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Wednesday, July 20, 2011

Get Comfy In Your Cube!!

If you're one of the many Americans that is stuck in a cube eight hours a day, then you already know there are certain rules to oblige by! Here's a great list:



Focus and refocus
Because of the possibility for constant interruptions, it's important to set priorities. "If you don't know your complete inventory of work and you can't instantly refocus on the next priority -- or your manager's emergency du jour -- you won't work well in a cubicle because there are too many interruptions," says Scot Herrick, founder of Cuberules.com.
Make it comfortable
Whether you want to be seated with your back to the hallway or watching those who pass by your cube, arrange your space the way you want it, Herrick suggests. Add photos or decorations to create a more personalized and comfortable environment. "You spend all this time there [so] make your space your space," he says.
 Stay off speaker phone
It's easy to simply start dialing on your desk phone and never pick up the receiver, but it's important to know that those around you don't want to hear your whole conversation. Pick up the phone or use a headset. "For some reason, it is easier to tune out a person on the phone with a one-sided conversation than hearing both sides," Herrick says.
Go elsewhere for meetings
"Don't hold a never-ending parade of meetings at your desk," Herrick says. Instead, be more considerate to those around you and find a conference room or grab a coffee for longer talks. While holding shorter conversations at your cubicle is not taboo, using your space as a boardroom can be very distracting to your neighbors.
Be careful of what you say
Even when you don't see the people around you -- all of your conversations are still being heard. Be especially careful when speaking negatively about work related matters. And avoid any foul language, says Jacqueline Peros, founder of JMP Image and Style Group.
Avoid informal gatherings
While it's okay to stop by for some quick catching up, it can be easy to get caught up on the details of a co-worker's personal dilemma, Persos says. If a conversation is lingering on for too long, suggest a time to grab lunch or coffee in the break room to catch up with your co-worker when you're away from your cubicle.
Be mindful of volume
Don't disturb others with your ringing devices. Set your desk phone to low volume and your cell phone to vibrate. If you're watching a video on your computer be sure to use headphones. With so many electronic devices it's important to keep the volume at a level that won't disturb your neighbors.
Use your indoor voice
Most cubicle dwellers have trouble keeping their voices down, especially when they talk on the phone. Staying aware of your own volume can help. "Some individuals are not aware of how loud their voice projects," Peros says. "If you think it might be too loud, ask your cube neighbors to weigh in and let you know."
Befriend your neighbors
There's no way to be completely isolated from your neighbors, so it's important that you build a comfortable communication style. "Keeping an open and honest dialogue with your cube neighbors is a great way to build a mutually collaborative and productive work environment for everyone," Peros says.
Use your manners
No matter what you do in a cubicle, your actions are always on display. Each time you come to work, make sure you're at your most professional. "Manners are extremely important when working in a cube environment because everyone is sharing a common public space," Peros says.

Tuesday, July 19, 2011

Regionals Was A Success!!

Thank you Miss Sherry for the photos....=)









Once Upon a Time...

There used to be something called a bookstore. Remember them? When people actually flipped through books instead of just pressing a really, cool, inexpensive electrical pad of sorts to read their books.
With the end of Borders pretty much here, it's amazing to see how technology has taken over such basic things such as READING a good book. Not to say that many trees will be saved in the process, however 11,000 people lost their jobs which only adds to the trouble of finding new employment in already trying times.

http://www.msnbc.msn.com/id/43797505/ns/business-consumer_news/t/final-chapter-borders-close-remaining-stores/

SVP ALLAN TAUNAN WILL BE IN SAN JOSE THIS THURSDAY 7/21!!!

HE'S BACK LADIES & GENTS!!!


Thursday, June 30, 2011

Sitting all day can kill you!!!


Sitting down, which most of us do for at least eight hours each day, might be the worst thing we do for our health all day.
We’ve been preaching the benefits of stand-up desks for a while around here — and no one needs this good news more than social media-obsessed web geeks. A recent medical journal study showed that people who sit for most of their day are 54% more likely to die of a heart attack.
And our readers are receptive to the idea, too. In fact, in a recent poll, three-fourths of you said you already used a stand-up desk or you’d like to try one.

Thursday, June 23, 2011

Lack of Skilled Workers in the U.S.???

This has a lot to do with our education system, high cost of colleges, outsourcing, etc. But, there's much to say  for those who are qualified and NEED jobs.

There’s widespread consensus that millions of jobs go unfilled in the U.S. because employers can’t find skilled workers.
But there’s less agreement on where the money will come from to train those jobless workers. Nobody, it seems, wants to pick up the tab.
Despite an unemployment rate of 9.1 percent in May, nearly three million job openings went unfilled — up from roughly 2.1 million when the recession ended in June 2009. To be sure, that's not nearly enough jobs for the roughly 15 million Americans who are out of work.
But many of those positions remain unfilled because employers can't find qualified candidates to do the work. From manufacturing to health care, employers report that they can no longer rely on hiring entry level workers and training them on the job.
“In the '60s and '70s you could go from an entry level job on the loading dock to manufacturing engineer or accountant to maybe a manager in a corner office,” said Anthony Carnevale, director of the Georgetown University Center on Education and the Workforce. “It doesn’t work that way anymore. The qualifications have gone up. The commitment between employer and employee has gone down. And (employers) don’t want to take five years to get you ready. They want you ready to start working — and learning — the day you walk in the door. “
Employers aren't stingy about adding and updating skills for existing workers. Carnevale estimates American companies spend some $130 billion on training costs.
"But they don’t want to do qualifying training," he said.
Darlene Miller, CEO of Permac Industries in South Burnsville, Minn., said the days are long gone when a new hire could learn how to operate machinery on the job. Miller said she would add another half-dozen workers to her payroll of 38 workers — if she could find people skilled at operating the high-tech equipment she recently purchased to boost productivity.
"We just can't afford to take the time and the money to hire and someone to just shadow someone else and learn hands-on," she said. "The equipment is just too high-tech to do that."
Miller is a member of President Barack Obama's Council on Jobs and Competitiveness, which recently announced a goal of turning out an additional 10,000 American engineers annually by leaning on the private sector to boost university funding, add internships and create other incentives.
"These are the jobs of the future. These are the jobs that China and India are cranking out," Obama said in a visit to a Durham, N.C., lighting factory last week. "And we’re falling behind in the very fields we know are going to be our future."
For more than 14 million job seekers, local community colleges filling some of the skills gap: over the past two years, enrollments are up 15 percent. But those roughly 1,200 schools are heavily reliant on declining state and federal funding, which have forced some schools to cut back on course offerings, according to Christopher Mullin, a policy analyst at the American Association of Community Colleges.
"State funding continues to be cut and federal funding continues to be under strain," he said.
Miller says budget pressures at community and technical colleges also have restricted investment in the latest equipment and technology needed to teach students the latest skills.
"A lot of the schools do not have the equipment that we have — they can't afford to buy it," she said. "They have the drill presses, they have the engine lathes, they have archaic 1940s equipment. So the students have no clue what the real world is really doing out there."
Community colleges and students also face a looming funding squeeze set off by negotiations over cutting the federal budget deficit. Republicans have proposed cuts in the $34 billion Pell grant program, one of the biggest sources of tuition assistance for some 9 million students, more than 80 percent of whom have incomes under $30,000.
State funding is also being cut for four-year public colleges, where the career benefits of a bachelor's degree are substantial. While the overall unemployment rate is 9.1 percent, the jobless rate for four-year college graduates is about half that level. College graduates earn an average of $1,150 a week — nearly twice as much as a worker with just a high school diploma.
But even among college grads, there is a widening gap in the wage and employment prospects for various fields of study.
"We've got too many Americans taking guaranteed loans and going to college and majoring in philosophy or sociology and graduating (with) $100,000 in debt yet with no real marketable skills," said Peter Schiff, head of Euro Pacific Capital, an investment firm.
Among the college class of 2011, engineering dominates the list of top-paid majors, according to results of a new survey conducted by the National Association of Colleges and Employers. But of 1.6 million bachelor's degrees awarded in 2009, fewer than 90,000 were in engineering.
In some fields, the skills shortage is getting worse. The aging baby boomer population is rapidly increasing demand for nurse practitioners, but the supply of skilled workers isn't keeping pace. There are currently four job openings for every qualified nurse practitioner in the U.S., according to careerbuilder.com.
In the end, someone has to pick up the cost of the skills shortage. The mismatch has forced employers like Lifespan, a chain of five Rhode Island hospitals, to come up with its own solutions. The company currently has about 450 job openings; 86 of those are hard-to-fill skilled nursing jobs, according to Brandon Melton, Lifespan's head of human resources.
"The way we fill that gap is with overtime and by paying for contract laborers, about 45 nurses that we import from other parts of the country for a few months at a time," he said.
The nursing shortage is hitting Lifespan's bottom line by more than doubling the salaries of those contract workers and adding to overtime. So the company has begun training from within, sending hundreds of its existing employees back to school and paying their tuition. The $350,000 cost of tuition reimbursements represents just a tiny fraction of the $850 million the company spends on labor costs.
"We can either continue to fill that gap at double time or we can invest in our own employees," said Melton.

10 Brands That Are Disappearing

Doesn't matter how "big" your company or brand is. Even the best ones will go out of style.



24/7 Wall St. has created a new list of brands that will disappear, which includes Sears (NASDAQ: SHLD - News), Sony Pictures (NYSE: SNE - News), American Apparel (NYSE: APP - News), Nokia (NYSE: NOK - News), Saab, A&W All-American Foods Restaurants, Soap Opera Digest, Sony Ericsson, MySpace (NYSE: NWS.A - News), and Kellogg's Corn Pops. (NYSE: K - News).
More from 24/7 Wall St.: 

• Companies That Can't Keep Your Secrets Secret 

• The States Restricting and Protecting Personal Freedom 

• Breakfast Cereals Americans No Longer Love
Each year, 24/7 Wall St. regularly compiles a list of brands that are going to disappear in the near-term. Last year's list proved to be prescient in many instances, predicting the demise of T-Mobile among others. In late May, AT&T (NYSE:T - News) and Deutche Telekom announced that AT&T would buy T-Mobile USA for $39 billion. The deal would add 34 million customers to the company and create the country's largest wireless operator.
Other 2010 nominees — including Blockbuster — bit the dust, while companies such as Dollar Thrifty are on the road to oblivion. Last September, after finally giving in to competition from Netflix and buckling under nearly $1 billion in debt, Blockbuster filed for Chapter 11 bankruptcy protection. In April of this year, Dish Network acquired the company for $320 million. Car rental chain Dollar Thrifty is still entertaining buyout offers from Avis and Hertz. On June 6, the embattled company recommended that its shareholders not accept Hertz's recent offer, valued at $2.24 billion, or $72 a share. Meanwhile, on June 13th, Avis Budget announced that "it had made progress in its discussion with the Federal Trade Commission regarding its potential acquisition" of the company. Although Dollar Thrifty can remain choosy, a sale is a matter of when, not if.
We also missed the mark on a few companies. Notably, Kia, Moody's, BP, and Zale appear to be doing better than we expected.
Brands that have stood the test of time for decades are falling by the wayside at an alarming rate. For instance, Pontiac, a major car brand since 1926, is gone, shut down by a struggling GM. Blockbuster is in the process of dismantling, after it once controlled the VHS and DVD markets. House & Garden folded after 106 years. It succumbed to the advertising downturn, a lot of competition, and the cost of paper and postage. Its demise echoed the 1972 shutdown of what is probably the most famous magazines in history — Life. That was a long time ago but serves to demonstrate that no brand is too big to fail if it is overwhelmed by competition, new inventions, costs, or poor management.
This year's list of The Ten Brands That Will Disappear takes a methodical approach in deciding which brand would walk the plank. The major criteria were as follows: (1) a rapid fall-off in sales and steep losses; (2) disclosures by the parent of the brand that it might go out of business; (3) rapidly rising costs that are extremely unlikely to be recouped through higher prices; (4) companies which are sold; (5) companies that go into bankruptcy; (6) firms that have lost the great majority of their customers; or (7) operations with rapidly withering market share. Each of the ten brands on the list suffer from one or more of these problems. Each of the ten will be gone, based on our definitions, within 18 months.
1. Sony Pictures
Sony has a studio production arm which has nothing to do with its core businesses of consumer electronics and gaming. Sony bought what was Columbia Tri-Star Picture in 1989 for $3.4 billion. This entertainment operation has done poorly recently. Sony's fiscal year ends in March, and for the period, revenue for the group dropped 15% to $7.2 billion and operating income fell by 10% to $466 million. Sony is in trouble. It lost $3.1 billion in its latest fiscal year on revenue of $86.5 billion. Sony's gaming system group is under siege by Microsoft (NASDAQ: MSFT - News) and Nintendo. Its consumer electronics group faces an overwhelming challenge from Apple. The company's future prospects have been further damaged by the Japan earthquake and the hack of its large PlayStation Network. CEO Howard Stringer is under pressure to do something to increase the value of Sony's shares. The only valuable asset with which he can easily part is Columbia which would attract interest from a number of large media operations. Sony Entertainment will disappear with the sale of its assets.
2. A&W
A&W Restaurants is owned by fast food holding company giant Yum! Brands (NYSE:YUM - News) which has had the firm for sale since January. There have been no buyers. The chain was founded in 1919. The size of the company grew rapidly, and immediately after WWII 450 franchises were opened. The firm pioneered the "drive in" fast food format. A&W began to sell canned versions of its sodas in 1971 — the part of the business that will survive as a container beverage business which is now owned by Dr. Pepper/Snapple. The A&W Restaurant business is too small to be viable now. It had 322 outlets in the U.S and 317 outside the U.S at the end of last year. All were operated by franchisees. By contrast, Yum!'s flagship KFC had 5,055 stores in the U.S. and 11,798 overseas. Two massive global fast food chains are even larger. Subway has 35,000 locations worldwide, and McDonald's has nearly as many. A&W does not have the ability to market itself against these chains and at least a dozen other fast food operators like Burger King. And, A&W does not have the size to efficiently handle food purchases, logistics, and transportation costs compared to competitors many times as large.
3. Saab
The first Saab car was launched in 1949 by Swedish industrial firm Svenska Aeroplan. The firm produced a series of sedans and coups, the flagship of which was the 900 series, released in 1978. About one million of these would eventually be sold. Saab's engineering reputation and the rise in its international sales attracted GM to buy half the company in 1989 and the balance in 2000. Saab's problem, which grew under the management of the world's No.1 automobile manufacturer, was that it was never more than a niche brand in an industry dominated by very large players such as Ford and Chevrolet. It did not build very inexpensive cars like VW did, or expensive sports cars as Porsche did. Saab's models were, in price and features, up against models from the world's largest car companies that sold hundreds of thousands of units each year. Saab also did not have a wide number of models to suit different budgets and driver tastes. GM decided to jettison the brand in late 2008, and the small company quickly became insolvent. Saab finally found a buyer in high-end car maker Spyker which took control of the company last year. Spyker quickly ran low on money because only 32,000 Saabs were sold in 2010. Spyker turned to Chinese industrial investors for money. Pang Da Automobile agreed to take an equity stake in the company. But, the agreement is not binding, and with a potential of global sales which are still below 50,000 a year based on manufacturing and marketing operations, and demand, Saab is no longer a financially viable brand.

4. American Apparel
The once-hip retailer reached the brink of bankruptcy earlier this year, and there is no indication that it has gained anything more than a little time with its latest financing. It currently trades as a penny stock. The company had three stores and $82 million in revenue in 2003. Those numbers reached 260 stores and $545 million in 2008. For the first quarter of this year, the retailer had net sales for the quarter of $116.1 million, a 4.7% decline over sales of $121.8 million in the same period a year ago. Comparable store sales declined 8% on a constant currency basis. American Apparel posted a net loss for the period of $21 million. Comparable store sales have flattened, which means the firm likely will continue to post losses. American Apparel is also almost certainly under gross margin pressure because of the rise in cotton prices. The retailer raised $14.9 million in April by selling shares at a discount of 43% to a group of private investors led by Canadian financier Michael Serruya and Delavaco Capital. According to Reuters, the 15.8 million shares sold represented 20.3 percent of the company's outstanding stock on March 31. That sum is not nearly enough to keep American Apparel from going the way of Borders. It is a small, under-funded player in a market with very large competitors with healthy balance sheets. It does not help matters that the company's founder and CEO, Dov Charney, has been a defendant in several lawsuits filed by former employees alleging sexual harassment.
5. Sears
The parent of Sears and Kmart — Sears Holdings — is in a lot of trouble. Total revenue dropped $341 million to $9.7 billion for the quarter which closed April 30, 2011. The company had a net loss of $170 million. Sears Holdings was created by a merger of the parents of the two chains on March 24, 2005. The operation has been a disaster ever since. The company has tried to run 4,000 stores which operate across the US and Canada. Neither Sears nor Kmart have done well recently, but Sears' domestic locations same store numbers were off 5.2% in the first quarter and Kmart's were down 1.6%. Last year domestic comparable store sales declined 1.6% in the total, with an increase at Kmart of .7% and a decline at Sears Domestic of 3.6%. New CEO Lou D'Ambrosio recently said of the last quarter that, "we also fell short on executing with excellence. We cannot control the weather or economy or government spending. But we can control how we execute and leverage the potent set of assets we have." D'Ambrosio needs to pull a rabbit out of his hat soon. Sharex are down 55% during the last five years. D'Ambrosio's only reasonable solution to the firm's financial problems is to stop supporting two brands which compete with one another and larger rivals such as Walmart (NYSE: WMT - News) and Target (NYSE: TGT - News). The cost to market two brands and maintain stores which overlap one another geographically must be in the hundreds of millions of dollars each year. Employee and supply chain costs are also gigantic. The path D'Ambrosio is likely to take is to consolidate two brand into one — keeping the better performing Kmart and shuttering Sears.
6. Sony Ericsson
Sony Ericsson was formed by the two large consumer electronics companies to market the handset offerings each had handled separately. The venture started in 2001, before the rise of the smartphone. Early in its history, it was one of the biggest handset manufacturers along with Nokia (NYSE: NOK - News), Samsung, LG, and Motorola. Sales of Sony Ericsson phones were originally helped by the popularity of other Sony portable devices like the Walkman. Sony Ericsson's product development lagged behind those of companies like Apple (NYSE: AAPL - News) and Research In Motion (NASDAQ: RIMM - News) which dominated the high end smartphone industry early. Sony Ericsson also relied on the Symbian operating system which was championed by market leader Nokia, but which it has abandoned in favor of Microsoft's Windows mobile operating system because of license costs and difficulty with programmers. In a period when smartphone sales worldwide are rising in the double digits and sales of the iPhone double year over year, Sony Ericsson's unit sales dropped from 97 million in 2008 to 43 million last year. New competitors like HTC now outsell Sony Ericsson by widening numbers. Sony Ericsson management expects several more quarters of falling sales and the company has laid off thousands of people. There have been rumors, backed by logic, that Sony will take over the operation, rebrand the handsets with its name, and market them in tandem with its PS3 consoles and VAIO PCs.
7. Kellogg's Corn Pops
The cereal business is not what is used to be, at least for products that are not considered "healthy." Among those is Kellogg's Corn Pops ready-to-eat cereal. Sales of the brand dropped 18% over the year that ended in April, down to $74 million. That puts it well behind brands like Cheerios and Frosted Flakes, each which have sales of over $200 million a year. Private label sales have also hurt sales of branded cereals. Revenues in this category were $637 million over the same April-end period. There is also profit margin pressure on Corn Pops because of the sharp increase in corn prices. Kellogg's describes the product as being "crispy, glazed, crunchy, sweet." Corn Pops also contain mono- and diglycerides, used to bind saturated fat, and BHT for freshness, which is also used in embalming fluid. None of these are likely to be what mothers want to serve their children in an age in which a healthy breakfast is more likely to be egg whites and a bowl of fresh fruit.
8. MySpace
MySpace, once the world's largest social network, died a long time ago. It will get buried soon. News Corp (NYSE: NWS - News) bought MySpace and its parent in 2005 for $580 million, which was considered inexpensive at the time based on the web property's size. MySpace held the top spot among social networks based on visitors from mid-2006 until mid-2008, according to several online research services. It was overtaken by Facebook at that point. Facebook has 700 million members worldwide now and recently passed Yahoo! (NYSE: YHOO - News) as the largest website for display advertising based on revenue. News Corp was able to get an exclusive advertising deal worth $900 million shortly after it bought the property, but that was its sales high-water mark. Its audience is currently estimated to be less that 20 million visitors in the US. Why did MySpace fall so far behind Facebook? No one knows for certain. It may be that Facebook had more attractive features for people who wanted to share their identities online. It may have been that it appealed to a younger audience which tends to spend more time online. News Corp announced in February that it would sell MySpace. There were no serious bids. Rumors surfaced recently that a buyer may take the website for $100 million. The brand is worth little if anything. A buyer is likely to kill the name and fold the subscriber base into another brand. News Corp has hinted it will close MySpace if it does not find a buyer.
9. Soap Opera Digest
The magazine's future has been ruined by two trends. The first is the number of cancellations of soap operas. Long-lived shows which include "All My Children" and "One Life to Live" have been canceled and replaced by talk shows, which are less expensive to air. The other insurmountable challenge is the wide availability of details on soap operas online. Some of the shows even have their own fan sites. News about the industry, in other words, is now distributed and no longer in one place. Soap Opera Digest's first quarter advertising pages fell 21% in the first quarter and revenue was down 18% to $4 million. In 2000, the magazine's circulation was in excess of 1.1 million readers. By 2005 it fell below 500,000 where it has remained for the last 5 years. Source Interlink Media, the magazine's parent, which also owns automotive, truck, and motorcycle publications, has little reason to support a product based on a dying industry.
10. Nokia
Nokia is dead. Shareholders are just waiting for an undertaker. The world's largest handset company has one asset. Nokia sold 25% of the global total of 428 million units sold in the first quarter. Its problem is that in the industry the company is viewed as a falling knife. Its market share in the same quarter of 2010 was nearly 31%. The arguments that Nokia will not stay independent are numerous. It has a very modest presence in the rapidly growing smartphone industry which is dominated by Apple, Research In Motion's Blackberry, HTC, and Samsung. Nokia runs the outdated Symbian operating system and is in the process of changing to Microsoft's Windows mobile OS, which has a tiny share of the market.
Nokia would be an attractive takeover target to a large extent because the cost to "buy" 25% of the global handset market would only be $22 billion based on Nokia's current market cap. Obviously, a buyer would need to pay a premium, but even $30 billion is within reach of several companies. Potential buyers would start with HTC, the fourth largest smartphone maker in the world. Its sales have doubled in both the last quarter and the last year. HTC will sell as many as 80 million handsets in 2011. The Taiwan-based company's challenge would be whether it could finance such a large deal. The other three likely bidders do not have that problem. Microsoft, which is Nokia's primary software partner, could easily buy the company and is often mentioned as a suitor. The world's largest software company recently moved further into the telecom industry though its purchase of VoIP giant Skype, which has 170 million active customers. Two other large firms have many reasons to buy Nokia. Samsung, part of one of the largest conglomerates in Korea, has publicly set a goal to be the No.1 handset company in the world by 2014. The parent company is the largest in South Korea with revenue in 2010 of $134 billion. A buyout of Nokia would launch Samsung into the position as the world's handset leader. LG Electronics, the 7th largest company in South Korea, with sales of $48 billion, is by most measures the third largest smartphone company. It has the scale and balance sheet to takeover Nokia. The only question about the Finland-based company is whether a buyer would maintain the Microsoft relationship or change to the popular Android OS to power Nokia phones.

Monday, June 20, 2011

40 Percent of Fortune 500 Companies Founded by Immigrants or Their Children

We know about immigrant founders at large technology companies, such as Intel, Google and eBay. Less well known is how many immigrants and children of immigrants have founded other successful American companies.
A new report from the Partnership for a New American Economy found more than 40 percent of Fortune 500 companies were founded by immigrants or their children. Eighteen percent (or 90) of the 500 companies had immigrant founders. The children of immigrants started another 114 companies. (A copy of the report can be found here.)
One reason these figures are remarkable is that, according to the report, the foreign-born population of the United States has averaged 10.5 percent since 1850. That means immigrant entrepreneurs are overrepresented on the list of founders of Fortune 500 companies. As the report notes, “The revenue generated by Fortune 500 companies founded by immigrants of children of immigrants is greater than the GDP (gross domestic product) of every country in the world outside the U.S., except China and Japan.” These Fortune 500 companies had combined revenues of $4.2 trillion in 2010, $1.7 trillion which from immigrant-founded companies.
The report also notes,” Many of America’s greatest brands – Apple, Google, AT&T Budweiser, Colgate, eBay, General Electric, IBM, and McDonalds to name just a few – owe their origin to a founder who was an immigrant or the child of an immigrant.”
The list accompanying the research carries some surprising information, Steve Jobs, the famous co-founder of Apple, is a child of an immigrant parent from Syria. Walt Disney also was the child of an immigrant (from Canada), as well as the founders of Oracle (Russia and Iran). IBM (Germany), Clorox (Ireland), Boeing (Germany) 3M (Canada) and Home Depot (Russia).
The research shows the attribute of risk-taking that results in immigrants taking a chance on a new land in many cases can be passed along to their children. Another argument for maintaining a legal immigration open to ambitious immigrants and their families.