August 23, 2010

The Death of Peer Review...?

 

For professors, publishing in elite journals is an unavoidable part of university life. The grueling process of subjecting work to the up-or-down judgment of credentialed scholarly peers has been a cornerstone of academic culture since at least the mid-20th century.

 

Now some humanities scholars have begun to challenge the monopoly that peer review has on admission to career-making journals and, as a consequence, to the charmed circle of tenured academe. They argue that in an era of digital media there is a better way to assess the quality of work. Instead of relying on a few experts selected by leading publications, they advocate using the Internet to expose scholarly thinking to the swift collective judgment of a much broader interested audience.

 

"What we're experiencing now is the most important transformation in our reading and writing tools since the invention of movable type,” said Katherine Rowe, a Renaissance specialist and media historian at Bryn Mawr College. “The way scholarly exchange is moving is radical, and we need to think about what it means for our fields.”

 

Read more here:

 

Posted via email from Human Capital

June 17, 2009

Obama to Offer Benefits to Gay Partners of Federal Employees

The decision comes as many in the gay community have voiced disappointment with the president, especially after the administration filed a legal brief defending the Defense of Marriage Act.


(Reporting from San Francisco and Los Angeles) - Faced with growing anger among gay and lesbian supporters, President Obama is expected tonight to extend healthcare and other benefits to the same-sex partners of federal employees.


His action is a significant advance for gay rights and comes days after the Obama administration sparked outrage by filing a legal brief defending the law forbidding federal recognition of same-sex marriage. Obama opposed the 1996 Defense of Marriage Act during his presidential campaign.

It was not immediately clear whether Obama's latest decision would mollify his critics. Some offered only grudging support Tuesday night after learning of the president's intentions. "This is a good thing for the small percentage of . . . people that work for the federal government, but it leaves out the vast majority of people who are in same-sex relationships," said Geoff Kors, head of Equality California, one of the state's largest gay rights groups.

As a candidate for president, Obama was a staunch supporter of gay and lesbian rights. He called for repealing the federal Defense of Marriage Act and also the military's "don't ask, don't tell" policy, which forbids openly gay men and women from serving in the armed forces. He promised to help lead the fight.


Since taking office, however, Obama has disappointed many gay activists by not just keeping silent but, lately, by defending some of the policies he criticized. After months of grumbling, the anger exploded in public denunciations this week after the administration filed its legal brief in Orange County federal court.


"Anyway you cut it, it is a sickening document," David Mixner, a longtime gay rights advocate, wrote in a blog posting that echoed the sentiments expressed by many in the gay community. "What in the hell were they thinking?" In a statement the day of the filing, administration attorneys said Obama considered the marriage ban discriminatory and wanted it rescinded but was legally obligated to defend the law as long as it remained in force.


Mixner, one of several gay activists who withdrew support from a big Democratic fundraising bash next week, offered a measured response to Obama's planned announcement. "I am thrilled for the federal employees," he said. "I also will be especially thrilled when [the Defense of Marriage Act] is repealed."


Although there is some sympathy for the president's position -- "he has enormous stuff on his plate that requires a lot of political capital," said Steve Elmendorf, a gay Democratic strategist -- many think the concerns of gays and lesbians are once again being shunted to second- and third-tier status.


Ken Sherrill, a Hunter College political scientist and gay activist, recalled how the Clinton administration started with great hope but ended in disappointment when the president, for tactical reasons, retreated on gay rights. President Clinton approved both the marriage bill and the policy preventing gays and lesbians from serving openly in the military.


"There's a fear that Obama will prove to be a heartbreaker as well," Sherrill said. A White House spokesman said Tuesday that the president was not retreating from his campaign promises. "The president remains fully committed to the . . . proposals he made," Adam Abrams said. "We have already begun work on many of these issues."


Tonight's Oval Office ceremony casts an especially bright light on the president's action and seemed intended to tamp down anger within the gay community. The extent of the benefits coverage and the cost to the government were not immediately available.


Obama has reached out in other ways. He named openly gay men to head the Export-Import Bank and the Office of Personnel Management. The State Department promised to give partners of gay and lesbian diplomats benefits such as diplomatic passports and language training. In April, gay parents were invited for the first time to bring their children to the annual White House Easter Egg Roll.


But critics say those gestures are meager beside the stack of grievances that started accumulating even before Obama took office. Many were angered when he picked pastor Rick Warren, a prominent opponent of same-sex marriage, to deliver the invocation at his inauguration. Then came the decision to discharge Army linguist Dan Choi after he declared in a cable television interview that he was gay.


The administration also intervened with the Supreme Court and opposed efforts to overturn the law forbidding gays from serving openly in the military. The justices sided with the president, declining to hear a constitutional challenge. White House officials say they want Congress to repeal the policy outright instead of having to intervene on a case-by-case basis.


Nothing, however, matches the outrage provoked by last week's court filing in Santa Ana supporting the Defense of Marriage Act. The fact that the brief was filed during Gay Pride Month, which Obama saluted with a formal proclamation, only compounded the sense of insult.


"You have some appointments that have been good and a proclamation," said Sherrill, who has written extensively on the history of the gay rights movement. "And then two tangible areas where the administration has done something wrongheaded and offensive. Doing nothing at all would have been a helluva lot better."


Obama's approach to gay issues seems guided by the unhappy experience of Clinton, who started his administration with an unsuccessful fight to open the military to gay and lesbian service members. Clinton lost the battle -- the result was "don't ask, don't tell," which allows gays to serve so long as they keep their sexual orientation a secret. The outcome angered many on both sides of the issue. Worse, Clinton squandered much of the goodwill that followed his election.


Now, however, many feel Obama may have learned the lesson too well. "Things have changed in the country," said Paul Begala, a top advisor during Clinton's early White House years. "I think some of the people in the White House are slow to apprehend that."


He cited gays in the military as a good example. When Clinton was pushing his overhaul policy, only 43% of Americans backed the change. Today, nearly 70% of Americans favor military service by openly gay men and women. Others noted that there are no openly gay men or women among Obama's top advisors, and suggested that may result in a certain political tone-deafness. In many ways, some said, it appears as though Washington is lagging the rest of the country in the debate over gay rights.


"They're talking about hate-crimes legislation and 'don't ask, don't tell' while people are getting married in Iowa," said Elmendorf, who spent years as a top aide on Capitol Hill. "It seems on this subject the politicians are a little bit behind where the American people are."

Source: http://www.chicagotribune.com/news/nationworld/la-na-obamagays17-2009jun17,0,1003868.story?track=rss

Tags: Obama, Gay Pride Month, Bill Clinton, Defense of Marriage act, Same-Sex partners, Employee Benefits, Military, Gays in the military, Don’t ask don’t tell policy, Capitol Hill, HR, Human Capital,

Posted via web from Human Capital

June 6, 2009

U.S. Military Tweets News From Afghanistan

US troops conduct a foot patrol along the Tigris river south of Baghdad, Iraq

 

KABUL — U.S. and Afghan forces killed four militants in Wardak province, the U.S. military tweeted on Monday.

 

That's right. The military "tweeted" the news, sending it worldwide on Twitter, the social networking site, hours before making the formal announcement to the media.

 

The U.S. military is putting Twitter, along with Facebook and YouTube, into its arsenal of weapons for getting out its side of the Afghan story, reaching the online generation and countering the Taliban's own fast-growing Web and text-messaging skills.

 

"Afghan & coalition forces killed four militants & detained two suspects in a Wardak Province operation targeting an IED-network commander," said a military's tweet Monday, coming in just under the 140-character limit for such messages. IED is shorthand for a roadside bomb.

 

Got a comment? sign up with twitter.com and then go to www.twitter.com/usfora. On the military's Facebook page, tinyurl.com/nz3xam., launched on a test basis in April, you can talk to U.S. spokespeople, while its YouTube postings on www.youtube.com/usfora. will feature original material such as video news stories.

 

"There's an entire audience segment that seeks its news from alternative means outside traditional news sources, and we want to make sure we're engaging them as well," said Col. Greg Julian, the top U.S. military spokesman in Afghanistan. But the limitations of military tweeting were quickly laid bare when it was announced Monday that four U.S. troops were killed in two separate roadside bombings. Those troops were under NATO command, which would have to approve an announcement on the U.S. military's Twitter page.

 

Besides tweeting, the brass are also encouraging troops to post stories and photos on Web sites to portray daily life in Afghanistan and highlight development projects that may not have made the news. Julian described it as "an unfiltered opportunity" for public interaction with troops.

 

Many military commands and individual troops already use social networking sites. But the effort in Afghanistan is the first to harness the power of such sites for spreading information from an active war zone. Not all the Facebook posts have been pro-military, and officials say no criticisms will be suppressed provided they are free of hate speech, sexual or otherwise offensive material.

 

A team based in Kabul will update and maintain the sites and watch for false postings that evade the password protections. U.S. troops already scour Web sites, respond to questions from individuals and rebut what the military considers to be false information.

 

The military has recruited professional journalists for their effort, including Matthew Millham, 31, of New Paltz, N.Y., a former reporter for the military newspaper Stars and Stripes. Now an Army staff sergeant, he reads blogs several hours a day and responds to posts.

 

Navy reservist Lt. j.g. Tommy Groves, 33, of Jacksonville, Fla., is a former CNN producer who helps update Twitter. "When you're able to connect with the people directly, out of the mainstream, it can be powerful," Groves said. Asked if this was a way of bypassing mainstream media, he said: "I don't think we're bypassing anything. This is just another avenue to reach another audience."

 

U.S. officials here have long fretted that the military is losing the information war to the Taliban, who they say routinely inflate their own successes, and American failures, on Web sites with chat rooms frequented by Taliban sympathizers.

 

Much of the new plan was hatched by Navy Lt. Adam Clampitt, a 34-year-old reservist from Washington, D.C., who notes that 74 percent of Americans ages 18 to 35 use Facebook. The Pentagon now spends more than $550 million a year — at least double the amount since 2003 — on public affairs, not including personnel costs.

 

Tags: al jazeera, us military, twitter, soldiers, taliban, us navy, facebook, pentagon, hr, career development, human capital, human resources, global human resources, global human capital, global career development, global hr, afghanistan, youtube, 

Source: http://www.mercurynews.com/business/ci_12498088?source=email

Posted via web from Human Capital

Ellison Tells Developers Oracle Will Continue to Support Java

Larry Ellison

 

Oracle CEO Larry Ellison said today that he wants to promote wider use of Sun Microsystems' Java software in both consumer and business products — possibly including netbooks or mobile devices — once his company completes its $7.4 billion acquisition of Sun Microsystems later this year.

 

In his first public comments since announcing the purchase in April, Ellison assured several thousand software developers attending Sun's annual JavaOne conference that he plans to continue investing in Java and promoting its use.

 

"I don't expect a lot of changes, just expanded investment and a lot of enthusiasm coming from Oracle," said Ellison, who noted that much of Oracle's business software is already based on the Java development platform.

 

Ellison also made a vague reference to the possibility that Oracle might produce consumer products such as netbooks or mobile devices based on Java. He has previously indicated that he plans to use both companies' expertise to develop new appliances for commercial data centers that integrate the companies' hardware and software.

 

In his remarks today, Ellison mentioned that other companies are thinking of building netbooks based on Google's Android software and added that he expects to see a variety of devices based on Java, some of them built by Oracle. He also said he expects to be "very agressive" about developing new Java software applications for things like mobile phones and netbook computers.

 

Tags: Oracle, Larry Ellison, Java, Sun Microsystems, Software Developers, Acquisitions, Silicon Valley, Global Career Development, Global HR, Global Human Resource, Global Human Capital, HR, Human Capital, Human Resources, Career Development, Java One, Java One Conference, 

Source: http://www.mercurynews.com/business/ci_12502531?source=email

Posted via web from Human Capital

Stanford: Research Surpasses Investments as Top Revenue Source

By Lisa M. Krieger  

 

Scientific research is re-emerging as the leading contributor to Stanford University's budget, surpassing income from its multibillion-dollar endowment and other investments. The collapse of Wall Street — and Washington's sudden enthusiasm for research — reverses a recent trend, where investment income led all other sources of Stanford's support, according to Stanford Provost John Etchemendy.

 

Next year, federally funded research — including an infusion of stimulus dollars — will account for the largest share of the university's revenue, 30 percent. Investment income will contribute only 24 percent. The changing money sources mean the university will have funds to build science and medical research, but hinders other programs that do not have a dedicated source of funds and have historically been paid for by earnings off the seven-figure endowment.

 

Income from medical, engineering and physics research is expected to grow 10 percent to $1.13 billion in fiscal 2010, compared with $1.03 billion this year. By comparison, investment income is expected to fall 16 percent to $886 million in fiscal 2010, compared with $1.06 billion this year.

 

"The science budget this year is tremendous. Thanks to this administration, it is a whole new dawn for science," said Persis Drell, director of SLAC. SLAC has already been awarded $68 million of stimulus money, which it will use to upgrade its facilities and fund its Linac Coherent Light Source project to generate the world's brightest X-rays when it opens for business in September. The Stanford School of Medicine was recently awarded $15 million to study flu vaccines, $1.5 million to study the genetics of cancer progression and much more.

 

University spokeswoman Lisa Lapin said the stimulus money and boost of NIH funding was fortuitous. "Federal research funding has flattened out in recent years, and to see an uptick is extremely welcomed," Lapin said. But she cautioned that research funding, unlike investment income, generally stays within the labs and cannot be used to support general campus functions.

 

"It has a specific purpose, so does not translate into a boon for the entire university," she said. "It is very targeted." While 350 jobs have been eliminated in recent months as a result of budget cuts, Stanford anticipates adding positions to support research projects. Stanford's total head count is expected to remain flat — about 11,270 staff and 1,880 faculty — next year.

 

"But unfortunately, these will be different people," said Etchemendy, the university's chief academic and budgetary officer.

 

So far this year, Stanford's endowment dropped 30 percent — the largest drop in the last four decades. Previously, the largest decline was 8 percent. Valued at $17.2 billion in 2008, the endowment is expected to drop to $12 billion this year.

 

Stanford is "spending down" its endowment and other investments by $1.1 billion to help pay for a variety of expenses, such as faculty salaries and student financial aid. The university has also issued a $1 billion bond to borrow money.

 

But other programs are being cut. The "First Generation Program," which connects first-generation and low-income students to campus resources, is canceled. The Bridge Program, designed to help students from weak high schools, is on indefinite hold.

 

"As you can imagine, it has been a tremendously difficult year for budgeting at the university," said Etchemendy, adding that there are no expectations for the endowment to quickly return to its stratospheric 2008 level.

 

Because of rigorous budget-cutting steps now under way, he predicted recovery over the course of the next two to three years.

 

"The good news is things will be looking up as we go forward," he said. "We will be back in a growth mode in a couple of years."

 

Tags: stanford, stanford university, global career development, global hr, global human capital, hr, human capital, research, endowments, Linac Coherent Light Source project, Stanford Provost John Etchemendy, Stanford Provost,

Source: http://www.siliconvalley.com/news/ci_12505712

Posted via web from Human Capital

Time Spent On Social Networks Almost Doubles In A Year

 

NEW YORK (Reuters) - Spending more time on social networks and blogs? You're not alone, with the latest figures showing the number of minutes spent on social networking sites in the United States has almost doubled over the past year.

 

Nielsen Online, which measures web traffic, said the number of minutes on social networks in the United States rose 83 percent in April from the same month a year ago, but found users were quick to move on and sites could quickly fall from favor.

 

Nielsen Online spokesman Jon Gibs said a major trend had been the continuing popularity of Facebook, which has more than 200 million active members and has become so mainstream it now hosts Pope Benedict and a list of world leaders.

 

The total number of minutes spent on Facebook surged 700 percent year-on-year to 13.9 billion in April this year from 1.7 billion a year ago, making it the No. 1 social networking site for the fourth consecutive month.

 

News Corp's MySpace was second most popular but the number of minutes spent on this site fell 31 percent to 4.97 billion from 7.3 billion a year ago, although it remained the top social networking site when ranked by video streams.

 

Blogger, Tagged.com and Twitter.com came third, fourth and fifth respectively, with the number of minutes spent on Twitter -- that lets people send 140-character messages or Tweets -- rocketing 3,712 percent in April from a year ago.

 

"We have seen some major growth in Facebook during the past year, and a subsequent decline in MySpace," said Gibs in a statement.

 

Facebook came second to MySpace in rankings of video streams followed by Stickam, FunniestStuff.net and Funny or Die. Gibs said Twitter had also come on the scene in an explosive way, perhaps changing the outlook for the entire social networking business.

 

"The one thing that is clear about social networking is that regardless of how fast a site is growing or how big it is, it can quickly fall out of favor with consumers," said Gibs.

 

"Remember Friendster? Remember when MySpace was an unbeatable force? Neither Facebook nor Twitter are immune. Consumers have shown that they are willing to pick up their networks and move them to another platform, seemingly at a moment's notice."

 

Figures from Nielsen released in April shows that more than 60 percent of Twitter users stopped using the free site a month after joining.

 

Facebook and Twitter are privately owned, although Microsoft bought a 1.6 percent stake in the company in 2007 and both are constantly the source of investment and buyout speculation.

 

Tags: global human resources, facebook, twitter, employee behaviour, hr, human capital, social networks, nielsen online, myspace, 

Source: http://tech.yahoo.com/news/nm/20090603/wr_nm/us_internet_social_net_3

Posted via web from Human Capital

U.S. Inquiry Into Hiring at High-Tech Companies

 

By MIGUEL HELFT

Published: June 2, 2009

 

SAN FRANCISCO — The Justice Department has begun an investigation into whether the recruiting practices of some of the largest technology companies violated antitrust laws, according to several people with knowledge of the investigation.

 

Companies including GoogleYahooApple and Genentech have received formal requests for documents and information related to the inquiry, these people said. Antitrust lawyers said companies that receive such requests are not necessarily targets of an investigation.

 

The exact focus of the inquiry is unclear, but the people familiar with it said Justice Department lawyers appeared to be looking into whether the companies involved agreed to not actively recruit employees from each other. Other companies that have received requests for information include Microsoft and Intel, according to these people, who agreed to speak on condition of anonymity because the investigation is confidential.

 

Spokesmen for Google and Genentech confirmed that they had been contacted by the Justice Department and said they were cooperating with investigators. But the companies declined to comment further. Representatives for Apple, Yahoo, Microsoft and Intel declined to comment. A Justice Department spokeswoman declined to comment.

 

The inquiry, which was first reported on the Web site of the Washington Post late Tuesday, appeared to be in its early stages, said the people familiar with it. The market for technology workers and executives in Silicon Valley is very competitive, with employees frequently leaving a company to work for a competitor.

 

Some companies have even sued rivals who hired employees. The investigation confounded some antitrust experts. But they said that it would be improper for companies to agree not to go after each other’s top talent. Antitrust suits against companies for restraining the movement of skilled employees are by no means unprecedented.

 

In 2001, for example, in a federal appeals court decision written by Judge Sonia Sotomayor, the Supreme Court nominee, the court upheld a complaint by a group of oil geologists and petroleum engineers who sued Exxon and other oil companies for colluding in hiring decisions and thus suppressed wages.

 

“If there is a naked agreement by companies in an industry not to hire each others’ employees or an agreement to fix wages, that would be an antitrust violation,” said Herbert Hovenkamp, an antitrust expert at the University of Iowa College of Law.

 

The investigation is the latest aimed at Google and other technology companies to have surfaced in recent weeks and suggests that the Obama administration was taking a more aggressive stance toward antitrust enforcement.

 

Earlier this year, the Justice Department opened an inquiry into a settlement of a class action lawsuit between Google and publishers and authors. The Federal Trade Commission is looking into whether the close ties between the boards of Apple and Google amount to an antitrust violation.

 

Tags: google, yahoo, genentech, apple, anti-trust, justice department, silicon valley, HR, human capital, hiring practices, collusion, hiring collusion, talent,

Source: http://www.nytimes.com/2009/06/03/technology/companies/03trust.html?_r=1

Posted via web from Human Capital

India Elects First Woman Speaker

 

India's lower house of parliament has elected Meira Kumar as the first woman speaker to run its male-dominated chamber. Her appointment as presiding officer was announced in New Delhi, the capital, on Wednesday.

 

Kumar, 64, was elected unopposed by India's 543-seat parliament, which has only 59 women members. Kumar's nomination was put forward by the Congress party following their recent victory in general elections.

 

The motion to elect Kumar was also supported by members of the opposition Bharatiya Janata Party (BJP).

 

'Historic occasion'

 

Neerja Choudhury, a political analyst based in India, said Kumar's nomination was a"conscious decision" on the part of Congress to strengthen its support base among India's 160 million Dalits, also known as "untouchables".

 

Shunned by higher castes, Dalits generally perform the lowliest occupations, including scavenging on rubbish dumps, and are the  poorest in terms of income, literacy and land.

 

As the daughter of Jagjivan Ram, a prominent Dalit leader and former deputy prime minister, Kumar replaces Somnath Catterjee, a communist lawmakrer who held the post for the previous five years.

 

Manmohan Singh, India's prime minister, declared her appointment as an "historic occasion". "For the first time a woman member has been elected speaker and that too a woman from the Dalit community. 


"In electing you ... we members of parliament pay tribute to the  women of our country and the great contribution that they have made," he said.

 

Tags: India, Indian Politics, Indian Government, Meira Kumar, Manmohan Singh, Neerja Choudhury, Dalits, Indian Parliament,

 

Source: http://english.aljazeera.net/news/asia/2009/06/20096382757888606.html

Posted via web from Human Capital

Blind Japanese Woman Receives IBM's Top Award

TOKYO (AFP) -

 

US computer giant IBM has named Chieko Asakawa as the first blind engineer -- as well as the first Japanese female -- to receive the company's highest technical honour.

 

Asakawa, 50, was named this week as one of eight Japanese to win the title of IMB Fellow for her achievements in making the Internet widely accessible for visually impaired people.

 

It is the company's most prestigious honour for an engineer, a title given to only 218 technicians in the company's more than century-long history.

 

"Asakawa's crucial contributions in the area of accessibility technology have enabled IBM to become a worldwide leader in the field," the US-based company said in a statement.

 

"She has helped to establish awareness, both within and outside IBM, while leading the creation of technologies that have changed the way disabled individuals communicate and interact."

 

Asakawa developed accessibility software called the "Homepage Reader" which reads aloud words that appear on an Internet window and is now available in 11 languages including English and Japanese.

 

"I am very happy about the nomination," Asakawa said in a statement. "I will continue working hard towards an even more accessible society."

 

Asakawa, who lost her vision as a teenager, joined the computer maker in 1985 and has since worked to increase computer accessibility not only for the disabled but also for the elderly and novices.

 

Tags: chieko asakawa, ibm, ibm fellow, blind engineer, homepage reader,

 

Source: http://tech.yahoo.com/news/afp/20090605/tc_afp/japanusinternetcomputercompanyibmpeople_20090605093358

Posted via web from Human Capital

The Lear Jet Repo Man

 

Business has never been better for the fearless pilot who takes back millionaires' expensive toys.

 

By Marc Weingarten

June 6, 2009 |

 

It was snowing hard when the bank called Nick Popovich. They needed to grab a Gulfstream in South Carolina now. Not tomorrow. Tonight. All commercial and private planes were grounded, but Nick Popovich wasn't one to turn down a job. So he waited for the storm to clear long enough to charter a Hawker jet from Chicago into South Carolina. There was just one detail: No one had told Popovich about the heavily armed white supremacist militia that would be guarding the aircraft when he arrived.

 

But then again, no one had told the militia about Popovich, a brawny and intimidating man who has been jailed and shot at and has faced down more angry men than a prison warden. When Popovich and two of his colleagues arrived that evening at a South Carolina airfield, they were met by a bunch of nasty-looking thugs with cocked shotguns. "They had someone in the parking lot with binoculars," Popovich says, recalling the incident. "When we went to grab the plane, one of them came out with his weapon drawn and tells us we better get out of there." Undeterred, Popovich continued toward the plane until he felt a gun resting on his temple.

 

"You move another inch and I'll blow your fucking head off," the gravel-and-nicotine voice told Popovich.

 

"Well, you better go ahead and shoot, 'cause I'm grabbing that plane."

 

A shot was discharged in the air. The gravel-and-nicotine voice again. "I'm not kidding."

 

"Then do it already."

 

Popovich's first rule of firearms is pretty simple: The man who tells you he's going to shoot you will not shoot you. So without so much as looking back, he got on the plane and flew it right to Chicago. "My job is to grab that plane," Popovich says. "And if you haven't paid for it, then it's mine. And I don't like to lose."

 

Nick Popovich is a repo man, but not the kind that spirits away Hyundais from suburban driveways. Popovich is a super repo man, one of a handful of specialists who get the call when a bank wants back its Gulfstream II jet from, say, a small army of neo-Nazi freaks.

 

For the past three decades, Popovich has been one of a secret tribe of big game hunters who specialize in stealing jets from the jungle hideouts of corrupt landowners in Colombia, Mexico and Brazil and swiping go-fast boats from Wall Street titans in Miami and East Hampton. Super repos have been known to hire swat teams, hijack supertankers and fly off with eastern bloc military helicopters. For a cut of the overall value, they'll repossess anything.

 

But Popovich is the most renowned of them all -- the Ernest Hemingway of super repo men. "Nick is the best of the best," says Doug Lipke, head of the bankruptcy group for the law firm Vedder Price, who has called Popovich on numerous occasions to retrieve jumbo jets from fat cats with thinning balance sheets. One time, Lipke needed a plane repo-ed from Michigan and flown to Chicago. "All the electrical went out on the plane and Nick was flying at night," he says. "He flew that plane back with zero electricity -- no lights, nothing. There aren't many guys that would be able to do that."

 

Today Popovich, 56, is co-partner of Sage-Popovich, a repossession firm. (Sage is his wife, Pat, also the firm's president.) Their clients include Citibank, Transamerica and Credit Suisse, and the firm annually earns, Popovich says, "into the low-to-mid seven figures." That estimate isn't ridiculous when you consider that the most difficult jobs can net Popovich anywhere from $600,000 to $900,000. Popovich's specialty is big planes, jumbo jets, mostly; he's repo-ed 1,300 of them in his career. And that's just the solo gigs. Throw in the 65 repo men who work for him, and the number reaches closer to 2,000.

 

His mandate is simple. Someone misses a few payments. The bank wants to recover its plane. There will be an attempt to set up some kind of debt payment plan. Failing that, collateral has to be ponied up. If there is none, then an account executive reaches out to Popovich. But Jumbo Jets are expensive -- a 747 will run you anywhere from $125 million to $260 million -- and people who try to acquire such toys are loath to give them back. If the deadbeat gets wind that the bank is sniffing around his plane, he's likely to spirit it away before anyone has a chance to grab it, and then it becomes a cat-and-rat game that can take months to complete. And times have never been better. When lenders opened the sluice gates of easy credit throughout the last decade, high rollers went out and splurged on Gulfstreams and yachts. When the job goes away, the bonuses dry up and the stock market tanks, it's a long and nasty downward spiral that leads to Popovich's door. "Oh, those guys are a real piece of work," says Popovich of the fallen Masters of the Universe. "We've had to fly halfway around the world just to find a plane we were told would be in Dallas. You have to think like a crook to find them."

 

These days, Popovich is fielding assignments as fast as he can handle them. "We've got a lot of business right now," he says. "We recently recovered planes from Okun and Nadel." Popovich is referring to Edward Okun and Arthur G. Nadel, two Bernie Madoff-manqués that have been accused of stealing hundreds of millions of dollars from unsuspecting clients who thought they were safely investing their money ($300 million in Nadel's case, the largest alleged hedge fund fraud in Florida history). Among the booty that Popovich was hired to return were two Gulfstream IIs and a Lear Jet.

 

A good super repo man has a skill set that's some mad hybrid of cat burglar, F.B.I. agent and con artist. And there's real danger that comes with the job,  not just ticked-off homeowners wielding baseball bats. According to the American Recovery Association, there are, on average, one or two repo-related deaths a year.

 

In 2006, a Czechoslovakian-made Albatross L-39 combat jet lifted off from Sitka, Alaska, and crashed into a trailer park in the small community of Ketchikan, Alaska. The pilot was found dead 100 yards from the destruction, still strapped into his seat.

 

He had no identification on him. His profession was listed as repo man. In Minnesota, a boat repo specialist named Kim Zarbinksi was repelled when the angry owner of a 40-foot yacht refused to give him his boat. So Zarbinksi resorted to sterner measures. He hired a SWAT team to help him grab the rotten booty.

 

You want stories? Popovich has volumes. And tells them without a note of bragging or conceit. On a recent warm afternoon, the unfailingly polite repo man and I are strolling through his cavernous warehouse in Gary, Ind. It feels like browsing a Costco run by the Pentagon. There are airplane parts as far as the eye can see -- jet engines sit on shelves next to wheel casings and propellers. The detritus of a recent job sits in gigantic vats -- hundreds of headphones in one, telephones in another.

 

Right now the warehouse is overflowing thanks to his most ambitious job to date: "stealing" a fleet of 240 corporate helicopters from a chain of flight schools for a tidy six-figure fee. Nevada-based Silver State was one of the country's fastest growing companies, mainly because its owner Jerry Airola was constructing a pyramid scheme as tall as the Cheops. When everything collapsed, Popovich was hired to retrieve 240 copters from 51 locations around the country. In 24 hours, Nick and his 125-member crew had to change the locks at all 51 Silver Star schools, then move in 125 flatbeds to haul not only the copters but everything else they could carry -- furniture, spare parts, computers, simulators.

 

"The copters were a mess," says Popovich. "Some of them hadn't been flown in months. Once we shipped them all back to the warehouse, we stripped the worst ones for parts for the bank. I figured that at least we were putting them to good use that way."

 

Inside his 120-acre, ranch-style compound in rural Valparaiso, Ind., Popovich recalls some of his most notorious adventures in disarmingly soft-spoken and courtly tones. There was the time in the '80s when he was thrown into a Haitian jail cell. Jail stints came with the job, but this time was different.

 

Inside the cell, Haitian cops had turned Popovich's face inside out. The pain was ungodly. His shoes were gone. He was starving. And Popovich was sitting in a cage surrounded by 35 prisoners spitting epithets in his face. His only priority was to avoid getting hurt any worse than he already was. In his experience, that meant behaving like a total maniac, lashing out at the nearest prisoners and threatening to kill anyone that came near him.

 

The charge was the attempted theft of a 707 jumbo jet and he was facing 20 years to life. The jet in question belonged to a Caribbean tour company that went bust. After a few missed payments, the bank had called Popovich, who had tracked the plane from the Dominican Republic to Haiti. The gig promised to be simple. Popovich even spotted the battered silver-and-blue jet on the tarmac as he taxied into Port Au Prince's Toussaint L'Ouverture airport on a sweltering February afternoon. All he needed was an hour to check the avionics, an open runway and a flight plan. It hadn't worked out that way.

 

By the third day of his imprisonment -- sometime after the American embassy politely informed him that the bank employing him wouldn't put up $100,000 in bail -- details started to come back. The tracer fire pinging the plane's wings like popcorn kernels. Men with bayonets slamming on the fuselage. A police cruiser skidding to a halt right in front of the jet, blocking the runway and preventing Nick from taking off. The cops beating him senseless and throwing him in Penitentier National prison. And now, here he was.

 

On the seventh day of his incarceration, Haitian President Baby Doc Duvalier was overthrown and the rioting masses swung open all of the cell doors. Bruised, bloody and sleepless, Popovich hobbled out of his cell. As he taxied down the runway for the second time. he couldn't help thinking that what they said was true: Flying home is always the easy part.

 

Reared in Hammond, Ind. -- just a few miles from his current Valparaiso home base -- Popovich got his pilot license when he was 16 because his father thought it might be useful some day. It was the only time he ever said "yes" to Dad. He tried Indiana University for a semester but it didn't take.

 

Then in 1975 he met two men named Toby Howard and Billy Day in Wichita while hanging with some mutual friends. A pair of hustlers, they had all kinds of ideas for how to get rich quick. Popovich followed them for six months, hawking faulty tire repair kits that would explode in winter and some multilevel marketing schemes. The contacts he'd make through Howard and Day led him into small-time arms dealing. Popovich bought out a Utah company that had been indicted for weapons violations and turned it into a thriving business. "We built .22 caliber weapons into briefcases with micro switches and laser sightings," he says. He sold his guns to the Canadian Special Ops and maybe to a few places he shouldn't have. He mentions something about being "in South America at the wrong time." He also drops a hint about conducting business in Iraq.

 

Popovich became a Braniff pilot in 1976. But that was boring. So he quit. He wouldn't find his true calling until 1979, when a banker friend asked for his help getting back a Cessna 310 from a small-time chartering business. "I flew down there, grabbed it and got paid for it. I didn't think anything of it," he says. "I dropped off the plane and the guy calls yelling his head off. He says, 'You didn't ask for enough money! Send me a new bill but multiply it by three!'"

 

A few days later, Popovich found $145,000 in his checking account. A super repo man had been born.

 

Sage-Popovich now has 65 super repos, ranging from former crop-dusters and commercial pilots to Marines and airport mechanics. One of Popovich's aces, Ed Dearborn, flew for Air America, the CIA's covert Vietnam-era airline, and even helped build landing strips in remote jungle outposts in Southeast Asia. A good year is five popped planes; Kevin Lacey, one of Popovich's best men, grabs 10 when he's on a roll.

 

Now that Popovich has worked with some of his guys for 20 years or more, he has learned to take good care of them. When Lacey was imprisoned while attempting to snatch a jet in Brazil a few years ago, Popovich made sure the local hotel shipped edible food to his cell until the legal mess could be cleared up. It was the least he could do, given the fact that Lacey had been dragged in humiliating fashion right through the passenger terminal in handcuffs. "The inmates in Brazilian jails have more guns than the police," said Lacey. "It's best to make friends with them quickly."

 

Because Lacey is a master mechanic, he is an invaluable resource for lenders. If a plane is sitting on blocks, its windows cracked and its avionics blown out, Lacey can fix it and fly it out. He's also pretended to be a mechanic on numerous occasions; it gets him inside the plane and up in the air a lot quicker. That plane in Brazil required the use of a "claw hammer and rusty pliers" for Lacey to fix it.

 

Like most super repo guys, Lacey works freelance and flies just about everything with two wings. He's certified in eight types of aircraft. The Air Force would be lucky to have him, but the repo game is far more thrilling. And a lot more lucrative.

The money is pretty good, depending on the size of the plane and the complexity of the repo. But for Lacey, the job is its own reward, despite the fact that many pilots consider it an unseemly profession. "My tact and my diligence are my greatest weapons," he says. "I have to think and react before someone else does, or I'm sunk. Often, they will be on the lookout for you, so you find yourself chasing something while someone else is chasing you."

 

The super repo business is extremely time-sensitive; Popovich must calibrate his maneuvers with military precision or else the entire operation crumbles. The minute Popovich gets a call, he has his team prepare a "Repo Book," which contains all of the relevant documentation necessary to take back a plane. An airport won't let you fly off with a jumbo jet without all kinds of paperwork: lease terminations, powers of attorney, customs bonds and certificates of insurance. (There's a reason Sage-Popovich has eight lawyers on retainer.) Within an hour of the initial contact, everything is accounted for, all the way down to the catering for the crew.

 

While the Repo Book is assembled, Popovich will get his scouts on the ground to figure out where the plane is. The company has people all over the globe who are more than happy to track down an item for him for a small fee. More often than not, the aircraft will turn up in a major airport or commercial hub, and from there it's easy sailing: Show up, hand over the documentation, get in the cockpit and fly away. Popovich estimates that three-quarters of his jobs go off exactly that way.


The rest are stickier affairs -- starring angry owners, armed security, even intransigent airport workers, who will be out tens of thousands of dollars in unpaid fuel, landing fees and maintenance costs if a plane suddenly goes missing. In that case, half the game for Popovich is sneaking on to the aircraft and flying it out before anyone's hip to what he's doing. "That's why you never, ever use the plane's two-way radio," says Popovich with a laugh. "People might get wind of your plans before you even have a chance to secure your seat belt. If you need to file a flight plan, you use your cell phone to call the tower."

 

One time, he pretended to be a limo driver picking up a client. When airport security turned its back, Popovich slipped off his black overcoat and eight-point chauffeur cap and finagled his way onto the plane.

 

Aircraft on a runway is a lot easier to grab, but the walk to the cockpit is longer than the Bataan Death March. You might as well radio the tower before walking up to a vacant jet without permission, because you're inevitably going to get busted. For a repo job in Miami, Popovich commandeered a catering truck from a friendly driver and the crew let him on board unbidden. On numerous occasions he has loaded his guys into a baggage cart, dropped the curtain and driven up to the cargo hold. From there, it's a slinky stretch on hands and knees from the luggage compartment into the cockpit.

 

Really tough targets require sterner measures. In 1998, Popovich was hired to repo two jets in the possession of Francois Arpels, scion of the Van Cleef and Arpels jewelry empire. Arpels had leased two Boeing MD-81s for a charter service he started called Fairlines, but failed to make his payments.

 

"I landed in Paris and contacted Arpels to see if we could work something out," says Popovich. "Arpels tells me, 'I'm Francois Arpels and this is Paris. You will never find the planes.' I looked him right in the eye and told him, 'Frankie, they are all but gone. Trust me.' He hated the fact that I called him Frankie. That really got under his skin."


Using his European scouts, Popovich tracked one plane in Milan; the other was sitting on the tarmac near Terminal One at Charles DeGaulle Airport. The MD-81 was covered in official-looking documentation written in French, so Popovich just ripped everything off and hopped in. Big mistake. The airport cops stopped him as he was taxiing and threw him in a cell overnight. The next day, a French magistrate had handcuffs slapped on Popovich and ordered him returned to Chicago. "I was more determined than ever to grab those damn planes," he says. "You push me, I push back harder."

 

A few weeks later he snuck back into the country, convinced a captain with an Air Afrique fuel bus to fill up Arpel's Boeing and flew it out. But the Milan plane was trickier. The engine was behaving erratically, and no sane person should fly a bird with a hinky engine. Popovich had a replacement engine in Munich (engine-swapping is a common occurrence in the business) and the only way to get it would be to make the 50 minute flight and pray.

 

As his pilot Ed Dearborn climbed to altitude, Popovich remembers sitting in the back, furtively stealing looks at that shaky equipment. "The whole time I sat there thinking, 'If that engine lets go, I'm fucked.'" When they got to Germany and opened it up, the mechanics estimated that another couple of hours of airtime and the thing would have melted down. Along with Nick and his guys.

 

Popovich even met his wife on a repo. He was casing an exotic car company in Chicago when a leonine blond walked in to the dealership. "We all looked at each other and said, 'A hundred bucks for the first guy that nails her,'" he says. "Twenty million dollars in business together later, here we are." The couple's two boys, Zachary, 18 and Max, 20, work for Sage-Popovich when they can. Zachary attends college and does repos in his spare time.

 

Popovich's daredevil days are behind him for the most part; now he's working with a new generation to do the job. He would like his two sons to go about it a little differently than he did. Maybe a bit more cautiously, for starters. He wants his son Zach to take over the business one day, but "he wants to open a bar in Sun Valley instead." He has in mind an exit strategy, though he's not sure when, if ever, he'll implement it. Life is too good to stop now. Just pick up the paper -- every day word breaks of another investor, another pyramid scheme, another crook who has a date with Popovich.

 

Tooling around Valparaiso in his Bentley, with Bob Dylan playing softly in the background, Popovich tries to put into words just how great it feels to pull off a big repo job. "It's like a giant chess game, and the stakes can be your life," he says. "It's always a different challenge, a test of how smart you are. Can you outfox someone else? There's always going to be some covert action involved. And you throw a big payoff in there, well, it's just intoxicating." He pauses. "Repossessing a giant, gleaming multimillion dollar plane is kind of like courting a beautiful woman. Sometimes the chase is better than the catch." And the chase is never complete.

 

Tags: salon, lear jets, lear jets repo man, repo man, sage-popovich, Chicago, Haiti, baby doc duvalier, gulfstream jets,

 

Source: http://www.salon.com/news/feature/2009/06/06/lear_jet_repo_man/index.html?source=rss&aim=/news/feature

Posted via web from Human Capital

May 26, 2009

The Global CIO 50: IT Leaders Changing the Business World



These leaders and their teams are ready to take on the world -- and the perception that tech's more about cost than innovation.

By Bob Evans - InformationWeek 
May 23, 2009  (From the May 25, 2009 issue) 

 

This is a fascinating but also precarious time to be a CIO, particularly one with global responsibilities. CIOs are being given more strategic roles than ever before, yet they're simultaneously seeing their budgets cut while expectations remain unrelenting, and of course the global recession only complicates the situation.

 

CIOs are being asked to drive business change while at the same time many are trying to replace old and inflexible infrastructures with modern and flexible ones. They're being given responsibility for establishing global standards in applications and related processes, but sometimes without the organizational authority to enforce those new standards. And across the globe, CIOs are fighting the stubborn perception that IT in general and CIOs and their teams in particular are cost centers rather than creators of value and accelerators of innovation.

 

In this best-of-times, worst-of-times scenario, CIOs can find enormous value in seeing how their peers around the world are dealing with these difficult and urgent imperatives. So InformationWeek's Global CIOhas developed a couple of projects to give you some of that global peer-level perspective:

 

• In the Global CIO 50, we've identified 50 of the top CIOs from around the world and profiled them and the strategic contributions they're making to their companies.

 

We selected CIOs and their companies based on market leadership, innovative IT-enabled business practices and results, and the achievement and impact of the individual CIOs.

 

• The Global CIO research report, "Small World, Big Opportunities,"is based on an exclusive, primary-research survey conducted across multiple countries to determine top priorities, approaches, and attitudes for CIOs around the world. We received more than 2,000 completed surveys, but because we wanted to focus on CIO-level reactions, we culled the 861 responses from CIOs and VPs of IT and built our study on their input. The entire study is available for sale here.

 

Among the key findings from our Global CIO best practices report are the three top priorities cited by CIOs from around the globe: working to spend less money on internal IT issues and more on external, customer-facing projects (our old friend, the 80/20 ratio); developing and refining new ways to capture and communicate the business value of IT efforts and expenses on global projects; and shifting the internal outlooks of worldwide IT organizations to reflect global perspectives rather than domestic ones.

 

And you'll see those themes reflected in the achievements of the Global CIO 50: UPS CIO Dave Barnes noting that UPS aircraft now fly more miles outside the continental United States than inside; Coca-Cola, recognizing China as its third-largest and perhaps fastest-growing global market, opening a $90 million innovation and technology center in Shanghai; LG Electronics CIO Kim Tae Keuk leading an effort to replace more than 80 different ERP systems around the world with a single, global system capturing 440 business processes; and more.

 

So please come meet the Global CIO 50. While it's up to you to act locally, we hope this package helps you think globally.

 

The Global CIO 50

Select a name below to read their profile

Jean-Michel Arès

Coca-Cola

New tools help teams borrow what works

Laxman Badiga

Wipro Technologies

Building IT for scalable software services

Dave Barnes

UPS

Technology is built from the start to be global

David Briskman

Ranbaxy Laboratories

Priorities include speeding products to market

Rob Carter

FedEx (NYSE: FDX)

Standard tech at hubs in China, Germany, U.S.

Gilberto Ceresa

Fiat Group

Digital design-to-production for speed

Laércio Albino Cezar

Banco Bradesco

Testing biometrics on its ATM machines

Ashish Chauhan

Reliance Industries

ERP used across the conglomerate's units

Chen Jinxiong

Fuzhou General Hospital

IT helps serve booming patient demand

Guy Chiarello

JPMorgan Chase

Integration and innovation drive his team's agenda

Sumit Chowdhury

Reliance Communications

Leads the telecom's IT and its IT services arm

Jody Davids

Cardinal Health

IT-driven transformation with customer focus

Dorival Dourado Jr.

Serasa

Data-driven innovation key to credit data growth

Dan Drawbaugh

Univ. of Pittsburgh Medical Center

Defies IT boundaries by driving global expansion

Feng Taichuan

Xian-Janssen Pharmaceutical

Controls cost and risk, making data accessible

Vikas Gadre

Tata Chemicals

Works with groups outside India, especially on ERP

Arun Gupta

Shoppers Stop

Leads IT for retail stores and heads a business unit

Michael Heim

Eli Lilly

R&D portfolio now managed globally, centralized

Mark Hennessy

IBM (NYSE: IBM)

Global IT plan: Simplification before automation

John Hinshaw

Boeing

IT critical to complex global supply chain

Yasuyoshi Katayama

NTT Group

Focused on next-gen networks and new businesses

Kim Tae Keuk

LG Electronics

Business needs process expert, not "technician"

Daniel Lebeau

GlaxoSmithKline Biologicals

Getting vaccine test data out of Africa -- faster

Li Hong

Sinosteel

IT key to move to services and related businesses

Liu Zhixuan

Shenzhen Airlines

Data helps segment customers, offers new services

Alan Matula

Royal Dutch Shell

Innovator in unified communications worldwide

Sunil Mehta

JWT

Brings innovations of global ad company to India

Jai Menon

Bharti Enterprises

IT leader on businesses from wireless to agriculture

Jedey Miranda

Eaton Latin America

IT innovation is part of growth plan

Jonathan Mitchell

Rolls-Royce

CIO and director of business process improvement

Randy Mott

Hewlett-Packard (NYSE:HPQ)

After transformation, pushing to the next level

Tania Nossa

Alcoa Brazil

Network reaches mines in the Amazon (NSDQ:AMZN) forest

Filippo Passerini

Procter & Gamble

IT "consumption reports" saved $3.5 million

Christopher Perretta

State Street

Align IT with customers, not "the business"

Steve Phillips

Avnet

From regional IT teams to a unified, global team

Wilson Maciel Ramos

Gol

Innovation's baked into the tech strategy

J.P. Rangaswami

BT Group

Has brought people in from beyond telecom

Haider Rashid

ABB Group

Driving to make a more simplified organization

Toby Redshaw

Aviva

Web 2.0 push typical of "big and agile" philosophy

Anantha Sayana

Larsen & Toubro

Measures business-IT alignment in each division

Manjit Singh

Chiquita

Bottom-line discipline, SaaS believer

David Smoley

Flextronics

Connecting global supply chains, driving SaaS

Song Shiliang

Giant Interactive Group

Tech is central to online game company's strategy

Ralph Szygenda

General Motors

Rewriting the rule book for outsourcing

Steve Tso

Taiwan Semiconductor

Experience from marketing to R&D to IT

Patrick Vandenberghe

ArcelorMittal

After megamerger, apps need consolidating

Pravir Vohra

ICICI Bank Group

Leading IT and process automation strategy

Wu Dawei

JuneYao Group

Modernized call center, infrastructure, services

Zhang Jun

Li Ning

Retailer integrates design, supply chains, retail

Zheng Jiancheng

Belide Group

Sales data drives short fashion product cycles

 

Source : http://www.informationweek.com/news/global-cio/interviews/showArticle.jhtml?articleID=217600529&cid=nl_IWK_report_html

 

Posted via email from Human Capital