Have you ever dreaded the art class, but not because you hate drawing, but because you love it so much and you feel that you can not meet your own expectations? Not only that. You´ve had your childish dream alive to become an illustrator, but you find that drawing humans and even cartoony humans, is the hardest thing of all. 
 
I hear you. I was just like you. But now, after 17 years of a successful career in the animation and illustration industry I have discovered that the problem is not in your hand or whether you have a talent or not, but it´s in your mind. Yes, you read correctly. Even you can draw and become a brilliant artist if you have the right approach. 
 
And that´s what I´m going to show you here. This exclusive offer with change the way you think and therefore the way you draw once and for all. 
 
So what will you learn in this course: 
 
- You will learn what are male and female proportions 
 
- What makes a human look cartoony 
 
- How to approach cartoonying depending on the outcome you are desiring 
 
- How to use shapes and shadows to design cartoony humans 
 
- How evolve your character from being a generic human to being a specific character with personality 
 
- What is an Archetype and why is it important to know when you work with cartoony humans 
 
- Different types of Evil and Good characters, how to draw a Hero and a Villain 
 
- How proportions change the way we perceive characters 
 
- How to dress your characters - why are costumes important 
 
- How to brainstorm with simple shapes and how to find the characters suggested by your subconscious mind 
 
- How to bring your character to life - creating a Character Sheet 
 
- How to put emotions to your character 
 
This and much more you will find in this course, as well as I will share with you some insights from the kitchen of an illustrator and an animator while I guide you, step by step to exploring your own creativity, finding your own style and become the artist you´ve always dreamed of. 
 
I hope to see you on the other side of this course.

English

What are the proportions of the male body and how can we use the traits that describes a male figure to design a cartoon male characterdescribe

Male Proportions and traits

How to define the male character when we have the basic shapes, based on the traits and personalities of each character.

Defining the Male Character

There is an easy way to break yourself free from the idea that you need to start drawing from the head down. That´s where you usually get stuck or draw the same figure over and over again.&nbsp;
Use this simple method, which will help you get out of the vicious circle and start discovering the interesting characters hidden within your imagination.&nbsp;

Design a Character by using shades

Explore more fuzzy shades and see the characters hidden in them.

Designing character using shades - Part 2

Follow along with your instincts and give each newly discovered character trait. This will lead you to give your characters unique personalities.&nbsp;

Creating characters from shades - Part 3

Designing character from shades - Part 4

Each time you can have a different intention while designing the characters from shades. This time, we will have the intention to design two characters from the same story, who interact with each other.

Designing characters from shades - Part 5

In this lecture you will learn about what archetype is and how to create a hero.

Archetypes - Designing a Hero

There are different types of hero and we know that they do not always look like &nbsp;Superman. How to go about and design a different type of male hero. Find out in this lesson.

Archetypes - Designing a different type of hero

The best heroes are those who don´t want to be a hero. How do we go about designing such a character? What to think about and how to use the male features to turn them into a cartoony &nbsp;representation of such character.

Archetypes - Designing a regular Joe kind of hero

The next stage of the process is to refine your character. You have already the main shape and characteristics of this type of hero. Now how can you go about adding details to this design? Find out in this lecture.

Archetypes - Details and costume of the Superhero character

What kind of a personality does the young hero have? This is an archetype of an idealist. Take notes from your everyday experience to define and add details to this cartoony male character.

Archetypes - Adding details to the young heroic character

Who is this guy and how can your design define how the audience perceives this character is what this lecture is about. Curious? Dig in here.&nbsp;

Archetypes - Refining the Regular-Joe hero

How do you design an Archetype of a Villain male character. How is that different from the heroic character design and how to use the male features and tweak them to find your design? This and much more you'll learn here.&nbsp;

Designing a Villain - The Evil King

There is more than one type of evil character. Here you will find out another way to approach that.

Designing a Villain - the Evil Wizard

There is this type of evil characters that do bad things out of spite. Think of Scrooge, or Gru from Dispicable me. How do you go about when you design such a character? Find out here.

Designing a Villain - an Evil Nobody

How do you add details and design costume to your Evil King character and how do you choose what this character wears?

Evil character - details and polish of the Evil King

Each character is very different so they need to be approached in that manner. Seeing your character´s personality will give you the freedom to explore different designs and never be boring with your designs. Find out more about it here.&nbsp;

Evil character - The Magician - refining and costume

Who is this guy who has become evil because of how life has been treating him and how to go about and design his costume according to his personality? Find out here.&nbsp;

Evil Character - Refining the Evil Regular-Joe 

There is not only one way to design cartoony characters. This simple exercise will show you how by just designing simple shapes your brain will lead you to find characters within them. You will be surprised what you can do. Follow me in this lecture here.&nbsp;

Design characters using simple shapes

Now you think, I´ve designed those simple characters from shapes but are they really useable in my book as an illustration of in my animated movie? How can I bring them to life. In this lecture, I will grab one of those spontaneous creations and show you how you can draw it in different poses and add emotions to them.&nbsp;

Creating a character sheet out of a simple design

Now let´s look at the female. What are the real female proportions and how can we exaggerate them to design a cartoony female character.&nbsp;

Female Proportions 

How do we design a different kinds of cartoony characters. Learn how to take one step further and design a cartoon girl.&nbsp;

Female cartoon character

Refine the Princess character and choose her costume. How do you go about it? Learn here.

Female Princess character

Let´s choose one type of female heroine and go with a design that we are most familiar with from Disney films. How do you go about designing such a character? How do you draw the proportions and make her look appealing? We are going to talk about that here.&nbsp;

Archetype - The Female Heroine

How do you decide who your heroine is and how you design her costume? Learn more about it here.&nbsp;

The Heroine - refining and costume

It is important when you design one character that you are able to draw this same character in different poses. Lean how to do that easily by drawing it with stick figures.&nbsp;

A character sheet - drawing the character in different poses

We continue our exercise with drawing the character in different poses adding emotions to her that would fit her personality.&nbsp;

Drawing poses - how to draw the same character many times

It´s enjoyable to add the final details to the character when the pose and mood are already set by a very simple stick figure. Continue with the exercise from the previous lecture.&nbsp;

Drawing the details

Here we continue with refining the pose where our heroine is laughing.

Refining the drawings

Let´s finish the last pose of our heroine.&nbsp;

Refining the poses of the Heroine

You can not say that you can draw a character before you know how to put emotions on it. You are going to learn how to create facial expressions for your cartoony character. Starting with happy and sad.&nbsp;

Facial Expressions

We continue to design more facial expressions here.

Facial Expressions - Part 2

And the best part is to see our character come to life. Grab the black pencil and let´s refine those heads.&nbsp;

Refining the Facial designes

This is a bonus lecture on how to design a cartoon male face. Before going there we need to know the proportions of the male face.&nbsp;

Bonus - The proportions of the male face

How to take those male features and turn them into a cartoony face? Find out here.&nbsp;

Cartooning the male face

There is not only one way to design cartoony male faces. Let´s explore different designs and show you how you can choose your own style.

Cartoon male face

Learn to draw cartoon Humans

Award-winning Director, Designer and Animator

Tier 3

<h2>In this course:</h2>
<ul>
 <li>you will learn how to apply cool web design trends</li>
 <li>you will learn everything about modern design illustrations</li>
 <li>you will find out how to create simple constructions using Adobe Illustrator</li>
 <li>you will learn where to find great website templates and layouts</li>
 <li>you will learn the latest updates in design</li>
</ul>
<h2>Need more inspiration in creating awesome illustrations and designs? Welcome to this beginner tutorial on web design illustration. These free hacks were carefully selected to improve your designing skills. 
 
Web design is super easy! Learn the basics of cool web illustrations in Adobe Illustrator! In this tutorial, you will discover different trends in web design and learn great illustration styles, including lots of tips and tricks on how to improve your works! 
 
Create stunning prints like a professional! This course breaks down Adobe Illustrator techniques, animation tricks, and useful design advice. Enjoy the video!</h2>

Creating a modern web design construction using Adobe Illustrator

Web Designer 

Free Tier

Web Design

Design

<h2>In this course: 
</h2>
<ul>
 <li>you will learn how to apply special designer tools to do parallax effect</li>
 <li>you will learn everything about modern web design tricks</li>
 <li>you will find out what is a parallax effect</li>
 <li>you will learn where to find free website templates and layouts&nbsp;</li>
 <li>you will explore great parallax scrolling tips 
 
</li>
</ul>
<h2> 
This is the ideal course for beginners. Develop your web design skills and put new knowledge into practice right now! Start learning graphic design tools and useful web design equipment.</h2>
<h2> 
Want more ideas from professional web designers? Watch this awesome video tutorial to update your knowledge! Discover special tips and techniques, it is really exciting! Everything here is practical and to the point. 
</h2>

Creating a top-class Adobe XD travel web design parallax effects

Error

Tier 1

I believe, the difference between the Corporate World and the Academic world is as follows.The Academic World tends to move from the concrete to the abstract for creating an universal formula.The Corporate World tends to break down abstractions into concrete pieces so that it could be converted into tangible market value.As both the worlds are moving in the opposite directions, each think that the other is stupid.The people in between, who are sometimes moving in Corporate direction and sometimes moving in Academic direction, are considered absolutely stupid and absolutely confused.

People may differ with this view. However, it is impossible for me to deny that when people try to analyse and create abstractions in the Corporate World and then try to evolve a solution, which they think could have a lasting impact and longevity; the Corporate World in its hurry for impact and returns, considers this mechanism absolutely stupid and a waste of time. Even the best of the Corporate World are more comfortable with “quick-wins” & “quick-fixes”. Most of the Corporate World believes that this is the best technique for most returns even though they consider risks associated with the same. Many business houses consider this more prudent as they factor a huge risk bucket in their business plan right upfront. This makes the price of the product unnecessarily high; making lives of the consumers uncomfortable.

Similarly, in the Academic World, seldom are concrete milestones set. The pursuits are generally endless. First of all, the Academic World does not recognise that it does not need creating Technology; but it needs creating Innovations. Because of this gap in the definition of the work of the Academic world, which just pursues Technology, forgetting about the other 2 dimensions of Innovation, i.e. Market and Implementation, leading to producing unworthy inventions which the Corporate World needs culturing and fitting into the Market Place.

I get a feeling from my studies that Academic World has realised the importance of connection with the Market and realities of the World in terms of Implementation. Actually, when I look carefully, all great innovations were made carefully with all dimensions kept in mind. Even Newton formulated Calculus to basically be able to make sense of Mechanics. Till Calculus was invented, it was impossible to understand what happens at the boundary conditions where sometime was tending to nothing and when something was tending to everything.

More recently, Mr. Steve Jobs is a great example. Steve Jobs actually made a wonderful innovation called Walkman absolutely redundant. Mr. Akio Morita is another great example of good Engineers. Morita removed the bulky recorder and heavy speakers from a Tape Recorder and make it possible for a device to be so small that it could be carried around by people. The fact is that he reduced the wattage of the speakers so that the device could become personal and not disturb others around. I believe that this phenomenon actually started with Kodak.

Academic World totally ignores the fact that Innovation can be created only by balanced confluence of using new and old technology to address the old and new market using implementation techniques which are both tested and tried and techniques that are raw. One important dimension is that Academic World considers Innovations as follows.

Discovery -> Invention -> Development -> Product -> Market -> Profit

For some reason, Academic World and Corporate World have made a wall between themselves. Academic World ends once the Development is over. Then on it is the job of the Corporate World to work from the Product to the Profit. For Innovations to succeed, it is most important to break this wall. Every Great Innovator has broken through this wall.

Another important aspect that Steve Jobs has clearly proved (and maybe even Mr. Bill Gates) that the traditional Waterfall method is not possibly suitable for the modern world for creating the needed innovations. It could have worked earlier when the world was growing much slowly. Innovation also needs adopting Agile Techniques. Agile Technique in Innovation World means that we needs moving ahead with Technology, Market and Implementation simultaneously producing value in every iteration. The value multiplication should happen as number of iterations increases.

The question is whether the World should consider these great men like Steve Jobs, Akio Morita, Kodak or even Thomas Alva Edison as Businessmen or as Academics. I believe that if the gap could be reduced only then we will have good innovations in reasonable amount of time.

I understand that no great Innovation is possible unless all sciences are considered. We have flaws in all Innovations as this is only possible for The Almighty and not possible by Human Beings. However, to be not talking philosophically, I state an experience. It could be considered an Innovation.

We were invited by Bhutan Telecom to help them increase their business as the Bhutan Government had opened up its Telecom Market. As a result Bhutan Telecom suddenly faced competition from another Operator called Tashi Cell. Now, Bhutan has a total population of 600,000 people and Bhutan Telecom had about 300,000 subscribers across mobile and fixed and broadband services. After deliberations, we came to the conclusion that we could not help Bhutan Telecom increase its Customer Base drastically and we could not prevent the natural churn. So, we thought of working on 2 dimensions.

The first dimension was that we would optimise the organisation (in the words of CEO of Bhutan Telecom, “he wanted a sleek organisation with no fat“). To do this, we executed a plan over 3 phases to converge all the technologies and business segments. This drastically increased agility and drastically reduced fat. Of course, we optimised aspects like inventory use, etc.

The second dimension was that we should have new products. For this, we devised a product called Mobile Money (I got this idea from my interactions with Safaricom in Kenya to whom we were trying to sell our Billing System. Safaricom had implemented m-Pesa). Now, the idea was that we would make all payments through the Mobile Phone. We would pay Electricity Bills, Water Bills, Taxes, Insurance, etc. and pay for buying shoes, clothes, rice, etc. The first dimension of this plan was relatively easy as we engaged with the Electricity Companies, Water Corporations, etc. We had only one hurdle as how we would divide the cost between the corporations for this service. To resolve this, we got in touch with the Minister of Information and Technology of Bhutan. The Minister converted the idea in to a plan for increasing GNH (Bhutan is the only country in the world which measures its economy in terms of Gross National Happiness). We found that an average Bhutanese walked for 3 days to pay his/her electricity bill and then walked back for 3 days. If he/she could pay his/her bills through the Mobile Phones, the Government would save 6 days of labour for the citizen. Now, all the Corporations had no choice but to comply.

There was another hurdle and that was the Banks. In Bhutan, there is no Credit Cards. Also, Banks have a coverage of 20% of the territory as compared to 60% coverage of the Telecom sector. So, the Banks, instead of posing competition, actually joined hands as they saw this as a very good opportunity for increasing their business. Banks had found that people in the villages had more cash than the people in the cities. This was because in the villages, people earned less; but spent so less that the savings was high. In cities, people earned much more and spend most of it. And covering the villages was a major challenge for the Banks given the landscape of Bhutan.

So, when everything was put in place, we had the challenge for making the vouchers available in the villages. And also we had the challenge for collecting the money from the villages. Here, the Government came to the rescue. Bhutan Government had set up a body called Citizen Convenience Center. This body had a presence in almost all villages and cities. So, it was decided that the CCC would supply the vouchers and collect the money.

After all this, one would ask why there is no Mobile-Money in Bhutan. The whole project was brought to a halt when the Monetary Controller of Bhutan said that they could not allow any other body, other than themselves, to create money in Bhutan. This was their learning from Reserve Bank of India. Of course, in India, now Mobile-Money is slowly coming into existence.

http://www.ndtv.com/video/player/answers-for-business/answers-for-business-bhutan/91056

Steve Jobs

Invention

Waterfall model

Akio Morita

Thomas Edison

Market value

Technology

Innovation

<blockquote>I believe, the difference between the <a href="https://en.wikipedia.org/wiki/Corporate" rel="noopener noreferrer" target="_blank">Corporate</a> World and the <a href="https://en.wikipedia.org/wiki/Academic" rel="noopener noreferrer" target="_blank">Academic</a> world is as follows.The Academic World tends to move from the concrete to the <a href="https://en.wikipedia.org/wiki/Abstract_structure" rel="noopener noreferrer" target="_blank">abstract</a> for creating an <a href="https://en.wikipedia.org/wiki/Universal_property" rel="noopener noreferrer" target="_blank">universal</a> <a href="https://en.wikipedia.org/wiki/Formula" rel="noopener noreferrer" target="_blank">formula</a>.The Corporate World tends to break down abstractions into concrete pieces so that it could be converted into tangible <a href="http://en.wikipedia.org/wiki/Market_value" rel="wikipedia noopener noreferrer" target="_blank" title="Market value">market value</a>.As both the worlds are moving in the opposite directions, each think that the other is stupid.The people in between, who are sometimes moving in Corporate direction and sometimes moving in Academic direction, are considered absolutely stupid and absolutely confused.</blockquote>
People may differ with this view. However, it is impossible for me to deny that when people try to analyse and create abstractions in the Corporate World and then try to evolve a solution, which they think could have a lasting impact and longevity; the Corporate World in its hurry for impact and returns, considers this mechanism absolutely stupid and a waste of time. Even the best of the Corporate World are more comfortable with “quick-wins” &amp; “quick-fixes”. Most of the Corporate World believes that this is&nbsp;the best technique for most returns even though they consider risks associated with the same. Many business houses consider this more prudent as they factor a huge risk bucket in their business plan right upfront. This makes the price of the product unnecessarily high; making lives of the consumers uncomfortable.
 
Similarly, in the Academic World, seldom are concrete <a href="https://en.wikipedia.org/wiki/Milestone_(project_management)" rel="noopener noreferrer" target="_blank">milestones</a> set. The pursuits are generally endless. First of all, the Academic World does not recognise that it does not need creating <a href="http://en.wikipedia.org/wiki/Technology" rel="wikipedia noopener noreferrer" target="_blank" title="Technology">Technology</a>; but it needs creating <a href="http://en.wikipedia.org/wiki/Innovation" rel="wikipedia noopener noreferrer" target="_blank" title="Innovation">Innovations</a>. Because of this gap in the definition of the work of the Academic world, which just pursues Technology, forgetting about the other 2 dimensions of Innovation, i.e. <a href="https://en.wikipedia.org/wiki/Market" rel="noopener noreferrer" target="_blank">Market</a> and <a href="https://en.wikipedia.org/wiki/Implementation" rel="noopener noreferrer" target="_blank">Implementation</a>, leading to producing unworthy inventions which the Corporate World needs culturing and fitting into the Market Place.
 
I get a feeling from my studies that Academic World has realised the importance of connection with the Market and realities of the <a href="https://en.wikipedia.org/wiki/World" rel="noopener noreferrer" target="_blank">World</a> in terms of Implementation. Actually, when I look carefully, all great innovations were made carefully with all dimensions kept in mind. Even <a href="https://en.wikipedia.org/wiki/Isaac_Newton" rel="noopener noreferrer" target="_blank">Newton</a> formulated <a href="https://en.wikipedia.org/wiki/Calculus" rel="noopener noreferrer" target="_blank">Calculus</a> to basically be able to make sense of <a href="https://en.wikipedia.org/wiki/Mechanics" rel="noopener noreferrer" target="_blank">Mechanics</a>. Till Calculus was invented, it was impossible to understand what happens at the boundary conditions where sometime was tending to nothing and when something was tending to everything.
 
More recently, <a href="http://en.wikipedia.org/wiki/Steve_Jobs" rel="wikipedia noopener noreferrer" target="_blank" title="Steve Jobs">Mr. Steve Jobs</a> is a great example. Steve Jobs actually made a wonderful innovation called <a href="https://en.wikipedia.org/wiki/Walkman" rel="noopener noreferrer" target="_blank">Walkman</a> absolutely redundant. Mr. <a href="https://en.wikipedia.org/wiki/Akio_Morita" rel="noopener noreferrer" target="_blank">Akio Morita</a> is another great example of good <a href="https://en.wikipedia.org/wiki/Engineers" rel="noopener noreferrer" target="_blank">Engineers</a>. Morita removed the bulky recorder and heavy speakers from a <a href="https://en.wikipedia.org/wiki/Tape_recorder" rel="noopener noreferrer" target="_blank">Tape Recorder</a> and make it possible for a device to be so small that it could be carried around by people. The fact is that he reduced the <a href="https://en.wikipedia.org/wiki/Wattage" rel="noopener noreferrer" target="_blank">wattage</a> of the speakers so that the device could become personal and not disturb others around. I believe that this phenomenon actually started with <a href="https://en.wikipedia.org/wiki/Kodak" rel="noopener noreferrer" target="_blank">Kodak</a>.
 
Academic World totally ignores the fact that Innovation can be created only by balanced confluence of using new and old technology to address the old and new market using implementation techniques which are both tested and tried and techniques that are raw.&nbsp;One important dimension is that Academic World considers Innovations as follows.
<blockquote><a href="https://en.wikipedia.org/wiki/Discovery_(observation)" rel="noopener noreferrer" target="_blank">Discovery</a> -&gt; <a href="http://en.wikipedia.org/wiki/Invention" rel="wikipedia noopener noreferrer" target="_blank" title="Invention">Invention</a> -&gt; <a href="https://en.wikipedia.org/wiki/New_product_development" rel="noopener noreferrer" target="_blank">Development</a> -&gt; Product -&gt; Market -&gt; Profit</blockquote>
For some reason, Academic World and Corporate World have made a wall between themselves. Academic World ends once the Development is over. Then on it is the job of the Corporate World to work from the Product to the Profit. For Innovations to succeed, it is most important to break this wall. Every Great Innovator has broken through this wall.
 
Another important aspect that Steve Jobs has clearly proved (and maybe even Mr. <a href="https://en.wikipedia.org/wiki/Bill_Gates" rel="noopener noreferrer" target="_blank">Bill Gates</a>) that the traditional <a href="http://en.wikipedia.org/wiki/Waterfall_model" rel="wikipedia noopener noreferrer" target="_blank" title="Waterfall model">Waterfall method</a> is not possibly suitable for the modern world for creating the needed innovations. It could have worked earlier when the world was growing much slowly. Innovation also needs adopting <a href="https://en.wikipedia.org/wiki/Agile_management" rel="noopener noreferrer" target="_blank">Agile</a> Techniques. Agile Technique in Innovation World means that we needs moving ahead with Technology, Market and Implementation simultaneously producing value in every iteration. The value multiplication should happen as number of iterations increases.
The question is whether the World should consider these great men like Steve Jobs, <a href="http://en.wikipedia.org/wiki/Akio_Morita" rel="wikipedia noopener noreferrer" target="_blank" title="Akio Morita">Akio Morita</a>, Kodak or even <a href="http://en.wikipedia.org/wiki/Thomas_Edison" rel="wikipedia noopener noreferrer" target="_blank" title="Thomas Edison">Thomas Alva Edison</a> as Businessmen or as Academics.&nbsp;I believe that if the gap could be reduced only then we will have good innovations in reasonable amount of time.
 
I understand that no great Innovation is possible unless all sciences are considered. We have flaws in all Innovations as this is only possible for The Almighty and not possible by Human Beings.&nbsp;However, to be not talking <a href="https://en.wikipedia.org/wiki/Philosophical" rel="noopener noreferrer" target="_blank">philosophical</a>ly, I state an experience. It could be considered an Innovation.
We were invited by <a href="http://www.bt.bt/" rel="noopener noreferrer" target="_blank">Bhutan Telecom</a> to help them increase their business as the <a href="https://en.wikipedia.org/wiki/Bhutan" rel="noopener noreferrer" target="_blank">Bhutan</a> Government had opened up its Telecom Market. As a result Bhutan Telecom suddenly faced competition from another Operator called <a href="http://www.tashicell.com/" rel="noopener noreferrer" target="_blank">Tashi Cell</a>. Now, Bhutan has a total population of 600,000 people and Bhutan Telecom had about 300,000 subscribers across <a href="https://en.wikipedia.org/wiki/Mobile_telephony" rel="noopener noreferrer" target="_blank">mobile</a> and <a href="https://en.wikipedia.org/wiki/Fixed_line_telephone" rel="noopener noreferrer" target="_blank">fixed</a> and <a href="https://en.wikipedia.org/wiki/Broadband" rel="noopener noreferrer" target="_blank">broadband</a> services. After deliberations, we came to the conclusion that we could not help Bhutan Telecom increase its Customer Base drastically and we could not prevent the natural churn. So, we thought of working on 2 dimensions.
 
The first dimension was that we would optimise the organisation (in the words of CEO of Bhutan Telecom, “he wanted a sleek organisation with no fat“). To do this, we executed a plan over 3 phases to converge all the technologies and business segments. This drastically increased agility and drastically reduced fat. Of course, we optimised aspects like inventory use, etc.
 
The second dimension was that we should have new products. For this, we devised a product called <a href="https://en.wikipedia.org/wiki/Mobile_money" rel="noopener noreferrer" target="_blank">Mobile Money</a> (I got this idea from my interactions with <a href="http://www.safaricom.co.ke/" rel="noopener noreferrer" target="_blank">Safaricom</a> in <a href="https://en.wikipedia.org/wiki/Kenya" rel="noopener noreferrer" target="_blank">Kenya</a> to whom we were trying to sell our Billing System. Safaricom had implemented <a href="https://en.wikipedia.org/wiki/M-Pesa" rel="noopener noreferrer" target="_blank">m-Pesa</a>). Now, the idea was that we would make all payments through the Mobile Phone. We would pay <a href="https://en.wikipedia.org/wiki/Electricity" rel="noopener noreferrer" target="_blank">Electricity</a> Bills, <a href="https://en.wikipedia.org/wiki/Water" rel="noopener noreferrer" target="_blank">Water</a> Bills, <a href="https://en.wikipedia.org/wiki/Tax" rel="noopener noreferrer" target="_blank">Tax</a>es, <a href="https://en.wikipedia.org/wiki/Insurance" rel="noopener noreferrer" target="_blank">Insurance</a>, etc. and pay for buying <a href="https://en.wikipedia.org/wiki/Shoe" rel="noopener noreferrer" target="_blank">shoe</a>s, <a href="https://en.wikipedia.org/wiki/Clothes" rel="noopener noreferrer" target="_blank">clothes</a>, <a href="https://en.wikipedia.org/wiki/Rice" rel="noopener noreferrer" target="_blank">rice</a>, etc. The first dimension of this plan was relatively easy as we engaged with the Electricity Companies, Water Corporations, etc. We had only one hurdle as how we would divide the cost between the corporations for this service. To resolve this, we got in touch with the <a href="https://en.wikipedia.org/wiki/Minister_(government)" rel="noopener noreferrer" target="_blank">Minister</a> of <a href="https://en.wikipedia.org/wiki/Information_and_communications_technology" rel="noopener noreferrer" target="_blank">Information and Technology</a> of Bhutan. The Minister converted the idea in to a plan for increasing GNH (Bhutan is the only country in the world which measures its economy in terms of <a href="https://en.wikipedia.org/wiki/Gross_National_Happiness" rel="noopener noreferrer" target="_blank">Gross National Happiness</a>). We found that an average Bhutanese walked for 3 days to pay his/her electricity bill and then walked back for 3 days. If he/she could pay his/her bills through the Mobile Phones, the Government would save 6 days of labour for the citizen. Now, all the Corporations had no choice but to comply.
 
There was another hurdle and that was the <a href="https://en.wikipedia.org/wiki/Bank" rel="noopener noreferrer" target="_blank">Bank</a>s. In Bhutan, there is no <a href="https://en.wikipedia.org/wiki/Credit_Card" rel="noopener noreferrer" target="_blank">Credit Card</a>s. Also, Banks have a coverage of 20% of the territory as compared to 60% coverage of the Telecom sector. So, the Banks, instead of posing competition, actually joined hands as they saw this as a very good opportunity for increasing their business. Banks had found that people in the <a href="https://en.wikipedia.org/wiki/Village" rel="noopener noreferrer" target="_blank">village</a>s had more cash than the people in the <a href="https://en.wikipedia.org/wiki/Cities" rel="noopener noreferrer" target="_blank">cities</a>. This was because in the villages, people earned less; but spent so less that the savings was high. In cities, people earned much more and spend most of it. And covering the villages was a major challenge for the Banks given the <a href="https://en.wikipedia.org/wiki/Landscape" rel="noopener noreferrer" target="_blank">landscape</a> of Bhutan.
 
So, when everything was put in place, we had the challenge for making the <a href="https://en.wikipedia.org/wiki/Voucher" rel="noopener noreferrer" target="_blank">voucher</a>s available in the villages. And also we had the challenge for collecting the <a href="https://en.wikipedia.org/wiki/Money" rel="noopener noreferrer" target="_blank">money</a> from the villages. Here, the Government came to the rescue. Bhutan Government had set up a body called <a href="https://en.wikipedia.org/wiki/Citizen" rel="noopener noreferrer" target="_blank">Citizen</a> Convenience Center. This body had a presence in almost all villages and cities. So, it was decided that the CCC would supply the vouchers and collect the money.
After all this, one would ask why there is no Mobile-Money in Bhutan. The whole project was brought to a halt when the Monetary Controller of Bhutan said that they could not allow any other body, other than themselves, to create money in Bhutan. This was their learning from <a href="https://en.wikipedia.org/wiki/Reserve_Bank_of_India" rel="noopener noreferrer" target="_blank">Reserve Bank of India</a>. Of course, in <a href="https://en.wikipedia.org/wiki/India" rel="noopener noreferrer" target="_blank">India</a>, now Mobile-Money is slowly coming into existence.
 
<a href="http://parthamajumdar.org/2012/11/30/when-i-was-on-tv/" rel="noopener noreferrer" target="_blank">When I was on TV</a>
http://www.ndtv.com/video/player/answers-for-business/answers-for-business-bhutan/91056

Director - Professional Services

We tried to implement Mobile Money in Bhutan way back in 2008. The solution had enormous benefits for the people of Bhutan and for the Government of Bhutan.

Agile Innovation

1 To strengthen the relationship your with existing students

First of all, creating a pre-recorded online video course benefits your students from a pedagogical perspective. For example, one of your students might be interested in a specific musical topic and creating a course for him/her might develop this interest further and he/she might want to cover it in future lessons. In addition, online course creation can save you a lot of time. Whilst live video lessons are not exactly reusable, you can recycle the content of a certain online course and show it to another student. Who knows, he/she might buy the course and develop a passion for the same topic the student you originally created the course for was interested in.

When you put an online course for sale, you could mention that you offer live video lessons. In addition, a student of yours could share with a friend the online course he/she completed and that other person might end up taking lessons with you as a result. Again, unless all lessons are recorded, it’s not that easy to use them to promote your teaching. Online courses are probably a better promotional tool.

Whilst I cannot say that I got a job after using my online courses as an example of my craft in my applications, you might get luckier! After all, recruiters receive tons of CVs right? So there is no better way to get hired than to show them what you can do!

<figure>&nbsp;</figure>
 
1 To strengthen the relationship your with existing students
First of all, creating a pre-recorded online video course benefits your students from a pedagogical perspective. For example, one of your students might be interested in a specific musical topic and creating a course for him/her might develop this interest further and he/she might want to cover it in future lessons. In addition, online course creation can save you a lot of time. Whilst live video lessons are not exactly reusable, you can recycle the content of a certain online course and show it to another student. Who knows, he/she might buy the course and develop a passion for the same topic the student you originally created the course for was interested in.
 
2 To find new students
When you put an online course for sale, you could mention that you offer live video lessons. In addition, a student of yours could share with a friend the online course he/she completed and that other person might end up taking lessons with you as a result. Again, unless all lessons are recorded, it’s not that easy to use them to promote your teaching. Online courses are probably a better promotional tool.
 
3 To have a portfolio
Whilst I cannot say that I got a job after using my online courses as an example of my craft in my applications, you might get luckier! After all, recruiters receive tons of CVs right? So there is no better way to get hired than to show them what you can do!

Ukulele and Guitar teacher 

In this video I give you 3 reasons why as music teacher (or as online tutor in general) you should create an online course 



WHY should music teachers create an online course?

I have been involved in Product Development for many years. Also, I managed to sell all the products that we have developed till date to at least one customer. And thus, I have been involved in Application Support for many years as well. I would like to add a dimension of Application Support i.e. Penalty. As a Business Manager, it is possible to make a decent EBIT for the Department, if we sold our products, and if we prevented ourselves from being penalised for any application flaws. I present one of our strategies for prevention from being penalised.

Let me give you an example of how a Telco calculates the penalty for a vendor.

We supplied our (Interactive Voice Response System) IVRS to Reliance. The IVRS was used primarily for 2 purposes – 1) for Balance Enquiry and 2) for recharge.

The Balance Enquiry transaction had no direct revenue impact. It had indirect revenue impact as if it did not work, the customer would be dissatisfied and this could result in churn.

The Recharge transaction had direct revenue impact. Our IVRS used to process at an average 3 recharges per subscriber per day. This results in 900 million recharges per month. This means 30 million recharges per day. This means 2.14 million recharges per hour (as we considered one day = 14 hours as this is the active time on the network). This mean 35,715 recharges per minute. If the average recharge amount is taken as Rs. 30, then net revenue from recharge is Rs. 1.07 million per minute.

So, if the IVRS is down for 10 minutes, then the net revenue loss is Rs. 10 million.

So, if the IVRS is down for 10 minutes, then Reliance could charge us a penalty of Rs. 10 million. This would be the cost of failure.

Now, how did we guard ourselves from this risk?

We designed an architecture in which we placed about 300 IVRS Clients. This was also because we used Intel Dialogic Cards and these cards had capacity limitations. Behind these IVRS Clients, we placed about 50 computers (ordinary PCs), each running the IVRS Socket Server. We could have bought bigger machines (servers) or even one medium-sized UNIX server. This would have reduced the number of installed computers for running the socket server. There would not have been much difference in hardware cost, except that we would need less rack space. Many people in our company thought our architecture was stupid and always criticized us. They also told us that we did not have enough UNIX ability and thus were sticking to Windows-based IVRS Socket Server.

The reality was that we had so much redundancy that the chance of total failure was next to impossible. At any point, even if 10 socket servers (1/5th of total socket servers) failed and were down for 10 minutes, the net revenue loss would be (Rs. 10 million / 5) = Rs. 2 million. This reduced the risk enormously. To pay a penalty meant reduction in EBIT for our department which meant reduction in amount of bonus for every team member, besides lowering of appraisal scores.

We further programmed a deamon that could not be killed under any circumstance, except unless the machine was switched off. This deamon could bring up a socket server in less than 5 seconds if the socket server went down and the deamon did this job automatically. (We called it WATCHDOG). So, we never had any failure for more than a few seconds. If the machines switched off, Reliance could not penalize us as this was their responsibility to keep the machines in running condition.

When we needed installing a change to the socket server program, we used 5 test machines and ran the new program there for 14 hours as a rule to check for any possible failure. When it ran for 14 hours at a stretch without failure, we pushed the new program into the 50 computers.

In 4 years of supplying software and supporting Reliance, we did not pay single paisa as penalty.

Do you agree? What could have been a better strategy for us?

New product development

Technical support

Interactive voice response

Net profit

Risk

Personal computer

Server (computing)

Unix

Microsoft Windows

I have been involved in <a href="http://en.wikipedia.org/wiki/New_product_development" rel="wikipedia" target="_blank" title="New product development">Product Development</a> for many years. Also, I managed to sell all the products that we have developed till date to at least one customer. And thus, I have been involved in <a href="http://en.wikipedia.org/wiki/Technical_support" rel="wikipedia" target="_blank" title="Technical support">Application Support</a> for many years as well. I would like to add a dimension of Application Support i.e. Penalty. As a Business Manager, it is possible to make a decent EBIT for the Department, if we sold our products, and if we prevented ourselves from being penalised for any application flaws. I present one of our strategies for prevention from being penalised.
 
Let me give you an example of how a Telco calculates the penalty for a vendor.
 
We supplied our (<a href="http://en.wikipedia.org/wiki/Interactive_voice_response" rel="wikipedia" target="_blank" title="Interactive voice response">Interactive Voice Response</a> System) IVRS to <a href="http://www.rcom.co.in/Rcom/personal/home/index.html" target="_blank">Reliance</a>. The IVRS was used primarily for 2 purposes – 1) for Balance Enquiry and 2) for recharge.
 
The Balance Enquiry transaction had no direct revenue impact. It had indirect revenue impact as if it did not work, the customer would be dissatisfied and this could result in churn.
 
The Recharge transaction had direct revenue impact. Our IVRS used to process at an average 3 recharges per subscriber per day. This results in 900 million recharges per month. This means 30 million recharges per day. This means 2.14 million recharges per hour (as we considered one day = 14 hours as this is the active time on the network). This mean 35,715 recharges per minute. If the average recharge amount is taken as Rs. 30, then <a href="http://en.wikipedia.org/wiki/Net_profit" rel="wikipedia" target="_blank" title="Net profit">net revenue</a> from recharge is Rs. 1.07 million per minute.
 
So, if the IVRS is down for 10 minutes, then the net revenue loss is Rs. 10 million.
 
So, if the IVRS is down for 10 minutes, then Reliance could charge us a penalty of Rs. 10 million. This would be the <a href="http://en.wikipedia.org/wiki/Risk" rel="wikipedia" target="_blank" title="Risk">cost of failure</a>.
Now, how did we guard ourselves from this risk?
 
We designed an architecture in which we placed about 300 IVRS Clients. This was also because we used Intel Dialogic Cards and these cards had capacity limitations. Behind these IVRS Clients, we placed about 50 computers (ordinary <a href="http://en.wikipedia.org/wiki/Personal_computer" rel="wikipedia" target="_blank" title="Personal computer">PCs</a>), each running the IVRS Socket Server. We could have bought bigger machines (<a href="http://en.wikipedia.org/wiki/Server_%28computing%29" rel="wikipedia" target="_blank" title="Server (computing)">servers</a>) or even one medium-sized <a href="http://en.wikipedia.org/wiki/Unix" rel="wikipedia" target="_blank" title="Unix">UNIX</a> server. This would have reduced the number of installed computers for running the socket server. There would not have been much difference in hardware cost, except that we would need less rack space. Many people in our company thought our architecture was stupid and always criticized us. They also told us that we did not have enough UNIX ability and thus were sticking to <a href="http://en.wikipedia.org/wiki/Microsoft_Windows" rel="wikipedia" target="_blank" title="Microsoft Windows">Windows-based</a> IVRS Socket Server.
 
The reality was that we had so much redundancy that the chance of total failure was next to impossible. At any point, even if 10 socket servers (1/5th of total socket servers) failed and were down for 10 minutes, the net revenue loss would be (Rs. 10 million / 5) = Rs. 2 million. This reduced the risk enormously. To pay a penalty meant reduction in EBIT for our department which meant reduction in amount of bonus for every team member, besides lowering of appraisal scores.
 
We further programmed a deamon that could not be killed under any circumstance, except unless the machine was switched off. This deamon could bring up a socket server in less than 5 seconds if the socket server went down and the deamon did this job automatically. (We called it WATCHDOG). So, we never had any failure for more than a few seconds. If the machines switched off, Reliance could not penalize us as this was their responsibility to keep the machines in running condition.
 
When we needed installing a change to the socket server program, we used 5 test machines and ran the new program there for 14 hours as a rule to check for any possible failure. When it ran for 14 hours at a stretch without failure, we pushed the new program into the 50 computers.
In 4 years of supplying software and supporting Reliance, we did not pay single paisa as penalty.
 
Do you agree? What could have been a better strategy for us?

Penalties are part of any Project and Product Supply. We need planning so that we are not penalised for our work. This article discussed one such example and a technical solution.

Penalty

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