯上一點邊，聽起來自己也偉大了些些。
I have been thinking of building my own blog and only be able to make it until today. It happens to be same day of Independence Day of United States of America. More important to Taiwanese is that today is the first day of direct flight between Taiwan and China. That opens a new page to the relationship of us. So it seems a good day to kick off building my own pages.
I have been thinking of building my own blog and only be able to make it until today. It happens to be same day of Independence Day of United States of America. More important to Taiwanese is that today is the first day of direct flight between Taiwan and China. That opens a new page to the relationship of us. So it seems a good day to kick off building my own pages.
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