Our school is such a disciplined one!

No howling, no shouting.... only groupism... showing group dynamics!

One of the greatest 'MOB' activities of all time!..lol

I still have quite a lot of work to do on this movement, which you all will undoubtedly realize when you listen to the recoding. Tempo is a little trickier on this one, the markings on this transcription are at 96 bpms which is pretty fast considering the piece is comprised of almost nothing but 16th notes. My teacher likes to take it a lot slower, possibly in the high 60's. I myself can't decide yet, although somewhere in the 80's has it's allure. Another tricky subject is dynamics and articulation (how short or long the sound rings on a note... for clarinet its weather you tongue the note, slur it, or whatnot). Bach never wrote such markings on his music. So scholars and musicians alike argue; some believe he wanted things very mechanical, while others feel that it was up to the musician to put them in and rely on styles of the time and some amount of common sense. The transcription I have by H. Voxman does have dynamic and articulation markings, some of which I am following, some not. The big question is should a go with staccato or legato for the tonged sections. Staccato is defined as short and detached, while legato is the opposite, smooth and connected - although not slurred, which lacks any re-articulation. I guess time will tell where I end up taking it, I'll just have to listen to more people play the piece.

For now though, here is a recording of me playing the Prelude of the 1st cello suite.

technorati tags: girls, attraction, dynamics, webcomic

Don't get me wrong, I like Microsoft. Not Windows which is pretty average but I like Office and Exchange and things like that. Why? Because I've used Lotus and Lotus is shit. Going to Exchange and Office made my work life so much easier. I've also used NeoOffice and Open Office and though there not shit, they're not Office either. I don't care what the open software fanboys say, these are no substitute for the Microsoft system. 

In a previous post, I extolled the virtues of Microsoft Business Dynamics and I still hold to this view. It's an amazingly well thought out system that gives you end to end customizable ERP and CRM. It really is awesome. What I didn't tell you is that it's friggin' cipplingly expensive. Our first year cost to implement a Dynamics solution was pretty close to a million bucks. There's also the insane licensing costs each year to consider. Needless to say our wild enthusiasm for this system disappeared in an instant when the quote came in. 

So we went to Microtel. Not nearly as awesome but pretty good and affordable. We only bought the ERP. It was a twentieth the cost of Dynamics and does about 95% of it. With the money we saved we hired a web-designer, Nick, who is an open standards enthusiast with skill in PHP, MySQL, HTML and CSS. He has converted us to Joomla based systems for our web design and MySQL for our databases. Recently his mate Greg joined us and he is pretty bloody good as well. The advantage this gives us is incredible. For the cost of some pre-paid Joomla CRM framework ($295) and some coding time, we have a cross enterprise CRM that talks to Microtel and all our eCommerce. It is completely customizable, scalable and mostly free. We can also prepackage our solutions and resell them. 

I'm not slagging off on Microsoft or ASP or MS-SQL but the capability you get with open standards MySQL and PHP leaves Microsoft for dead. If we took the Dynamics solution we would have all the solutions to our needs in a formidable package but going open standards gives us the same or better capability, mostly free and resellable. Our coders will be revenue positive in a few months as we have set up an IT design company with them and will on-sell the modules we design. Nice.

I just found this video that demonstrates Dynamics Ax 2009:

Enjoy :)

§ Metodo 1 - tramite "if" (codice un po' più lungo) :
public void filtraData(str _strDate)
{
date _date;
;

queryBuildRange = mioDataSource_ds.query().dataSourceTable(tablenum(miaTabella)).findRange(fieldnum(miaTabella,campoData)) ;

if(queryBuildRange == null)
{
queryBuildRange = mioDataSource_ds.query().dataSourceTable(tablenum(miaTabella)).addRange(fieldnum(miaTabella,campoData)) ;
}
queryBuildRange.value(_strDate) ;
}

§ Metodo 2 - tramite "findOrCreate" :

queryBuildRange = SysQuery::findOrCreateRange(queryBuildDataSource, fieldnum(miaTabella, campoData)) ;
queryBuildRange.value(queryValue(_strDate)) ;

This report examines existing and emerging vehicle dynamics technology and the market and legislative influences that are driving developments in the sector. Advanced vehicle dynamics systems are currently in a strong growth phase backed by impetus from recent and forthcoming legislative requirements and increasing consumer demand. This report examines existing and emerging vehicle dynamics technology and the market and legislative influences that are driving developments in the sector.

Chapters are as follows :

• Introduction
• Brakes
• Traction
• Steering
• Stability Control
• Suspension
• Integration of vehicle dynamics systems
• Market dynamics and forecasts
• Major vehicle dynamics suppliers

http://www.bharatbook.com/detail.asp?id=57119

Il blog è privato, in quanto, al momento si propone unicamente come uno strumento di appoggio, in fase di sviluppo, per me e i miei colleghi. Siete quindi pregati di contattarmi per l'accesso.

I've just downloaded and installed this version, then played with it for a few minutes, and here is just a handful of news (I'll just unload them as they cross my mind - no order, no prioritization, no categorization, just a plain list of news):

• All new user interface: a stand-alone application, not relying on Internet Explorer, with better navigation, and many many useful features
• Projects: this is simply great, you can now create projects, and Sure Step simply creates a project repository, copies all of the templates into it, so you can create project documentation and manage it completely through Sure Step interface. You can have as many projects as you heart desires (I hope so, I haven't tried yet to create that many of them), and have all the documents and customer deliverables neatly organized into project phases. You can even zip them and save them. Way cool!
• Diagnostic phase now makes much more sense, and approaches the project in a totally different way than before, it comes with new offerings. I hope I get a chance (and time - oh how much I could use a little bit of time) to blog about these.
• There are new project types, such as Rapid Upgrade, or Enterprise.
• Customization is gone, but I believe that's something that can now be addressed by Project Templates - a much better feature if you ask me.
• New optimization offerings, such as Code Review.
• Auto-update feature which allegedly auto-updates the whole thing. Couldn't test it yet, duh!

And so on, and so forth. Unfortunately I don't have time at this moment neither to play around with it any more than I have, nor to blog any further.

In any case, you can download it here:

https://mbs.microsoft.com/partnersource/partneressentials/serviceplans/surestep/

(PartnerSource access required)

"Are you giving your best to the team you are working with?" All of us, who are part of any team, must ask ourselves this question periodically. It forces us to look at the larger picture, and how our actions affect it, for better or for worse. This is vital for our own personal development as well as the team's progress. Having worked with many teams, I know first hand how easy it is to play the blame game. Team member X is not giving enough time, member Y is not bringing the value he/she is supposed to, a myriad of such thoughts constantly float in your head. We need to make a fundamental shift in our thinking, and focus on giving 100% to the team. We cannot compromise our commitment because other individuals on the team are not pulling their weight. What we can do, is become more proactive in helping other members of the team grow, as well as ourselves.

Listed below are five ways to become a better team member and help the rest of your team follow suit as well.

1. Playing to your Strengths: Understanding and playing to your strengths is a process that takes time. It is important that we start this process as early as possible. There is  much trial and error involved in this discovery process. Often, we realize our choice is not showcasing our true potential. No problem! Use the experience as feedback and move forward. To learn more about playing to your strengths please click here.

2. Being Action Oriented: Team members, customers, suppliers and investors look for people who can deliver what they commit to. This trait is common in successful people, they do not over think things, they, just do it. The concept of “Ready, Fire, Aim” is one I believe in, it has has served me well over the last couple of years. It certainly accelerates the learning process, helps you add tangible value to business, and gets you the reputation of being the guy who gets things done. To read more about becoming action oriented please click here.

3. Giving and Asking for Feedback: The art of successfully giving feedback comes with experience and time. By providing feedback you add value to the team and all of its members. There will be times when feedback will be uncomfortable and these are situations you need to learn to manage. Suffering in silence is not a smart strategy, it is one where both the team and individual lose out. To learn more about giving and asking for feedback in an effective manner please click here.

4. Being Sensitive: Being sensitive is commonly associated with weakness and insecurity in business. I do not believe this, I believe, this is an essential personal characteristic, specially one that entrepreneurs must possess. Being sensitive to the feelings of others, situations and circumstances allows you to focus on larger issues in a more comprehensive manner. Highly effective team members understand the need for sensitivity when dealing with issues which impact the entire team. To learn more about sensitivity in team dynamics please click here.

5. Paying the Price: Every team member has to pay a price when he/she becomes part of a larger entity. For a team to work effectively together, they need to reach a stage where there is price equilibrium. This creates a situation where everyone on the team has similar vested interests and are fully committed to its success. The price of being a team member consists of many elements, two of the most prominent ones are, time and sacrifices. It is critical that all team members find a balance to maintain stability within the team. To learn more about the price of being a team member please click here.

Being the best team member that you can be, is each team member's responsibility. We have to continuously focus our energies on bringing increasing value to our organization. This may, sometimes be at the cost of your own personal goals, time and other opportunities. When you make a commitment to be part of a venture, remember, to identify the price of entering into the agreement beforehand. This is something to keep in mind when embarking on any entrepreneurial journey. Usually the price for entry is steep, by the same token, so are the rewards. Success is the result of consistent action towards identified goals. The better you perform as a team, the faster you can reach those goals.

Structural Dynamics

Every team member has to pay a price when he/she becomes part of a larger entity. For a team to work effectively together, they need to reach a stage where there is price equilibrium. This creates a situation where everyone on the team has similar vested interests and are fully committed to its success. Reaching such a level is a difficult process, because "price" is relative. If a team consists of 2 junior partners along with 2 senior partners should each member be paying the same price? If a team consists of 3 partners out of which 2 have sacrificed their social life should the third follow suit? I have debated this topic with a lot of people and am always surprised when I hear unique responses to some of the questions asked above.

At the end of most discussions however, there is a consensus that "price equilibrium" needs to exist in every team, it just varies according to the circumstances. Two key aspects of the price one needs to pay, to be part of a team are:

1. Time: Time is a vital and required input into an organization, majors rifts are caused in the team if this is not done seriously. Team members need to dedicate the time they have committed to. For example, if you have a partner who is assisting you while keeping his day job, it is his/her responsibility to be contribute to the team during nights and weekends. When one of the team runs multiple businesses, it is essential to demarcate time commitments according to your level of involvement. Without contributing time an individual is causing a disequilibrium and it usually has nasty consequences.

2. Sacrifices: When you embark on an entrepreneurial venture, get ready to make serious sacrifices. Building a business is not an easy task, it requires all members of the teams to sacrifice their own personal goals for team goals. Many find this difficult to do, some have lifestyles which they want to maintain and others may not be ready to give up personal goals. The fact of the matter is, if you are not ready to sacrifice your time, money and opportunities, do not join a startup. If you are part of the team and you are not sacrificing, in comparison to other members, it is time to step up.

In order to become a valued and key member of your team, it is essential that you are willing to pay the price required. If you find the price too steep, let all your team members know. It becomes challenging to keep paying out and not receiving anything in return during the early stages of your organization. Therefore it is critical to find out more about the team you want to join, before, you sign up. Find out what sort of price you are going to have to pay and whether you are going to be willing to do so. Doing this will make both your life and those of the other team members a lot simpler.

Slides of the talks about "Groups and Dynamics" apresented in Spring School at Les Diablerets (Switzerland).

• Groups acting on the circle: a selection of open problems. Etienne Ghys (ENS Lyon)

• Interrelations between a few ergodic theorems. Anders Karlsson (KTH Stockholm)

• Independence and dichotomies in dynamics. David Kerr (Texas A&M)

• Dynamics and left-orderable groups. Andrès Navas (University of Santiago de Chile)

• Self-similar families of groups. Volodymyr Nekrashevych (Texas A&M)

The topic of discussion today is not a subject you usually find on business blogs. Being sensitive is commonly associated with weakness and insecurity in business. I do not believe this however, I believe this is an essential personal characteristic, specially one that entrepreneurs must possess. Understanding this, is the result of interactions with my mentors, who have constantly impressed upon me the importance of being sensitive to your team members, customers and suppliers. I have seen and experienced this in my own interactions of working with several teams over the last couple of years. Being sensitive to the feelings of others, situations and circumstances allows you to focus on larger issues in a more comprehensive manner.

Being a team member will inevitably result in times when the situation requires compromise and taking action in ways you may not always be comfortable with. Reactions to such situations can often be the 'make or break' factor for some teams. The key factor in all of this, boils down to balance. Being either overly sensitive or insensitive, bring their own share of difficulties. Maintaining a balance between both extremes requires discipline, an open mind and flexibility. I have worked with several people who have had trouble maintaining this composure, it has invariably led to difficult situations. 

Highly effective team members understand the need for sensitivity when dealing with issues which impact the entire team. Some areas requiring sensitivity are:

1. Dealing with conflict: The manner of handling conflict is a telling sign of whether balance can be maintained between extremes. For example, an individual is in a conflict with another team mate for not contributing adequately to the team. If you were the person who brought up this issue with your team member, your tone, rationale and way of handling this issue is critical.

2. Dealing with change: Whenever an organization undergoes a structural change process, substantial friction is created. This could be when individuals are required to move out of their comfort zone. As an effective team member, it is our responsibility to ensure that everyone on the team is given enough support during this transitional period. Focusing selfishly on yourself or how this change process will impact you alone, is not a winning attitude.

3. Dealing with loss: Every organization has its share of ups and downs. It is during down periods that a team is required to come together and figure out how to fix the situation. I have learnt, dealing with organizational loss tends to bring out the ugly side of people. The fact is, no one likes to lose, but it is a part of life. The success of a team comes down to, how we react to such situations and whether we are able to handle it well collectively as a team.

I agree entirely that some people are more sensitive than others. It is important however, that everyone on the team does their best in dealing with difficult situations and individuals, with an open mind. This attitude will not only help create stronger bonds between all team members, it will also make you stronger as a person. The next time you find yourself in a difficult situation, do your best to understand where the other person is coming from as well. Always remember to treat others in the same manner you would like to be treated yourself.

Regular readers of my blog will be able to identify with the topic discussed today, feedback. Today, we will discuss feedback specifically in relationship to teams and it's members. When working with any team and specially a close knit startup team, it is essential that communication remain open at all times. In the flurry of developing the product, chasing the suppliers and completing the marketing material, communication channels tend to get clogged up, resulting in much distortion. This break down of communication eventually leads to the creation of an environment in which it is difficult to work with each other. To avoid reaching this state, we need a culture of candor and feedback in the organization.

When giving feedback to someone, it is essential to keep a couple of things in mind, to make sure that the person actually benefits from what you want to let him/her know. There is no point in telling Tim "You are always late, I think you should do something about this habit of yours." If I were Tim I wouldn't be very happy with that sort of feedback. I would much rather like to hear, "I have noticed that you have not been able to make our weekly morning meetings for the last 3 weeks, is there something I could do to assist you in making it to the next one? Is there a particular problem you are facing that is causing you to come late? I know this great book about time management and I think it could be of great help to you, I will give it to you by the end of today."

Good feedback consists of:

1. Timing: Feedback needs to be provided at the appropriate time and place. There is no point bringing up something which happened 3 weeks ago. Deal with it as soon as you can. If required make sure it is done in private to reduce anxiety or pressure.

2. Specific: Avoid using words like "always" and "never" which do not correctly portray the situation. In order to be constructive, feedback needs to be specific in nature. Avoid being sarcastic, very frank and overly aggressive. The reason we provide and receive feedback is to help others and, ourselves. Always treat the other person how you would want to be treated, because tomorrow, that person could be providing you with feedback.

3. Clarity: Sometimes even if we are being specific the meaning doesn't actually come across clearly. For example "We have missed you during the last 3 weekly morning meetings, there is a lot of critical information shared during these meetings and the team would like you to be a part of them. Team work is essential for our organization to grow and given that we are struggling with this quarter's number we really need you to cooperate with us on this matter." The meaning has been partially lost and now the receiver of the feedback is not sure what to make of it.

4. Action Steps: Whenever feedback is proposed it is essential that it is followed up with some action steps which include targets, timelines and metrics to help the individual. Without these, we more often than not, revert back to our old habits, making the entire feedback loop redundant. Therefore, when giving or asking for feedback, make sure that that goals are set to help monitor progress.

The art of successfully giving feedback comes with experience and time. By providing feedback you add value to the team and all of its members. There will be times when feedback will be uncomfortable and these are situations you need to learn to manage. Suffering in silence is not a smart strategy and one where both the team and individual lose out.

Related Posts:

- There is no Failure only Feedback

There will always be some people on a team who are constantly coming up with ideas, different scenarios and ways to take the team forward. These are great people to have on a team and are an amazing resource to motivate and inspire other team members.  There is a flip side to this coin as well, if this individual does all the talking, without delivering, it can be a serious issue. When someone is an ideas person, or works on the strategic element of the business, some form of action needs to be taken on it . This can be in the implementation of the concept, in the trial of the business model or even gathering feedback from the rest of the team. Hence, there need to be clearly defined action steps, for practical implementation.

There have been numerous occasions when I have been on teams where you find a particular individual providing the bulk of ideas and suggestions, but, they never put down action steps. If this happens continuously, rather than being a source of motivation, this converts into a source of frustration for the rest of the team. It is true that everyone provides value to the team in different ways. In my experience however, individuals who do not shoulder responsibility and shy away from taking action, isolate themselves. Being action oriented is a critical characteristic in any individual, more so in an entrepreneur. There needs to be a sense of urgency for execution, rather than prolonged deliberation. When assessing yourself, and how you add value to your team, ask yourself whether you consider yourself as action oriented or not?. Next, ask others for feedback to learn which areas you need to improve on for taking action.

Team members, customers, suppliers and investors look for people who can deliver on what they commit to. This trait is common to most successful people who don't just over think things, but, just do it. The concept of "Ready, Fire, Aim" is a theme I believe in, it has has served me well over the last couple of years. It certainly accelerates the learning process, helps you add more tangible value to your business, and gets you the reputation of being the guy who gets things done. If you are sitting on the sidelines waiting for that perfect opportunity, I strongly suggest you get your feet wet, and take things as they come.

Related Posts:

- Lights...Camera...Action!

I'm not out to copy Stephen King's style, although I'd love to.  But what it brings to mind is what I have missing in my writing.  What do the characters think of each other.  What do they think of the antagonists. 

I describe each character individually within the context of their own actions.  But nothing about what pisses each other off.  This all depends on the point of view used of course.  But even if using third person objective, the narrator should still be able to extrapolate from what is going on and make an assumption about the dynamics between the characters.  If, of course, it's not obvious to the reader what the dynamics are.

My novel is written in third person limited within the minds of the two protagonists.  But my characters are only responding to the current event, but not complaining or poinitng out what pisses them off about the current predicament they're in.  it's something that I need to look into to see if everything I am writing is good or I am missing some personal aspects of the characters.

In my first couple of ventures I had little knowledge of my strengths, and most importantly, team dynamics. Team roles were fluid, it seemed everyone was doing each other's job without getting too much accomplished. This eventually led to team break downs, on account of lack of communication, frustration and most importantly, lack of direction.  I had a couple of expensive real life courses in team dynamics. An important lesson I learnt along the way was, each one of us must find our particular and specific skill set, and hone it into a major strength. The challenging part about this task is, this identification process is not as straightforward as it appears to be.

The following are a couple of things to help make this identification process easier:

1. Ask for advice: This should be one of the first steps to take during this discovery process.To begin with, make a list of people whom you have worked with, been mentored by, been managed by, and close friends and family who know you well. This will help you to pin down recurring themes which crop up during your interaction with different people. To conclude this step, make a list of skill sets which the group thought you excelled at.

2. Ask yourself: Look at the list you have developed and start to make linkages with how you displayed those skill sets in the past. Which ones came to you naturally ?, Which ones gave you the most satisfaction?, Which ones were you most comfortable in. Experience is a great teacher and must be relied upon to help make this process easier.

3. Take a personality test: There are many great tests which you can take to help assess strengths and work place based preferences. Get feedback on your test scores from a certified consultant to help you understand your report with greater insight. This will give you a holistic picture of who you are. When I first took a personality test I was amazed at the report. We have so many subconscious preferences. Personality tests help make you consciously aware of your tendencies.

4. What do you aspire to be?: This is one of those questions you hear so often as a child. However I have noticed that as we grow older no one asks this of us anymore, a lot of the time we don't ask it of ourselves either. As life becomes more complex and complicated, we tend to lose sight of the bigger picture and lose ourselves in the detail. Who are your heros?, What or who inspires you? These are the sort of definitive questions you need to ask yourself to get in touch with who you really are.

Finding and then playing to your strengths is a long process and takes time. It is important that we start the process as early as possible, This will place us in a position to reach out as soon as possible. There is  much trial and error involved in the discovery process. Sometimes you realize your choice is not showcasing your true potential. No problem! Use the experience as feedback and move forward. The important thing is to be growing constantly, it is when we stop growing, that we lose out on what we can achieve.

Related Post:

- Mentors & Strength Finder

The answer that this character gives will determine how smart/dumb she is.  Does she tell the truth.  Does she lie.  Or does she attempt to avoid the subject.  The problem is if the writer is not usually deceitful then it can be difficult to resolve this issue.  Sometimes writing a blog post like this will help you think.  Or try to put yourself in that very similar situation against someone else in your current life.

Whom have you been deceitful with and the opposition never managed to suspect your lie?  Uhm, I think I just answered my own question.

Earlier, I have written about the creation of winning teams alongwith a couple of different aspects of team formation. The previous posts were written with a broad perspective of the team as a whole. This week I have chosen to zoom-in on the individual team player. I will talk about how an individual can make sure he is delivering his/her best when working in a team. Those of you who have worked with various teams realize that working cohesively as a team is a lot harder than it actually appears to be. I have had my share of difficult co-workers and teams, I am sure some may have thought the same of me. With so many intertwined dynamics, maintaining a state of equilibrium is not the easiest of thing to do.

This week I will discuss five steps you can take to become a better team player. However, there are a couple of ground rules which need to be established before going into that discussion. First and foremost, working as a team requires a 100% commitment from those involved. A team will only function efficiently if, the team as a whole, makes a commitment to remain honest and flexible. These two building blocks are essential for every member on the team. The environment we operate in is in a constant state of change, sometimes, that change may make us uncomfortable. It is essential that you voice your concerns and opinions while maintaining an environment of constructive candor in your organization.

Working in a team gives each one the ability to shine, to showcase strengths, and bring value to the team. Having worked with several teams for startups, I have seen both the good and the bad. When you are working at a startup, most of the time your team will consist of individuals who are fiercely competitive, have strong personalities and expect nothing but the best from each other. It becomes each and every team members responsibility to bring their "A" game to work everyday. This requires fanatical dedication to what you are doing and a belief that it is going to succeed. I hope this series will provide  insight into how to become a better team player.

Wednesday: Corum made me pancakes for dinner last night, so at least I got some of my carb fix dealt with. He also brought me egg salad, which made me feel better.

Corum has been taking bear to daycare for me the last 2 mornings, and picked him up both days as well. It was amazing to me how much the dynamic is changing between them. Saying hi to me and giving me a hug was almost an afterthought, and he is asking his daddy for more help and attention than ever before.

I'm sure I will be sad when daddy really becomes the bear's main focus, but right now it is a nice break while I rest and heal. And I've been his best friend for three years. I think it's daddy's turn now. :)

At the Microsoft Worldwide Partner Conference 2008, Emerging Solutions was recently named to Microsoft's crème de la crème group of partners... the 2008 Microsoft Dynamics Presidents Club!   My best congratulations to all of my fellow colleagues in the Microsoft Consulting Group.

If you're looking for a reliable partner to help you with your business and technology needs, please visit the Emerging Solutions Contact Us page.

For more details about this prestigious status, see the press release below.

Microsoft Honors Emerging Solutions for Outstanding Customer Commitment and Sales Achievement

Chicago, IL - July 10, 2008 - Emerging Solutions has been named to the 2008 Microsoft Dynamics President's Club receiving recognition from Microsoft Corp. for its dedicated commitment to customers. This honor reflects the company's success in extending the Microsoft Dynamics platform to drive business advantages in companies worldwide.

This recognition came during the Microsoft Worldwide Partner Conference 2008 in Houston. The elite club recognizes the top 5 percent of Microsoft Business Solutions partners worldwide and their constant dedication to delivering solutions that meet their customers' unique needs, active pursuit of product and technological advancement, and impressive sales performance.

"Microsoft is proud to congratulate Emerging Solutions on being named to this year's Microsoft Dynamics President's Club," said Doug Kennedy, vice president, Microsoft Dynamics Partners. "Emerging Solutions not only has demonstrated a high level of product expertise, but also has provided a superior level of service and commitment to our Microsoft Dynamics customers, ultimately contributing to the overall success of Microsoft Dynamics and companies worldwide."

"We draw on a unique combination of competencies in Microsoft Dynamics.  Our comprehensive coverage of these solutions and unique processes allow our consultants to better understand customer business needs and how technologies fit into the big picture of an organization.  We will continue to work closely with Microsoft and the Dynamics suite of products to provide leading-edge solutions for our customers," said Don Sweeney, Emerging Solutions Co-Founder and Microsoft Practice Lead.

With applications experts focused in Microsoft Dynamics GP, AX, CRM and SL, Emerging Solutions' consultants provide the necessary guidance not only in individual application strategy and deployment, but also in complete rollout and integration of these diverse solutions.

About Emerging Solutions
Emerging Solutions, a Microsoft Gold Certified Partner, is an established professional services firm that helps global and mid-market firms maximize the benefits of business applications through leading technology. We provide strategic guidance, implementation and innovative integration solutions for business and technology applications from leading software vendors. For more information visit Emerging Solutions at www.emergenow.com.