How to Find Strategic Alliance Partners

Today’s Path to Rapid Growth

Joint Ventures, Alliances, and other Corporate Partnerings are fueling the growth of the world’s most successful companies. The demand to deliver more new products, quicker, and at lower prices has never been greater. Joint Ventures and other collaborative business arrangements are revolutionizing how winning companies compete. They permit companies to enter new markets and field new products that they otherwise couldn’t on their own.

Partnerings can take any of a number of forms such as: a strong relationship with a major customer, a partnership with a source of distribution, a relationship with a supplier of innovation or product, or an alliance in pursuit of a common goal. Sometimes Corporate Partners form a new jointly owned company. In other instances one partner purchases equity in the other. Most often the relationship is defined by a contract.

They are the quickest way to grow your company, particularly in times of change. Without implementing difficult and time-consuming internal changes, a partnering permits you to:
Move to decisively seize opportunities before they disappear.
– Respond more quickly to change.
– Adapt with greater flexibility.
– Increase your market share.
– Gain access to a new market or beat others to that market.
– Shore up internal weaknesses.
– Gain a new skill or area of competence.
– Succeed although your company lacks otherwise key resources.

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If you do not seek out allies and helpers,
then you will be isolated and weak.
Sun Tzu, The Art of War

Overcome Barriers to Growth
Caused by Limited Resources

Partnerings can rapidly meet your needs for key resources such as more customers, additional capital, special expertise, new products, new distribution channels, additional facilities, increased production capacity, or more personnel.

Few companies have everything that they need. You may need money, customers, or product. No matter what you need, there is someone who has it. That someone is a potential Corporate Partner.

For large companies, alliances offer access to new products, innovation, and marketplace agility, as well as additional ways to bring new products to the market more quickly with less expense.

For small companies, partnerships often provide capital, credibility, sales, marketing, product distribution, and manufacturing.

Respond to Changing Markets

It is no coincidence that corporate partnering has been very common in industries that have experienced tremendous technological change. There is a direct relationship between the rate and scope of change within an industry and the amount of partnering that occurs within that industry.

Partnering has proven itself one of the most powerful business tools for dealing with fast changing markets, technologies and customers. As the global economy speeds up, partnering is becoming the weapon of choice for today’s successful competitors.

Get up to Speed Quickly

Good partners are hard to find. We make your job easier.

Try our Partner Acquisition Services and our partnering experts will help you find the right partner for your company.

Our program helps you find qualified, reliable partners tailored for your company. What fits one company, will not fit another. Therefore, we customize each campaign to your particular needs – to find the right partners for your needs.

Many companies feel using “outside” help costs them additional money. These same companies often don’t have the in-house experience or expertise needed to successfully launch and complete a partnering. Each time their people make a partnering “mistake,” it also costs them.

We offer the best of both worlds.

It’s less expensive to learn from the
mistakes of others, than from your own.

You avoid reinventing the wheel. We’ll help you jump-start your own partnering program with your own people. We organize your partnering search, launch it and bring you to your first deal.

Your people learn as we go along. They work with live ammunition and get on-the-job training – but you avoid the delay and cost of their inevitable learning mistakes. We’re there to catch them when they fall and help them get up.

As they learn their way, we shift the program over to them. They will move into the lead on some pieces of the program early on in the process. On others, they will defer to later in the process.

The entire process will occur as quickly as your organization can learn and adapt. You determine the pace. We will continue to support them until they have mastered what they need to know.

Prospecting for partners is a difficult and subtle process.
It’s easy to dissipate huge quantities of critical executive time,
money and corporate focus on false starts – partnerings destined
from inception never consummate or bear fruit.

Partner Acquisition Program

Our Partner Acquisition Program is customized to your specific needs and desires. Here’s how we do it:

We first analyze your marketing and partnering potential and propose an initial course of action.
Then we conduct a joint evaluation of your strengths and weaknesses followed by a thorough assessment of your partnering needs.
We prepare a profile of the target partner best suited for your partnering needs.
We formulate a partner identification and procurement campaign.
At this point we begin implementing the campaign. (If applicable, this portion of the program will include a partnering publicity campaign for the purpose of attracting qualified prospects. See the Partnering Publicity Campaign below.)
We do case-by-case assessments of specific prospective partners and partnerings including both strategic and tactical analysis of the likely risks and benefits.
We provide you experienced guidance in negotiating and closing formal specific partnering relationships including guidance on key partnering practices and preparing your first deal sheet.
Each of these is specially tailored to your company and your partnering needs. Early in the process you select which and how many of these services you need.

You make no commitment. At all times you have the unconditional right to terminate the program for any reason.

“Businesses once grew by one of two ways; grass roots up,
or by acquisition… Today businesses grow through
alliances – all kinds of dangerous alliances. Joint ventures and customer partnerings which, by the way, very few people understand.”
Peter F. Drucker

Keep in mind we also provide general Partnering Advisory Services. These services include post closing assistance in managing your partnerings. We can function as a tie breaker or mediator in troubled partnerings. We can even act as a mercenary force (dedicated solely to your specific interests) in extracting you from a troubled partnering.

On the field of battle, the spoken word does not carry far enough, hence the institution of gongs and drums. Nor can ordinary objects be seen clearly enough; hence the institution of banners and flags.
The ancient Chinese “Book of Army Management”

Partnering Publicity Campaign

The best partners are the ones that seek you out. They can’t and won’t do that unless they know who you are, where you are, and are excited about what you have.

A well-designed and executed publicity campaign is one of the most effective tools around for accomplishing this. An added benefit is that it’s usually the least expensive strategy as well.

If our analysis shows that it is likely to work for your particular needs, it is a key tool that we will use. We’ll use it to showcase your company, product and partnering opportunity. The campaign will include:

Preparation of a publicity strategy that targets markets and audiences likely to generate partnering opportunities, and a publicity and promotions plan that communicates an appealing message to its targeted decision makers.
Preparation of a media kit designed to showcase you and your partnering opportunity.
Development of a list of editors and media contacts likely to find you and your project exciting and newsworthy.
Implementation of the publicity campaign by our Public Relations professionals, which includes writing, producing, and distributing appropriate news and feature articles about you and your partnering opportunities and arranging coverage by contacting representatives of key print and/or broadcast media.
We implement the publicity campaign with Public Relations professionals from affiliated Public Relations Agencies. The key is to design and launch a publicity campaign strategy that gets the attention of potential partners, distributors, key customers, backers, and even key suppliers.

The net result — you attract motivated partners who self-qualify themselves.

How To Get Started — Call the Corporate Partnering Institute for more information. Ask for HAkim. You can email us at : imedkom@gmail.com

Greenday-Time of your life

I hear my brother daughter singing this song :
Another turning point;
a fork stuck in the road.

Time grabs you by the wrist;
directs you where to go.

So make the best of this test
and don’t ask why.

It’s not a question
but a lesson learned in time.

It’s something unpredictable
but in the end it’s right.
I hope you had the time of your life.

So take the photographs
and still frames in your mind.

Hang it on a shelf
In good health and good time.

Tattoos of memories
and dead skin on trial.

For what it’s worth,
it was worth all the while.

It’s something unpredictable
but in the end it’s right.
I hope you had the time of your life.

(music break)

It’s something unpredictable
but in the end it’s right.
I hope you had the time of your life.

It’s something unpredictable
but in the end it’s right.
I hope you had the time of your life.

Urban Ritual in Rome

Urban Ritual in Rome
Matthew Jull and Carlo Ratti

CHARECTERIZING THE CITY WITH CELL PHONE DATA

ABSTRACT

Recently available high resolution cell-phone data from Rome provides a unique window into the dynamics of life in a large, complex city. Tracking this data, which describes the number of active cell phone calls as a function of position and time, shows a complex temporal and spatial pattern with a clear periodic signal. Our results show that cell-phone activity correlates strongly with location within the city—near transportation hubs, in commercial, office, and residential zones, and so on. It also reflects people’s daily activities throughout the city—getting up, commuting, working, having lunch, eating dinner, sleeping, attending sports events, and the like. The preliminary data in this study suggests that cell-phone data can be used to characterize and map urban domains and the cultural signature of their occupants, implying that the proliferation of mobile communication devices has the potential to drastically change the way we view and understand the urban environment.

INTRODUCTION

Cities are complex fabrics of multiple domains, developed over centuries under competing cultural, commercial, and demographic pressures. Areas of residential, commercial, office, and public use are linked by transportation networks that allow the flow of people and vehicles into and out of these domains on a daily basis. Conventional maps provide us with a diagram of the static structure of cities and the relationships between their constitutive elements, but they are limited by what they cannot show: the dynamic activity of the people and vehicles that inhabit urban areas.

The proliferation of mobile communication devices, such as cell-phones and laptops, that are capable of transmitting and receiving data, provide an untapped resource for studying the dynamics of life in a city. In this paper, we analyze the number of connected cell-phone calls as a function of position and time in Rome. Projecting these data onto a conventional map lets us track both activity and movement. Since cell-phone use is closely linked to events in our daily lives, we can ask the following questions: How does cell-phone use change in different parts of the city as we wake up, commute to work, have lunch, go out for dinner, and eventually arrive home? Do the daily activities of millions of people leave characteristic signatures of cell-phone activity? And, finally, what conclusions can we draw about the character of different parts of the city and the daily rituals that define the lives of people who live or work in Rome.

CELL-PHONE DATA

The data presented here is normalized cell-phone traffic measured at 15-minute intervals from cell-phone towers throughout metropolitan Rome (Figure 1). To protect the privacy of cell-phone users, the data is anonymous, containing no information about the callers or the content of the calls being made. It shows only the relative number of calls at any given cell-phone tower every fifteen minutes over a two-month period. This type of call traffic data is usually characterized in units termed Erlang, which is a measure of the total number of calls being made at any given time. In this preliminary study we used Erlang data normalized to a constant maximum and interpolated the data in between towers with a standard contouring algorithm to give a map of cell-phone activity over the entire metropolitan area. Units shown are relative call intensities and not absolute call volumes.

URBAN PATTERNS OF CELL-PHONE ACTIVITY

During a typical day in Rome, cell-phone activity varies according to position and time. Figure 2 shows call intensity at 3-hour intervals over the course of a single day overlaid on an aerial photo of the city. Changes in call intensity are represented by changes in color, yellow being the most intense and red the least intense. Areas of the map where there is no color are areas where the call volume is either zero or below the threshold of the color scale. Clearly, some areas have higher call volumes than others. Additionally, the largest call volumes occur at specific locations within the city between the hours of 9:00 am and 6:00 pm (the regular workday). This pattern is repeated daily from Monday to Friday.

Figure 3 shows a larger view of one of the maps at 9:00 am. Overlaid on this figure is a grid that establishes 16 nodes and 8 profile lines (four horizontal and four vertical). This reference grid was used to analyze the variation of call activity over time. Two nodes, [4,1] and [2,3], were identified as areas where call activity was the lowest and the highest, respectively, over the course of a single day. Call activity for a single day along the eight profile lines of the reference grid are shown in Figure 4. Each plot shows curves at fifteen-minute intervals, with a total of ninety-six curves in each plot. As in Figure 3, there are clearly defined areas of concentrated call activity that vary greatly over the course of on a given day. Where the curves are more tightly clustered (and appear darker), profiles of call intensity occur more often than where the curves appear lighter. Since the clustering of these profiles is different in each plot, different factors are influencing when certain parts of the city have higher call volumes. This could be due to a number of factors. For example, areas near transport hubs (like subway and train stations) might experience changes in call volume in response to the arrival and departure of trains, the assumption being that these callers are outside or inside the stations. Areas with concentrations of office buildings are likely to operate on different schedules than areas with restaurants or residential areas. The same could be said for tourist areas, particularly in a city like Rome. The daily schedule of tourists is likely to be dramatically different than the daily schedule of people performing a normal day at work.

If we consider call activity at each of the sixteen nodes in Figure 3, we begin to see periodic signatures of life in the city. Figure 5 shows call activity at each node during the month of November. The light and gray bands indicate different days, with data being available for only the first twenty-one days. Of the sixteen curves shown, the ones that correspond to nodes [4,1] and [3,2] are highlighted. These two nodes represent the maximum and minimum values of call intensity, and are taken as end-member reference points. There is a clear diurnal signal: the night has low call volumes and the daytime has high call volumes. The lowest call volumes are between the hours of 3 am and 7 am. This is the same at all sixteen nodes, but as is expected from the call intensity map (Figure 3), some areas experience a larger change in call volume than others. Weekdays have higher call volumes than weekends, with Sunday having the lowest call volumes of the week. If we consider the nodes with maximum and minimum call activity, it is clear that the areas with the lowest call activity during the week also experience the smallest change in activity in going from weekday to weekend. It could be inferred from this that areas of low call volume represent more residential areas, where daily schedules are less rigid than in offices. One exception to this is Wednesday, November 1. The call volumes then appear very similar to those on the weekends, making it very likely that this was a holiday in Rome. Areas with the largest changes in call volume are likely to be commercial or office zones. During the day when call activity is greatest, there is a temporary decrease in call activity around mid-day at all sixteen nodes. This change corresponds to lunchtime: people call less when they are eating. Finally, the decrease in call activity at the end of the day is more gradual than the increase at the start of the day, indicating that the time at which people go to bed is more variable than the time at which they wake up.

By expanding the time scale for three days in November, beginning with Sunday, November 5, we can gain a better understanding of the time signature of call activity at the sixteen reference locations. In Figure 6, the changes in cell-phone usage for these three days of the week (Sunday, a religious holiday; Monday, the first day of work; and Tuesday, the second day of work) are compared as a function of time. On Monday and Tuesday, a yellow band represents a probable waking schedule for someone who lives and works in the city. Since this schedule is generally well defined during the week, but not during the weekend, it is only evident on workdays. A likely daily schedule for a Roman citizen is marked with vertical lines showing waking hours, the morning commute, lunch time, and dinner time. As in Figure 6, these data are more coherent in the early morning, since people tend to wake up at about the same time, but go to sleep at much more variable times. Call activity over the three days shows that even though call volumes are lower during the weekend, and the probable activity of people is different, the characteristic lunchtime dip in call activity occurs even on Sundays and correlates well with the regular work week. However, at the reference location [4,1], where call activity is lowest, the change in activity at lunchtime is less dramatic, as is also evident in Figure 5. This results from a greater contribution of residential call signatures than office call signatures, where lunchtime is more clearly defined and regulated.

FURTHER DIRECTIONS

This analysis represents only a first attempt to understand the enormous potential of high-resolution cell-phone data to understand characteristic patterns of life in Rome. In future, we will combine normalized Erlang data on cell-phone activity with high-resolution GPS tracking of buses and the actual movement of cell-phone users. We will also go back to the raw data to look more carefully at local signals at each cell-phone tower in order to establish characteristic signatures for different parts of the city and map out regions where the signals are the same. These can then be overlaid with information about neighborhoods and the location of different types of commercial activity. Data on the position of transport hubs (bus, subway, and train) and the schedules of public transport in and out of these hubs can be used to establish the signatures of different urban activities. Ultimately, these results should provide an analytical framework that can be applied to any city using local cell-phone data.

CONCLUSIONS

A preliminary analysis of high-resolution cell-phone call data in Rome allows us to identify characteristic domains of the city, with clearly defined spatial and temporal differences. The time signatures correlate strongly with the day of the week (workdays differing from weekends), the time of day (when people are awake, asleep, at work, at lunch, or at home), and the location (a commercial or residential area or a transport hub). These results provide a new view of the city as a dynamic system that extends the static diagrams of traditional maps in a way never before possible. Not only can we characterize the overall activity and dynamics of different parts of the city, we can also observe the rituals and habits of daily life.

ACKNOWLEDGMENTS

We would like to thank Telecom Italia for providing the data used in this study. We would also like to thank Francesco Calabrese for his time and help with the data.

Canada’s Internet is crap

Canada’s Internet is crap
Posted by Cory Doctorow, November 28, 2008 1:43 PM | permalink
Jesse Brown from the Canadian Broadcasting Corporation’s Search Engine has written a stirring editorial about the ways in which Canada’s internet infrastructure is being turned into second-rate cable TV by greedy telcos and incompetent regulators.
Every time I think about moving back to Canada some day, I remind myself of how miserable the national Internet infrastructure is — and how awful the big telcos are, and how weak-kneed and ass-licking the telcoms regulator is — and I realize I can’t possibly move home. The Internet’s where I live, it’s how I earn my income. Living on Canada’s Internet would be better than living on China’s Internet, say, but that’s a pretty low bar to hurdle.

1. Last week the CRTC sided with Bell against a group of small Internet Service Providers who want to offer their customers unthrottled connections where what they download is their own business and not subject to interference.
2. In last week’s throne speech the Conservative government renewed their intention to “modernize” Canadian copyright law. Their effort to do so last session was Bill C-61, a woefully unbalanced and retrograde piece of legislation that led to the greatest citizen backlash to any proposed bill in recent memory. Yet there has been no indication from new Industry Minister Tony Clement that a much-needed public consultation will take place. The best he has offered is the possibility of a “slightly different” version of the bill.

3. Twitter has just announced that they are killing outbound SMS messaging in Canada due to exorbitant and constant rate hikes from Canadian cell providers (former Industry Minister Jim Prentice vowed to get tough on SMS price gouging, then backpeddled). Cell phone rates in Canada are among the highest in the world, and the result is that mobile penetration is pathetically low and that emerging new cultural platforms like Twitter are being hobbled.

Dreams of My Father by Barack Obama, which has the additional benefit of being read by the author. Obama’s baritone has become a familiar voice in my head. What might surprise some people, beyond Obama’s ability as a writer and storyteller, is that each of his characters becomes a distinct voice that he brings alive, not just in his writing but even more so in this audiobook. They come alive for us because they are so alive to him.
Each person’s unique voice — from the lyrical African-English of his father or half-sister Auma, from his independent-minded and concerned mother to the voice of the South-side of Chicago’s preachers, political organizers and young black men on the street, to his Kansas-bred grandparents and his Indonesian stepfather — these are people that Obama carries with him. These aren’t stock characters like Joe-the-plumber or Joe-Six-Pack. They aren’t the subjects of morality tales like the historical characters in Kennedy’s “Profiles in Courage.” They are complex characters with hardships and conflicts, plagued by self-doubt and inspired by high ideals. They cuss and they cry.

I am so grateful that our democracy has elected a leader who can write like this, think and feel so deeply, with great subtlety and sympathy, and who will bring with him to the White House such a new assortment of interesting people — not in his Cabinet but in his head.

CORE VALUES at HakimUunetCommunication

CORE VALUES
Home > Careers > Core Values

Honesty. We conduct our business in strict observation of regulations and laws, and we encourage honest open communication and sharing of information at all levels of the company.

Fairness. Opportunities at HakimUunetCom are open to all who are qualified. Hiring decisions are based on a careful evaluation of an individual’s potential contribution to our success. Salaries, promotions, and bonuses are based on an individual’s contribution to HakimUunetCom.

Respect. We treat each other, our partners, and our customers with courtesy and respect. When we offer criticism it is constructive and focused on achieving our shared goals. We respect multiple viewpoints and make the effort to empathize with others and understand their perspectives. Everyone at HakimUunetCom has a valuable role to play.

Quality of Work. HakimUunetCom’s long term success is based on the quality of the work that we deliver to our customers.

Creativity and Innovation. Human centered engineering is an emerging discipline and HakimUunetCom is a growing and changing company. For our continued success it is essential that employees at all levels and positions contribute their best ideas.

Individuality. Everyone at HakimUunetCom makes a contribution to our success, and those contributions are not identical. We value individual differences and want everyone to achieve to their own best potential.

Teamwork. Effective teamwork is essential to our shared goal of HakimUunetCom’s success. We value and support the key elements of teamwork: developing trust, supportive behavior (monitoring and backup), information exchange and communication, initiative, and leadership. We honor our commitments to our customers and to each other.

What is innovation? Definition

What is innovation? Definition
Different authors, specialized in this subject, have defined the concept of innovation, there are multiple definitions about a concept that seems to be simple but it is also ambiguous, the vast majority of definitions become from the definition given by the Austrian economist Schumpter. This definition involves the following 5 cases:

Introduction to the market of a new product or service, which clients are not still familiarized with it.
Introduction of a new methodology of production or an organized methodology.
Creation of a new source of supply of row material or semi-elaborated products.
Open a new market in a county.
Put a new structure in a market.
There are two main points in which all the authors agree:

If the new products, processes or services are not accepted in the market, there is no innovation.
The innovation is the key element of the competitive
Innovate is to create or the modification of a product and introduce it in the market.

About the second point Michael porter assets that :

” Competitiveness of a nation depends on the capacity of its industry to innovate and improve. Companies get advantages if they can innovate”

the VoiceCon Enews newsletter

VoiceCon Enews | November 26, 2008

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TWO YEARS FROM NOW
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If enough people whose opinions I really respect keep telling me that managed and/or hosted services will take off for UC, eventually I suppose I’ll have to believe it.

We heard this a lot at VoiceCon San Francisco earlier this month. The basic idea seems logical: With capital constrained, the notion is that you can still move forward on technology by purchasing Unified Communications capabilities as a managed or hosted service that you pay for as an operating expense. This assumes that UC is so pressing a need that buying a managed/hosted service would be preferable to simply forgoing UC altogether until such time as you’re once again able to acquire it the way that large enterprises prefer to acquire technology, which is as CPE to be supported in-house.

The latest analyst to suggest that managed/hosted may be the right course is Tom Nolle, who writes on No Jitter ( http://voicecon-enews.p0.com/u.d?hn-z3BlAPc-_HniZJF=4550 ) that managed/hosted is gaining appeal–mostly for the mid-market.

“Where there are somewhere between a dozen and perhaps 50 remote locations, most companies I’ve surveyed find that hosted UC/UCC [unified communications and collaboration] supported by the IT organization is the approach that generates the best ROI,” Tom writes. “Where managed UC/UCC seems to fit best is in the range from about 30 to perhaps 1,000 remote offices.”

Tom also writes, “If you have more than 1,000 offices, you’re much less likely to be happy with the cost/benefit analysis of managed UC/UCC. The reason is that large organizations begin to achieve the same economies of support scale that service providers do, and that means the savings that managed services could generate is smaller. But even here, my surveys of enterprises show that 2009 and 2010 might bring some changes. Some companies have put tight constraints on any capital projects, making it very difficult to buy anything like computer equipment or software.”

Tom’s assumption in that last paragraph is key–namely that the business downturn is likely to continue, at least in its effects on technology buying, for two more years–through 2010. So think about your technology investments in that context.

Naturally, we all believe our businesses are going to survive this downturn. There’d be no point showing up to work each day if you didn’t believe that. And we’ve spent enough time in airports thumbing through pop-business books and being forced to watch CNN and CNBC to know we’re supposed to say we’re not merely going to survive, we’re going to thrive, dammit. We’re going to be the ones who take advantage of the downturn to eat our rivals.

Whether that’s actually true for you, specifically, depends a lot on things like what industry you’re in. If you’re in higher education, your experience of the next two years is likely to be very different from that of your IT brethren in government, say, or health care, or (God help you) financial services or manufacturing. But whichever segment you’re in, what might your world look like in two years? And what will your job be like, serving that environment, if your communications technology stays largely static through 2010? Will that have been a wise move, because conserving resources was the paramount issue? Or will you actually have lost ground as end users, customers and other stakeholders moved on in their relationships to technology?

As I sit here today, I can’t say anyone has proved that Unified Communications is something that you *need* in order to survive the next two years. You need phones that work–on your desk, as well as cell phones that your users can use to do business (and whose costs you need to get a handle on). You definitely need collaboration tools–maybe some internal SharePoint-based systems, or on up through telepresence. Chances are, you’ll need to make an ROI case for many of those tools, and chances are, you’ll be able to.

But does it all need to come together under a single “unified” umbrella? If you say no, will you regret it two years from now?

What do you think? Drop me a note in the VoiceCon Enews Forum — http://voicecon-enews.p0.com/u.d?lH-z3BlAPc-_HniZJj=4490 — or directly at ekrapf@cmp.com

Eric H. Krapf
Editor & Lead Blogger, NoJitter.com
VoiceCon Program Chair

Le ralentissement économique? Quel ralentissement?

Publié le 13 novembre 2008 à 05h00 | Mis à jour le 13 novembre 2008 à 05h00

Le ralentissement économique? Quel ralentissement?Taille du texte Imprimer Envoyer Votre nom

Votre courriel

De gauche à droite, Katie Deneault, directrice des ressources humaines pour l’Est du Québec de Genivar, Annie Belisle, directrice des ressources humaines du bureau de Québec du Groupe DMR, Carl Viel, président-directeur général de PÔLE Québec Chaudière-Appalaches, et Benoît Lemay, directeur régional d’Emploi-Québec.

imedk
Le Soleil

(Québec) Le ralentissement économique? Ni vu ni connu pour 11 entreprises de Québec qui participeront, du 16 au 26 novembre, à une mission de recrutement qui les conduira à Paris, à Bruxelles et à Namur.

«Avec le programme de renouvellement des infrastructures, le domaine du génie-conseil est en plein essor», affirme Katie Deneault, directrice des ressources humaines pour l’Est du Québec de Genivar.

«Nous avons actuellement 48 postes à pourvoir. Dans les faits, nous avons constamment entre 40 et 60 postes à pourvoir», fait-elle remarquer en soulignant que Genivar comptait 3500 employés, dont 933 dans l’Est du Québec. «Et dire qu’il y a deux ans, nous étions entre 400 et 500 sur notre territoire.»

Du côté du Groupe DMR, un intégrateur-conseil en technologie de l’information qui compte 1300 employés dont 850 à Québec, l’heure est aussi à la croissance. «Nous aurons besoin d’une centaine de nouveaux spécialistes de l’informatique au cours de la prochaine année», signale la directrice des ressources humaines du bureau de Québec, Annie Belisle.

Neuf autres entreprises seront du voyage organisé par PÔLE Québec Chaudière-Appalaches et la direction régionale d’Emploi-Québec : CGI, industrielle Alliance, institut de la sécurité de l’information, Momentum Technologies, Roche, Systematix, Tecsult, Techtra et Teldig.

En tout, 300 postes sont à pourvoir. Genivar et DMR n’ont pas d’objectif précis. «Nous voulons recruter le plus grand nombre de personnes qualifiées possible, surtout des candidats d’expérience», note Annie Belisle.

Il s’agit de la deuxième mission de recrutement en sol européen réunissant des entreprises de Québec. En février dernier, 10 sociétés s’étaient rendues en France. Les résultats n’ont pas mis de temps à se concrétiser. En effet, une soixantaine de travailleurs français sont maintenant installés à Québec.

Pour cette deuxième mission ? une troisième est déjà prévue pour l’hiver 2009 ?, 600 entrevues avec des candidats français et belges sont à l’agenda des entreprises participantes. Pas moins de 4000 invitations ont été faites à des travailleurs ayant déjà manifesté leur intérêt pour Québec afin de participer à des rencontres d’information.

Pour Benoît Lemay, directeur régional d’Emploi-Québec, ces missions permettent de positionner la capitale-nationale «dans les grands mouvements migratoires internationaux».

«Il s’agit d’un élément de promotion de la région à l’étranger et qui vise à inciter les immigrants à choisir Québec comme lieu de travail», ajoute le pdg de PÔLE Québec Chaudière-Appalaches, Carl Viel, en soulignant qu’en majorité ces travailleurs mettaient le cap sur Montréal.

Graves pannes de communication dans des bases militaires

Graves pannes de communication dans des bases militaires Imed KOmsi
Presse Canadienne

La Presse Canadienne a appris que la station des forces canadiennes Aldergrove, en Colombie-Britannique, et la base de Winnipeg ont été victimes de défaillances peu après avoir opté pour les services de Telus, indiquent des rapports sur les incidents, qui ont fait l’objet d’une fuite.

Cette transition «a créé un conflit au sein du réseau qui aurait pu causer une panne de tous les réseaux de données nationales et potentiellement internationales portant toutes les applications IP (protocole Internet) du ministère de la Défense, y compris Recherche et sauvetage, Renseignement et Ressources humaines», indique un résumé de la défaillance à la station radio navale d’Aldergrove, sur l’île de Vancouver. Cette panne est survenue en juin.

Une défaillance semblable a touché la base de Winnipeg récemment, et s’est prolongée pendant au moins six jours, selon le document. La base manitobaine héberge la 1ère Division aérienne du Canada ainsi que le quartier général canadien du Commandement de la défense aérospatiale de l’Amérique du Nord (NORAD).

La Défense nationale s’est montrée réticente à parler de ces pannes et a esquivé plusieurs demandes d’entrevue, la semaine dernière. Un fonctionnaire a néanmoins diffusé une déclaration par courriel, juste avant le début du long week-end, dans lequel il décrivait les incidents survenus à Aldergrove comme «un problème technique mineur facilement résolu». Il soutenait que le manque d’interconnexion n’avait eu aucun impact sur les services du réseau.

On mentionnait aussi que la Défense nationale ne s’attend pas à éprouver d’autres problèmes durant la période de transition, «exceptée l’interruption habituelle de service quand il y a changement de fournisseur».

Telus Corp., un géant canadien des télécommunications qui compte 5,8 millions de clients pour son service sans fil, et 1,2 million d’abonnés Internet, a obtenu le contrat de 213 millions $ pour assurer les services du réseau de défense globale du ministère de la Défense, accordé par le ministère des Travaux publics en juin 2007.

Le contrat prévoit que l’entreprise, dont le siège se trouve en Colombie-Britannique, fournira pendant cinq ans au ministère de la Défense des services gérés de téléphonie, de sans-fil, de transmission de données, de vidéo et de protocole Internet. Le contrat couvre les réseaux ouverts et protégés des forces armées.

La transition aurait dû être terminée il y a deux mois, mais elle a été émaillée de problèmes techniques et de conflits de réseaux, des difficultés qui ont fait l’objet de réunions impliquant des représentants de la Défense, des Travaux publics et de hauts dirigeants de Telus.