http://www.aish.com/h/hh/rh/101452799.html

Rosh Hashanah 2010 (5771 in the Hebrew calendar)

Shana Tova to all the Disciples of Prophet Moses

Mystical Ecstasy: Sufi Practices (ISBN: 81-8339-073-0)
FM Hassnain with Vivek Raghuvanshi and Abdel Fatteh Badawi

Path Analysis of Mystical Ecstasy Sufi Practices:-

Intelligence – Competitive Intelligence – Active Intelligence – Human Intelligence – MICE – Ideology – Religious Ideology – Mystical Ecstasy Sufi Practices

Sufi Practices Mystical Ecstasy: The purpose of the book is to shed light on the principles and practices of all mystics, particularly the Sufis. Professor Fida Hassnain, the author of the book and the co-author Vivek Raghuvanshi and Abdel Fatteh Badawi expect that the casual readers of this would develop an urge in themselves to search for the three gifts -Sophia, Gnosis and Ishq, in their own monastic and mystic traditions.

MYSTICAL ECSTASY – SUFI PRACTICES

http://www.myasa.net/mystic/index.html

This work is my interpretation of the Essence of Islam

This is a very powerful PSYOPS tool

Explosives are common and terrorists can get then from nearly anywhere. The key to this matter is really the delivery system. If the explosives have not already been cemented into the Games facilities infrastructure, then the large volumes cannot be all carried just by suicide bombers, you would need too many suiciders. The trucks themselves would be a valuable mobility and delivery-to-site system. As with nuclear missiles, it is not the nuclear bombs that are costly and difficult to make, once you have the material, it is a suitable missile delivery system that can carry the bombs that is expensive and difficult to manufacture and organize.

So my question is, although some empty trucks have been found, what happened to the rest of the trucks? Are those trucks still available for use by terrorists and can they be traced?

As the trucks did not arrive at their destination, neither did the many drivers. A question is, what happened to the drivers? Are they still missing? What do their families know? as they obviously did not report to the police that the drivers were missing. If not killed, but missing, then the drivers would be party to the crime and some may possibly even be members of the terrorist unit. If so, then investigating the drivers and all their connections may reveal the prime members of the terrorist cell/s. The plodders and the plotters, they would have had to link together in the past somewhere.

-Rabindranath Tagore

Does the data have the right fit in terms of the analysis it generates.

Can we join the dots and see patterns emerging. Does the big picture that emerges based on patterns that we can see that are interconnected. Does the data fit into the information and does the information fit the analysis.

Collection process should use passive intelligence, semi active intelligence and active intelligence.

Processes that can be merged should be merged so that synergy can be created to be competitive. This highlights the purpose of Value Chain Analysis.

Products should have multi purpose utility. How is the product differentiated from that of competitors. A mobile phone with email facility or a mobile phone with torch or a mobile phone with internet browsing capability.

Is the Differentiation strategy really working.

When we plan to identify problems and generate solutions, our data collection activities and analysis activities should bring close together key intelligence topics ie all data collected for assessment of strategies and understanding consumer perceptions and monitoring current operations and competitor capabilities and understanding of long term market cycles should be clubbed together on one hand to see the larger picture.

When we work to identify competitive advantage we must take into account our core competences, club all core competencies together to understand what is that which creates synergy. When we undertake value chain analysis, club together primary and secondary activities and understand whether the processes are being replicated and if so decide what are identical processes which could be merged together.

When a Corporate Raider attempts a hostile takeover of an organization, we need to understand the interplay in the quicksilver environment:

The Players:

1. White Knight
2. Black Knight
3. Gray Knight
4. Yellow Knight

Further when a Corporate Raider attempts Green mailing or hostile takeover threat still persists, do we have options such as:

1. Moat
2. Golden Parachute
3. People Pill
4. Poison Pill
5. Lobster Trap
6. Killer Bees
7. Suicide Pill

Mergers & Acquisitions presents Corporate Risks which has to be mitigated.

Success of merger / acquisition depends how we have actually prepared at:

1. Merger stage
2. Post Merger stage

Merger stage:

Here compatibility issues need to be addressed under:

A. Courtship phase
B. Evaluation and Negotiation phase

While we are looking at compatibility issues at during Courtship phase, have we looked at compatibility between the vision and objectives, have we been able to build and reinforce personal and business relationships.

Once we find a common ground, we have compatibility, we share vision and objectives that we may like to proceed to Evaluation phase and Negotiation stage where we need to undertake due diligence and evaluate the cost/benefit of the merger/acquisition besides understanding the regulatory clearances required for the new project.

Once the Merger/ Acquisition has taken place, we may like to look at Issues which need to be addressed under:

A. Immediate Transition phase
B. Transition phase

Immediately after the merger / acquisition, Issues such as New appointments need to be made, list of Redundancy announcements need to be made, Restructuring of the various departments need to be done to make the organization an agile corporation and Divestment needs to be considered.

In Transition phase, we need to Fine Tune the organization further to enable the organization to remain lean and agile. Further re-structuring and job transfer need to be done to get the right fit. We cannot ignore Cross-Cultural differences which are the Nemesis of many a mergers.

Why mergers actually fail is because of a clash of corporate cultures:

Have we addressed the cultural incompatibilities
Was cultural due diligence done correctly
Did we undertake cultural audit
Did we create Knowledge maps

And when we fail to predict the dissonance which will arise in Corporate Matchmaking because of the dissonance in organization structures, problems will arise. Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.

Further, were similarities and differences assessed, do organizations have mutual respect for each other, do they acknowledge professional and individual competence, business capability etc. Is there a dissonance between hopes & expectations, vision statements, mission statements etc.,

What synergies exist

Is there trust in discussing difficult issues and handling conflict?

Is there commitment by both parties to succeed, 99% mergers fail because all you did was financial due diligence. Have you looked at the dissonance between vision and strategic objectives and goals of both companies.

Further the External environment is Quicksilver

To handle multiple quicksilver environments, is why we require Competitive Intelligence

Whenever we plan our service strategy, we must remember that service strategy is a result if customer interacting with systems and procedures in the organization and with people of the organization.

When a customer comes in contact with the people of the organization, it generates a moment of truth. If the moment of truth is well managed, it generates a positive moment of truth and on the other hand if the moment of truth is not managed it generates a negative moment of truth.

Negative moment of truth creates negative word of mouth publicity which may result in a competitor acquiring our existing customers.

Poka Yoke ie mistake proofing is another tool we can use to ensure standard operating procedures are followed by people of the organization when they come in contact with the customer. Margin for error may be avoided if the standard operating procedures are in place. When we look for possible irregularities we may find

Most of the products are made in the fallacy that the customer is right handed person.

Products should be made ambidextrous so that normal customers who are ambidextrous can use it, besides that the left handed persons should be able to use it.

When information is analyzed we must look at asymmetry in information. Asymmetry helps us identify flaws in information which may arise because of behavioral flaws or because of data not being collected after verification of the source.