Tuesday 28 March 2006

How to move from working 9 to 5

Back to coffees at dawn
So, at 7:45 am on Monday morning a senior director of the recruitment/services firm that has just secured a contract on my behalf calls up to take me to my new assignment.
This is one of the few occasions where you see a Dutch executive quite well dressed and obviously well-to-do and knowing his onions about so many issues.
It is one of those situations where I get offered an assignment based on my reputation in terms of what I have done, who I have worked with or who I have mentored. No interviews, but the curriculum vitae and reputation does all the leg work.
I am beginning think there should be ways of quantifying ones stock in terms of reputation, reliability and professionalism as opposed to just having technical know-how and requisite abilities.
LinkedIn Networking
In the last 10 years, I have had the privilege of obtaining employment more through elements of networking than initial introductions; one should probably find ways of making those links work better.
So, I was quite enamoured when a friend invited me into his LinkedIn network and I found I was one of 2 consultants whilst others were directors or owners of their business.
Which just under 20 years of IT experience, I am beginning to wonder how I can make my knowledge work for me without having to be present to enforce the knowledge and do the 9-to-5 shuffle to put money in the bank.
This is the new quest along with finishing my MSc in IT and researching opportunities for doing a research degree in the Netherlands. More importantly, finding a way to change my income portfolio to a knowledge-based enterprise from a person/personnel based profile.
Build globally and change perspectives
Day One showed promise, there seems to be a lot I can bring to the table to help out, but then it only works if those I help appreciate the perspective I have of enterprise infrastructure.
I am an architect who designs with a good knowledge of the strength of materials, drawings should be confidently realisable just as infrastructure design should have manageability, usability and simplicity at the fore.
Support staff should have a dashboard of data that allows then go straight to solving the problem when called rather than spending the first 30 minutes construction the links before addressing the issues.
I am wont to saying that the battle for the reduction of cost and the effectiveness of service is at the desktop.
If you do not have that in hand through standardisation, business application streamlining and flexible management practices, your new implementation would grown in cost of support, personnel and management.
IT cost or asset
Then, Information Technology begins to look like a major cost not an integrated business asset and the bean-counters begin to look for ways to outsource all IT.
That is where Wall-Mart has come of age; their IT is completely integrated, nothing is outsourced. That is the challenge of many a CIO and not many have seen that it is about service and not the cost.

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