Sunday, November 30, 2008
Timings of Delhi Zoo
learnt a good lesson of visiting Delhi Zoo. wanted to show Anshi some animals but when I reached the gates it was closed as timings for delhi zoo is 9:30 am to 4 pm in the evening and remain closed for the day on friday.
Thursday, June 19, 2008
what nice words in rediff...about pak
What is the difference between Pakistan army and armies of other countries? Reply:--"Every country has an army, but in pakistan the army has a country"
Wednesday, June 18, 2008
Firefox3.0 not in Hindi
Have heard about latest buzz of firefox3.o? I too went there and found new browser given in all the languages except hindi. Too my utter surprise even firefox Punjabi version and Gujarati version is launched but no hindi. I feel highly disappointed not to see our language over there.
we are responsible for the same. Probably We are the only race in the world who look down upon its own language, values and symbols. Lets see what more is in the offing for us.
we are responsible for the same. Probably We are the only race in the world who look down upon its own language, values and symbols. Lets see what more is in the offing for us.
Wednesday, June 11, 2008
HALL OF FAME (friends who cared to wish me on my B'Day)
in order of the calls I received.... :)
My Wife n Devanshi (my daughter)
Ajay Chandel & Aradhana
Vidyun Agarwal, Supriya Agarwal and Paresh Agarwal
Munish Jain (Director Sahab)
Mala Omandhu
Vipul Bhole
Papa ji
Mummy
Ingvild
Rakesh Kumar,
Neeraj, satyendra, ansarul, AKRAM, Amit yadav, Geetali, Nidhi and other office friends...
on Skype: Gaurav, Mark, Gerben, YASHISH DAHIYA SIR
on Orkut: Anupam, Kapil, Manish Singh Rajawat, MUNISH JAIN, Sujeet Singh, Raghvendra Singh, Kapil Pathak.
List updated till 1.45 Pm ......to be continued...
My Wife n Devanshi (my daughter)
Ajay Chandel & Aradhana
Vidyun Agarwal, Supriya Agarwal and Paresh Agarwal
Munish Jain (Director Sahab)
Mala Omandhu
Vipul Bhole
Papa ji
Mummy
Ingvild
Rakesh Kumar,
Neeraj, satyendra, ansarul, AKRAM, Amit yadav, Geetali, Nidhi and other office friends...
on Skype: Gaurav, Mark, Gerben, YASHISH DAHIYA SIR
on Orkut: Anupam, Kapil, Manish Singh Rajawat, MUNISH JAIN, Sujeet Singh, Raghvendra Singh, Kapil Pathak.
List updated till 1.45 Pm ......to be continued...
Tuesday, June 10, 2008
Sunday, June 8, 2008
Friday, June 6, 2008
Hey! You can shine your shoes with Banana Peel
Do you know? you can clean your shoes with inside layer of Banana Peel and it really works. Don't forget to rub it off with a piece of cloths afterwards else flies will be around your shoes. though I haven't tried yet but I will post my experience. Its a new buzz among several tips to save the planet. Think! it will save the wax we use at home to clean our shoes and wax is made from petroleum products. And we all know how petroleum consumption and prices are increasing every passing day. he he and what about show polish industry?? going bananas.....ha ha ha .
Thursday, June 5, 2008
A good quote to remember
"There are some low moments in every player's career, but that should not mean I would lock myself in and brood"
Saurav Ganguli in R.D.
Saurav Ganguli in R.D.
Wednesday, June 4, 2008
What great Thomas Malthus did to India....millions got dead in famine during 1860 period
The English political economist and demographer the Reverend Dr Thomas Robert Malthus FRS lived from 13 February 1766 to 23 December 1834).[1] He expressed views on population growth and noted the potential for populations to increase rapidly.
Modern commentators generally refer to him as Thomas Malthus, but during his lifetime he went by his middle name, Robert.
Malthus's position as professor at the British East India Company training college, which he held until his death in 1834, gave his theories considerable influence over Britain's administration of India through most of the 19th century, continuing even under the Raj after the Company's dissolution in 1858. In a major result of this influence, the official response to India's periodic famines (which had occurred every decade or two for centuries) became one of not entirely benign neglect: the authorities regarded the famines as necessary to keep the "excess" population in check. In some cases administrators even banned private efforts to transport food into famine-stricken areas. However, this "Malthusian" policy did not take account of the enormous economic damage done by such famines through loss of human capital, collapse of credit structures and financial institutions, and the destruction of physical capital (especially in the form of livestock), social infrastructure and commercial relationships. As a (presumably unintended) consequence, production often did not recover to pre-famine levels in the affected areas for a decade or more after each disaster, well after the replacement of the lost population.
Modern commentators generally refer to him as Thomas Malthus, but during his lifetime he went by his middle name, Robert.
Malthus's position as professor at the British East India Company training college, which he held until his death in 1834, gave his theories considerable influence over Britain's administration of India through most of the 19th century, continuing even under the Raj after the Company's dissolution in 1858. In a major result of this influence, the official response to India's periodic famines (which had occurred every decade or two for centuries) became one of not entirely benign neglect: the authorities regarded the famines as necessary to keep the "excess" population in check. In some cases administrators even banned private efforts to transport food into famine-stricken areas. However, this "Malthusian" policy did not take account of the enormous economic damage done by such famines through loss of human capital, collapse of credit structures and financial institutions, and the destruction of physical capital (especially in the form of livestock), social infrastructure and commercial relationships. As a (presumably unintended) consequence, production often did not recover to pre-famine levels in the affected areas for a decade or more after each disaster, well after the replacement of the lost population.
Friday, April 11, 2008
7 Uncommon Questions I'd Ask A Startup If I Were A Venture Capitalist
Venture capitalists have a hard job. The good ones have to pick a small number of investments from a large pool of opportunities, often with minimal "data".
If I were a VC, I'd look at a lot of the things that VCs look at today and ask some of the same questions. What's the market opportunity? Who's on the team? What do you think your sustainable competitive advantage is, or will be?
In addition to some of these common questions, I'd also ask some uncommon ones. I think it's these uncommon questions that often reveal the heart and soul of a startup. If I were investing my own money (which I do on occasion), the answers to these uncommon questions would be as important to me as some of the common ones.
Uncommon Questions For A Startup
1. What is the longest debate the team has had in the last 30 days? How long did it last? What did you decide? How did you decide it?
Motivation: Any great startup team is going to have a set of issues/questions at any given time to which the answer is not obvious. How a team goes about identifying the tradeoffs and getting to an answer (even if it's not the right one) is revealing.
2. If your equity/salary was based completely on the accuracy of your projections, what would your forecast be?
Motivation: Drawing the classic "hockey stick curve" (for users, traffic, revenue, profits, whatever) is just too easy and doesn't tell me anything. I'd like to know what the startup really thinks it's going to do. Yes, all forecasts are guesses, but some guesses are more practical than others.
3. What's the biggest surprise you've had in the business recently?
Motivation: There should always be surprises. Startups should be experimenting and trying new things constantly. Especially in the early days when lessons are the cheapest. No startup has it "all figured out" (and those that do, aren't experimenting enough).
4. If you knew with 100% certainty that you weren't going to be able to raise (more) funding, what would you do?
Motivation: Sure, it's good for startup teams to think about how to break beyond current limits to build phenomenal companies. But, great entrepreneurs also work well within constraints that are unavoidable. The mother of all constraints is a fundamental scarcity of resources -- like cash.
5. If you could pick only one non-financial metric to measure the success of the business, what would it be?
Motivation: Revenues and profits are a great, fundamental way to measure a business. But, looking at non-financial metrics can often be very revealing. Shows what people care about.
6. If you could fix magically fix one, specific problem with the business today what would it be? What would the likely impact be?
Motivation: All startups have problems. It's interesting to know what problems a startup has and how fixing it might create another, non-linear improvement in the business.
7. What will you do to find and retain the best people possible for the company? What do you
Motivation: More than anything else, the quality of the early team will likely influence the outcome. I'd like to know what uncommon things are going to be done to draw in the uncommon talent.
If you were a venture capitalist and investing in startups, what uncommon questions would you ask? If you've raised capital before, what's the best question you've been asked by a VC?
---
By the way, are you a startup fanatic? If so, request access to the free OnStartups LinkedIn Group . There are already over 5,500 members in the group
for your support. Original ArticleCopyright 2007, Dharmesh Shah - OnStartups - Software Startup Blog
If I were a VC, I'd look at a lot of the things that VCs look at today and ask some of the same questions. What's the market opportunity? Who's on the team? What do you think your sustainable competitive advantage is, or will be?
In addition to some of these common questions, I'd also ask some uncommon ones. I think it's these uncommon questions that often reveal the heart and soul of a startup. If I were investing my own money (which I do on occasion), the answers to these uncommon questions would be as important to me as some of the common ones.
Uncommon Questions For A Startup
1. What is the longest debate the team has had in the last 30 days? How long did it last? What did you decide? How did you decide it?
Motivation: Any great startup team is going to have a set of issues/questions at any given time to which the answer is not obvious. How a team goes about identifying the tradeoffs and getting to an answer (even if it's not the right one) is revealing.
2. If your equity/salary was based completely on the accuracy of your projections, what would your forecast be?
Motivation: Drawing the classic "hockey stick curve" (for users, traffic, revenue, profits, whatever) is just too easy and doesn't tell me anything. I'd like to know what the startup really thinks it's going to do. Yes, all forecasts are guesses, but some guesses are more practical than others.
3. What's the biggest surprise you've had in the business recently?
Motivation: There should always be surprises. Startups should be experimenting and trying new things constantly. Especially in the early days when lessons are the cheapest. No startup has it "all figured out" (and those that do, aren't experimenting enough).
4. If you knew with 100% certainty that you weren't going to be able to raise (more) funding, what would you do?
Motivation: Sure, it's good for startup teams to think about how to break beyond current limits to build phenomenal companies. But, great entrepreneurs also work well within constraints that are unavoidable. The mother of all constraints is a fundamental scarcity of resources -- like cash.
5. If you could pick only one non-financial metric to measure the success of the business, what would it be?
Motivation: Revenues and profits are a great, fundamental way to measure a business. But, looking at non-financial metrics can often be very revealing. Shows what people care about.
6. If you could fix magically fix one, specific problem with the business today what would it be? What would the likely impact be?
Motivation: All startups have problems. It's interesting to know what problems a startup has and how fixing it might create another, non-linear improvement in the business.
7. What will you do to find and retain the best people possible for the company? What do you
Motivation: More than anything else, the quality of the early team will likely influence the outcome. I'd like to know what uncommon things are going to be done to draw in the uncommon talent.
If you were a venture capitalist and investing in startups, what uncommon questions would you ask? If you've raised capital before, what's the best question you've been asked by a VC?
---
By the way, are you a startup fanatic? If so, request access to the free OnStartups LinkedIn Group . There are already over 5,500 members in the group
for your support. Original ArticleCopyright 2007, Dharmesh Shah - OnStartups - Software Startup Blog
Sunday, April 6, 2008
heard on NAT GEO
A nobel prize iskept reserved for people who make robots intelligent enough in comparison to even a cockroach.
Some personal learnings
Someone told me computer in Hindi is called Asankhya Ganak? wow it was wonderful learning. but I have to get it verified whether its true.
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