Mario Ruiz Jaramillo
CEO of Chocolatt. Distinguished 20-year career reflects extensive international experience and an impressive record of achievement in building corporate value. IT strategist in the enterprise application/hardware field, and entrepreneur/developer of technologies combined with the ability to skillfully manage people and organizations. Accomplished in providing quality solutions to complex business problems within scope, budget, and tight schedules; proven history of success in creating and architecting new technological solutions. Excel at communicating a vision to others, negotiate using lateral thinking, and ask hard questions and knock people out of their comfort zones; able to mobilize an organization to adapt its behaviors in order to thrive in new business environments.
Now I want to share some experience of the ERP’s systems. You are welcome to post any question over any post or any other subject matter you are concerned. Please let’s be conscious that the information in the Internet is growing very rapidly with copies of the same work. Let’s not contribute to this cause.
Patents and Special Invitations
2003. US Patent Application for Software Device.
1992. Special invitation from the Department for State of United States to lecture in US.
1992. Special Invitation to assist the process of privatization of technological companies of the Estados Unidos de México.
Degrees
2006-2007 University of Liverpool Post Graduate Diploma in Internet
1991-1992. MBA INCAE (Created by Harvard University) Costa Rica.
1987. BSc. Computer Science University of Miami (Cum Laude)
on 21 Aug 2007 at 10:51 pm # Christopher
” August 20th,
2007
7:49 pm
Hi Stephen,
As a CEO of different software companies, I have seen talented people. Althogh emosional intelligence has been out there for some years, I can assure you there is not enough attention at the universities about it.
Talented people (most times):
1. End up cutting corners
2. Finding short cuts
3. No getting well with their partners
This is a problem of education and values. Between nature of nourish, I will keep the latter.
Mario Ruiz
@ http://www.oursheet.com
— Posted by Mario Ruiz
”
Mario,
You need to stop cutting corners with your English grammar and spelling. You come off as much less intelligent that you surely are.
As for your theory of emotional intelligence, I’m not surprised that a CEO would say as much. CEOs want sheep, they don’t want competition for vision or leadership. Popular leadership theory has a hive mentality bias. The perfect worker is a drone who does a limited job very well, very often, and without making waves. Sheep follow the leader or the Border Collies, they grow their hair the same way, their needs are simply and consistent, and only the shepherd has to use his brain and have vision.
CEOs think they have great people skills and excellent vision, and they don’t share their huge bonuses with the technicians and workmen who actually produce the product.
There’s a big difference between cutting corners and working smart. Working smart leads to savings in time, effort, an materials. It also leads to innovation. You devote two numbers to “Cutting corners” and “finding shortcuts” but there isn’t really a difference. I guess cutting corners implies a pejorative activity that leads to less integrity in the product, but finding shortcuts is clearly a good thing.
Too often management simply wants subordinates to be a mindless worker or complete work in the way the manager would do it. A tool, not a human. Sadly, management doesn’t see this as being a poor team player. Replace player with worker bee, and the situation is more honest.
And about teamwork, it’s entirely over rated. A bureaucracy has never created a worthwhile product, EVER. Great minds advance societies, and they do so with the idiot collective wagging their fingers. The proverbial confederacy of dunces.
‘When a true genius appears in the world, you shall know him by this sign, that the dunces have gathered in confederacy against him.’ - Swift
Specialization and cooperation are beneficial and efficient, meaningless teamwork isn’t. Stupid managers simply lump people together without a clear focus, hierarchy, or goal thinking that there’s a benefit in numbers. But real efficiency happens when you balance servers and clients and don’t shove “teamwork” overhead on them. When you don’t create bottlenecks and needless drama and power struggles, you go somewhere.
It’s the difference between Soccer and American Football. The “teamwork” blob of soccer is boring and inefficient. The structure and coordinated specialization of Football allows for talent and genius to work with minimal inhibitions, each player knows their part and it’s easy and efficient to reorganize and put bodies where they’re needed. That’s the reason the soccer loving countries of the world are technically the least impressive.
Share the poverty, not share the wealth.
on 22 Aug 2007 at 2:10 am # mario ruiz
Dear Chris,
You are right, I am going to work on my English.
I do not understand why you take your problems on me.
I like American football too. I follow every season. Try to follow some soccer and you will understand that team work is a must, too.
Mario
on 22 Aug 2007 at 9:09 am # Sanders
Mario,
I agree with Chris. If countries that loved football simply embraced the beautiful and more organized game of American Football, they would be able to dramatically reduce the technology gap that currently exists.
What are you doing to promote American Football loving abroad?
Regards,
Sanders
ps: Actually, I laughed when I read the last paragraph. What is Chris talking about? I find his tone as a whole pejorative, but he made a few good observations.
on 22 Aug 2007 at 9:27 am # mario ruiz
Hi Sanders,
Chris is right in some points. Perhaps the main and least explained is the last one.
South American countries, which for obvious reasons I know them very well, must embrace unity. This cannot be extrapolated to technical skills, although to the development of a country that can be reflected in the educational system, indeed.
The tone is not friendly. In fact I do not Chris at all. However this is the beauty of democratization of the information.
Mario
on 22 Aug 2007 at 5:28 pm # Christopher
Sorry, I was cranky. My tone is often not friendly. Call it a side effect of the arrogance that comes from embracing the cowboy mentality of individual achievement.
And sorry about the low blow regarding your English. It’s the lowest form of criticism, especially coming from someone who has studied a few other languages and can’t form a faultless paragraph in any of them. Again, the arrogance of individual achievement.
It is a problem with visionaries and geniuses. For the level of achievement they reach on their own, the lack of teamwork and isolation often results in their achievements being poorly appreciated during their lifetimes. It’s impressive to break a barrier sooner or better, but if no one appreciates it for 50 years, you’ve thrown away a lot of advantage or at least wasted a lot of time.
As a CEO, you can probably appreciate that many skilled people don’t realize how to best exploit their talents or translate them into a product that is going to be used and adopted by the masses. And in general, the masses are less sophisticated and need to demonstrated the benefits of new things before they’ll jump in.
That’s the challenge of management. You have to be skilled enough in the underlying technology to appreciate what your troops can do, but you have to also be in touch with the consumer and be able to translate the needs of both back and forth while also being the champion and number one salesman.
I guess you can say that culture is an important element in what style of teamwork you can achieve. For instance, it’s popular now for American Managers to look at the culture of Japanese corporations. Some of the process is informative and helpful, but other elements are impossible to translate unless you can bring over the underlying culture of the workers as well.