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Strategies & Market Trends : Booms, Busts, and Recoveries -- Ignore unavailable to you. Want to Upgrade?

To: TobagoJack who wrote (8588)	9/9/2001 4:11:52 AM
From: elmatador	Read Replies (1) \| Respond to of 74559

By now it must be clear to you that THE Abracadabra is BUSINESS DESIGN. Look, I call THE Abracadabra. In capitals and I didn't call it an abracadabra. BUSINESS DESIGN is a technique to help/educate (homoeopathically) businesses on how to structure themselves to make money with technology. The fact that the roadside is littered with the carcasses of Dot.Coms, Tech and Telco, it doesn't mean that those technologies will be dropped. They will be aggregated into the modus operandi of the firm. The superstructure -read the term as J.K. Galbraith used- need to adapt itself to the new technology. The pace of the tech evolution is faster than the superstructure can chew it up. The old fogies have to retire. The white collars have to be sacked, he economists have to come out with the models, curricula have to be devised,...all that has to be worked out for the superstructure position itself to make use of what tech enables. The dot.com debacle is nothing less than trying to impose technology as an ADJUNCT to the superstructure. This obviously never succeeds. The superstructure has anti-bodies that fights, rejects, eats, kill and evacuates this adjunct. Of course you are going to hear -like right now- all the fragments of the whole picture. Pixels randomly spread over the screen. Knowledge is fragmented. (Blame the school system for it). Low Signal to Noise Ratio. But we don't need to see the whole pixels in their own places in order to see the picture. A few of them in place and we can workout the actual picture. After the picture is completed even the Village Idiot can tell what it is like! I will be back to the BUSINESS DESIGN abracadabra

To: TobagoJack who wrote (8588)	9/9/2001 9:06:54 AM
From: elmatador	Respond to of 74559

We have to, since now, get an understanding of what the economy is going to be post-collapse. Why BUSINES DESIGN will work: From reorganizing to re-designing. Reorganizing was made out of moving people around. It didn't work. And it didn't because managers would have to manage themselves into redundancy for reorganization to work. Instead they have just kept people moving up and down, left to right, labelled it reorganization and them waited until the next year. Illustration: Ericsson planned to reorganize in 1999. It had 103.000 employees. They said they did. But this year it says it is reorganizing a workforce of 107.000. They did nothing. Just moved people around. And they, so far have sacked only contractors. Lets peer into that dust cloud thither in the blue yonder. White Collars are being sacked with a vengeance. See Financial Times 'More Opt for interim posts' below. See also the job offers for interim managers. The amount of white collars being sacked is a good omen. The fact that they are being re-hired as interim managers and not as employees, is also good sign. Finally we will have firms re-designing their businesses, not around their people, but around their businesses' goals. This is the beauty of it: Reorganize moves people. Re-designing introduces technologies. Now from this insight is that I have to show why 3G should do a side step dance and move from the grand plans of UMTS we are hearing about. You don't know how much I had to dig through layer, after layer of hype, strata after starta of disinformation capaigns. But I got it right. More opt for interim posts By Richard Donkin - Sep 06 2001 09:03:18 Increasing numbers of executives are becoming temporary or "interim" managers by choice rather than taking the job because of redundancy, says a study. A survey of 1,000 new and experienced interim managers carried out by Albemarle Interim Management, a UK-based agency, found that only 16 per cent of the respondents had chosen their new career as a result of redundancy. More than half of those surveyed said they became interim managers because they liked the variety and challenge offered by the job. A third of them wanted a change of lifestyle. This last point is significant, according to a number of interim managers contacted in the research. "More managers are looking to change their lives," says Shirin Chandy-Welham, a marketing executive who has worked with Unilever, SmithKline and Coca-Cola. "Companies today are realising that they are losing key personnel at senior level because expectations leave little time for personal life or do not fit with the individual's personal goals." Interim management began in the 1970s in the Netherlands as a result of employment regulations that insisted that executives worked lengthy periods of notice. Today, however, it has spread across Europe and into the US. Albemarle says the market is growing by 20 per cent a year. www.albemarle.co.uk