This is a business book for technical professionals. The project was started on May 21, 2007.
If you would like to comment or participate in the creation of this book, please feel free to enter a comment. We will take it from there.
Content in this post originates at www.currentthinking.com and is being coordinated by Brad Gibson. Get involved and help write a book. Enter your comments below and let's see what happens.
Some of the best business people I have ever met are engineers. Many of the worst business people I have ever met are engineers.
While there is no point in generalizing about the ability of geeks, nerds, technicians, scientists, engineers and technologists to perform in business; there is a good reason to write about business and technology. Many technical people never take the time to move beyond their chosen area of specialty into the realm of business people. Invariably, the individual that knows tech and learns business can compete more favorably with the business person who comes to a technical idea by accident, introduction or acquisition.
It doesn't take an MBA to learn about business when you view business as an avocation. This book is about aligning your technical skills with the activities of business; activities that have existed for years but that have been accelerated by some of the very technologies we have created.
Content in this post originates at www.currentthinking.com and is being coordinated by Brad Gibson. Get involved and help write a book. Enter your comments below and let's see what happens.
Content in this post originates at www.currentthinking.com and is being coordinated by Brad Gibson. Get involved and help write a book. Enter your comments below and let's see what happens.
Content in this post originates at www.currentthinking.com and is being coordinated by Brad Gibson. Get involved and help write a book. Enter your comments below and let's see what happens.
I embrace change for the simple reason that one day I'm going to be dead and I don't want to be taken by surprise. I have to say however -- even as a techie, nerdy, geeky, professional engineer -- that working with new technology can be trying to say the least. Many technology projects run afoul of a drift that I call "disinfrastructure". The project becomes bogged down when the vision is too broad, the tool is used to solve too many problems or the project loses focus. Sometimes the great leap forward of a batch change becomes a hopeless retreat into obscurity.
The moral of technological change experience is that continuous change is better than batch or step change. But step change is the hardest change of all. That's why short term dieting or manic exercise campaigns only produce short term results; they are not long term, continuous processes of productive change. The batch change is not a behaviour modifying experience; it's a trial. You get bored, you don't see results, you revert to previous behaviours and then... No change at all.