I wrote this initiative in 2004 - never knowing the predicted outcome within its paragraphs would unfold as it did. Sometimes it is just best to not make predictions...---------------
Our efforts must be presented and understood upon their introduction to our firm as an opportunity for numerous groups; a valuable technological resources and industry innovation. These innovations need to be understood up-front by as many of the top leaders within the firm as is realistically necessary in order to garnish a comprehensive, initial buy-in; and therefore, healthy continued, future support. In other words, first impressions are key and will set the course.
We do not want to spend the next three years convincing and teaching others internally, the importance of this service… While other firms create foundations with our clients, and gain vital reputations and technical capabilities that we fight to put in place.
The importance of captivating our clients, addicting them to our services, successfully pioneering new ideas in a way no other civil firm has managed to do with computer technology via the rich resources of today’s world; and therefore, delivering a level of service they can not be provided ANYWHERE else; is not something that can be dredged into existence. To further explain my position, I will tell you from experience; that ideas, as innovative as these, as state-of-the-art, and therefore far outside of even progressive engineers paradigms; are a perfect breading ground for skepticism, jealousy, and therefore, eventually, areas of complicated politics and unrealistic accountability; due to a lack of corporate cohesion & support.
Someone needs to explain how the exponential increases in technology are also an accurate measure of how far behind a firm is being left if they don’t embrace the extraordinary tools which are already being exploited by so many others. A simple convergence of the right technologies can yield results that propel us years ahead of the others. While ignoring these opportunities will yield the opposite affect. It is a very simple concept with very damaging results if not understood an acted upon.
The time is indeed now, the opportunity is at hand, the talents can be easily put in place, the equipment and needed payroll is within (Company-X) grasp thanks to healthy years of profitability and an incredible existing client base.
Let’s win this thing… I must be allowed to truly “bring my big ideas”… Thereby allowing (Company-X) to realistically orchestrate a “we’ll do the rest” capability, that everyone will be proud of. Together, as a team, with the support of the entire firm, (the whole firm is the “team”, not just a group from the Dallas office – that would be politics), immediate gratification and predicated national and international client recognition are realistic 2004 goals.
From within a small local firm I have previously competed, nationally, with just a taste of my technological innovations; even while lacking the support of the firm. To be able to expect the extraordinary results I anticipate wielding, we must approach the future as if we are a firm which can over come it's differences and high political walls. Proving that healthy collaboration and true vision are a real description of the characteristics which guide the future role we will provide to our clients.
A position, title, division or service set must be established that invites relationships with cities around the country; their Economic development boards; Planning and Zoning
comities; and other impacted municipalities. Additionally relationships with non-profit organization such as the Council of governments around the states and others equivalent groups around the country. Collaborations with Universities, software vendors and state and federal agencies tasked with research and the progression of science and services supporting the industries (Company-X) serves.
Corporate initiative I drafted for a large design firm in 2004...
Posts
