| T.R | Title | User | Personal
Name | Date | Lines |
|---|
| 1196.1 | let's practice what we preach | LEMAN::DAVEED | What you get is how you do it | Fri Sep 21 1990 17:22 | 26 |
| It's a paradox alright. Digital Press recently released a book called
"5th Generation Management", subtitled "Integrating Enterprises through
Human Networking", by Charles M. Savage (Digital Press, 1990, order
number EY-C186E-DP). This book is intended to help customers. In
fact, it addresses many of the organizational complaints found in this
conference. How come Digital management doesn't apply this to our own
company before we start trying to peddle it to others?
If we would apply these principles internally, we would then have the
expertise and understanding necessary to
- define a real company strategy and goals
- define the products and services necessary to achieve our goals
- make an appropriate staffing plan
- make an appropriate training plan for employees
- deliver needed products and services to customers
This would probably be very similar to the EIS visionary promises that
Digital has stated publicly to customers. And it would be credible
because we would have applied it ourselves.
-dinesh.
|
| 1196.2 | which foot is shod ? | SHIRE::GOLDBLATT | | Sat Sep 22 1990 13:49 | 12 |
| Digital's business and management consultants advise clients on the best
I.T. strategy for their company. This advice involves planning how to best
attain the clients business strategic and tactical goals. How about
engaging these consultants to do the same for Digital ? It'd only cost
"funny money".
Strangely enough (or perhaps not so strangely), the only consultants
management listens to are those that managment pays for. In addition,
these consultants are immune to "career limitations" provoked by giving
good advice where it's least desired but most deserved.
David
|
| 1196.3 | to .2 "practice what we preach" | CSOMKT::MCMAHON | Carolyn McMahon | Mon Sep 24 1990 12:54 | 14 |
| I agree:
- We must practice what we preach. No more "do as I say, not as I
do"
- We must get our internal tools and communications up to the state
of the art of our own products
- We must stop letting the "tail wag the dog." What does that mean?
In this case, most of our internal services (like F&A, IS, etc.) and
parts of Engineering wag the dog. They're an important part of the
whole critter but they're just a part and not the whole animal. In
some ways, they're the easiest parts to comprehend - maybe that's
why they're just about the only one's listened to these days.
|
| 1196.4 | Paradox Answered | TROPIC::BELDIN | Pull us together, not apart | Tue Sep 25 1990 12:07 | 8 |
| Be bold, take risks, don't accept failure!
You can't fail. Without your attempt, no progress would be made toward
the goal. With your attempt, at the very least you will learn
something that doesn't work. So learn from your mistakes, and try
again!
|
| 1196.5 | look at the positive side | NYEM1::MILBERG | I was a DCC - 3 jobs ago! | Wed Sep 26 1990 00:38 | 12 |
| reminds me of the famous story-
The manager who made a mistake and cost his company millions.
He was called into the Board of Directors. He said "Guess I'm here to
be fired"! The Chairman said-
"Hell no, we just spent a million bucks training you"!
-Barry-
|