Archive for June, 2011

So according to this article. ROUGH SEX lead to

1. male sperm is most important

2. less sex because of pregnancy

3. females live shorter and less likely to reproduce.

Oh, wait… it is not for human, just for bed bug. According to the articles, male will stap the female with his “sword” like penis to inseminate the female since they don’t have vagina.  Wow, that’s some tough love with rough sex.

This kind of behavior, I wonder why didn’t evolution take care of it.


Book summary and outline of Winning by Jack Welch

Chapter 1: Mission & Values

My Comments
Jack uses mission like Joel Barker uses vision as a focal point for everything the organization does. He obviously was very adept (being entrepreneur of the century) at integrating culture (values and mission) and business strategy together to create a focused effort. If you get a chance to see him live do so. However, the book is easy reading, direct and practical so any entrepreneur or business manager can integrate his concepts into their business.

On Mission
In my experience, an effective mission statement basically answers one question: How do we intend to win in this business?

GE’s Mission
To be “the most competitive enterprise in the world” by being No. 1 or No. 2 in every market – fixing, selling, or closing every underperforming business that couldn’t get there.

Setting The Mission
Setting the mission is top management’s responsibility. A mission cannot, and must not, be delegated to anyone except the people ultimately held accountable for it.

Create them: People must be able to use them as marching orders because they are the how of the mission, the means to the end – winning. In contrast to the creation of a mission, everyone in a company should have something to say about values.

Integrating Mission & Values
A concrete mission is great. And values that describe specific behaviors are too. But for a company’s mission and values to truly work together as a winning proposition, they have to be mutually reinforcing.

Chapter 2 On Candor
The lack of candor is business’ dirty little secret.
It works because candor de-clutters.
Candor leads to winning in 3 ways:
A. Gets more people in conversation.
B. It generates speed.
C. It cuts cost….a lot.

Chapter 3: Differentiation
Differentiation Defined
Basically, differentiation holds that a company has two parts, software and hardware. Software is simple—it’s your people. Hardware depends. If you are a large company, your hardware is the different businesses in your portfolio. If you are smaller, your hardware is your product lines.

The People Part
It’s a process that requires managers to assess their employees and separate them into three categories in terms of performance: top 20 percent, middle 70, and bottom 10. Then—and this is the key—it requires managers to act on that distinction. I emphasize the word “act” because all managers naturally differentiate—in their heads. But very few make it real. Rather, differentiation is about managers looking at the middle 70, identifying people with potential to move up, and cultivating them. But everyone in the middle needs to be motivated and made to feel as if they truly belong. You do not want to lose the vast majority of your middle 70—you want to improve them. As for the bottom 10 percent in differentiation, there is no sugarcoating this—they have to go.
I didn’t invent differentiation! I learned it on the playground when I was a kid.

When people differentiation is real, the top 20 percent of employees are showered with bonuses, stock options, praise, love, training and a variety of rewards to their pocketbooks and souls. There can be no mistaking the stars at a company that differentiates. They are the best and are treated that way.

Chapter 4: Voice and Dignity
The belief is this: every person in the world wants voice and dignity, and every person deserves them.

Chapter 5: Leadership: It’s Not Just About You
Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. What Leaders Do: Jack’s 8 Rules
1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to
evaluate, coach, and build self-confidence.
2. Leaders make sure people not only see the vision, they live and breathe it.
3. Leaders get into everyone’s skin, exuding positive energy and optimism.
4. Leaders establish trust with candor, transparency, and credit.
5. Leaders have the courage to make unpopular decisions and gut calls.
6. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action.
7. Leaders inspire risk taking and learning by setting the example.
8. Leaders celebrate.
Talk about the vision, direction so everyone knows it in the sleep and talk about it with everyone so you get sick of hearing yourself and then tie in $, bonuses, security, promotions when they become it.

Chapter 6: What Winners Are Made Of
Nothing matters more in winning than getting the right people on the field.

The Acid Tests
1. The first test is for integrity.
2. The second test is for intelligence.
3. The third ticket to the game is maturity.

The 4-E (And 1-P) Framework
1. The first E is positive energy.
2. The second E is the ability to energize others.
3. The third E is edge, the courage to make tough yes-or-no decisions.
4. Which leads us to the fourth E-execute-the ability to get the job done.
5. If a candidate has the four E’s, then you look for that final P-passion.

Hiring For The Top
1. The first characteristic is authenticity.
2. The second characteristic is the ability to see around corners.
3. The third characteristic is a strong penchant to surround themselves with people better and smarter than they are.
4. The fourth characteristic is heavy-duty resilience.

Chapter 7: People Management – You’ve Got The Right Players. Now What?
People management covers a wide range of activities, but it really comes down to six fundamental practices.
1. Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package.
2. Use a rigorous, nonbureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance.
3. Create effective mechanisms—read: money, recognition, and training—to motivate and retain.
4. Face straight into charged relationships—with unions, stars, sliders, and disrupters.
5. Fight gravity, and instead of taking the middle 70 percent for granted, treat them like the heart and soul of the organization.
6. Design the org chart to be as flat as possible, with blindingly clear reporting relationships and responsibilities.

Chapter 9: Change – Mountains Do Move
It comes down to embracing four practices:
1. Attach every change initiative to a clear purpose or goal. Change for change’s sake is stupid and enervating.
2. Hire and promote only true believers and get-on-with-it types.
3. Ferret out and get rid of resisters, even if their performance is satisfactory.
4. Look at car wrecks.

With all the noise out there about change, it’s easy to get overwhelmed and confused.

Chapter 10: Crisis Management – From Oh-God-No to Yes-We’re Fine
5 Things to Assume.
First, assume the problem is worse than it appears.
Second, assume there are no secrets in the world and that everyone will eventually find
out everything.
Third, assume you and your organization’s handling of the crisis will be portrayed in the worst possible light.
Fourth, assume there will be changes in processes and people. Almost no crisis ends without blood on the floor.
Fifth, assume your organization will survive, ultimately stronger for what happened.

A Way To Prevent Crisis
Create a culture of integrity, meaning a culture of honesty, transparency, fairness, and strict adherence to rules and regulations. In such cultures, there can be no head fakes or winks. People who break the rules do not leave the company for “personal reasons”. They are hanged—publicly—and the reasons are made painfully clear to everyone.

Chapter 11: Strategy – It’s All In The Sauce
Strategy is a living, breathing, totally dynamic game. It’s fun—and fast. And it’s alive. In real life, strategy is actually very straightforward. You pick a general direction and implement like hell.

§ First, come up with a big aha for your business—a smart, realistic, relatively fast way to gain sustainable competitive advantage.
§ Second, put the right people in the right jobs to drive the big aha forward.
§ Third, relentlessly seek out the best practices to achieve your big aha, whether inside our out, adapt them, and continually improve them.

Strategy, then, is simply finding the big aha and setting a broad direction, putting the right people behind it, and then executing with an unyielding emphasis on continual improvement. I couldn’t make it more complicated that that if I tried.

Making Strategy Real: 5 Points
1. What the Playing Field Looks Like Now
2. What the competition has been up to
3. What you’ve been up to
4. What’s around the corner
5. What’s your winning move

The Right People
Any strategy, no matter how smart, is dead on arrival unless a company brings it to life with people—the right people.

Budgeting –Jack’s Way
q How can we beat last year’s performance?
q What is our competition doing, and how can we beat them?

But there are really just four practices that matter: Communicate a sound rationale for every change. Have the right people at your side. Get rid of the resisters. And seize every single opportunity, even those from someone else’s misfortune. That’s it.

Don’t get all caught up in your knickers over change.

You just don’t need to.

Mergers & Acquisitions
· Fast way to grow

Six Sigma
Nothing compares to the effectiveness of Six Sigma when it comes to improving a company’s operational efficiency, raising its productivity, and lowering its costs. Six Sigma is a quality program that, when all is said and done, improves your customers’ experience, lowers your costs, and builds better leaders. Six Sigma accomplishes that by reducing waste and inefficiency and by designing a company’s products and internal processes so that customers get what they want, when they want it, and when you promised it. Make no mistake: Six Sigma is not for every corner of a company.

The Right Job

Work-Life Balance
While work-life balance was increasingly front and center during the 1990’s, the debate about it has only intensified since my retirement in 2006. Today, no CEO or company can ignore it.

1. Your boss’s top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company win.
2. Most bosses are perfectly willing to accommodate work-life balance challenges if you have earned it with performance. The key word here is: if.
3. Bosses know that the work-life policies in the company brochure are mainly for recruiting purposes and that real work-life arrangements are negotiated one-on-one in the context of a supportive culture, not in the context of “But the company says….!”
4. People who publicly struggle with work-life balance problems and continually turn to the company for help get pigeonholed as ambivalent, entitled, uncommitted or incompetent—or all of the above.
5. Even the most accommodating bosses believe that work-life balance is your problem to solve. In fact, most know that there are really just a handful of effective strategies to do that, and they wish you would use them.

John M. Ruh’s Support
If you want to discuss this book we will facilitate a one time, free mini session (1 hour) with you and your core team to discuss how to integrate these concepts into your business.


Yup. The most arousal pron for women is ….. yup….. the regular porn!

Yes. it is, of course you would expected that. So this study show that women get turn on the most by pain old sex! Here is the table for the porn that were used in the study.

Themes of film clips N=90 %
Male on female sex position 34 0.38
Female on male sex position 20 0.22
Female on female sex position 5 0.06
Male on male sex position 5 0.06
Two females and one male 4 0.04
Two males and one female 16 0.18
Group sex 8 0.09
Race other than Caucasian 6 0.07
Vaginal intercourse 47 0.52
Missionary position 19 0.21
Rear-entry intercourse 25 0.28
Fellatio 27 0.3
Cunnilingus 14 0.16
Anal sex 11 0.12
Partner masturbation 19 0.21
Self-masturbation 14 0.16
Bondage 5 0.06
Outdoors scene 18 0.2

as you can see. almost 50% of the porn are virginal sex. So, by random chance, most women will pick it as “arousal”. I think the sampling of this study should be more “fair” meaning that the porns need to be equally represented.



well… Almost! Here is how you can curve HIV

For people who went to secondary school with me, you know I suggested this therapy in secondary school to Mrs Wong. Well, of course my concept was a little off since I was thinking that you can give the leukemia cell to HIV patients to reach equilibrium. Not that the patient will be cured, but he will not let the HIV kill the white blood cells. Come on, I was 16. So, how is Magic going to die now?

My watch list are now have no action. I am at lost right now, but I change my strategy to longer term. Meaning that I expect a quick bounce from the market. and then it will be have a correction soon because most of the MACD are now below 0.

If you are a female. According to “scientists” from Université de Bretagne-Sud, it is a captain obvious’ experiment. The result is too obvious. Out of 120 boys and girls, only 1 girls to say “yes, let’s do it!”. Almost NONE of the boys say “No”. Wow. I thought guys will have some standard!

Anyway, one of the contributing factor to the NO from girls could be “the not so fresh days”. Sine woman “bleed” about 25% of the time, that mean 25% of them will say no anyway. Adding the PMS days, of course there are more girls will say no. Author should really mention that in discussion.

But the most obvious reason for the result: Men are just more slutty.



So you see, this study show that is just easier to sit down and poop.

So, the study is…. well rather entertaining. The worst part are the participant who have some foreign object to be insert into the rectum.

What I have to say about this study is that the authors did not account for gravity to pull the “artificial poop” out. This gravity pull of course can make the “explusion” faster and more frequency. This kind of variable is easy to miss in study. So, scientist really need to put in as much control as possible to make the study sounds.




Is it even posible? Not really according to his paper

This study is really interesting. As you see, “In 457 (96.2%) displaced intertrochanteric fractures and in 221 (93.2%) displaced subcapital fractures, radiological shadow of the penis was turned to the fractured side (c2 = 17.1, P<0.01). ” So statistically speaking,  the penis is located at the fractured side during x-ray.

I am so glad the author did not concule that “the weight of the penis lead to the fracture”. If you read some of the omic studies, you see that many authers will see the side effect as cause.

So, when we are doing statistiscally analysis on data that show good correlation, you are just observing 2 events occur concurrently with high probability. It have nothing to do with the cause and effect.