Business

Too Many Clicks, Too Much Typing

by

Compare and contrast:

Renew two software licenses

-Login at software company website. Both licenses are listed. A “renew license” link appears next to each license. There is no way to select both licenses for simultaneous renewal.

-Type name, address, etc. on online order form.

-Click link to “preferred” credit-card processor.

-Type name, address, credit card info on online form.

-Click “pay” link. Get rejected by credit card company.

-Repeat entire process starting at software company home page. Get rejected again by credit card company.

Read more

“Managing by the Numbers”

by

A recent article in Business Week is titled “Managing by the Numbers” and it focuses on IBM’s attempt to build a system to assign staff to appropriate engagements around the world. Rather than relying on manual processes, a central planning group is gathering capabilities for each of their employees and attempting to let the computer match skills to opportunities.

I have a lot of experience in consulting at a number of different organizations. If you are interested in the challenges (and opportunities) of running or being part of a professional services organization, I suggest that you read “Managing the Professional Services Firm” by David Maister.

The types of examples given in the book are staffing a web services engagement in the Philippines; there is an expensive (high ranking) consultant on the bench (meaning – unassigned and not currently earning income for the firm) in a faraway country vs. a less skilled (and cheaper) local consultant who could also be assigned to the job – which to choose? This is the type of “problem” that the program is supposed to solve. The implied conceit is that consultants are interchangeable, and you can just build a team out of individual skill sets, have them show up at the work site, and pull off the engagement.

When I worked at one of the large consulting firms, in order to save space, they went to a “hoteling” concept. Since consultants were usually on the road and not in the office, some bean counter figured that it would be cheaper to not give anyone a permanent office and just have them occupy whatever space was available on the occasion that they had to work in town. The company did attempt to link your phone to your location and sometimes even had a nameplate ready for you, along with a little cart for your office supplies, so you were able to get started working with a minimum of effort. The company only had to have office space for the people likely to show up, which was maybe 25% of the total staff on a given day, saving them in rent money.

Read more

For Roughnecks, It Ain’t Funny

by

Instapundit says:

CANDIDATES RUSH TO  rescue oil companies:  “With the price of petroleum having fallen from almost $150 per barrel last summer to about $81, the campaigns of both Barack Obama and John McCain rushed to outline their respective plans to rescue beleaguered oil companies from nose-diving profits and earnings.” Heh. It’s about time!

No offense to Glenn but the people working in the oil fields aren’t laughing.  

Read more

Bidding & the Fifties

by

The years after World War II were dynamic.   Dams and libraries, art and  state histories came out  of the depression era alphabet projects; these  were followed by the fifties’ interstate system.   Bridges, highways, infrastructure projects of broad scope connected the fast paced growth of suburbs. The first homes of many baby boomers were strange and temporary. One of my friends lived in a train depot.   We lived in a housing project that had grown up quickly during the war to house the workers for a nearby ammunition depot.   These remain, a half century later housing my aunt and other retirees in cinder block, connected homes.

Read more

Do You Have Any Cheese At All?

by

During a recent conversation with a csr from a vendor of mine, things began to get a bit heated.   I had several promises broken to me by the vendor.   They had not sent the stuff to me, and as a result my customer was getting pissed.   I was in danger of losing the entire job, and a customer to boot.   Bad.

I started to try to come up with solutions for the company, since they had none.   Here is an abbreviated version of the conversation.

Me:   Can you sub the item?

CSR:   No.

Me:   When are they expected to be in?

CSR:   Hopefully within a week.

Me:   Unacceptable.   How about looking at other distributors to see if they have some?

CSR:   Can’t do it.

Me:   Come on!   How about giving me a better model for the same price?

CSR:   No can do.

Me:   I need a solution to this problem – pass me up the chain of command.

CSR Manager:   Can I help you?

Me:   Does your company have any cheese at all?