Quelques extraits choisis du CV. Je n'arrive toujours pas à comprendre si c'est un hoax ou pas.
Si ca se trouve le mec existe vraiment donc j'ai xxxx-isé son nom.
Team oriented individual with not even one enemy in his whole life.
Often called to give prompt answer
in situations where whole R&D teams get stuck for months.
I started with electronics design at age of 9.
What Others Say About Me:
xxxxxx is the smartest person I ever met. In one occasion I show him an electronics project that I was very proud working in. He slightly looked at it and answered: “You are wrong here” pointing to a part of the schematic. A whole year spent in work passed through my head in an instant! What he said was so right!
- If we have more than one xxxxxx, this world would be for sure a better place for living.
Polyglot, speaks at basic level a dozen more languages and learns a new language in several weeks.
I hope my greatest professional achievement is yet to come precisely
in my new position within your organization.
References and further data provided upon establishment of mutual interest.
samedi 26 février 2011
vendredi 25 février 2011
perle du recrutement
On a des postes ouvert en ce moment et l'agence qui se charge de "chasser" pour ma boite nous a fait passer cette lettre reçue d'un candidat pour un de nos postes. J'ai d'abord pensé à une blague mais le mec a bien un profil viadeo et autre linked-in (j'ai viré ces coordonées).
Voila la lettre: (recue par mail)
Cher M. / Mme / Mlle,
Je voudrais appliquer pour ce poste parce que je sens que j'ai les compétences appropriées pour soutenir ma candidature.
?? vous prie de trouver ci-joint une copie de mon C.V. comme une preuve simple de ma connaissance de l'anglais et ma lettre d'accompagnement en français pour votre information.
En même temps, je saisis l'occasion pour demander un peux plus d'informations sur le rôle, afin de souligner mes aptitudes et expérience liées à ce poste vacant. En effet, il est assez difficile de traiter toutes mes compétences dans d'un seul CV. Parlant de faits, ma complète expérience, présentée intégralement, résulte en un document extrêmement long que personne ne voudrait lire et, conduits par cette prémisse, j'agis de cette façon. Par exemple, rien que pour citer mes 51 brevets et mes 200 prix il faudra plus de 5 pages!
Je suis ici pour répondre à toute question préliminaire que vous aurez. Vous pouvez me trouver au: +xxxxx (13:00 – 18:00 - CET (GMT +1)) mais je voudrais plutôt planifier premièrement un rendez-vous via cette adresse e-mail.
Veuillez agréer, M. / Mme / Melle, l'expression de mes sentiments distingués.
xxxxx, Dipl. Ing.-
Voila la lettre: (recue par mail)
Cher M. / Mme / Mlle,
Je voudrais appliquer pour ce poste parce que je sens que j'ai les compétences appropriées pour soutenir ma candidature.
?? vous prie de trouver ci-joint une copie de mon C.V. comme une preuve simple de ma connaissance de l'anglais et ma lettre d'accompagnement en français pour votre information.
En même temps, je saisis l'occasion pour demander un peux plus d'informations sur le rôle, afin de souligner mes aptitudes et expérience liées à ce poste vacant. En effet, il est assez difficile de traiter toutes mes compétences dans d'un seul CV. Parlant de faits, ma complète expérience, présentée intégralement, résulte en un document extrêmement long que personne ne voudrait lire et, conduits par cette prémisse, j'agis de cette façon. Par exemple, rien que pour citer mes 51 brevets et mes 200 prix il faudra plus de 5 pages!
Je suis ici pour répondre à toute question préliminaire que vous aurez. Vous pouvez me trouver au: +xxxxx (13:00 – 18:00 - CET (GMT +1)) mais je voudrais plutôt planifier premièrement un rendez-vous via cette adresse e-mail.
Veuillez agréer, M. / Mme / Melle, l'expression de mes sentiments distingués.
xxxxx, Dipl. Ing.-
samedi 19 février 2011
dimanche 13 février 2011
Concours familial
Qui ramènera les souvenirs de vacances les plus "nain de jardin." ?
J'étais super fier d'avoir réussi à négocier mon Taj pour 50 roupies (sur une base initiale de 150) jusqu'au ce qu'un collègue indien m'en achete un pour 10 roupies....
Il faut que je demande à avoir une piqure de rappel pour ma formation "négociation raisonnée"...
encore plus geek, dédicace spéciale pour Maud.
Bon alors là dur dur pour moi, Maud fait déja du skype depuis sont téléphone Android, ça je sens que si M&L restent trop longtemps aux States ils vont prendre une avance technologique que je ne pourrais jamais rattraper, bon c'est vrai aussi je bosse pour Nokia donc je suis pas forcément aidé par le contexte du boulot en ce moment....
Alors voila histoire de marquer un petit point techno quand même.
Maud c'est pour toi: comment transformer ton téléphone android en webcam pour pouvoir filmer de n'importe ou dans la maison, genre faire une visite virtuelle.
Il faut installer: droidcam sur ton téléphone et un programe pour récupérer le flux video qui vient du téléphone en wifi.
Si tu démarres dans l'ordre droidcam puis le programme sur le PC puis skype sur le PC par exemple, tu peux selectionner dans skype ton téléphone comme webcam. Malheuresement si tu veux te servir aussi du micro sur le téléphone il faut acheter la version payant de droidcam :-(
Je marque un point?
Je pense pas que tu aies déja les appel video depuis le téléphone mais qui sait???
Alors voila histoire de marquer un petit point techno quand même.
Maud c'est pour toi: comment transformer ton téléphone android en webcam pour pouvoir filmer de n'importe ou dans la maison, genre faire une visite virtuelle.
Il faut installer: droidcam sur ton téléphone et un programe pour récupérer le flux video qui vient du téléphone en wifi.
Si tu démarres dans l'ordre droidcam puis le programme sur le PC puis skype sur le PC par exemple, tu peux selectionner dans skype ton téléphone comme webcam. Malheuresement si tu veux te servir aussi du micro sur le téléphone il faut acheter la version payant de droidcam :-(
Je marque un point?
Je pense pas que tu aies déja les appel video depuis le téléphone mais qui sait???
jeudi 10 février 2011
Ouch, the american (sorry canadian!) way
Bon voila on bosse pour Nokia, Nokia est pas en top forme (ie perd des parts de marcher et devient petit à petit la risée des autres fabricant de smartphones). Nokia vient de prendre un nouveau PDG (ancien de Microsoft) pour redresser la barre et voila ce qu'il a envoyé en interne à ses troupes il y a qq jours avant la grande annonce qu'il doit faire demain Vendredi. Pour avoir bossé avec des finlandais j'imagine que ca doit les remuer sec (les gens avec qui j'ai bossé c'est tranquille le matin et pas trop vite l'apres'midi sachant que le soir tard c'est bien 17h30!)
J'espere que la direction de ma boite a anticipé un peu ce qui va se passer parce que quand Nokia tremblote nous on a un tremblement de terre....
Je me demande quelle serait ma réaction si je recevais un courrier interne du genre....
Voila la lettre: (source endgadget)
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.
This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
J'espere que la direction de ma boite a anticipé un peu ce qui va se passer parce que quand Nokia tremblote nous on a un tremblement de terre....
Je me demande quelle serait ma réaction si je recevais un courrier interne du genre....
Voila la lettre: (source endgadget)
Hello there,
There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform's edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.
As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a "burning platform," and he needed to make a choice.
He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times - his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a "burning platform" caused a radical change in his behaviour.
We too, are standing on a "burning platform," and we must decide how we are going to change our behaviour.
Over the past few months, I've shared with you what I've heard from our shareholders, operators, developers, suppliers and from you. Today, I'm going to share what I've learned and what I have come to believe.
I have learned that we are standing on a burning platform.
And, we have more than one explosion - we have multiple points of scorching heat that are fuelling a blazing fire around us.
For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.
In 2008, Apple's market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.
And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry's innovation to its core.
Let's not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally - taking share from us in emerging markets.
While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.
The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.
We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.
At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.
At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, "the time that it takes us to polish a PowerPoint presentation." They are fast, they are cheap, and they are challenging us.
And the truly perplexing aspect is that we're not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.
The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem. This means we're going to have to decide how we either build, catalyse or join an ecosystem.
This is one of the decisions we need to make. In the meantime, we've lost market share, we've lost mind share and we've lost time.
On Tuesday, Standard & Poor's informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody's took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.
Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It's also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.
How did we get to this point? Why did we fall behind when the world around us evolved?
This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally.
Nokia, our platform is burning.
We are working on a path forward -- a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.
The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.
Stephen.
mardi 8 février 2011
samedi 5 février 2011
Le Taj
Les photos vues et revues mais je ne peux pas m'empêcher de les poster. Toute retouchées pour l'horizontalité. Le guide avait raison il faut etre pile poil dans l'axe pour profiter de la symétrie des lieux. Je comprend mieux mes collègues de boulot indiens quand on leur dit en arrivant sur le super site de la boite (carrément plus beau que le notre).
- "Ouah il sont trop beau vos bâtiments."
- " Oui mais..... ils sont pas symétriques"
- "Ouah il sont trop beau vos bâtiments."
- " Oui mais..... ils sont pas symétriques"
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