Change at the Speed of Light
There is a general belief that getting people to change their behaviour is difficult and takes a long time. I can understand this belief when there are so many examples of change taking a long time. Yet I am aware that we like to defend our beliefs and look for evidence to support them. We know that whatever we believe we will seek to make true. TV debating programmes are based upon this principle and it’s what causes so many arguments between people and groups.So what stops people from changing quickly and

Networking in Government Circles in Washington DC; How to act Gay
When networking in government circles in Washington, DC it would behoove you to learn a little of the homosexual lingo even if you are not gay. There is an incredible underground gay network in Washington, DC that runs our government and they are highly involved with the Congressmen and Senators at the staff level. Many homosexuals are also very involved, as bureaucrats around Washington and you will need to work with them if you want to get anything done in that town.Why is this you ask? Well, probably b

Marketing Teams; Do Not Just Participate Dominate
So many marketing teams claim to be the life blood of a business and sometimes they are and yet so many times I see that marketing teams fail companies miserably. But why you ask? Well too many know-it-alls trying to do the same old thing and running redline against the competition, which is also doing the same old thing and you have to wonder why? Well, because this is the way we always do it and this way works? Does it now? Indeed and I suppose this is why you stock is tanked and same store sales are down too?cation framework. Guys who took the project were considered as gurus but there were some problems with meeting deadlines by them earlier. A risk which can be managed. We made a negotiation session, agreed on functionality range, price and deadlines. Then I stated that we want to add statement saying about forfeits, if they don’t meet the deadline. Their answer was that they actually could agree but cutting two third of planned functionality. Their credibility went out and hasn’t ever been seen after that.

Pricing

Another company developed some software for us. We wanted to add internationalization and the easiest way to do that was to outsource the work to the authors. They should exactly know what had to be done -- hey, they were the authors. Our team didn’t really have a time to take over the code then so they had really strong negotiation position, although they didn’t know about that. However, first price they gave was reasonable. When they doubled it I didn’t considered it as fair any more, but still wanted to give them the task. Then they tripled the price and rejected to lower it even for a buck. That was enough for me. They haven’t earned anything.

Responsibility

A guy was doing

if they don’t meet the deadline. Their answer was that they actually could agree but cutting two third of planned functionality. Their credibility went out and hasn’t ever been seen after that.

Pricing

Another company developed some software for us. We wanted to add internationalization and the easiest way to do that was to outsource the work to the authors. They should exactly know what had to be done -- hey, they were the authors. Our team didn’t really have a time to take over the code then so they had really strong negotiation position, although they didn’t know about that. However, first price they gave was reasonable. When they doubled it I didn’t considered it as fair any more, but still wanted to give them the task. Then they tripled the price and rejected to lower it even for a buck. That was enough for me. They haven’t earned anything.

Responsibility

A guy was doing

n and the easiest way to do that was to outsource the work to the authors. They should exactly know what had to be done -- hey, they were the authors. Our team didn’t really have a time to take over the code then so they had really strong negotiation position, although they didn’t know about that. However, first price they gave was reasonable. When they doubled it I didn’t considered it as fair any more, but still wanted to give them the task. Then they tripled the price and rejected to lower it even for a buck. That was enough for me. They haven’t earned anything.

Responsibility

A guy was doing

ice they gave was reasonable. When they doubled it I didn’t considered it as fair any more, but still wanted to give them the task. Then they tripled the price and rejected to lower it even for a buck. That was enough for me. They haven’t earned anything.

Responsibility

A guy was doing some small tasks in one of our projects. His only motivation was to get the money. He did know he wouldn’t support his pieces of code in the future. He did know he would be done after implementing his changes and software running several days without any issues. However, he didn’t take the effort to do his job even fairly. He finished when it looked it could work, and cut the contact (excluding reminding us about money we should pay him). It took a week to clear all crap he developed, as he rejected to correct it by himself. It took many hours to achieve agreement how we should account for his job. It would be few times faster and cheaper if we did it by ourselves.

Cooperation

We had a big and important subcontracting company, which was doing a lot of good stuff for us. Whole cooperation was built on some personal contacts and worked rather well. Guys were considered as our mission impossible team. At least that was the opinion when I joined the company. No one asked if they met the deadline -- it was agreed by acclamation. However their intrinsic motivation to cooperate with us expired. I can guess the reason, yet I can’t be sure about that. Nevertheless after several months it appeared that their effort is much low