Jack Dausman started the
dialogue with a post
mentioning that 60% of the IT workers are ready to move one.
chipped in. Of course I have my 2c to add to it.
I agree with Jack on training as key success factor as well with Ben on a need to shift the perspective from cost to benefit. I also liked the remarks about semi competent techies defending their turf. There is another dimension and that is communication.
We geeks tend to communicate in terms like: CPU, Uptime, Bandwidth, Storage, Access, Network etc. Managers tend to speak about money, corporate values, business development, key performance indicators and revenue-cost ratios. Both sides blame the other, that they speak in tongues, don't listen and don't understand. One problem is surly, that a lot of managers can't manage, so they resort to micro management (a.k.a. not trusting the techies due to a lack of people skills).
What can be done? First of all, when you move on you will take all your problems with you, so the solution is to solve your part first before moving on. There a several dimensions you can have a look. If you firmly think, that you know what is right, but you are not in charge, some
could help. And while you are on it, beef up your
. We became geeks because we found technology much more fascinating than business and numbers, however we need to translate our thinking into management compatible statements of cost and value. In a recent conversation a potential client was complaining our proposal was to expensive, so we ran the numbers:
OK we can skip the validation routines, that would shave 2k from our price. But in return about 10% of the forms would have errors. To clarify them 2 engineers in two countries need to get online and discuss (if they discover them at all). That takes half an hour, given your internal rates for 2 engineers, that is about 0.2k. We don't calculate time for delays or damage for undiscovered errors. Your estimate is about 1000-1500 approvals / year, so the cost for saving 2k would be about 20-30k/year
Suddenly they did understand. Of course it is very painful to break down everything we do into value prepositions. But it is not that difficult. We generally can set two types of cost: investment for improved productivity, speed, revenue and investment to avoid damage or higher cost. So the question is: how much do we spend on other things if we don't do that and how much will it cost and how likely will disaster strike. Once we make things measurable, even if the benchmarks are rather blurry, we find common ground with the management to negotiate. Once you master the skill and the situation doesn't improve (because you got
one of them
) it is time to move on. You new company will appreciate your ability to "speak management".