Categories
Negocios

méxico, day 1: mucha lucha

Una de las principales razones por la cual vine a México es para ver una pelea de lucha libre.

A diferencia de Argentina, en México es muy popular la lucha, de hecho es el segundo deporte detrás del fútbol. Tiene mucho que ver con la cercanía de USA y su fortísima influencia cultural. De hecho está prohibido por ley poner marcas, carteles o nombres propios de organizaciones en inglés. Deben ser en Español o ambos. Es una filosofía interesante, quizás deberíamos considerarla.

La pelea misma fue tremendamente entretenida, en contra de todas mis expectativas. Los luchadores son enormes y atléticos. Tiene muchísima personalidad, máscaras muy cool (ver la máscara del Santo en la última foto del álbum) y las peleas son emocionantes.

La mayoría empezaba con los buenos (Técnicos) ganandole a los malos (Rudos), pero con todo el público en contra. Obviamente los Rudos son más populares, bien onda bad boy, la gente ama a los Perros del Mal, liderados por el Hijo del Perro Aguayo, alientan a los Guerreros del Infierno (Atlantis y Último Guerrero) y putean contra el bueno del Místico, mi favorito.


Se pelea a tres caídas, contabilizadas por tremendas perras de porristas quienes reciben mucha atención cuando se acercan a los machotes sudados de los luchadores.

Claramente no se están matando, pero sí que se golpean. Vuelan muy verazmente por los aires, se patean, golpean, knockean y zapatean sin respiro. Divertidísimo. Al fin del día lo único predeterminado es el resultado (quienes lo mandan son los árbitros), pero la pasás de puta madre.

Categories
Andyshow Negocios

I’m with stupid

Me gustó un quote del inversor Peter Lynch que leí en el twitter de Martin Varsavsky, alineado con el principio de Peter:

Go for a business that any idiot can run – because sooner or later, any idiot probably is going to run it.

Categories
Negocios

especialización

Estoy intentando enfocar mis esfuerzos en este espacio. Decidí hace relativamente poco que no voy a escribir sobre cosas que no vale la pena que pierda el tiempo, porque no agrego valor (Blogma!). Hay mucha gente escribiendo en este momento, especialmente sobre tópicos relacionados a medios, internet, noticias del medio, deportes, TV, con mucho mejores resultados de los que puedo ofrecerles.

Eso no implica que no me interesen los temas, con lo cual voy a hacer lo siguiente: linkear blogs o sitios que hablan de cosas de las que yo estaría hablando si tuviera infinito tiempo libre y pensara que lo podría hacer mejor que los links.
Empiezo hoy, veré si me funciona el sistema.

Vean la barra de la derecha por más data!

Categories
Negocios

social tourism, barcelona, part II

Me encantó la diversidad cultural, étnica, nacional que encontré en Barcelona. El hecho de estar en Catalunia hasta le da un toque no-español, ves tanto o más catalán escrito y hablado que castellano.

Siempre me gustó fotografiar gente sacándose fotos.

Uno de mis trucos preferidos para sacar gente de frente: pararme en contra del flujo y esperar que el sujeto de la foto venga a mi.

La otra opción es encontrar un grupo frenado y usar el zoom.

La chica negra de la izquierda me pareció absolutamente divina.

Evidentes extranjeros dominan el Paseo de Gracia.

Niñas españolas ignoran a su hermanito molesto.

Esta parejita me pareció muy simpática, los vi al entrar al Parc Güell y después me los crucé adentro.

El detalle del casco me pareció genial. La luz a esa hora cerró una foto increible.

Pienso que son el este europeo, quizás Georgia, quizás Ukrania.

Labels: barcelona, fotos, travel

Categories
Negocios

cielo ibérico

A veces salen bien las fotos de los edificios

(Madrid, 2007)

2 Comments:

EMO said…
la tomaste con el V3 ?
26/2/07 10:49 PM  
Andy W said…
no, con una canon excelente que me prestó germán
26/2/07 11:00 PM
Categories
Negocios

rendimiento

Respondiendo a una inquietud popular, les transmito mis valores deportivos en materia de fútbol. También tengo algunos conceptos de basket, casi nada de tenis, rugby por imposición, le pego a la pelota de baseball, natación por problemas físicos que obligaron a su intenso culto, y juego razonablemente bien al pool si estoy razonablemente sobrio.

Empecé a jugar al fútbol a los 19-20 años. Antes que eso ni le pegaba a la pelota. Fui aprendiendo a meter pases, a dribblear, a correr por los lugares correctos, a atajar. Es mucho más difícil de lo que parece.

Hoy por hoy puedo decir que sumo y no resto en la cancha. Me pasa cada dos o tres partidos que identifico al menos 3 personas que juegan peor que yo. Es mucho. Dependo mucho de tener ritmo. Si vengo jugando, juego mucho mejor. Si hace mil que no juego, no.

Mis distinciones tienen que ver con poner huevos, correr siempre, levantar anímicamente al equipo, correr la cancha, subir y bajar. Descubrí que tengo mucho mejor impacto jugando sobre un ala y más bien arriba. No es que defienda peor de lo que ataque, au contraire, pero el punto es que en fútbol 5 el que queda defendiendo en realidad distribuye. Tenés que tener pegada de afuera, claridad de juego, excelente pase a larga distancia. Sino hacés cagadas y quedás garpando con uno o dos jugadores de contra.

Jugando adelante logro estar razonablemente bien parado, en posición de meter un buen pase a quien le pegue, al menos distraigo mucho y puedo cabecear.

La semana pasada metí tres goles, uno en el partido del lunes y dos el jueves. Todo un hito.

8 Comments:

Blogger Andy W said…
Sport is an activity that is governed by a set of rules or customs and often engaged in competitively. Used by itself, sports commonly refer to activities where the physical capabilities of the competitor are the sole or primary determiner of the outcome (winning or losing), but the term is also used to include activities such as mind sports and motor sports where mental acuity or equipment quality are major factors. All sports have a winning player or team and a losing player or team. If there is no loser or winner its not a sport.

3/2/07 5:38 PM  
Anonymous Mario said…
lo importante en toda actividad deportiva es la practica. Segui a full y vas a mejorar otros aspectos!!

3/2/07 6:56 PM  
Blogger Andy W said…
mario fue figura de aquel partido!

3/2/07 7:23 PM  
Blogger Tomatito said…
1) Au contraire? Me encanta cuando te pones Haute en el blog.

2) Gracias por la explicación de tu carrera deportiva. Felicitaciones por el hat trick, aunque haya sido dividido entre dos partidos. Aprender a jugar al fútbol a los 20, en un país como Argentina, donde los chicos aprenden a jugar apenas caminan, tiene todo el mérito del mundo. Tienes todo mi respeto. (Not that you need it, but I meant it as a compliment)

3/2/07 7:24 PM  
Blogger Andy W said…
si, realmente fue una verguenza, pero no me arrepiento!! creo que para un 7-year-old juego bien.

ahahahha

3/2/07 7:31 PM  
Blogger Lucy in the sky with diamonds said…
No me queda demasiado para aportar, soy cero fútbol.
Mis cualidades pasan por el tenis y el patinaje (ice).

4/2/07 2:53 PM  
Anonymous Anonymous said…
jajajajjajaja!!!

con esos comentarios te vas a vender a algun club europeo!

jajajjaja

aca el botin de oro
El Magico!

nos vemos pronto en algun campo de juego.

El NachO!

5/2/07 1:54 PM  
Blogger Andy W said…
ya no estoy para esos trotes
ja

5/2/07 2:34 PM
Categories
Negocios

iPhone: la otra cara

Todos dicen que es divino, deben tener razón. No se si me cabe que roben el nombre.

Cisco Sues Apple for Trademark Infringement
Suit Filed to Protect Cisco’s iPhone® Trademark

SAN JOSE, Calif., January 10, 2007 – Cisco® today announced that it has filed a lawsuit in the United States District Court for the Northern District of California against Apple, Inc., seeking to prevent Apple from infringing upon and deliberately copying and using Cisco’s registered iPhone trademark.

Cisco obtained the iPhone trademark in 2000 after completing the acquisition of Infogear, which previously owned the mark and sold iPhone products for several years. Infogear’s original filing for the trademark dates to March 20, 1996. Linksys, a division of Cisco, has been shipping a new family of iPhone products since early last year. On Dec. 18, Linksys expanded the iPhone® family with additional products.

“Cisco entered into negotiations with Apple in good faith after Apple repeatedly asked permission to use Cisco’s iPhone name,” said Mark Chandler, senior vice president and general counsel, Cisco. “There is no doubt that Apple’s new phone is very exciting, but they should not be using our trademark without our permission.

“Today’s iPhone is not tomorrow’s iPhone. The potential for convergence of the home phone, cell phone, work phone and PC is limitless, which is why it is so important for us to protect our brand,” Chandler concluded.

With its lawsuit, Cisco is seeking injunctive relief to prevent Apple from copying Cisco’s iPhone trademark. For more information on the Cisco iPhone product line, please visit www.linksys.com/iphone.

Update: CNet News tiene un análisis muy interesante de una posible defensa por parte de Apple.

Comments:

Andy W said…
la pregunta es si Cisco piensa que les van a pagar, cambiar el nombre o simeplemente pueden explicarlo todo en las cortes!

12/1/07 12:39 AM  
Mario said…
No se si pagar, pero van a tener que cambiar el nombre seguro. A comerrrrrla Jobs!

12/1/07 9:05 AM
Categories
Negocios Tech

Yahoo: the Peanut Butter Manifesto

Salió a la luz un documento interno escrito por Brad Garlinghouse, senir VP de Yahoo! Este tipo de cosas me fascinan. Lean el memo, y después vean este artículo de BusinessWeek para ver el impacto.

Three and half years ago, I enthusiastically joined Yahoo! The magnitude of the opportunity was only matched by the magnitude of the assets. And an amazing team has been responsible for rebuilding Yahoo!

It has been a profound experience. I am fortunate to have been a part of dramatic change for the Company. And our successes speak for themselves. More users than ever, more engaging than ever and more profitable than ever!

I proudly bleed purple and yellow everyday! And like so many people here, I love this company

But all is not well. Last Thursday’s NY Times article was a blessing in the disguise of a painful public flogging. While it lacked accurate details, its conclusions rang true, and thus was a much needed wake up call. But also a call to action. A clear statement with which I, and far too many Yahoo’s, agreed. And thankfully a reminder. A reminder that the measure of any person is not in how many times he or she falls down – but rather the spirit and resolve used to get back up. The same is now true of our Company.

It’s time for us to get back up.

I believe we must embrace our problems and challenges and that we must take decisive action. We have the opportunity – in fact the invitation – to send a strong, clear and powerful message to our shareholders and Wall Street, to our advertisers and our partners, to our employees (both current and future), and to our users. They are all begging for a signal that we recognize and understand our problems, and that we are charting a course for fundamental change. Our current course and speed simply will not get us there. Short-term band-aids will not get us there.

It’s time for us to get back up and seize this invitation.

I imagine there’s much discussion amongst the Company’s senior most leadership around the challenges we face. At the risk of being redundant, I wanted to share my take on our current situation and offer a recommended path forward, an attempt to be part of the solution rather than part of the problem.

Recognizing Our Problems

We lack a focused, cohesive vision for our company. We want to do everything and be everything — to everyone. We’ve known this for years, talk about it incessantly, but do nothing to fundamentally address it. We are scared to be left out. We are reactive instead of charting an unwavering course. We are separated into silos that far too frequently don’t talk to each other. And when we do talk, it isn’t to collaborate on a clearly focused strategy, but rather to argue and fight about ownership, strategies and tactics.

Our inclination and proclivity to repeatedly hire leaders from outside the company results in disparate visions of what winning looks like — rather than a leadership team rallying around a single cohesive strategy.

I’ve heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular.

I hate peanut butter. We all should.

We lack clarity of ownership and accountability. The most painful manifestation of this is the massive redundancy that exists throughout the organization. We now operate in an organizational structure — admittedly created with the best of intentions — that has become overly bureaucratic. For far too many employees, there is another person with dramatically similar and overlapping responsibilities. This slows us down and burdens the company with unnecessary costs.

Equally problematic, at what point in the organization does someone really OWN the success of their product or service or feature? Product, marketing, engineering, corporate strategy, financial operations… there are so many people in charge (or believe that they are in charge) that it’s not clear if anyone is in charge. This forces decisions to be pushed up – rather than down. It forces decisions by committee or consensus and discourages the innovators from breaking the mold… thinking outside the box.

There’s a reason why a centerfielder and a left fielder have clear areas of ownership. Pursuing the same ball repeatedly results in either collisions or dropped balls. Knowing that someone else is pursuing the ball and hoping to avoid that collision – we have become timid in our pursuit. Again, the ball drops.

We lack decisiveness. Combine a lack of focus with unclear ownership, and the result is that decisions are either not made or are made when it is already too late. Without a clear and focused vision, and without complete clarity of ownership, we lack a macro perspective to guide our decisions and visibility into who should make those decisions. We are repeatedly stymied by challenging and hairy decisions. We are held hostage by our analysis paralysis.

We end up with competing (or redundant) initiatives and synergistic opportunities living in the different silos of our company.

• YME vs. Musicmatch

• Flickr vs. Photos

• YMG video vs. Search video

• Deli.cio.us vs. myweb

• Messenger and plug-ins vs. Sidebar and widgets

• Social media vs. 360 and Groups

• Front page vs. YMG

• Global strategy from BU’vs. Global strategy from Int’l

We have lost our passion to win. Far too many employees are “phoning” it in, lacking the passion and commitment to be a part of the solution. We sit idly by while — at all levels — employees are enabled to “hang around”. Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

As a result, the employees that we really need to stay (leaders, risk-takers, innovators, passionate) become discouraged and leave. Unfortunately many who opt to stay are not the ones who will lead us through the dramatic change that is needed.

Solving our Problems

We have awesome assets. Nearly every media and communications company is painfully jealous of our position. We have the largest audience, they are highly engaged and our brand is synonymous with the Internet.

If we get back up, embrace dramatic change, we will win.

I don’t pretend there is only one path forward available to us. However, at a minimum, I want to be part of the solution and thus have outlined a plan here that I believe can work. It is my strong belief that we need to act very quickly or risk going further down a slippery slope, The plan here is not perfect; it is, however, FAR better than no action at all.

There are three pillars to my plan:

1. Focus the vision.

2. Restore accountability and clarity of ownership.

3. Execute a radical reorganization.

1. Focus the vision

a) We need to boldly and definitively declare what we are and what we are not.

b) We need to exit (sell?) non core businesses and eliminate duplicative projects and businesses.

My belief is that the smoothly spread peanut butter needs to turn into a deliberately sculpted strategy — that is narrowly focused.

We can’t simply ask each BU to figure out what they should stop doing. The result will continue to be a non-cohesive strategy. The direction needs to come decisively from the top. We need to place our bets and not second guess. If we believe Media will maximize our ROI — then let’s not be bashful about reducing our investment in other areas. We need to make the tough decisions, articulate them and stick with them — acknowledging that some people (users / partners / employees) will not like it. Change is hard.

2. Restore accountability and clarity of ownership

a) Existing business owners must be held accountable for where we find ourselves today — heads must roll,

b) We must thoughtfully create senior roles that have holistic accountability for a particular line of business (a variant of a GM structure that will work with Yahoo!’s new focus)

c) We must redesign our performance and incentive systems.

I believe there are too many BU leaders who have gotten away with unacceptable results and worse — unacceptable leadership. Too often they (we!) are the worst offenders of the problems outlined here. We must signal to both the employees and to our shareholders that we will hold these leaders (ourselves) accountable and implement change.

By building around a strong and unequivocal GM structure, we will not only empower those leaders, we will eliminate significant overhead throughout our multi-headed matrix. It must be very clear to everyone in the organization who is empowered to make a decision and ownership must be transparent. With that empowerment comes increased accountability — leaders make decisions, the rest of the company supports those decisions, and the leaders ultimately live/die by the results of those decisions.

My view is that far too often our compensation and rewards are just spreading more peanut butter. We need to be much more aggressive about performance based compensation. This will only help accelerate our ability to weed out our lowest performers and better reward our hungry, motivated and productive employees.

3. Execute a radical reorganization

a) The current business unit structure must go away.

b) We must dramatically decentralize and eliminate as much of the matrix as possible.

c) We must reduce our headcount by 15-20%.

I emphatically believe we simply must eliminate the redundancies we have created and the first step in doing this is by restructuring our organization. We can be more efficient with fewer people and we can get more done, more quickly. We need to return more decision making to a new set of business units and their leadership. But we can’t achieve this with baby step changes, We need to fundamentally rethink how we organize to win.

Independent of specific proposals of what this reorganization should look like, two key principles must be represented:

Blow up the matrix. Empower a new generation and model of General Managers to be true general managers. Product, marketing, user experience & design, engineering, business development & operations all report into a small number of focused General Managers. Leave no doubt as to where accountability lies.

Kill the redundancies. Align a set of new BU’s so that they are not competing against each other. Search focuses on search. Social media aligns with community and communications. No competing owners for Video, Photos, etc. And Front Page becomes Switzerland. This will be a delicate exercise — decentralization can create inefficiencies, but I believe we can find the right balance.

I love Yahoo! I’m proud to admit that I bleed purple and yellow. I’m proud to admit that I shaved a Y in the back of my head.

My motivation for this memo is the adamant belief that, as before, we have a tremendous opportunity ahead. I don’t pretend that I have the only available answers, but we need to get the discussion going; change is needed and it is needed soon. We can be a stronger and faster company – a company with a clearer vision and clearer ownership and clearer accountability.

We may have fallen down, but the race is a marathon and not a sprint. I don’t pretend that this will be easy. It will take courage, conviction, insight and tremendous commitment. I very much look forward to the challenge.

So let’s get back up.

Catch the balls.

And stop eating peanut butter.


Categories
Andyshow Negocios

fotos viajeras pedorras

Probablemente postee algo sobre los nuevos cells que vienen con cámaras de calidad comparable a las que vienen en cámaras digitales de nivel medio.


También quiero hablar sobre los méritos relativos de los smartphones, la especialización de gadgets y el futuro de la integración de funciones.

Por ahora tengo estas fotos de mi viaje, en la primer semana de trabajo, a Uruguay y Paraguay.

Comimos en el Mercado del Puerto de Montevideo, en un restó de comida marina para turistas. Salió caro pero valió la pena, riquísimo el brasero de mar.

Los pescados en el brasero incluía merluza, trucha, salomón rosado, pez espada, calamares, almejas y camarones.

Disculpen la calidad paupérrima, el V3 no saca buenas fotos al aire libre. Ni en movimiento. Ni en la oscuridad.






Los aviones de Pluna tienen los asientos muy muy juntos, no me gustan para nada!



TAM es un poco mejor, pero no mucho. Con ellos mi queja es que las azafatas son bastante irreverentes.

Les juro que el hotel de Paraguay no merecía más de 4 estrellas. Era muy viejo, el Wi-Fi no servía y la atención, aunque amable, no es world-class.



Viajar está bueno, pero cansaaaaa, mierda que cansaaaa!

Categories
Negocios

moody moody moody

What is Moody Buddha?
Moody Buddha makes art lamps with your favorite artists’ work.

Where can I get a Moody Buddha Art Lamp?
At this point in time all orders are being taken directly from our little ole’ web site .. if you are a retailer interested in carrying our lamps .. please click here to contact us

Moody Buddha Lamps will be available early December 2005

Who is Moody buddha?
Moody Buddha is a company created by two good friends living in Buenos Aires, Argentina, Facundo Huidobro and Nate Williams.

Categories
Negocios Tech

GOOG


Seguramente todos quieren saber como viene el papel de Google (GOOG) en la bolsa. Este mes cumplió un año en la bolsa.

Comments:

Blogger art vandelay said…
realmente no podía dormir sin esta info andy, gracias por estar en todo.
28/9/05 11:27 AM  
Blogger Andy W said…
consideralo regalo de cumple cumple
28/9/05 11:54 AM  
Anonymous Tomatito said…
También cunado puedas chequete la de Martha Stewart Omnimedia mejor conocida como Gagool. (Cacle, cacle)(y si alguien descifra esta le debo una pizza en Guerrín y unas coronitas con limón cuando esté de vuelta por BA)
28/9/05 12:39 PM  
Blogger Running said…
tomatito, por lo visto te hicieron leer al rey salomón… o me equivoco?
28/9/05 1:09 PM  
Anonymous Anonymous said…
Y.. te debo la pizza, pero va a ser difícil que yo vaya a Miraflores.
28/9/05 1:56 PM  
Anonymous Tomatito said…
Y a Texas ni en joda.
28/9/05 1:56 PM  
Blogger Freak said…
Porque no compre cuando estaban a 100 wuaaaaa! 🙂
28/9/05 5:40 PM  
Blogger Andy W said…
juaaa
son muchos los que dicen eso ahora, if only it were so simple!
28/9/05 6:02 PM  
Blogger Freak said…
Es que yo lo pensé!!! Pero estaba quebrado financieramente hace un año…
28/9/05 7:02 PM  
Blogger PaTo said…
yo siempre estoy quebrado financiermemte. Tengo la mente menos comercila del munso… una vez tuve un novio que me obligaba a ahorrar el 10 porciento de todo lo que ganaba…
29/9/05 4:35 AM  
Blogger Andy W said…
yo tengo la mente hípero comercial pero soy híper consumiste. mi estilo de vida fielmente acompaña mi curva de ingresos. al día de hoy no comprendo del todo el concepto de “ahorro” (comillas son clave)
29/9/05 11:30 AM  
Blogger Freak said…
jajaja! te obligaba a ahorrar… jajaj!
29/9/05 12:19 PM  
Blogger PAblo.- said…
Es que estoy seguro de que es congénito, viene por familia. El mundo se divide en los que ahorran y los que no, independientemente de cuánto ganen. Yo al menos trato de no endeudarme mucho, pero vivo siempre al límite, aunque ahora gane tres veces más que hace tres años.
29/9/05 12:23 PM  
Blogger Andy W said…
dicen que lo del 10% es recomendable. lo otro es gastar el ingreso fijo y guardar el extra que ganes, hay teorías…! llevarlo a la práctica: más jodido
29/9/05 1:15 PM