Showing posts with label Life Cycle. Show all posts
Showing posts with label Life Cycle. Show all posts

January 3, 2018

Life Cycles for Carnivores

I thought this was interesting-funny in terms of the the food life cycles for us carnivores:

For meat, it's:
"From farm to fork."

And for seafood, it's:
"From boat to throat."

Either way, we end up eating it. 

Just plain hungry or only the strong survive. 

Vegetarians and vegans can ignore this post. ;-)

(Source Photo: Andy Blumenthal)
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December 28, 2011

Toward A User-Centric Government

My new article in Government Executive is out today.

Called "Too Big To Succeed"--the article talks about the importance of simplifying and organizing large, complex organizations, such as government, to achieve transformational and valuable change.

The article is anchored in the Law of Diminishing Returns and the Law of Large Numbers.

Although the article doesn't use the term user-centric government, this is exactly the point and continuously driving forward with advanced technologies can help us make the leap.

Hope you enjoy reading!

Andy

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December 4, 2011

Life Perspective

I saw this picture and immediately feel in love with it--it is so simple, yet so brilliant.

Like the 6 days of creation and then G-d rested, this picture illuminates in 6 panes of shades of black and white, the cycle of life of man and woman, and then stops (rests).

From carefree children to growing young adults, love and marriage, old age together, loss and loneliness, and finally together again--returned to the earth and I believe in the after-world.

The tree on the left overhands and follows the path of the couple; it grows, matures, and seems to whither along with them--this is mother earth clearly sheltering and closely intertwined with its children.

The connection between people and earth, between one person and another, and between this world and the next...the whole of life's existence and purpose seems to be expressed here.

The meaning and purpose is inherent in the cycle itself--throughout our growth, we experience trials and tribulation--and our mettle is tested and proven until it ends or perhaps begins again.

The overall story is of time marching on, and we but mortals experiencing so much--growth and decline, connection and separation, pleasure and pain--yet never escaping time's grasp.

This is the cycle of life and G-d is ever at the helm.

To me, this picture brings perspective, understanding, fear, and peace all at the same time.

(Source Photo: here)

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September 18, 2011

Bringing The Marriage Back Into Our Jobs


Federal Times (11 Sept 2011) reported on a human capital study done by the Partnership for Public Service (PPS) and Deloitte that found that "after the three-year [employment] mark, employee' satisfaction scores plummets" from 77.2 the first year to 66.2 after the third year.

Tim McManus, the VP for PPS underscored the significance of employee dissatisfaction on productivity and retention, when he stated that "it's more than just the end of the honeymoon period; your marriage is on the rocks."

For sometime now, we have been hearing about the high frequency of job changing for Gen Xers and Yers; this week, I actually heard of someone who had changed jobs literally 50 times before the age of 30!

Certainly, I would imagine that living in a high-tech, fast-paced culture that we do now, contributes to the number and rate of job changes, where people are looking for lots of responsibility and recognition in short order or they simply move on. There is a notion that life is too short to waste it in an unproductive or unfulfilling job.

Further, the poor economy, where layoffs have become commonplace has likewise contributed to an employment culture where employers and employees no longer feel beholden to each other, and each is looking out for their own best interests rather than their mutual success.

Unfortunately, what is getting lost in this employment picture is the notion of career. To employers, a person has become a human capital asset--kept on-board only as long as they remain more of an asset than a liability. And correspondingly, to many employees a "job is just a job" now-a-days--it is a temporary phenomena for X hours a weeks for "as long as it lasts," rather than a long-term place for personal and professional growth.

In a class this week, I had the privilege of hearing a terrific career development officer discuss the lifecycle of a job, as follows:

1) Steep Learning Curve -- We all go through it...can anyway say, "how do you use the copy machine?"

2) Strong Expertise -- This is the point where we are really excelling...we have become subject matter experts and are valued for that expertise.

3) Losing Your Edge -- At a certain point, people start to lose interest, performance, or get out of sync with their boss or the organization.

4) Hitting Rock Bottom -- If there is no course correction, employees who have "lost their edge" go on to become restless and dissatisfied and risk a precipitous decline.

Picture step 4 as a potential big SPLAT.

Most people start off their careers "bright eyes and bushy tailed," but at some point, if they are not well-managed, they become discouraged, disillusioned, demoralized and so on.

Obviously, this hurts the organization and the employee--both suffer when the two are out of sync. However, employees may change jobs at any stage in the lifecycle of a job, but the later stages become more painful for boss and employee.

So as leaders, are there things we can do to keep job satisfaction scores high or does the very notion of a lifecycle of a job mean that eventually "all good things must come to an end"?

I think we certainly can do things to make for a longer and more fulfilling job life cycle--training and career opportunities, ethical management, good communication, recognition and rewards, mentoring and coaching, work-life balance, treating people fairly, and more.

At the same time, even in ideal situations, people, organizations, and markets change, and we must change with them. It is important to recognize, when things have changed inside ourselves and our organizations, and when it's time to make a change outside in the job market. This is healthy when it's done for the right reasons and when it results in new opportunities to learn, grow, and contribute.

Every situation brings new challenges and opportunities and we need to meet those head-on striving for job satisfaction, working through times of dissatisfaction, and recognizing life cycles are normal and natural--we are all human.

Good luck!

(Source Photo: here)


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March 27, 2011

AOL DNR




With all due respect to the greatness that AOL once was, enough is enough with their fledgling attempts to reinvent themselves.

OMG, the time has come, do not resuscitate (DNR) as AOL anymore.

Bloomberg Businessweek (March 28-April 3, 2011) reports "AOL Tries for Something New: Silicon Valley Cred...a new Palo Alto workspace."

Aside from the new digs, AOL has put a long-whiteboard along the hallway with the phase "AOL is cool."

But as the article says "Nothing is less cool than professing one's coolness, of course, especially if you're an Internet dinosaur evoking a bygone era of dial-up modems."

AOL was one of the hottest tech stocks in the 1990s, only to go down in one of the worst mergers in history to Time Warner.
AOL's market capitalization peaked in December 1999 at $222 billion and now is at $2 billion.

In 2002, AOL Time Warner was forced to write-off goodwill of $99 billion--at the time, the largest loss ever reported by a company.

Let's face it, AOL is not the same company it once was--it has become a shadow of its former self.

And it is flailing, trying desperately to reinvent itself, most recently with its purchase of The Huffington Post.

In my mind, one of the big problems is that rather than recognize that AOL is over, dead, kaput, and that it taints whatever it touches, it just keeps reaching out to more and more victims.

AOL needs to shut down as its former self and restart under a new name with a new identity for the new technology world it is entering a decade later!

If it really wants to "expunge the ghosts and start fresh" then it needs to relinquish the past including the AOL moniker and become a new company for a new age.

Dial up modems are long gone and not missed, thank you.

(Source Graphic: Wikipedia)

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December 17, 2010

What's Next For Microsoft, Google, And The Rest Of The IT Industry?

Published in Government Technology

By Andy Blumenthal

We are living in a material world, and I am a material girl.” — Madonna



For some people, like Madonna, the “material world” represents a society where people must pay to get their way. To me it means the mortal world, where we are born, live, try to thrive and ultimately pass the baton to others. 



Mortality isn’t limited to human beings, but is also a property of organizations. Several articles have appeared about it lately in mainstream and IT publications. Industry analysts are looking to Microsoft and Google and wondering how they, like other technology organizations, will master the competency of, as Computerworld puts it, “Getting to next.”



A curious irony runs throughout these conversations. Microsoft and Google are seemingly on top of their respective games, dominating the market and earning tens of billions in revenue per year. Despite being at the pinnacle of the technology industry, various industry watchers have noticed, they appear unable to see what’s the next rung on their ladder. It’s almost like they’re dumbfounded that nobody has placed it in front of them.



Consider, for example, that Microsoft dominates desktop operating systems, with approximately a 90 percent share of the market, business productivity suites at 80 percent and browser software at 60 percent. Google similarly dominates Internet search at about 64 percent. 


Everyone is asking: Why can’t these companies find their next great act? Microsoft launched the Kin and dropped it after less than two months; Bing has a fraction of Google’s market share in search; and Windows Mobile never became a major player as an operating system. Further, as The Wall Street Journal pointed out, the Xbox video game system, though finally profitable, Microsoft will likely never recoup the initial investment in research and development.



Similarly Google gambled by acquiring the ad network DoubleClick in 2007 for $3.1 billion, YouTube in 2006 for $1.6 billion and the mobile ad platform AdMob in 2009 for $750 million. But so far, as Fortune noted, Google hasn’t seen significant benefit from these purchases in terms of diversifying its revenue stream. “The day is coming when … the activity known as ‘Googling’ no longer will be at the center of our online lives. Then what?” said The Wall Street Journal.



From the perspective of organizational behavior, there’s a natural law at work here that explains why these resource-rich companies, which have the brains and brawn to repeatedly reinvent themselves, are in apparent decline. All organizations, like all people and natural organisms, have a natural life cycle — birth, growth, maturity, decline and death. 



To stay competitive and on top of our game, we constantly must plan our strategy and tactics to move into the future. However, organizations, like people, are mortal. Some challenges are part of life’s natural ups and downs. Others tell us we are in a decline that cannot be reversed. At that point, the organization must make decisions that are consonant with the reality of its situation, salvage what it can and return to the shareholders what it can’t. 



In other words, eventually every organism will cease to exist in its current form. During its life cycle, it can reinvent itself like IBM did in the 1990s. And when reinvention is no longer an option, it goes the way of Polaroid. 



This is similar to technology itself. As a new technology emerges, time and effort is spent further developing it to full capacity. We optimize and integrate it into our lives and fix it when it’s broken. But there comes a time when horses and buggies are no longer needed, and it’s time to face the facts and move on to cars — and one day, who knows, space scooters?



Going back full circle to the human analogy: People can reinvent themselves by going back to school, changing careers, perhaps remarrying and so on. But eventually we all go gray. And that’s fine; that’s the way it should be. Let’s reinvent ourselves while we can. And when we can’t, let’s accept our mortality graciously and be joyful for the great things that we have done.


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December 5, 2009

Tech is Threatening to Some and A Savior To Others

As technology advances and supplants the “old ways” of doing things, some people are threatened that they are being put “out to pasture” and others find opportunity in the emerging technology—they find in it something new to learn and grow with, perhaps an opportunity to shine and become the resident subject matter expert at work or at home.

As we get older, it’s natural that some people may not be as flexible in “starting over,” learning something new, or changing the way “we’ve always done things.” It’s reminiscent of the sort of unflattering old saying that “you can’t teach an old dog new tricks”—a saying by the way that I don’t really believe (you should see my Dad on email, Internet, and so on—he’s great!). But at the same time, people, as do all things, have a life cycle, and our strengths and weaknesses go through peaks and valleys at various points on the cycle. For example, “with age comes wisdom.” Years ago, getting the chairman or CEO to use email was a corporate challenge. Now, young people are migrating to Social Media for communications, and email is the technology dinosaur. It’s a constant technology transformation.

In November 2009, the Wall Street Journal reviewed a new book by Sci-Fi author Cory Doctorow, called “Makers”. “This novel is set in a not-too distant future when the creative destruction of technological change has created an economy so efficient, with profit margins so thin, that traditional companies can hardly stay in business.” In this book, the inventor “uses three-dimensional printers to produce copies of machines and most anything else at close to no cost.” Now “good ideas are copied so quickly that they become commodities. Every industry that required a factory yesterday only needs a garage today.” Where this leaves us is in a time with “competition and invention getting easier and easier—it’s producing a kind of superabundance.” And the result is widespread unemployment and stress.

As we are presumably heading out of a major recession now with unemployment topping 10% (and some would say the real figures, including the underemployed and those that have stopped looking for work, at closer to 20%), we must but wonder whether the recession/unemployment is due to the financial crisis alone or is there some element that is due to our new high-tech economy, where everything in the manufacturing sector has either been tech-enabled or outsourced to Asia. And where we are left in a primary “services economy—pushing papers and flipping burgers? Is there a time coming when we become so technologically advanced, like in the Makers, that there is a very real threat of leaving hundreds of millions of people behind, while the few technology mavens “have it all”?

Interestingly enough, with the advancement of technology, the income disparity between rich and poor has grown where the top 1% of Americans own more than a third of the wealth, compared with a fifth of the wealth in the 1970s (according to Robert Reich).

I think it is critical that smarts and performance be rewarded (i.e. performance-based), but that we cannot let things get out of control and unjust. Billions cannot starve while the ultra-rich hop from rural mansion to Park Avenue condo and from private plane to recreational yacht. Technology must be used to level the playing field and not abuse it. Some like Bernie Madoff used systems developers and technology to create and issue phony financial statements to Ponzi-scheme clients showing trades that never occurred. Instead, we need to use technology to educate, communicate, share, and advance the opportunities for all and overcome the technology divide through amazing advancements here and yet to come. To do this, we must focus on continuous innovation and application of technology to the challenges we face—whether alternative energy, health care, world-hunger, global warming, and so much more. There is no shortage of issues for us to apply our minds and technology to—there is plenty for everyone to contribute to.


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