IEEE ENGINEERING MANAGEMENT REVIEW
From The Editor: Volume 30, Number 4, Fourth Quarter 2002
Proacting
to Current Events
David J. Wells
In business, and in the technology
sector in particular, these are challenging times. Over the past two
years we have seen an economic bubble burst--with many resulting layoffs, bankruptcies,
and stories of exuberant "mal"- accounting. Talk of terrorism is also
now part of our daily dialogue. Although the incremental impact continues to
increase, a number of signature events characterize the current climate and
will be long remembered. The current buzz regarding where big money is now
going centers more on political campaigns, golden parachutes, legal
settlements, and security. If spending defines priorities, how do such
priorities influence a nation's GDP?
Within individual organizations in tough economies, the typical pattern is to make do with budget reductions, smaller staffs, and probably reduced support services from other departments within the firm. The cliché is to do more with less, and it threatens the way one manages. As we react increasingly to circumstances, uncertainties, and new constraints, we are distracted from looking forward. Indeed, creative approaches to planning, strategy, and problem solving become viewed as luxuries. They are not.
Under adverse circumstances one's defensive game must be intact, a point obvious to all. But it is also a time for offensive planning-to be ready as soon as opportunities present themselves. There are actions, even if little ones, that can be taken to improve the clarity, strength, and effectiveness of an organization. The resources for accomplishing such objectives may be limited, but one of the critical resources remains at hand: careful thought.
Proactive steps can be identified that will serve to strengthen the organization, identify efficiency and reliability improvements to processes (both operational and decision making), and improve communications. In almost all cases, gains made now will improve organizational performance in the future and help it to reduce the occurrence of new problems. Probably the two most valuable priorities while making an effective transition from market defense to a growth mode are team building and communication.
Regarding the team, now is the time to show care for team members. One can think of a number of traditional professional development activities, but more important is to maintain an understanding of how the organization ought to function, what is valued among individual employees, and how the organization's strategy is viewed. Often during tough markets employees feel that they are out on a limb; when the market finally turns up, it becomes easy for them to make a move out. Yet it requires time, money, and effort to replace qualified engineering staff, and the start of a new market cycle is exactly the wrong time to be refilling for recent unplanned departures. Put your organization in place now and let the members have full confidence of their respective roles. They want to have confidence in their future and know that they remain valued by their organization. When offered the choice, hopefully they will choose to stay.
Communication, the other broad area cited, includes not only how the organization communicates to its employees but also how it projects itself to other departments and how it is viewed in the market place. It is worth taking the time to make sure that an organization's image is understood and respected. A little polish can accomplish much.
These are tough times in several ways, but they are also building times. What can you do to prepare for the next growth cycle?
ENGINEERING MANAGEMENT
REVIEW
A publication of the IEEE Engineering Management Society