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The clear leaders of Group B are Argentina, twice winners of the World Cup in 1978 and 1986. The best challenge could come from Nigeria. Greece have become lacklustre since their shock Euro 2004 win; they are, in fact, lucky to have qualified for this World Cup, given their struggle in the qualifiers.

S.Korea, arguably the best among the three Asian teams at FIFA 2010, complete the group. Argentina have met and beaten all the other three at previous World Cups, the Koreans in 1986, the Greeks in 1994, and the Nigerians in 1994 and 2002.

The fact that they have been to a semi-final in 2002 gives South Korea a psychological edge over Nigeria and Greece, for what it’s worth. We can expect some fleet footed counter attacks from the Koreans. They are fast, if nothing else.

Nigeria, however, have had some fighting encounters with the South American giants, in the past. Confederation Cup 1995 saw a goalless draw; Olympics 1996 and 2008, Argentina barely scraped past the African team, 3-2 and 1-0.

Two draws between Nigeria and S.Korea in 2006-2007 friendlies leaves unanswered the question as to who are the better outfit, of the two.

Nigeria could see some support from the crowds as a kind of African solidarity.

Nigeria have met Greece twice, winning by an identical 2-0 margin on both occasions, the first at the 1994 World Cup, the next in a friendly, in 1999. Greece have disappointed as a team after they won Euro 2004.

Contrastingly, the Koreans have had a better showing against the Africans, winning 2 of the 3 friendlies the teams played between 1983 and 2001.

This is an interesting group, as it is hard to predict the second team, apart from Argentina, that’s likely to go through to the round of 16. On paper, at least, Nigeria look the likeliest, with the remote possibility of an improved showing by Greece.

The Argentina matches are likely to attract crowds who’ll throng to see their goal-happy forward line led by Messi. The group is likely to provide Argentina a great opportunity to showboat their attacking skills. Maradona has decided on an all-out attack strategy, with no Plan B to fall back on.

So if nothing else, expect lots of goals and some dazzling football from the Argentine forward line against defences that are not quite top-notch enough to keep them in check.

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A virtual tour is a complete 360-degree view of a space. The user can feel as if they’re standing within a space, and then can control their movement within the area. They can look up above them, at the floor below them, and all around. Users are also able to zoom in and out, giving them the ability to focus in on areas of interest. Each virtual tour is usually made up from a number of photographs which are ‘stitched’ together

Where are they used?

One of the most familiar applications of virtual tours is by estate agents. These virtual tours tend to be small scale, and low-quality, as price is the biggest issue.

High-resolution virtual tours that can be viewed at full screen are the best option for any organisation for whom quality is important. A hotel group will use virtual tours to show the potential clients the quality of the rooms. Other examples of potential virtual tour customers include conference centres, museums, hospitals, car manufacturers, football clubs, universities, architects and property developers – all of whom benefit by showing off their space to its best advantage.

What extra features can a virtual tour have?

You can use the virtual tours in many different ways on your site, depending on how you’d like to display them. Virtual tours can be linked to a floorplan, so that users can feel orientated and choose how and where to move within a space. This is particularly useful for architects or property developers. Eye Revolution have created an example of this type for The Edison bar and lounge.

A Google Maps interface enables users to see virtual tours that are geographically removed from each other – a large number of virtual tours can all be linked via a map. Britannia Vista offers an excellent example of this type of implementation.

Many virtual tour providers will also be able to integrate hotspots – special links within a virtual tour. You may even want to include an audio script, a soundtrack or even some video in your virtual tours.

Talk to the virtual tour companies about the project, and they will be able to suggest interfaces that may be appropriate for you.

What’s the advantage of a virtual tour on your website?

A virtual tour which is relevant to the viewer can help both build a brand and sell a product. So in the case of an architect’s website, where part of their portfolio is available to be toured, the viewer is able to see the quality of the architect’s work, choose where they’d like to focus on (rather than being dependent on the ‘right’ stills being provided) and then zoom in and see the small details. This gives the company a big advantage over their competitors as potential clients get a better insight into the product on offer.

How should I choose a virtual tour provider?

The good news is that there’s a lot of choice out there. The bad news is that there are some very poor providers too. The best bet is to make a shortlist of virtual tour providers and then have a very thorough look through their portfolios. Look for ‘stitching errors’ – places where the photographs that make up the tour don’t line up properly. Look for clarity – are the lines clear and sharp, or fuzzy, pixellated or indistinct? Can you see odd colours which don’t look ‘right’, particularly on edges of objects in the tours. Check for over-exposure – so can you see through windows, or are they all white and hazy? Can you look around a full 360-degrees, or are the ceilings and floors blocked off?

If you’re looking for a high quality virtual tour, it’s vital that your providers are good photographers. If they’re poor photographers, nothing will make your virtual tour look as good as it should.

So, going through their portfolio to make sure that you’re happy with the quality of their virtual tour work and that they’ve got a good range of clients and experience is vital to the success of your virtual tour project.

Is it expensive?

This depends on the type of project that you’re commissioning. Talk to the providers you’ve shortlisted, describe your project in as much detail as possible and ask them to quote. A ‘menu’ of prices (where you can see the cost per virtual tour, rather than the total cost for 10 virtual tours) is often useful, as it enables you to compare like with like.

The important thing to note is that the old adage still applies – if you pay peanuts, you get monkeys! Good virtual tour providers will be investing in new equipment, training and software on an ongoing basis. They will also be expert in retouching, and can use their skills to ensure your tours look as good as they can. This investment means that you get the best possible end result, and as you’re going to live with it on your website – possibly for a number of years – you want to make sure that the virtual tours are perfect. If you’re being offered a deal that seems to good to be true, again, look back carefully at the portfolio and assess the quality again.

How do I get it on my website?

Your virtual tour provider will provide you with files which can be uploaded to your site, or they can be hosted on your virtual tour provider’s server. They will be able to liaise with your web designer to ensure the smooth delivery and upload of the virtual tours.

There are several plugins through which people can view virtual tours (for example, Flash, QuickTime, Java, Shockwave and OpenGL). Flash’s high penetration (97% in developed markets) tends to make it the main choice, however, providers will be able to discuss the best options with you.

So finally…

Good virtual tours that stand the test of time and enhance your site visitors’ experience will be likely to increase sales, will encourage people to return, and may over time increase the traffic to your website.

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Quick by a show of hands how many of you ever heard of Dick Leftridge before today? I have to confess I too never heard of Mr. Leftridge until recently, when I was contacted by his son Jack Richard Leftridge Jr. The younger namesake is on a quest to have his father’s name and accomplishments remembered and properly acknowledged in the history books. The timing of this movement could not have come at a better time in lieu of the highly anticipated release of the Disney movie «The Express» due to open in theaters. The Express is based on the life of the late Syracuse great Ernie Davis who was the first African-American football player to win the Heisman (1961).

Like Mr. Davis all accounts point to the fact that Dick Leftridge was a pioneer in his own right, according to my research and a synopsis received from his son, Dick Leftridge was the first African-American to receive a football scholarship to play for a major college in the south, after he signed with West Virginia University in 1962, which at the time played in the Southern conference, below the Mason Dixon line. The recruitment and signing of Dick Leftridge accompanied by the subsequent signing of another black player Roger Alford represented a shift in the culture at the university. According to Richard Leftridge Jr., WVU was not his father’s first choice despite being a hometown product (Hinton, WV), he wanted to attend Ohio State to play for the legendary Woody Hayes; however the elder Leftridge bowed to the pressure he received from boosters to local politicians all of whom wanted him to stay home and play at WVU. According to the document even the local chapter of the NAACP encouraged Leftridge to attend the local university and be the one who broke the color barrier at WVU. Dick Leftridge played for WVU from 1963-1965 during that time he put up some impressive stats he was the leading ground gainer and scorer each of his three years at WVU, in 1965 he was named Amateur Athlete of the year by the West Virginia Sports writer Association. Dick Leftridge was the first African-American to play for the south team in the North-South Shrine game in 1965, he was also the first African-American named to the University of Pittsburgh All-Opponent team, and Dick Leftridge was also the first African-American voted to the second teams all south conference.

A few of you older Pittsburgh Steelers fans may remember Dick Leftridge as the team’s first round pick in 1966 he was chosen third overall that year, he was also a fourth round selection of the AFL’s Miami Dolphins that same year. Unfortunately Dick Leftridge only played one unspectacular season for the Steelers and many fans and media personnel labeled him a bust. This is where the story gets interesting; there are varied accounts as to why an athlete with so much promise lasted only one season in the NFL? Depending on whose version you believe some say Dick Leftridge, simply didn’t have the desire and discipline to make it, there are stories that say he simply «ate» his way out of the league by putting on too much weight to be effective as an elite running back, according to one article on Mr. Leftridge written in the Hinton Daily News (7/19/66), the Steelers had a weight clause put in his contract, the fine print read that every pound over 230 he brought to camp would carry a $50 fine, however in an interview with a reporter of the Charleston Daily News (9/26/85) Mr.Leftridge gave a different account of the events, he is quoted as saying the «Steelers put in the papers that I weighed 300 pounds when I reported. Everybody believed that and they still do. I admit I was lazy sometimes, but I wasn’t fat. I weighed 242 pounds when I reported; Hell all I know is how to play football. That’s all I’ve ever done. I was just a poor boy from Hinton (WV). How could people think I’d throw away a chance to make a million dollars? I’d never turn my back on that».

Controversy seemed to follow Leftridge from WVU through his short pro career he was dismissed from school in the middle of the semester of his senior year a few days after he played his last collegiate game and his eligibility was done, in 1976 he would return to school to complete his degree. The younger Leftridge is also quick to point out that his dad was no saint; he wrestled with his own demons once his football career finally ended. He shared details of his father’s checkered past this included time spent in Detroit working in the automotive industry, and making questionable decisions to get involved in the drug game as a dealer both in Detroit and upon his return to his hometown, as a result of being on the wrong side of the law, Mr. Leftridge was sentenced to a five year stint in federal prison (1987). According to his son while the elder Leftridge sat in prison there were a number of alleged verbal, mental and physical harassment of the family on the streets and places of employment.

He also shared stories of his frustration in getting his dad’s story told and published. «I’ve contacted a lot of people, especially the African-American celebrities I see and hear in the media and received little to no interest, I’m not sure if the story is too controversial or what? He’s also faced an uphill battle in getting WVU to properly acknowledge his father’s achievements and historic significance for the Mountaineers. According to Richard JR. the school didn’t really acknowledge his accomplishments until his death and even then the school just published a short blurb, to this day he still has not been inducted into their Hall of Fame. Now the critics will argue that being inducted should not be based on race as a criteria for selection, and you should be judged strictly on athletic achievements , on the flip side supporters can point out his stats and some of his awards (mentioned earlier) and in this case his being the first African-American player at WVU, during a time of tumultuous unrest (Civil Rights Era) in this country’s history, should be taken into consideration alongside his on field performance, he was and still is the schools highest ever NFL draft pick. Does Dick Leftridge deserve to be inducted in the WVU Hall of fame? I’ll let you decide. In my humble opinion I think the story of Dick Leftridge is one of intrigue, mystique and historical importance and one that needs further exploration, if any of you would like to assist the younger Leftridge on his journey to promote his dads story (he can be reached at jrljr63@yahoo.com), he would be very gracious, he is not seeking fame and fortune from this story, just a chance to share the legacy of a forgotten Pioneer.

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If you examine all the companies who have successfully implemented any initiative of any kind into an organisation you discover one simple truth; they all have a common understanding and commitment to the initiative which has been chosen at the very top of the organisation. Think of Jack Welsh at GE or Bill Smith at Motorola, they and their board agreed that they would use Six Sigma as their improvement initiative and everyone agreed; the rest is history.

This is why you always hear the phrase ‘Top Down commitment is essential for successful deployment’. The problem is that you don’t always have all your managers with common understanding and therefore commitment to an initiative. Top managers also constantly change their ideas and launch a new initiative which gives the organisation all kinds of problems.

The fact is that most senior managers don’t understand the methodology they have selected to implement, don’t understand their own business and its culture and certainly don’t understand the work required to make it a success. They then get frustrated as they don’t get the results they expect, so they pick another idea and run with that. The result is that when we go into organisations to help them you hear things like – we tried that before and it didn’t work; don’t mention xxx around hear as it was a disaster; we are different, that kind of thing never works for us.

Why do senior managers not understand the initiatives they are trying to implement?

When we start to spend time with an organisation which is looking to change, they ask us what we can do to solve their problems. They want a quick fix and rapid changes to the organisation as they are in trouble, which is why they have asked us to come and see them in the first place. As a result they don’t have in their view point the time to spend understanding where they are, then working out how to turn things around and lastly understanding themselves how to change things.

If you ask a senior manager what they do with their time you get some interesting answers. Ask them to split their time in the last few weeks as an average into the following categories:

o Strategy, Leadership and Motivation for the workforce

o Tactical day to day chasing of orders, checking things have been done and answering issues

o Financial elements of the business

The answer is normally staggering. Most senior managers spend 80% of there time doing tactical day to day issues and virtually no time doing strategy and motivation. Guess what successful senior managers spend more time on strategy and motivation than anything else. This explains why when we say lets get the senior managers together even for 1 day so few can make the time to start to understand what Lean Six Sigma is and how to deploy it. How then do you think that they can get enough of an understanding to motivate and drive the methodology through the organisation? The answer is they can’t?

Toyota took 30 – 40 years to change the culture of their organisation with Ohno and Sengo providing the thoughts and drive for lean to be implemented. It took GE and Motorola decades to implement Six Sigma fully into their organisations. Yet today’s senior managers expect instant results. I think a good analogy would be football teams in the UK who switch and change managers looking for instant success where as successful team – Manchester United and Arsenal have giving there managers time to get it right.

To ensure success, it is vital that the senior management team take some time to understand the following essential elements of any Lean Six Sigma deployment.

o What is Lean Six Sigma

o How can Lean Six Sigma help your business

o How to deploy a successful program

o How to structure your organisation to ensure success

o What is the role of Lean Six Sigma Champion and sponsor

o How to select projects

o How to support and motivate your people

If a top team can spend the time understanding and planning the above then they can start to implement Lean Six Sigma and there might be success.

o It means that when they stand up to talk about the subject they know what it is about enabling them to talk with credibility.

o They understand how much time each Green or Black Belt needs in order to be successful and can be given the right kind of support.

o When they run gate reviews they ask the right questions and ask for the right behaviours from Green and Black Belts. Meaning a greater chance of projects being a success.

o They know how to structure the organisation and to choose the right people and projects.

o They know how to link the strategy of the company to the Lean Six Sigma deployment.

How to obtain top management buy in?

If you are in the situation where you know that Lean Six Sigma is the best thing for your organisation and you need to convince your management, you must consider a few things to convince them. You must also have the skills to influence people throughout the organisation that Lean Six Sigma is the best thing for the benefit of the organisation. Influencing skills are being recognised as essential in business if you wish to be successful.

The items below will help you influence and convince senior managers.

Show benefits

If you can demonstrate how the approach will help the organisation and the kind of benefits you can obtain, then you will catch the attention of your Senior Managers. To do this, Deployment Champions run a few improvement projects under no name in particular. They can then calculate the benefits using the finance community to validate them. Some benchmarking can also be done, showing what has been achieved in other similar organisations. Lastly you can highlight where your current problems are and then explain how Lean Six Sigma will help to address these issues.

Explain the concept and how to ensure success

If you understand the concepts, then you have the knowledge to explain how Lean Six Sigma can benefit a company and how to set up for success. If you don’t, then you could ask an expert to come and talk to your Senior Management group. 100% Effective Training have enjoyed the challenge of talking to management groups in many different industries and answering the questions of the Senior Management group.

Understand where it can help

Identifying where to run your projects is vital in any deployment and even more so in the early stages. You must pick projects which are not so easy that any attention would have solved them, or projects which are so big it would be like solving world hunger. If you pick a meaningful project which brings great results both monitory and other wise then you can usually gain the attention of Senior Management and then move to a full deployment in your organisation. Another problem we have been encountering is that businesses don’t really know where there real problems are. They work on solving symptoms and putting out fires, they don’t actually know where the root causes are. In this instance then, we would suggest obtaining a diagnostic of your business which would then tell you where to start in your program deployment.

Understand what motivates your Managers

If you understand the motivations of your management team then you will know what buttons to press to get the concepts accepted. This might require some work and research and would include things like how they are measured, how their bonuses are made up, where they wish to take the company, what they believe the current issues are, what they know about the concepts and what they have tried in the past. If you work on these areas, your pitch to your Managers will be considered, have the right detail and will have a chance of working.

Can you deploy without top management buy in?

The simple answer is yes you can. It is however a lot harder; you must ensure that you get quick wins to demonstrate the benefits of the approach. You must also start to use the skills of influencing with Senior Management to convince them that Lean Six Sigma is the way forward.

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