> > *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. > > That's actually well said and perceived. For those who > are given to the formulaic approach to self discovery, > there is formula, and the belief that the mystery of > life yields to formula. For the mystic, the mystery > rules. You try your best to surf it and stay on the > board, not to understand it. *
So, the thing is, how do you integrate these two opposite values. The corporate mind and attitude, is pretty rational and focused on 'That which can be structured' How do you sturcture a mystical approach in an enviornment, that is opposed general to this vibration; Which is why people like Maharishi, needed to retreat to Uttar Kashi, in the Himalayas... So, how do you structure that kind of purity in the midst of impurity? > > > ----- Original Message ----- > > From: akasha_108 > > To: [email protected] > > 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 > > > > a.. Visit your group "FairfieldLife" on the web. > > > > b.. To unsubscribe from this group, send an email to: > > [EMAIL PROTECTED] > > > > c.. Your use of Yahoo! Groups is subject to the Yahoo! Terms of > Service. > > > > > > ----------------------------------------------------------------- --- > ------------ ------------------------ Yahoo! Groups Sponsor --------------------~--> Get fast access to your favorite Yahoo! Groups. 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