29 ordspråk av Jonathan Spira

Jonathan Spira

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People hear about things like the SARS [Severe Acute Respiratory Syndrome] virus and pretend nothing is wrong and the emperor has really nice clothes. But people need to think about planning. The time to install IT infrastructure is not in the middle of a pandemic.

After 15 years, there is simply no excuse to not having this kind of technology available.

I think everyone recognizes that there is very little money to be made but they very intelligently approached it from the pool concept to offset costs.

What's most interesting is, that of the 10 percent who don't [telecommute despite the option], all have managers that need to see them at work,

It's hard to say what will be next, but I have no doubt there will be other companies that have showstoppers,

Clearly, most of the time we're not talking about spending 2.1 hours on IM or talking on the phone about non-critical matters,

Before you consider how to deal with these issues on an individual worker level, you've got to first step back and look higher, and ask managers if they know what it means to manage knowledge workers, ... Our mental image of efficiency is rooted in the factory scene from Charlie Chaplin's 'Modern Times,' and managers base performance on how many widgets fly out the door. But customers and raw information aren't widgets, and you can't expect to handle them according to schedule.

By opening the APIs, we're first beginning to realize the potential that different applications can bring to each other way beyond the core application, ... They develop it as a palette, and allow others to develop on that palette.

What's most interesting is, that of the 10 percent who don't [telecommute despite the option], all have managers that need to see them at work.

It's hard to say what will be next, but I have no doubt there will be other companies that have showstoppers.

Clearly, most of the time we're not talking about spending 2.1 hours on IM or talking on the phone about non-critical matters. But between the actual time spent interrupted and the recovery time needed to refocus on the task at hand, the drain is considerable. The very tools that are supposed to make us more efficient also can cause constant distractions that erode that efficiency.

Before you consider how to deal with these issues on an individual worker level, you've got to first step back and look higher, and ask managers if they know what it means to manage knowledge workers. Our mental image of efficiency is rooted in the factory scene from Charlie Chaplin's 'Modern Times,' and managers base performance on how many widgets fly out the door. But customers and raw information aren't widgets, and you can't expect to handle them according to schedule.

This is not the first time that we've seen overheating batteries or power supplies. It seems that the attention that should be paid to these details is not paid.

By opening the APIs, we're first beginning to realize the potential that different applications can bring to each other way beyond the core application. They develop it as a palette, and allow others to develop on that palette.

It's a very tough tightrope to balance oneself on. Everything could be the next important emergency that needs to be taken care of.

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