Picking the Workable Parts

 
 
By eweek  |  Posted 2006-06-23 Email Print this article Print
 
 
 
 
 
 
 


of Globalization"> In the same way, people who work in North American businesses have to disengage from their over-investment in the self-strip-mining tactics that are the status quo, and apply the surplus to contemplating what a pleasant outcome would be. Martins thinking doesnt make the status quo out to be a villain. He believes parts of the failing globalization model have virtue. "If you care about people, you should care about millions of Indians and Brazilians and Chinese having a chance of a good life, and without the job opportunities, theyd be lucky to get on."
He believes North Americans should focus attention on doing the things we are more capable of doing right now. This doesnt mean we get to move to a new set of work endeavors and rest there, because in due course, competitor nations will be competing there, too.
"Nothing is static. For the next while, thats got to be in figuring out how to make better products and services because we are proximate to those consumers and can understand their systems and needs better. "We certainly dont deserve a better standard of living than they do if they can do it better than we can."
The way work should get done in the new model is outlined, and we now have a heuristic to approach the strategy required to get there. Its like a recipe waiting to be cooked. Just add IT talent. Addendum: 1) Martin explains the current model is to grow by repetition and scale. Management drives heuristic knowledge into algoritha and then binary code to increase standardization, drive out cost and increase scale. My view is that model, by aiming to sell more by cutting costs, 2) guarantees price pressure, which in turn strips out margin and pressures income, incrementally making more existing consumers more price sensitive. 3) That amplifies the need to increase the organizations scope or geographical span or both, increasing complexity (need to manage new products or customers and regulations as they expand globally). 4) The complexity/opportunity ratio gets higher and higher and harder and harder to manage. The management goes from algorithmic to automated in order to eliminate human contributors to pare costs. This results in less judgment being exercised per transaction, leading to more mistakes and wastage, leading to condition 2) above where the cycle starts again. Jeff Angus is a knowledge management and restructuring consultant who has been working with IT since 1974. His newest book is Management by Baseball: The Official Rules for Winning Management in Any Organization (Harper Collins). Check out eWEEK.coms for the latest news, reviews and analysis on IT management from CIOInsight.com.


 
 
 
 
 
 
 
 
 
 
 

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