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We strive hard to meet your expectation and we recruit you as either temporary or permanent staffs. Many professionals have been benefited through our company and we have helped their careers to bright shine. We are your HR vendor and meet your needs and provide professional services and HR solutions in a dedicated way.

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HeadERP  provides Outsourcing to various companies and also allows companies to focus on other business issues while having the details taken care of our experts. Outsourcing work is often streamlined and it needs world class capabilities and access to new technology and outsourcing is a cost-effective way to start building foundations in other countries. We are one of the leading outsourcing companies and provide implementation and customization services for leading ERP application like SAP, Oracle Application, BaaN and PeopleSoft. HeadERP has talented and dedicated professionals who can implement the client’s software assignment in an effective way.

Many companies have highly benefited with us by our outsourcing work. We accurately assess their needs and we are the concern specialized in services like offshore software development, IT enabled services, Business process and embedded technologies. “Teamwork is the ability to work together toward a common vision and it this is what we do in our organization. We work as a team and achieve the objectives of your goal in a easy way, but with quality in work.

A good brand is a living brand

I have often thought that Rachel Whiteread's 'ghost' sculpture - showing the innards of a Victorian terraced house frozen in concrete - is potentially a really helpful (albeit self-consciously poetic) analogy for modern brands.

Her sculpture petrified the atmospheric context for the humanity and history which had existed there - the very air which had played host to the generations of conversations and confrontations. It stalled that context in time.

It forcibly connected that history together, but in a very assertive bludgeoning, uninformative way. It was evocative of those conversations, but also inaccessible, disturbingly inert and hence so very poignant.

Its very fixedness counterpoints the blood and guts of the real lives that took place there, and also counterpoints the chipboard, chintz and china that constituted the fabric of the building.

You get the rather fuzzy point. If we see the ever-changing fabric of the building as 'marketing' Whiteread stripped it away in search of some inner humanity, but instead (albeit consciously in her case) merely created a brand.

Like her concrete, many brands strive to encapsulate reality at a given moment, but in so doing they inevitably dehumanise that reality it in the process. What they capture is emptiness. Something is lost, and that something is humanity.

Brands try to keep things fixed. To concretise experience in a shade of institutional grey. And they fail, because the human beings and conversations and struggles will not be fixed.

So brands exist as an echo of reality. In a very real way, brands are history. They are ghosts. Memories of past experience. Permanently outdated until resuscitated as a piece of permanently inadequate context for new relationship encounters.

So what is to be done?

Well, to continue the metaphor, instead of filling your home with concrete, have a party.

Open the windows and doors, by all means change the curtains to create a more inviting atmosphere, leave cans of spraypaint lying around. Encourage graffiti outside. Knock down your fence.

But inside, let your manners and expectations shine. Invite people in and be an attentive host. Facilitate connections and conversations which bring people new insights and new forms of value...Let the brand flow. And keep learning.

If you have a small kitchen, knock it through into the lounge...the dining room...hallway...

The Tree and the Candle

Here's a poetic interlude on mutualism from 'Mutual Causality in Buddhism and General Systems Theory' from Joanna Macy. The passage is the last in the book, and builds on the centrality of both trees and flames in global religion as expressions of interdependence, connectedness - which symbolise the social self and the indivisibility and mind and matter.

"As ephemeral as flame, we are inter-related as parts of a tree, part of a single, open system, out of whose interweaving relationships we cannot fall, for we are they. By virtue of our very transcendance, we can sense our interconnections and let the knowing and the caring they permit take root and branch through us.

As the Buddha's teachings attest, the realization of both transiency and relationship breaks down the walls of ego; freeing us from that anxious cell, it releases the heart to loving kindness, the will to self-restraint and sharing.

And the mind, that conditioned and co-arising flame, seeks then not to flee its interdependence with all phenomena, but rather opens in awareness and joy to that of which it is indissoluably a part.

Brand Social Responsibility - BSR

Talking to my good friend Tim Wilson last night about product tracebility and the fiasco of current labelling practice, he made the very valid point that Corporate Social Responsibility if largely an irrelevance for stakeholders.

His point is simple. Corporate action is too fuzzy and too mired in regulation to be truly accountable, auditable. Attempts by human beings to drive a CSR response from corporations can only ever be weakly effective.

Product Social Responsibility (PSR) on the other hand, is actionable for both sides and offers a clear source of differentiation for companies which can embed ethical value into their product. Witness organics, fair trade etc.

I only add to his insight to say that BSR, or brand social responsibility is the real opportunity. Organisations have legal duties. It is brands, whether product or corporate which carry ethical promises and implications and thereby acquire responsibility.

The 21st century challenge is not merely for Coca Cola Company to address its CSR duties, which are ultimately compliance and reporting-driven but for 'Coke' to shape its emotional and ethical context and cultivate value exchanges which are consistent with its sphere and scope of influence...to adress it's Corporate Marketing to all its brand customers - each and every stakeholder.

A New Wind

'Song of a man who has come through'

"Not I, not I, but the wind that blows through me!
A fine wind is blowing the new direction of Time.
If I only let it bear me, carry me, if only it carry me!
If only I am sensitive, subtle, oh, delicate, a winged gift!
If only, most lovely of all, I yield myself and am borrowed
By the fine, fine wind that takes its course through the chaos of the world
Like a fine, an exquisite chisel, a wedge-shaped blade inserted;
If only I am keen and hard like the sheer tip of a wedge
Driven by invisible blow,
The rock will split, and we shall come to wonder, we shall find the Hesperides"

DH Lawrence on mutualism - or something similar.

From 'beyond branding'

Copied across from the Beyond Branding site where we're promoting our humanitarian book, a gratuitous rant in the name of humanity...

I have ranted on the fragility of human connection elsewhere of course, but I can't resist another nag at the superficiality and human emptiness of branding...

If organisations are to try and fulfil our manifest desire for human authenticity, they will need to focus on at least one of the following:

1. A Human Offer: think Alcoholics Anonymous or Samaritans, or South-West airlines in the US. Brands that are focused here promise a human experience at the heart of the brand. Not something anthropomorphic. Not a metaphor. Not a bloody ad campaign like kit-kat!

Love is indeed the killer app', but this is not about being a prostitutional 'lustmark' in Saatchi CEO Kevin Roberts Lovemark™ terms. This is real people delivering real personal value to other people.

The trouble with embarking upon true intimacy is that emotional connection is very, very difficult to mass produce.

For every person for whom the brand works, there will be dozens for whom it doesn't. You can only 'love' a limited number of people, because love demands attention, and action and reciprocation. Brands which aspire to make human connections face a constant challenge not to let process and a misguided desire for consistency get in the way of selective human connections of genuine quality.

2. A Human or Humane Implication: think Innocent drinks, or Pret a Manger in the UK . This is where the the bulk of advertising fakery is presently focused. Brands that work well here tell a clear and compelling story about their (purported) heritage, or imply an engaging and inspiring vision of the people behind the brand.

Personality-led brands like Ted Baker or Paul Smith or Versace address this need. Very often these are Zeitgeist brands, emerging through a powerful human insight at one point in time. However a human implication is only sustainable if it's true! Often these brands fail to survive, because they confuse the pizazz offering with the underlying human need.

Will Innocent or Pret still be here in 20 years? The jury is out. I hope they're banking the cash right now.

3. A Human relationship Intention: think personal services, like TenUK or private school brands like Eton, or business schools like Harvard, or community brands like the Labour party in the UK, or monastic or religious orders.

Brands that live here began, way back when, with a ground-breaking relationship model, often offering simplicity, affection, communitarianism or humour as a core value. They intend to build a sustained and responsive human relationship over time.

They are challenged by a need for continual innovation in response to shifting needs. Exceptional service is only exceptional once and the attitudes and honesty which are demanded of relationship brands are under constant and justified scrutiny. These are low-tolerance and perversely individualistic brands.

4. A Humane brand Motivation: think Body Shop or Ben & Jerry's, or Patagonia.

Brands that grow up here bring with a clear and humane point of view. They wear their values on their sleeve and stand by the consequences, even if it means less profit. (And yes. Sometimes, despite all the sustainability rhetoric, having a conscience does mean making less money for shareholders, certainly over a short timeframe.)

Delivering here is toughest of all; it demands authenticity of treatment of of all stakeholders. The trouble with passion is - it's difficult to sustain. Humane motivation is difficult to discover, almost impossible to communicate, virtually unprovable and liable to lead to constant argument.

Brands that wish to live here need complete openness; total honesty and a heavy dose of humility. Their CRM strategies must be 'for better for worse', and are probably only sustainable for businesses like the Co-operative bank...whose stakeholders are sufficicently 'attuned' (not aligned - heaven forfend) to mandate ethical action.

Whichever of these human axes an organisation intends to focus on, it must be credible on other dimensions too. Hyper-sensitive stakeholders, with different, ableit momentary demands are willing to dismiss them at any point. It can expect to be exposed and attacked on all dimensions. Most importantly, it must deliver on its specific human promises and on the expectations that accompany those promises. Only by matching needs and constantly delivering on those needs; by learning and being seen to learn, can an organisation build respectful relationships.

This learning process creates the fifth brand requirement in the relationship age:

5. A human Interaction: Think here of brands like e-Bay or Epinions or Zagats guides or Moveable Type, the blogging engine, where the product is actually created by the interactions of the community. To a greater of lesser degree, for these businesses, the process IS the product.

The means by which these 'mutualist' brands engage must be free of fakery and exploitation. Ideally, they will simply facilitate latent desire for dialogue and liberate word of mouth enthusiasm.

So this Humanisation stuff is really, really hard...

For all organisations, even those that feel they are functional or values-free - (and by implication that their stakeholders are also values free!), the pressure to 'fess up on all these dimensions is significant.

As deferential trust inevitably and thankfully erodes, it must be replaced by respect. Both self-respect, and respect for others.

Forget content; focus on connection. Forget knowledge; focus on learning.

Rant over. I feel so much better now.