Archive for November, 2005

ManagementSpeak, 11/28/2005

Monday, November 28th, 2005
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ManagementSpeak: Past performance is no guarantee of future returns. Translation: Just because we did well last year doesn’t mean we won’t screw up this year. In fact, we’re due! KJR Club member Mark Hahn did well with this translation …

Dealing with DRIVEL

Monday, November 28th, 2005
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Among the many books I’d like to write but probably won’t, Selling Strong Engineering To Executives is high on the list. I probably won’t write it because even the best techniques aren’t reliable enough to be worth codifying. But you have to try. Regular correspondent Jon Lee pointed out the relevance of the Challenger disaster […]

ManagementSpeak, 11/21/2005

Monday, November 21st, 2005
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ManagementSpeak: Know what I mean? Translation: Neither of us has the faintest idea what I mean. But we all know what this week’s anonymous contributor meant.

Alignment vs Project Management

Monday, November 21st, 2005
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I’m told Proctor and Gamble does an amazing job of measuring its innovation assets. Its chart of accounts, for example, can track the cost and revenue of every fragrance the company develops. Oddly, though, there’s no equivalent way to track the profitability of flavors. That’s right, there’s no accounting for tastes. Speaking of partial solutions, […]

ManagementSpeak, 11/14/2005

Monday, November 14th, 2005
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ManagementSpeak: I like your proposal, but I need some more analysis on these points here. Translation: It’s not gonna happen. I like KJR Club member John Norenberg’s analysis.

Lining things up

Monday, November 14th, 2005
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You can’t make this stuff up. Ray Todd Stevens tells us: I am working on a recovery project for a company that outsourced the coding for a major application on which the company depends. They did this to an offshore company. Someone at some point realized that the code had no comments, and so insisted […]

ManagementSpeak, 11/7/2005

Monday, November 7th, 2005
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ManagementSpeak: This will be a good exercise for you. Translation: For reasons only known to me, I hereby encourage this absolute waste of your time and company resources. KJR Club member Christian Desjardins wasn’t wasting his time when he provided this exercise for us.

Can metrics be saved?

Monday, November 7th, 2005
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The most disturbing business book of the past ten years has a pretty dull title: Measuring and Managing Performance in Organizations (Robert D. Austin, 1996). It isn’t exactly an easy read either. It’s chock-full of economic and behavioral theory, and bibliographic references to more economic and behavioral theory. Reading the book is work. Read it […]

my photoBob Lewis is a senior management consultant with Dell Services. He has published these columns once a week in one form or another since 1996.

Disclaimer: All opinions, statements, representations, allegations, images (if published) and anything else that appears here is the sole responsibility of the author. Dell has and had nothing to do with it, other than saying it's okay to continue publishing KJR.

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