Archivo de la categoría: El periódico de hoy

Mis columnas publicadas (o que pronto será publicado) hoy en el periódico

Silos de Conocimiento

Sabemos mucho. Por “nos,” Me refiero a la humanidad en su conjunto. Sabemos por lo tanto que es imposible para cualquiera de nosotros para saber más de una fracción de nuestro conocimiento total. Es por esto que nos especializamos.

La especialización es buena. Nos permite cortar profundamente en un campo específico de esfuerzo; pero a costa de una visión general de todo lo, naturalmente. La especialización se espera de los profesionales. No serías feliz si te enteraste de que su dentista es, De hecho, un filósofo muy conocido, así. ¿O que el cirujano ENT de su hijo enseña en secreto la astrofísica en la universidad local.

¿No hay un peligro que se oculta detrás de nuestra costumbre de exigir silos súper especializados de conocimiento? Un peligro evidente es la pérdida de sinergias y el potencial de innovación. Un ejemplo de ello — un físico de partículas de la Organización Europea para la Investigación Nuclear (CERN) se enfrenta al problema de acceso a diferentes archivos en diferentes ordenadores y redes. Ser versado en cuestiones informáticas, los dispositivos físico una buena manera de describir el archivo (o, como se conoce ahora, el recurso) y de repente el primer URL (Universal Resource Locator) nace. El resto es historia — tenemos la World Wide Web, La Internet. Quince años más tarde, usted tiene el comercio electrónico y YouTube!

Si CERN había insistido en que sus físicos hacen sólo la física y dejan sus problemas de computación para el departamento de TI, Internet no puede haber materializado en absoluto. O, puede haber tomado mucho más tiempo en materializarse.

La necesidad de especialización no se limita a los individuos. Impregna en el lugar de trabajo moderno en la forma de una típica división del trabajo, tales como HR, Finanzas, IT y negocios. Esta división ha funcionado bien para las edades. Pero de vez en cuando, la experiencia en estos silos se vuelve tan dividida y dispersa que la organización pierde de vista su objetivo básico. La gente en los silos de comenzar a trabajar unos contra otros, compiten por recursos y reconocimiento, en lugar de colaborar para el éxito común.

El paria más común en una organización típica es el departamento de TI. Estas personas pobres consiguen siempre gritaban si nada sale mal en el sistema. Pero cuando todo está funcionando bien, nadie ni siquiera los nota. En la era actual de la alfabetización informática ubicua, ¿por qué no suponer un poco de la responsabilidad del sistema de modo que el tiempo de respuesta en la resolución de problemas de PC (y en consecuencia la productividad) se puede mejorar?

De hecho, sabemos por qué. Cuando se trata de computadoras, no hay límite a lo mal que pueden obtener. Como dice el proverbio que dice, errar es humano, pero a ensuciar por completo las cosas requiere una computadora. Los usuarios finales pueden estropear el sistema de forma tan completa que incluso un departamento de TI competente (un bien escaso) puede resultar imposible restablecer la normalidad. Pero, con el fin de luchar contra este autodestructivo (aunque bien intencionado) tendencia, Los departamentos de TI se han ido al otro extremo de lo que es tan burocrático y prácticamente imposible de obtener su ayuda en nada en absoluto!

Otro grupo que tiene una mala reputación en una organización altamente regulado son los auditores. Su trabajo ingrato es mirar por encima del hombro de todos y asegurarse de que están siguiendo las reglas del juego (o más bien, cumplir con las políticas y reglamentos). Cuentas’ nobles intenciones quedan eclipsadas por un defecto fatal: parecen medir su éxito por el número de violaciónes que pueden encontrar. En lugar de trabajar de la mano con los que están siendo auditados, los auditores presentan como si estuvieran conspirando contra el resto.

No es la productividad que se pueden obtener al difuminar los bordes de silos rígidos en las organizaciones. Cuando silos hablan entre sí, el trabajo en equipo que pasa y aquellos en los silos se da cuenta de que todos trabajan por un objetivo común.

Lectura de Internet

Los principales cambios están en marcha,,en,Ellos han estado en marcha durante los últimos veinte años,,en,Estoy hablando de la manera de aprender cosas,,en,cómo leemos,,en,cómo lo hacemos aritmética básica, etc.,,en,En el Instituto,,en,Solía ​​tablas de logaritmos para resolver los resultados en experimentos de física y química,,en,Calculadoras no se les permitió,,en,aunque inconveniente,,en,esta práctica perfeccionó mis habilidades aritméticas,,en,habilidades que las calculadoras y hojas de cálculo han erosionado por ahora,,en,la erosión similar está teniendo lugar en nuestras habilidades de lectura, así,,en,No leemos a retener la información o el conocimiento más,,en,Nosotros buscamos,,en,escanear,,en,localizar palabras clave,,en,navegar y marcador,,en,El Internet está haciendo a nuestros hábitos de lectura lo que la calculadora hizo a nuestras habilidades aritméticas,,en,El fácil acceso a la información está transformando nuestra noción de,,en,Me atrevo a decir,,en,respeto a,,en,el conocimiento de una manera fundamental,,en,En una economía del conocimiento,,en. They have been afoot for the last twenty years. I’m talking about how we learn things, how we read, how we do basic arithmetic and so on.

In high school, I used logarithm tables to work out results in physics and chemistry experiments. Calculators were not allowed. Though inconvenient, this practice honed my arithmetic skills — skills that calculators and spreadsheets have eroded by now.

Similar erosion is taking place in our reading skills as well. We don’t read to retain information or knowledge any more. We search, scan, locate keywords, browse and bookmark. The Internet is doing to our reading habits what the calculator did to our arithmetic abilities.

Easy access to information is transforming our notion of (dare I say, respect for?) knowledge in a fundamental way. In a knowledge economy, el conocimiento se está convirtiendo rápidamente en un producto barato,,en,No necesitamos saber más cosas,,en,sólo necesitamos saber cómo llegar a ella,,en,Yo estaba hablando con un profesor, el otro día,,en,De acuerdo con él,,en,un buen profesor no es el que más sabe y tiene un profundo conocimiento de la materia,,en,pero el que se puede localizar la respuesta más rápido,,en,El poder de la información instantánea vino con Internet,,en,que hizo que los expertos de todos nosotros,,en,Ahora podemos hacer comentarios inteligentes y tomar decisiones informadas sobre cualquier cosa,,en,Suponer,,en,El médico de su hijo recomienda el procedimiento,,en,miringotomía,,en,muy posiblemente algo que nunca has oído hablar de antes,,en,Pero se puede buscar en Google,,en,leer,,en,vistazo,,en,el primer par de resultados de la búsqueda,,en,y sabrán las razones detrás de las recomendaciones del médico,,en,el procedimiento exacto,,en,sus factores de riesgo y los beneficios,,en. We don’t need to know stuff any more; we just need to know how to find it.

I was talking to a lecturer the other day. According to him, a good lecturer is not the one who knows most and has a deep understanding of the subject, but the one that can locate the answer the fastest.

The power of instant information came with the Internet, which made experts of all of us. We can now make intelligent comments and informed decisions on anything.

Suppose, por ejemplo, your child’s doctor recommends the procedure “myringotomy,” quite possibly something you have never heard of before. But you can Google it, read (triste, browse) the first couple of search results, and you will know the rationale behind the doctor’s advice, the exact procedure, its risk factors and benefits, etcétera. En diez minutos,,en,usted sabrá lo que llevó a los años médico de trabajo duro para aprender,,en,Este fácil acceso al conocimiento puede,,en,bastante por error,,en,disminuir su respeto por el título de médico,,en,Esta disminución del respeto por el conocimiento es prudente,,en,un poco de conocimiento es algo peligroso,,en,La experiencia de un médico no es tanto en la memorización de un valor de página de la información,,en,sino también en saber todas las circunstancias especiales en las que la información no se aplica,,en,la página web que ocurrió leer puede ser simplemente errónea,,en,Debemos tener cuidado de no confundir la información sea fácil para el conocimiento profundo,,en,Vamos a guardar nuestro respeto por el verdadero conocimiento y sabiduría a pesar de nuestro acceso a la información a la mano,,en,Tal falta equivocada de respeto es evidente en el lugar de trabajo, así,,en, you will know what took the doctor years of hard work to learn.

This easy access to knowledge may, quite mistakenly, diminish your respect for the medical degree. This diminished reverence for knowledge is unwise; a little knowledge is a dangerous thing. A doctor’s expertise is not so much in memorizing a webpage worth of information, but also in knowing all the special circumstances where that information doesn’t apply. Además, the webpage you happened to read may be just plain wrong. We should be careful not to mistake easy information for deep knowledge. Let’s guard our respect for true knowledge and wisdom despite our access to ready information.

Such misguided lack of respect is evident in the workplace as well, donde los gerentes piensan que siempre se puede contratar a un conocimiento especializado a voluntad,,en,Yo tenía un amigo que estaba previsto lanzar un producto a través de Bluetooth,,en,cuando era una tecnología emergente,,en,Señalé la falla obvia en su propuesta,,en,que no sabía mucho sobre Bluetooth,,en,Su respuesta fue,,en,No es gran cosa,,en,Voy a contratar a alguien que lo hace,,en,Mi preocupación es,,en,cuando todo el mundo quiere contratar a un experto Bluetooth y nadie quiere saber cómo funciona,,en,no habrá un experto por más tiempo,,en,El conocimiento no es barato,,en,aunque nuestro fácil acceso a ella a través de Internet puede indicar lo contrario,,en,Cuando todos nos convertimos en usuarios de la información,,en,nuestro conocimiento se detendrá en su nivel actual,,en,porque nadie se creará más,,en,Aún no estamos allí,,en,pero me preocupa que nos estamos dirigiendo de ese modo,,en. I had a friend who was planning to roll out a product using Bluetooth, back when it was an emerging technology. I pointed out the obvious flaw in his proposal — he didn’t know much about Bluetooth. His reply was, “No big deal! I’ll just hire somebody who does!”

My worry is, when everybody wants to hire a Bluetooth expert and nobody wants to know how it works, there won’t be an expert any longer.

Knowledge is not cheap, although our easy access to it through the Internet may indicate otherwise. When we all become users of information, our knowledge will stop at its current level, because nobody will be creating it any more.

We are not there yet, but I worry that we are heading that way. Me preocupa la estructura de soporte de nuestra base de conocimientos,,en,¿Cómo permanecerá nuestro imperio conocimiento cuando todos sus cimientos se han ido,,en,Saber o no saber,,en,Un pensamiento en “Lectura de Internet,,en. How will our knowledge empire stand when all its foundations are gone?

To Know or Not To Know

Technical knowledge is not always a good for you in the modern workplace. Unless you are careful, others will take advantage of your expertise and dump their responsibilities on you. You may not mind it as long as they respect your expertise. Pero, they often hog the credit for your work and present their ability to evade work as people management skills.

People management is better rewarded than technical expertise. This differentiation between experts and middle-level managers in terms of rewards is a local Asian phenomenon. Aquí, those who present the work seem to get the credit for it, regardless of who actually performs it. We live in a place and time where articulation is often mistaken for accomplishments.

In the West, technical knowledge is more readily recognized than smooth presentations. You don’t have to look beyond Bill Gates to appreciate the heights to which technical expertise can take you in the West. Por supuesto, Gates is more than an expert; he is a leader of great vision as well.

Leaders are different from people managers. Leaders provide inspiration and direction. They are sorely needed in all organizations, big and small. They are not to be confused with middle-level folks who keep harping on the “panorama general,” la “value-chainand such, and spend all their working hours in meetings. You know who I am talking about. Why should they get such hefty salaries when they know and do so little?

Unlike people mangers, technical experts are smart cookies. They can easily see that if they want to be people managers, they can get started with a tie and a good haircut. If the pickings are rich, why wouldn’t they?

Going the other way is a lot harder though. For a pure people manager to become a technical expert, it takes a lot more than losing the tie. But why would anybody want to be an expert in the current corporate climate here? Slim pickings, realmente.

Is it time to hide your knowledge, get that haircut, grab that tie, and become a people manager? It comes down to your personal choice. Knowledge gives you technical authority and a sense of indispensability. But it also sets you up for a stunted career progression. So the choice is between fulfillment and satisfaction on the one hand, and convenience and promotions on the other.

I wonder whether we have already made our choices, even in our personal lives. We find fathers who cannot get the hang of changing diapers or other household chores. Is it likely that men cannot figure out washing machines and microwaves although they can operate complicated machinery at work? We also find ladies who cannot balance their accounts and estimate their spending. Is it really a mathematical impairment, or a matter of convenience?

A veces, the lack of knowledge is as potent a weapon as its abundance. Sí, knowledge is a double-edged sword. Use it wisely!

Married to the JobTill Death Do Us Part?

Stress is as much a part of our corporate careers as death is a fact of life. Todavía, it is best to keep the two (career and death) separate. This is the message that was lost on some hardworking young souls here who literally worked themselves to death. So do a lot of Japanese, if we are to believe the media.

The reason for death in sedentary jobs is the insidious condition called deep vein thrombosis. This condition develops because of extended hours spent sitting, when a blood clot forms in the lower limbs. The clot then travels to the vital organs in the upper body, where it wreaks havoc including death.

The trick in avoiding such an untimely demise, por supuesto, is not to sit for long. But that is easier said than done, when job pressure mounts, and deadlines loom.

Here is where you have to get your priorities straight. What do you value more? Quality of life or corporate success? The implication in this choice is that you can’t have both, as illustrated in the joke in investment banking that goes like: “If you can’t come in on Saturday, don’t bother coming in on Sunday!”

Usted puede, sin embargo, make a compromise. It is possible to let go a little bit of career aspirations and improve the quality of life tremendously. This balancing act is not so simple though; nothing in life is.

Undermining work-life balance are a few factors. One is the materialistic culture we live in. It is hard to fight that trend. Second is a misguided notion that you canmake it” primero, then sit back and enjoy life. That point in time when you are free from worldly worries rarely materializes. Thirdly, you may have a career-oriented partner. Even when you are ready to take a balanced approach, your partner may not be, thereby diminishing the value of putting it in practice.

These are factors you have to constantly battle against. And you can win the battle, with logic, discipline and determination. Sin embargo, there is a fourth, much more sinister, factor, which is the myth that a successful career is an all-or-nothing proposition, as implied in the preceding investment banking joke. It is a myth (perhaps knowingly propagated by the bosses) that hangs over our corporate heads like the sword of Damocles.

Because of this myth, people end up working late, trying to make an impression. But an impression is made, not by the quantity of work, but by its quality. Turn in quality, impactful work, and you will be rewarded, regardless of how long it takes to accomplish it. Long hours, En mi opinión, make the possibility of quality work remote.

Such melancholy long hours are best left to workaholics; they keep working because they cannot help it. It is not so much a career aspiration, but a force of habit coupled with a fear of social life.

To strike a work-life balance in today’s dog eat dog world, you may have to sacrifice a few upper rungs of the proverbial corporate ladder. Raging against the corporate machine with no regard to the consequences ultimately boils down to one simple realizationthat making a living amounts to nothing if your life is lost in the process.

Spousal IndifferenceDo We Give a Damn?

After a long day at work, you want to rest your exhausted mind; may be you want to gloat a bit about your little victories, or whine a bit about your little setbacks of the day. The ideal victim for this mental catharsis is your spouse. But the spouse, in today’s double income families, is also suffering from a tired mind at the end of the day.

The conversation between two tired minds usually lacks an essential ingredientthe listener. And a conversation without a listener is not much of a conversation at all. It is merely two monologues that will end up generating one more setback to whine aboutspousal indifference.

Indifference is no small matter to scoff at. It is the opposite of love, if we are to believe Elie Weisel. So we do have to guard against indifference if we want to have a shot at happiness, for a loveless life is seldom a happy one.

Where got time?” ask we Singaporeans, too busy to form a complete sentence. De… tiempo! At the heart of all our worldly worries. We only have 24 hours of it in a day before tomorrow comes charging in, obliterating all our noble intentions of the day. And another cycle begins, another inexorable revolution of the big wheel, and the rat race goes on.

The trouble with the rat race is that, al final de ella, even if you win, you are still a rat!

How do we break this vicious cycle? We can start by listening rather than talking. Listening is not as easy as it sounds. We usually listen with a whole bunch of mental filters turned on, constantly judging and processing everything we hear. We label the incoming statements as important, útil, trivial, pathetic, etc. And we store them away with appropriate weights in our tired brain, ignoring one crucial factthat the speaker’s labels may be, and often are, completely different.

Due to this potential mislabeling, what may be the most important victory or heartache of the day for your spouse or partner may accidentally get dragged and dropped into your mind’s recycle bin. Avoid this unintentional cruelty; turn off your filters and listen with your heart. As Wesley Snipes advises Woody Herrelson in White Men Can’t Jump, listen to her (or him, as the case may be.)

It pays to practice such an unbiased and unconditional listening style. It harmonizes your priorities with those your spouse and pulls you away from the abyss of spousal apathy. But there is no such thing as a free lunch. It takes years of practice to develop the proper listening technique, and continued patience and deliberate effort to apply it.

Where got time?” we may ask. Bueno, let’s make time, or make the best of what little time we got. De otra manera, when days add up to months and years, we may look back and wonder, where is the life that we lost in living?

How Much is Talent Worth?

Singapore needs foreign talent. This need is nothing to feel bad about. It is a statistical fact of life. For every top Singaporean in any fieldbe it science, medicine, finanzas, sports or whateverwe will find about 500 professionals of equal caliber in China and India. Not because we are 500 times less talented, just that they have 500 times more people.

Coupled with overwhelming statistical supremacy, certain countries have special superiority in their chosen or accidental specializations. We expect to find more hardware experts in China, more software gurus in India, more badminton players in Indonesia, more entrepreneurial spirit and managerial expertise in the west.

We need such experts, so we hire them. But how much should we pay them? That’s where economics comes in — demanda y la oferta. We offer the lowest possible package that the talent would bite.

I was on an expatriate package when I came to Singapore as a foreign talent. It was a fairly generous package, but cleverly worded so that if I became alocal” talento, I would lose out quite a bit. I did become local a few years later, and my compensation diminished as a consequence. My talent did not change, just the label fromforeign” a “local.

This experience made me think a bit about the value of talent and the value of labels. These values translate to compensation packages that can be ordered, from high to low, como: Western (Caucasians), Western (of Asian origin), Singapur, Asian (Chinese, Indian, etc.).

I’m not saying that all Caucasians in Singapore do better than all Indians and Chinese in terms of income; but the trend is that for the same talent, Caucasians tend to be better compensated that their Asian counterparts. Nothing wrong with thatit’s all about demand and supply, and the perception of value and such economic fundamentals. Además, this compensation scheme has worked well for us so far.

Sin embargo, the locals are beginning to take note of this asymmetric compensation structure. When I was considering hiring a Caucasian, my ex-boss commented, “These Ang-Mos, they talk big in meetings and stuff, but don’t do any work!” He may have oversimplified; I know manyAng-Moswho are extremely talented and fully deserve the higher-than-local compensation they enjoy. But this perceived disparity between what the talent is worth and how much it costs (as depicted in the movie I Not Stupid) is beginning to hurt employee loyalty to such an extent that firms are experiencing staff retention issues when it comes to local talents.

The solution to this problem is not a stricter enforcement of the confidentiality of salaries, but a more transparent compensation scheme free of anomalies that can be misconstrued as unfair practices. De otra manera, we may see an increasing number of Asian nationals using Singapore as a stepping stone to greener pastures. Peor, we may see locals seeking level playing fields elsewhere.

Let’s hire the much needed talent whatever it costs; but let’s not mistake labels for talent.

Performance AppraisalWho Needs It?

We go through this ordeal every year when our bosses appraise our performance. Our career progression, bonus and salary depend on it. So we spend sleepless nights agonizing over it.

In addition to the appraisal, we also get ourkey performance indicatorsor KPIs for next year. These are the commandments we have to live by for the rest of the year. The whole experience of it is so unpleasant that we say to ourselves that life as an employee sucks.

The bosses fare hardly better though. They have to worry about their own appraisals by bigger bosses. On top of that, they have to craft the KPI commandments for us as wella job pretty darned difficult to delegate. Con toda probabilidad, they say to themselves that their life as a boss sucks!

Given that nobody is thrilled about the performance appraisal exercise, why do we do it? Who needs it?

The objective behind performance appraisal is noble. It strives to reward good performance and punish poor showsthe old carrot and stick management paradigm. This objective is easily met in a small organization without the need for a formal appraisal process. Small business owners know who to keep and who to sack. But in a big corporate body with thousands of employees, how do you design a fair and consistent compensation scheme?

The solution, por supuesto, is to pay a tidy sum to consultants who design appraisal forms and define a uniform processtoo uniform, quizás. Such verbose forms and inflexible processes come with inherent problems. One problem is that the focus shifts from the original objective (carrot and stick) to fairness and consistency (one-size-fits-all). Eso sí, most bosses know who to reward and who to admonish. But the HR department wants the bosses to follow a uniform process, thereby increasing everybody’s workload.

Another, more insidious problem with this consultancy driven approach is that it is necessarily geared towards mediocrity. When you design an appraisal process to cater to everybody, the best you can hope to achieve is to improve the average performance level by a bit. Following such a process, the CERN scientist who invented the World Wide Web would have fared badly, for he did not concentrate on his KPIs and wasted all his time thinking about file transfers!

CERN is a place that consistently produces Nobel laureates. (I once found myself with two Nobel laureates in a CERN elevator!) How does it do it? Certainly not by following processes that are designed to make incremental improvements at the average level. The trick is to be a center for excellence which attracts geniuses.

Por supuesto, it is not fair to compare an average organization with CERN. But we have to realize that the verbose forms, which focus on averages and promote mediocrity, are a poor tool for innovation management.

A viable alternative to standardized and regimented appraisal processes is to align employee objectives with those of the organization and leave performance and reward management to bosses. With some luck, this approach may retain fringe geniuses and promote innovation. Por lo menos, it will alleviate some employee anxiety and sleepless nights.

Handling Goodbyes

Hold on to your pants, your key staff has just tendered his resignationyour worst nightmare as a manager! Once the dust settles and the panic subsides, you begin to ask yourself, what next?

Staff retention is a major problem in the current job market in Singapore. Our economy is doing well; our job market is red hot. Como resultado, new job offers are becoming increasingly more irresistible. At some stage, someone you work closely withbe it your staff, your boss or a fellow team memberis going to hand in that dreaded letter to HR. Handling resignations with tact and grace is no longer merely a desirable quality, but an essential corporate skill today.

We do have some general strategies to deal with resignations. The first step is to assess the motivation behind the career choice. Is it money? Si es así, a counter offer is usually successful. Counter offers (both making them and taking them) are considered ineffective and in poor taste. Al menos, executive search firms insist that they are. Pero a continuación,, they would say that, wouldn’t they?

If the motivation behind the resignation is the nature of the current or future job and its challenges, a lateral movement or reassignment (possibly combined with a counter offer) can be effective. If everything fails, then it is time to say goodbyeamicably.

It is vitally important to maintain this amicabilitya fact often lost on bosses and HR departments. Understandably so because, by the time the counter offer negotiations fail, there is enough rancor on both sides to sour the relationship. Brush those wounded feelings aside and smile through your pain, for your paths may cross again. You may rehire the same person. O, you may end up working with him/her on the other side. Salvage whatever little you can for the sake of positive networking.

The level of amicability depends on corporate culture. Some organizations are so cordial with deserting employees that they almost encourage desertion. Others treat the traitors as the army used towith the help of a firing squad.

Both these extremes come with their associated perils. If you are too cordial, your employees may treat your organization as a stepping stone, concentrating on acquiring only transferable skills. On the other extreme, if you develop a reputation for severe exit barriers in an attempt to discourage potential traitors, you may also find it hard to recruit top talent.

The right approach lies somewhere in between, like most good things in life. It is a cultural choice that an organization has to make. But regardless of where the balance is found, resignation is here to stay, and people will change jobs. Cambiar, as the much overused cliche puts it, is the only constant.

Los Malayalees mundanos

Si oye un promedio de Singapur de la Conferencia Mundial Malayalee, lo primero que diría es, “Mundial de lo que ahora??” Malayalees son gente del pequeño estado indio de Kerala. No deben confundirse con los malayos, aunque algunas de las cosas que asociamos con malayo (such as pratas and biriyani) se remonta a Kerala.

Estos intercambios interculturales apuntan a un rasgo importante de Malayalees. Ellos tienden a desplegarse y, en sus propias maneras pequeñas, conquistar el mundo. También dan la bienvenida las influencias externas de todo corazón. Son quizás las únicas personas (aparte de los chinos, por supuesto) que utilizan regularmente un wok chino para cocinar o una red china para la captura de su pescado. Incluso practicar su propia versión de Kung-fu, y, a veces insisten en que los chinos realmente aprendí de ellos.

Internacional y cosmopolita en sus formas únicas para los millares de años, Malayalees son una mezcla de opuestos, y Kerala un enigma económico y sociológico menor. Malayalees entusiasmo abrazaron el cristianismo y las religiones musulmanas cuando sus misioneros y emisarios iniciales se aventuraron fuera de sus lugares de origen. Pero, También celebraron el marxismo y el ateísmo con igual fervor.

En un promedio, Kerala tiene un ingreso per cápita entre los más pobres del mundo, pero el resto de los indicadores económicos están a la par con el mundo del más rico. En los indicadores de salud, como la esperanza de vida, número per cápita de médicos, y la mortalidad infantil, Kerala logra reflejar los EE.UU. en alrededor de una décima parte de su riqueza per cápita. Kerala es el primer (y quizás el único) tercera provincia mundial para tener de mejor que 90% alfabetismo, y es casi el único lugar en la India y China, con más mujeres que hombres.

Singapur tiene un lugar especial en el corazón Malayalee. Entre sus emprendimientos iniciales fuera de Kerala durante la época colonial, Malayalees dirigidos a Singapur como un destino popular. Quizás debido a esta afición histórica, Malayalees pareció natural para alojar su Conferencia Mundial Malayalee aquí.

Singapur también tiene debilidad por Malayalees y sus contribuciones. La conferencia se contó con la presencia del presidente de Singapur, Sr.. S. R. Nathan y el Ministro de Asuntos Exteriores, Sr.. George Yeo. Presidente Nathan lanzará la Exposición Patrimonio Malayalee y Cultura, y el ministro Yeo dará un discurso de apertura en el Foro Empresarial.

El patrimonio y la cultura, que se remonta a más de dos mil años, es algo que cada Malayalee está legítimamente orgullosa de. La exposición será un escaparate de todo, desde los grabados rupestres de la antigua tecnología de la construcción naval.

Más allá de las afinidades históricas y culturales, Kerala también ha sido un aliado de negocios a Singapur, especialmente en los mariscos crudos. Singapur, por derecho propio, ha proporcionado un flujo constante de inversiones y turistas a Kerala.

Eco-turismo es de hecho uno de los principales lugares de interés Malayalees exhibirá durante la conferencia. La naturaleza ha sido demasiado amable con Kerala, con las colinas ondulantes del Ghat occidental generosamente usurpando los monzones y guardando celosamente los Malayalees contra cualquier posible saqueo de sus riquezas verdes. Bendecido con un clima templado raro el enclave tropical que es, y con la belleza hipnótica de las verdes colinas brumosas y plantaciones de té, Kerala es realmente un paraíso de espera, quizás involuntariamente, por descubrir.

Esta Conferencia Mundial Malayalalee, con sus espectáculos culturales y exposiciones patrimoniales, se mostrará lo que Kerala tiene para ofrecer al mundo, del turismo y de la cultura a las oportunidades de negocio y de talento. También será un escaparate de Singapur a la diáspora Malayalee y enseñarles una cosa o dos acerca de la eficiencia administrativa, la limpieza y la conectividad empresarial.