25/08: Rant About My Employer
Why is it that corporations pay little attention to their employees well being? No wonder some folks go "Postal". If I were of insane mind and sick reasoning I too would go blasting away at some really fucked up people in management. Those protected in their employment - i.e., the decision makers - too often disregard the past efforts of the very people who made them successful, and disgard them like a plague-ridden rodent.
Further, why is it that many in senior management and executive level positions have that sneaky, basardly way of avoiding accountability and responsibility of many of the bonehead decisions they make. Case in point:
A director decides to move a data center from Beltsville, MD to Orlando, FL, claiming they will save $3M annually. I'm delighted, thinking I'll move to Orlando. A month before I was to relocate to Orlando and resume responsibilities at the new location, management pulls the rug out from the entire project - seems they neglected to consider the customer's needs/requirements and it would actually cost them $5M per year. So what did my employer do for this $7M a year blunder? They promoted the idiot to a VP!
I have a substantiated record of saving the corporation over $16M by a process improvement methodology called Lean Six Sigma (LSS). A new manager for my group doesn't see the value of LSS in the Business Development world, so disregards any efforts for me to continue those activities. What an dumbfuck - prejudiced by his own blindness and that age-old thinking: "But we've always done it this way." This my friends is what kills a corporation.
In today's economic climate companies are circling the wagons, reducing staff, making cuts and blowing off the prime captital resource that made them successful - their employees. They will wither and die if they don't figure out that the path through the hard times ahead is not by power but by "Conscious Co-Creation". The successful pathway to gaining new business as a US Government (USG) contractor is by a massive change (leap) in the way we view the competitive landscape. Collaborative efforts are what will win new business with the USG - focused on what is best for the US Citizenry and its primary service provider, the US Government.
Further, why is it that many in senior management and executive level positions have that sneaky, basardly way of avoiding accountability and responsibility of many of the bonehead decisions they make. Case in point:
A director decides to move a data center from Beltsville, MD to Orlando, FL, claiming they will save $3M annually. I'm delighted, thinking I'll move to Orlando. A month before I was to relocate to Orlando and resume responsibilities at the new location, management pulls the rug out from the entire project - seems they neglected to consider the customer's needs/requirements and it would actually cost them $5M per year. So what did my employer do for this $7M a year blunder? They promoted the idiot to a VP!
I have a substantiated record of saving the corporation over $16M by a process improvement methodology called Lean Six Sigma (LSS). A new manager for my group doesn't see the value of LSS in the Business Development world, so disregards any efforts for me to continue those activities. What an dumbfuck - prejudiced by his own blindness and that age-old thinking: "But we've always done it this way." This my friends is what kills a corporation.
In today's economic climate companies are circling the wagons, reducing staff, making cuts and blowing off the prime captital resource that made them successful - their employees. They will wither and die if they don't figure out that the path through the hard times ahead is not by power but by "Conscious Co-Creation". The successful pathway to gaining new business as a US Government (USG) contractor is by a massive change (leap) in the way we view the competitive landscape. Collaborative efforts are what will win new business with the USG - focused on what is best for the US Citizenry and its primary service provider, the US Government.
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