Applying Critical and Lateral Thinking Appropriately

 

No matter what the situation or job position an individual will at times be faced with insurmountable problems. Based on how we think we will let these problems bother us to a greater or lesser degree. For the doing person, who manipulates the outcome directly it is essential a problem is overcome, we don’t want such a person to give up until task is achieved. While for the manager/ leader, who achieves aims through manipulating other personnel it is vital that they “kill it quickly,” and think laterally to avoid problems and redeploy resources so that they effectively by pass the bottlenecks.

Generally as we go up the management hierarchy, Critical thinking diminishes in terms of its day to day value. After all it would defy logic that a senior manager would be able to solve a problem through critical analysis any more effectively than a dedicated member of the technical staff who had understood and worked on a problem directly for years.

The manager usually reverts to lateral thinking to solve the problem. Essentially they can get round the problem in the way that critical analysis constrains others from doing.

In regards to lateral thinking we identify the key aim and link that with the key outcome and essentially bypass the problem.

In order to function normally we need both trains of thought, however as we industrialise labour so the balance of these mechanisms are changed. Essentially a manager in more and more senior positions should be able to think more and more laterally, while articulating their suggestions to their staff through a series of explanations delivered at a critical level.  A technical hands on person needs to be more and more critical in their thinking, no one wants the person building the product, not to build it…

Sometimes simply seeing the problem through a new lens brings new vision and understanding.

Image source: Kirby (2004:17)

 

Reference

Kirby, D. A. (2004). Entrepreneurship education: can business schools meet the challenge?. Education+ training, 46(8/9), 510-519.

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The wilds of the business world…

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Let’s take the opposing view to anthropomorphism and through metaphor and other constructs describe business as it could be understood within an ecological sense.

To do this takes a real separation from reality, to derive useful value from the sentiment probably takes experience in the business world itself, and to define the eco system in a few short paragraphs requires restriction of the frame through which we view this comparative.

Firstly I’m going to drop a bombshell not all businesses are the same. They look the same from an employee perspective, of course the average day of the employee shares certain processes whether in a huge corporate or a micro business, however to the average blood cell or muscle cell in the average creature the world would be expected to look pretty similar as well.

The brain cells of the business the neurons so to speak, being its founders and executive team, these individuals see the world through a restricted worldview, based on the species they are from. As the business grows so does the nervous system and as a result many different viewpoints are formed within the business, influenced both by hierarchy, strategy and role. Essentially managers will fulfil certain tasks, and feedback via a neural net to the brain which then will make decisions based on the experience and strategy of the brain cells.

Of course we get many types of brain cells, and unlike in the animal kingdom these brain cells can both be easily transplanted and can transmogrify, through a self-determined or animal determined process. This is the case of all cells in the business world, and essentially cells can transform and transplant from animal to animal. Essentially for the purposes of our model our sperm cells in this business world aren’t spermatozoa but spore-like, new life is brought into existence more through a process of expectant almost “spontaneous generation,” than through mating. Each cell has its own memory, its own thoughts and experience and unlike our own somatic cells the business cell can change quickly with time, dependant on the health and the components and characterisation of the cell to begin with.

The cell here can be characterised based on its constituent components. It may have a rapidly mutating genetic code with very short half-life, and as such mutate rapidly and as a result fill many role types in its life time. By similar consideration the cell may have significant vesicles of a variety of types or a complex genetic structure. The presence of particular vesicles may direct a cell towards likely tasks. A complex genetic structure may result in a cell filling a specific technical or management role. While a particular configuration of the cohesiveness of the cell may bind it to certain other cell types more easily or less easily and result in a cell becoming a journeyman or alternatively peripatetic by form.

Although the business person/ the neuron does not see it themselves the sector, the customer, the business size and the business purpose all shape them into becoming the brain of a very specific type of animal, and directs them to fill a very specific type of function. We could argue in smaller animals the brain cell is less specialised while in larger companies it is more specialised. This simple point of view enables us to consider why indeed it can be difficult for those who run startup companies to adapt to run larger companies and in fact for those who run larger companies to adapt to run smaller ones.

As a result of the body conditioning the cells becomes conditioned to consider certain businesses “food,” certain businesses potential “mates.” Each part of the body may also have differing viewpoints, hence why the business acts as a very complex internal environment. A number of core systems act as hormones and tend to regulate the thoughts of the business into cohesion. The command lines for our cells are job roles, motivations/ salaries, and cultural norms which change how the individual cell interacts.

If we want the cells responsible for gathering food to gather more we may change a commission structure, while if we want a management team to focus we may issue shares / ownership in order to motivate.

Here we introduce the investor cells, again these cells can transmogrify and often originate from other cell roles but these animal groups tend to be smaller than businesses and highly specialised. These cells are programmed to understand business/ systems dynamics. Essentially they invest their efforts and resources into different types of third party animals in order to grow more “resources,” money as the staple here is used to enable the investor cell to have a wider influence than it otherwise could as a small group of cells.

The investor cell again is programmed like any other, like many symbionts it will target certain types of host. Certain investors like low risk opportunities, these organisms tend to prefer “elephants,” and large game. They invest all their resources in larger more complex organisms that they believe will produce more resource on which to feed. Other investor cells focus on smaller higher risk organisms and focus on hosts such as mice and even on the grass itself. Risk can as with the other cells often depend on the experience of the symbiont.

Ultimately the word “business,” here defines the environment, in fact the whole taxonomic structure of my point of view. Businesses have certain attributes that help define the taxon that the business is part of. Unlike the animal world, some if not all business animals that exist cant differentiate between business species types without some non-visual aids.

Complex behaviours and success in this world of resource and cells is often judged “within the eye of the beholder,” after all mice see the world of mice and men the world of men. Certain cells will through growth and trans-speciation due to organism growth see many different “Weltanschauungs,” /world views. This of course gives a wider picture to said cell types but on a direct level can sometimes result in them through pre configuration being more or less successful within different animal types. Something for every neuron to be aware of.

Just as humans are generally attracted to humans just so are mice attracted to mice and elephants attracted to elephants. The mating behaviour of organisms and partnership of creatures is complex. Certain rituals are carried out such as the imposition of win and qualifying criteria, if these are passed so the animals may mate, and this may result in successful creation and birth of new large organisms, or in this world of business in fact enable both businesses to become one much larger organism.

In terms of feeding classification we start with autotrophs. The base of our food chain. These are uni cellular and multi cellular organisms who essentially create resources completely non-destructively. They are to small to have an impact as individuals on larger organisms, however changes in their behaviour at a population wide level can cause an eco-system to flourish or to fail.

In business the ecosystem is complex, certain types of speciation result in a “browsing herbivore,” type behaviour whereby they will non-destructively feed on elements of common consumer problems. They eat up the consumer problems and through the digestion mechanism they add fuel for consumer spending growth. Essentially the grass and leaves (consumers and Business needs of others) acting as a fodder for the business.

We get large and small herbivores everything from elephants to tiny aphids. As with the normal perception of herbivores so large business animals exist such as elephants, and whales and small animals exist such as mice and zoo plankton, which feed on the outputs of phytoplankton, the micro businesses of our world.

Essentially herbivores are businesses which feed on business outcomes which are distinct from their own perceptive field, businesses to large or too small to be considered equals. Often herbivores feed in an essentially non-destructive way dependant on the availability of a food source. Let’s imagine for a moment a “bank,” which holds the resources of the animal for a “rainy day,” but only rarely does it choose to kill a client business, unless of course its food source is restricted when survival mode as with all life forms kicks in.

Other types of business animals are carnivorous these animals grow through simple acquisition. They consume other businesses and as a result gain energy and grow. These are in essence the lions of the business world always in pursuit of a kill. They can perceive the business they consume, essentially it’s of a similar usually smaller size/ weight ratio but they consume it non the less, harvesting the cells and resources of the consumed and using those the animal needs discarding the rest.

We have “Omnivores,” businesses which consume both the perceptible and imperceptible. An interesting point of this group could be “bigger brains,” nervous systems that design organisms that feed regularly in multiple ways require more roles and functions in place and these need designed. Omnivores also can exhibit very fast growth cycles, through complex feeding behaviour the animal can survive in multiple environments of both scarcity and plenty, but can also grow more quickly than others when foodstuff is indeed plentiful.

In closing the business eco system described draws many parallels in life and knowing ones place in the eco system can facilitate a more rapid growth of an organism based on a rapid understanding of the food factors available.

For each of us however we must also realise that in the reputed words of Socrates “a wise man knows that he knows nothing,” we should understand that no matter how rounded we believe our own view we always have something new to learn, and a new angle from which to understand it.

Inspired by Ralph Van Der Pos statement “Elephants mate with elephants.”

 

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Make today a “DO” day! Push yourself to the limits…

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I work in an office… Most of my time involves thinking. Typing and imagining via my computer. Considering the future of the world, my own future and everything else that could be considered all at one time. Often this non directed thought is without any productive outcome.

Those that work outdoors, or with their hands get to see the fruits of their labour more directly and that at the end of a “hard days work,” they can see what they have achieved receiving satisfaction from even the most basic outcomes. We should pride in the fact that we went to work, no matter how small or large our contribution.

The office worker however receives only ethereal recognition from the direct tasks they carry out. Sometimes, with significant exception the office worker will never see physical outcomes of what they do and they end up living in a world only filled by thought.

Doing something each day is important both to generating valuable economic output that provides us with the work that we do, and the reason for said work.

Thought if extensive leads to procrastination. Often action is required to direct our efforts and talents. Many a philosopher would debate our actions can be said to define us.

Acting and executing often is important to our perceptions of the self. We need to feel important, valuable. We crave a feeling of wholesomeness.

It’s critical that every day is a do day, for our self esteem, for us to fit economically in the world for everything. The nexus of the working day is one more complex than we should ponder.

Socrates termed himself the “gadfly,” he was the individual that questioned and pondered all. He would use rhetoric in response to every process and approach. Those given the similar burden of a searching argumentative mind need to learn how to control the journeys of the mind, or the result can be non importance and irrelevance rather than activity and outcomes.

We need to get on the bike with the right mind-set. This can only come from peddling and having peddled, we don’t imagine the bike we have to sit on it and do the hard graft to feel that euphoric sense of satisfaction.

The wheels we drive are our raw talents. The pathway we push those in the form of skills often defines the job we get to do to generate our core incomes. The direction we push the bike though at a holistic level. Essentially where we cycle our bike in our free time, the talents we build that surround our day job can significantly extend the sustainability of our approach.

If we push ourselves to the limit, we can make the work day easy. If we are used to traversing high hills in our off days, then the heavy traffic will be easy when we start peddling to the office.

For both body and mind the office worker needs to extend their activity if they want to keep a sharp sustainable mind capable of dealing with the challenge of the working day.

 

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The new mind gained only from “failing successfully” – Just like with Sport practice makes perfect in failure an exploratory on the merits of failure.

ImageFailure comes in many guises and is something that no doubt feels painful at the point of experience. The great benefit in failure is the “new mind,” that it creates within the individual that pushes us forward to new ventures, and new opportunities.

Failure can mean many things, and it is key to understanding the degree of pain and the thresholds you can successfully digest. We all have a given capacity for failure and just like stomach size we each have different tolerances.

So where does success fit in. Essentially it’s a question of appointment dynamics, it’s the number of times we meet with failure. The harder we work the more often we fail. As an example someone engaged in task will fail regularly. We all will get it slightly wrong, we wont get it perfect every time if we work at maximum capacity. This said the working capacity then proceeds to make up for our imperfections through speed, essentially we “out fail,” the outright success.

The more often you can make failure happen the more often you learn and the more often you learn the better your training. Obviously some lessons are bigger than others. A frivolous approach to failure is non desirable. None the less a concerted effort to fail often and hence to move on to the next mind-set is core to success.

This transcends personal life and business. To simplify the point, after any argument. to send the wrong flowers may not get the best response. It will likely get marks for effort. To as a result of sending the wrong flowers however send the chocolates as well and the apology note, will result in better marks than had the flowers been the right colour in the first place.

In sales to meet a new client offers a perfect opportunity for a relationship, essentially you have no baggage whatsoever. The best opportunities however for any sales person is from the relationship, those customers who you have failed with together and whom you have mutually learned from to reach new heights and levels of understanding. Failure even has its hand here.

In work a tradesman who gets the worktop wrong due to poor process will no doubt learn a heavy lesson, and receive criticism, will they not learn to do it better as a matter of process than they had ever done it before.

With failed outcomes comes learning. Learning which is often experienced at a wide number of levels, sometimes failure in these areas happens so regularly over the course of practice that eventually failure happens in the constructs and restrictions of a model built solely in the mind. As our models grow in complexity so hence does our practice. Essentially we call this trait experience.

Failure can be to varying degrees. Just like eating too much at one sitting, failure is something we should do little and often, to many non-co-ordinated mistakes will result in a finality to failure that takes time to recover from. The metaphor could be the sports injury. Push the body hard and it becomes stronger push it to hard and at some point it breaks.

There is no boundary to how much failure can improve the lives of those that do it and those that are round those that fail. Those who fail once see it as harrowing and painful.

Unlike music, sport and other pursuits where we other pursuits few realise that eventually just like music, art our practice and determination to go on makes perfect. We can improve our mind, our direction our strategic thinking simply by experiencing a wide diversity of momentarily painful things.

With great insight on a topic comes great responsibility to inform. Being someone who has failed continuously in the pursuit of perfection over many years I feel privileged to have come out the other side.

 

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Processes for a modern world Do It Yourself (DIY) Data Design

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Imagine a business that sold only process design. A business that existed purely to find efficiencies in the way that people interacted together, not one that sold models but that sold specific organisationally involved process and imagine that in its own right becoming a business vertical.

To date “Facebook,” led the charge, social analytics has become of huge value to people at a very personal level. Facebook gives us the simple way to explain how it is that we will ourselves begin to evolve business processes.

The early days as in every sector where highly experimental the engines and ideas behind concepts where undefined and we had to find the rules and equations related to deriving value.

It started with how we found value for ourselves as individuals. Was it useful to post a picture on Facebook? Did we like the outcome when we did? If we got 50 likes for our new profile picture did that give us a sense that we were attractive and liked, did that fact help our psyche?

The consequences of social mediums in this case a one to many method that facilitated in particular the socially introverted in ways they could not have previously imagined changed how many of us communicate. As with all communication mediums negative exploitations have arisen but regardless Facebook adoption is no doubt here to stay.

The negatives of the medium, where that unlike other non-derivable methods of communication this platform for communication had a “data element,” the information we added was being stored for posterity so that Facebook and the others we provided our information to could perform the largest passive social data experiment the world has ever seen. This results in a permanent record against which the next generation will be monitored and can be kept to heel. Where the 1980’s and 1990’s generations could act irresponsibly in youth and get away with it so the generations of the 2000’s and 2010’s will be forced to live responsible lives from early childhood if they are not to affect their career or future social life.

Ignore CCTV and other big data, facebook was the biggest data ever! If we were connected in the right way essentially all aspects of our lives could be analysed from our personal relationships to our professional ones new levels of model and understanding where being put in place to facilitate new understanding.

“Big Data,” began to be argued as the business equivalent of social data. It was argued that it we process complex data on our behalf and give us answers and new models of understanding, however to date the reasons for interactions with such systematics has to date been limited.

Why should we engage in platforms that harvest our data without benefit to us? The dig data argument traditionally was in no uncertain terms “BECAUSE YOU ARE PAID FOR IT,” however that logic is set to change, and if it does not then the market will move on.

The models and processes inherent in all organisations are critical to their functions. Whether paper based or software based information transfers impact on every aspect of our careers, from personal data, to payment information, to product information, and transactional communication we are in a world where data is available, and our colleagues are used to it being shared.

Knowledge will bring power. The ITIL principles would argue that “Wisdom,” is a purely human faculty that is built on the semantic infrastructure that humans put in place in order to identify strategic outcomes.

“Equitable data transactions,” / “equitable information transfers.” This will become a new form of currency. Processes will be planned, designed, monitored, measured and adapted at a rate which we have never as yet experienced.

So what will these equitable data transactions be and how can you design them inside your organisation?

How individual deployments are managed will be based on technology processes but it should be clear that allowing adhoc processes to be automated within an organisational context without understanding and adapting the processes inherent in the system deployed is a recipe for failure.

Imagine the scenario in a social context, effectively deploying the wrong IT system is like you selling a Skoda but delivering a Porsche it would be what was intended unless you had designed it.

The verbal and social strata of an organisation, the “culture,” is not something that should be taken likely. If the business is successful its most important asset are its people and the culture is what gels them all together.

A methodology is listed below including the core fundamental principles:

  • Data Title: The data being shared
  • Stakeholder(s): These are the individuals involved in the data transaction, or impacted by it.
  • Driver(s) (per stakeholder): These are the drivers for individuals involved in the data transaction
  • Perceived risks (per stakeholder): The
  • Outcomes (per stakeholder): Direct outcomes of the data on a per stakeholder basis.
  • Research Outcomes: Possible research that the data could be used for, or areas this data could be being exploited to build from. (Syntactic building blocks that could be passively imbedded into other areas)

Template Example:

Data Title: Recording photographs of work before and after the job is carried out.

Stakeholder(s): Self Employed Tradesman (S1), Business Owner (S2) Customer (S3)

Drivers:
(S1) D1: Get access to additional work from the organisation
(S1) D2: Accountability in the positive can demonstrate good work
(S1) D3: Can derive a premium for the added value brought through photography being added to the process.
(S1) D4: Could result in additional streams of work or a preference for using the individual given high quality would shine through
(S1) D5: Communication channel with customer after hours that facilitates jobs getting signed off quicker
(S1) D6: Channel for work recommendations

(S2) D1: Be able to prove when work has been carried out.
(S2) D2: Be able to demonstrate in a difficult to argue with fashion outcomes of work.
(S2) D3: Be able to ask a premium for the service level being offered.
(S2) D4: Improved communication channel with the customer resulting in faster invoice payments.

(S3) D1: Can view work before and afterwards.
(S3) D2: Can identify areas of concern in the work through visual identification.
(S3) D3: Can sign off and appraise work.
(S3) D4: Out of hours communication channel resulting in connection with individual in and outside of hours.
(S3) D5: Can offer recommendations that have a positive impact on the tradesman when tradesmen do exceptional or high standard work

 

Perceived Risks:

(S1) R1: Could have work questioned, given it becomes more easily accessible and visible.
(S1) R2:  Could incur extra costs based on increased scrutiny.
(S1) R3:  Could have problems accessing the system from certain locations.

(S2) R1: Could have additional costs In policing the level of service.
(S2) R2: Could result in longer time for invoice payments given visual scrutiny may cause problems for the customer.
(S2) R3: Could have access problems for both customer and tradesperson resulting in expense on a system that would have no value.

(S2) R4: Could result in staff having reduced face to face or phone contact with customer resulting in lower engagement with end user.

(S3) R1: Will not have ability to claim work has not been done when has been. (visually accountable)
(S3) R2: Could have access issues.
(S3) R3: Could result in decreased contact/ decreased level of customer service.

Outcomes:

(S1) O1: Traceability of work.
(S1) O2: Faster Payments.
(S1) O3: Improved workplace satisfaction for tradesmen who are brought closer to the end benefactor of their work.

(S2) O1: Reduced overall management overhead.
(S2) O2: Improved quality of service and reduced costs of satisfying the customer.
(S2) O3: Added value to customer facilitating a premium.
(S2) O4: Improved brand perception

(S3) O1: Improved access to those doing the work
(S3) O2: Access to a well-managed slick consistent operation
(S3) O3: Ability to keep a record of the work done on a home for possibly sharing with friends and family in order to facilitate personal kudos.

 

Research Outcomes:

(S1) R1: Ability to accept card payments on site to enable payment.
(S1) R2: Ability to add invoicing and job sign offs for specific use cases.
(S1) R3: Ability to receive notifications of new work

(S2) R1: Ability to automate work requests and have them enacted rapidly

(S2) R2: Ability to market new services and offerings to an existing client base via a well used online system.
(S2) R3: Ability to invoice online and facilitate payments reducing administrative costs given improved appointment dynamics of the online accounts management system
(S2) R4: Facilitate management statistics on individual tradesmen’s function and capabilities, enabling automated recommendation and preferential job referral based on this.
(S2) R5: Ability to agree clear terms bespoke to the job enabling clear transparent equitable working.

(S3) R1: Ability to request quotes on new work as needed and take control of the order process.
(S3) R2: Ability to pay bills online via credit card or preferred method.
(S3) R3: Ability to share jobs directly on social media in order to boost Kudos and to promote good work or to shame bad work via the media easily and effectively.

 

These processes can be as detailed or as high level as the business desires. Just like budgets these processes ultimately offer the entrepreneur or manager the opportunity of more control, and the degree of use depends often on the level of control the individual feels is needed or appropriate.

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Why the Entrepreneurs in each of us should be the ones to “Bend,” reality

entrepeneurshipReality is often seen by many in a pessimistic light. We all strive for better things, aiming towards a better future. We lead some aspect of our reality with a pessimistic outlook on the impact we can make.

The problem is time, we don’t have enough of it and even if we did or do we can struggle to bring ourselves to use it in the ways that we should. There is always something “better,” to do than that thing that we should be doing.

For the vast majority of people the future can be a bleak or simply one dimensional place. When we are at home we enjoy time with family, but we perhaps dread going into the office on Monday. When we are at work we may similarly wish to avoid a familiar personal conflict and hence we bury ourselves in work. In either situation we can only describe such actions as being unbalanced to some degree.
The question is what is it that can bring an entrepreneur to shape the future for those round them or go further still and shape the future for those outside of their direct influence. The answers can come from a wide number of perspectives.
Entrepreneurs are generally dogged work machines who enjoy nothing else than spending the small hours tweaking an idea for some benefit often only identified by themselves.

Entrepreneurs tend to think in different timeframes than the normal. Something that is short term for an entrepreneur could be 3-5 years of a lifetime. Often entrepreneurs will go through a number of evolutionary ages and change over the course of their lifetime. In personal development speak we would call this “visualisation,” it’s the core fundamental of why the paradox of optimism / pessimism work in the favour of those who endeavour, but is often missed as a core fundamental life lesson for many.

The idealism of an entrepreneur is no doubt paramount to their successful production of ideas. An entrepreneur may not be as intelligent or gifted as another, but they tend to have the foresight and fanatical idealism that brings them to champion ideas that others merely pass through and adopt passively.

From a negative sounding but positive outcome point of view an entrepreneur tends to have a number of other facilities that enable them to operate in a way that can shift the perception of reality for others.

As entrepreneurs grow they adapt to learn the ability to kill ideas quick. This could be as organic as judging the physical reaction of a peer in a conversation and learning to change the topic or it could be as planned as judging the possible outcomes from a pitch or argument and handling theoretical objections.

Entrepreneurs plan reality. Entrenepenur can have limited or significant personal ability in executing their ideas but there is no doubt that the most effective and successful of entrepreneurs are those that can enable and facilitate others to see their vision and to execute it.
Entrepreneurs share vision and enthusiasm. What greater achievement could there be for any entrepreneur than to hear a staff member repeat their part in the picture verbatim and understand fully the impact they have and will make on the dreams of the organisation.
Jobs perhaps the archetypal entrepreneur went further in his achievement to have customers share vision and his iconoclasm has laid down a path for other entrepreneurs to follow in the ultimate search for the perfection of the art.

Icons and symbols work as metaphorical tools. Simplification makes for accessibility and understanding so each of us who has an idea needs to make it simple and accessible at the most fundamental level. Simplicity does not make our projects easily repeatable, after all it is our personal flair that builds the vision of a new and exciting idea.

Jobs made design the fundamental “Soul,” of his ideas, take a concept and make it your soul, breath life and soul into it making it real.
Never be afraid to fail, perhaps the strongest of all entrepreneurial traits is a love and reflection from failure. We all do it but some admit it more than others. An entrepreneur will learn from every activity they are involved in. A microcosm of concepts realities and ideas can be mixed in. Whether it is a slap in the face from saying the wrong thing to a partner, or getting a lower grade than intended in an exam due to a fundamental flaw in understanding of a concept we should all embrace failure, and ensure we learn from it.

Making new mistakes every day is part of what makes us human, fragile and beautiful, making the same ones each day removes the beauty of life and makes it stale. Christian values would dictate a need for learning and self-improvement. Secular values need to reinforce this stand point if the every day person is to get ahead and swallow their own pride and embarrassment from their mistakes in order to learn from them and become truly fulfilled.

There is a little entrepreneur in each of us. Often those who succeed in having vision become reality, the ultimate goal of any entrepreneur are not perhaps the most intelligent or the most driven but those that have found the correct balance in life in order to identify when to try and when to give up. The ultimate realisation of fulfilment after all is succeeding in a way that drives the world forward, in a way that bends reality forever.

Whatever the goal inside or outside of business each of us bitten by the bug will continue our search for perfection.
The guidance I can give, find a goal and focus on it until it’s achieved. Do this for you and seek it for your own sake. Make it happen! never give up! If the idea changes and you change don’t be scared to change with the tide. Enjoy life and learn a little every day.

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A guide to outsourced supplier management

A short guide to outsourced supplier management.

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The role of the support manager during the enterprise software process.

By Andrew Cuthbert & Alison Young

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The role of the project manager within software production.

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A short explanation of the role of the business analyst during the software development life cycle.

By Andrew Cuthbert & Alison Young

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