Re: [FairfieldLife] Focussing on Core Competencies (was Potter)

[Llundrub]

In the mystic business, ones ways and means must appeal to the mystic and unknown.   That's the mystic business.   This other stuff is the actuality, but the mysticism must remain ever beyond.     ----- Original Message ----- From: akasha_108 To: FairfieldLife@yahoogroups.com Sent: Friday, August 12, 2005 4:00 PM Subject: [FairfieldLife] Focussing on Core Competencies (was Potter) Blue chip business consulting firms, such as McKinsey and BCG (Boston Consulting Group) repeatedly counsel firms (and charge them highly for the advice) to focus on thier core competencies -- and the help them to clearly identify such and to restructure the organization to focus on them. Its always seemed odd to me that the TMO spends an inordinate amount of management and organizational attention on grand schemes outside (often way beyond) their core competencies: building greenhouses, high finance schemes, building tallest buildings, buying hotels, etc. The TMO's actual core competenciesare not in such but are in transforming consciousness. In appealing business terms, this could be cast as the skill to infuse corporations with creativity, vigor, employee satisfaction and "good fortune". To establish the effectiveness of their collection of technologies and practices to trigger these effects and therby transform corporate clients and thier profitability, the TMO could make an appealling offer to target companies. The businesses would not be required to pay directly for any of the TMO services -- their commentment would be in providing available facilities, access to management and employees, and positive promotion of the joint venture within the company.  The TMO would provideand at their own expense: i) on-site or nearby residence and group practice for 100 Purusha. They  would do extended group practice on site as well as group focus on the success of the company on the livlily level of feeling and consciousness -- and providing an environment of lively creativity. ii) 100 onsite pundits would perform "good luck" and "fortunate circumstance" technologies, for individual management and staff, as well as for the company as a whole, based on jyotish analysis of the individuals and corporation -- as well as enliving the environmnet to promote creativity and progress. iii) All employees would be able to start TM (and asana  instruction) instruction, at no cost, if they made a 6 month commitment to practice it. iv) free ayurvedic consultations for all employees. A more intensive AV consultation  for all managemnt as well as forms of on-site panchakarma and rasayanas would be provided. v) Non-obtrusive SV recommendations and rectifications of the facilities. vi) Ghandarvic music piped into the offices and facilites during off-hours. vii) jyotish recomendations for "fortunate times" for initiating projects ans well as other activites -- meetings, travel, offsites. While not binding, staff would schedule plans and projects per the recommendations when such were not "disruptive" or onerous to implement. The TMO would be compensated by fees and stock options if pre-specified corporate performance measures were met. These could be "adjusted" by pre-specified, pre-agreed eonometric models that would adjust for outside factors such as the general economy, interest rates, etc. If the corporation performed above specified performace levels (beyond targets above where the company had planned or expected to perform, above historical performance) the TMO would share generously in a portion of the marginal profits generated by such beyond trend performance. If the corporation was below the performance levels, the TMO would receive no compensation. By offering such a no-risk, minimal corporate effort offer, the TMO could more easily overcome corporate skepticism and be able to "sell the sizzle", the vision of TMO technologies. And the TMO could, per the performance contract, make a fairly aggressive claim on the beyond-performance measure marginal earnings if their technolgies proved effective and the corporations profts and other performance measures exceeded trend levels. And the TMO could negotiate to take some of its compensation in stock options, thus sharing more vigorously in the companies' profitability and growth. If the TMO venture resulted in 80% of its clients exceed the performance measures, it would inspire a waiting list of companies seeking its services. To initiate such a performance-based venture, by putting its money where its mouth is, the TMO would need a modest amount of start up funding, perhaps $5-10  million dollers, from internal funds, of from some movement friendly investors. The actual marginal costs of providing the corporate services would be relatively small. The bulk would be consulting and teaching by internal and low cost TMO staff (room, board and expenses). TMO staff would participate in the success of the venture via obtainig stock or options in the venture in lieu of full salaries. If the technolgies actually worked at corporate scale, the TMO could easily have 1000's of corporate clients within 5 years, a very healthy flow of compensatory "fees" and stock/options, that could fund a rapid and large-scale  ramp up of training and professional-level support of TM teachers and "technolgists" (AV techs, SV consultants, jyotishees, TM teachers, pundits, purusha, etc.) -- as well as funds for all of the TMO's vast building, pundit and super radiance programs. All by focusing on its core competencies and putting its money where its mouth is -- providing the proof of the pudding upfront. To subscribe, send a message to: [EMAIL PROTECTED] Or go to: http://groups.yahoo.com/group/FairfieldLife/ and click 'Join This Group!' SPONSORED LINKS Maharishi university of management Maharishi mahesh yogi Ramana maharshi YAHOO! GROUPS LINKS  Visit your group "FairfieldLife" on the web.    To unsubscribe from this group, send an email to:  [EMAIL PROTECTED]    Your use of Yahoo! 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