“We all need a daily checkup from the neck up to avoid stinkin’ thinkin’ which ultimately leads to hardening of the attitudes.”
― Zig Ziglar
I went to school at NYU and cut my teeth in IT at Bellcore, which was the successor of Bell Telephone Laboratories. You may have heard of Bell Telephone Laboratories, they were credited with inventing the transistor, created UNIX and C – components that are “mission critical”* in the operation of the internet today. Bellcore was the first of the large companies to use onshore outsourcing in an effective manner. The employees controlled the budgets and the technical authorities, such as myself, were given discrete projects to complete with clearly defined functions and interfaces. The processes and concepts I learned at Bellcore have been invaluable to every implementation performed for my clients for decades. I returned to NYU, as an adjunct associate professor of information systems to teach business-people and students how to apply disruptive technologies to improve competitiveness and reduce costs.
Recurring ‘themes’ and processes that I learned at Bellcore and at NYU came from William Demming, “Plan-Do-Check-Act” cycles, and the notion “you can’t manage what you don’t measure” along with 14 Points for Management.
“Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.”