The Disaster that is #Brexit

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via The Disaster that is #Brexit

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The Disaster that is #Brexit

Aside

We are where we are; there’s no going back; behind us growth & prosperity as a member of a gang big enough to fight the US, China, Eastern bloc, etc.   Ahead; nothing for as far as the eye can see. Unfortunately, despite #Brexit shortsightedness, that is way beyond the horizon; somewhere over the rainbow….

Unless you believe that the world is flat, even those with 20:20 vision can’t see beyond the horizon unless they are very, very, very high up. So come on Boris_Johnson, tell us what you see?

Ah but he can’t, because, unlike the misguided fools he & people like him, have led to follow them, he hasn’t got his head up his arse, but his head in the clouds.  He sees nothing and for Boris, and that nasty little Gove, not to mention Farage and all the other champagne loonies, with heads in the clouds and self opinions in the stratosphere, that’s just what they want. They do not care if they destroy this nation, so long as they’re alright Jack.

A disastrous #Brexit will create the void they crave with May and her mates gone for leading the country into the wilderness and leaving us in the hands of a bunch of very dangerous power hungry narcissists.

Jeremy Corbyn, despite his popularity, will make the party unelectable by not standing up to the bullies and defending the nation against greed and stupidity.

Ironic isn’t it; those who led us to #Leave do so out of self centred greed, knowing full well that it will make the country and 99% of the people, worse off.

I read this week that our losses in growth are already running at 2.5% – £BILLIONS!!

They say the other man’s grass is always greener, and it is, whichever way we go, whatever solution is found, we will never know how much better, or worse, it would have been, another way.

If we stay, we know, more or less, what to expect- hell we might even negotiate some real incentives, some benefits if the EU wants us to stay (and I’m not sure it does – an old banger is often worth far more broken up than as a running wreak).

But if we go we get nothing, and the vultures from Spain, France, Germany, Poland, Greece, Italy, Slovakia, Hungry, Bulgaria, Portugal, etc. etc. all of whom are suffering their own problems, will welcome our automotive industries, our aerospace, manufacturing, etc. etc. and as the good ship Blighty sails into jobless waters where no one has an income, no taxes are paid, retail and the entire service sector collapses, the City moves to Frankfurt, leisure goes bust too, with pubs, restaurants and deserted theme parks dotted across the land, and JCB moves manufacturing to China, JLR to Brazil, India, China, Slovakia, and all the lovely new houses fall derelict with no one able to buy them, the banks and building societies with no money to lend and lending criteria that only a hedge fund manager can afford, however, they’ve all moved to Frankfurt, inflation raging, interest rates through the roof and our sons and daughters off to South Africa, New Zealand, Australia, Canada, Europe, etc. taking the Grandchildren with them.

I may have said it before, #becarefulwhatyouwishfor.

The Disaster that is #Brexit (c) John L. Evans 2018

How did IT lose control of ‘Digital’?

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How did IT lose control of ‘Digital‘?

The dot com debacle was the fault of short-sighted management and the Y2K ‘bug’ creating a development vacuum allowing ‘marketing’ to take control of ecommerce and internet budgets, whilst the ICT professionals were distracted.  £Millions were blown and the marketeers and entrepreneurial con-men just walked away.

Remember Boo.Com? Liquidators KPMG were called in on May 17, 2000. To quote Richard Wray in the Guardian, Monday 16 May 2005, “Boo.com spent fast and died young but its legacy shaped internet retailing”.

In 2000, Britain’s dotcom dream died as fashion “e-tailer” Boo.com, became the UK’s first high-profile internet collapse.  More than £80m from investors, including JP Morgan, Goldman Sachs, Bernard Arnault, chairman of luxury group LVMH, and the Benetton family, went south.

The stories of lavish lifestyles and lack of proper management control became a familiar theme as a host of so-called business-to-consumer or B2C sites and other online start-ups went to the wall, and funding for internet ventures dried up, share prices plummeted and bankers tightened their belts.

Boo.com’s high-profile founders, a Swedish poetry critic, Ernst Malmsten and former Vogue model, Kajsa Leander, found themselves blamed for the excesses of a generation of tie-less wannabes.

As for Y2K, as far back as the 1970’s, the limited capacity of 8- and 16-bit systems resulted in dates being abbreviated to six characters ‘ddmmyy’. As a result, 2000 would be the same as 1900 [‘00’], and the world would end.

Incredibly, the Y2K problem was the subject of a 1984 book, ‘Computers in Crisis’ by Jerome and Marilyn Murray; reissued in 1996 by McGraw-Hill entitled ‘The Year 2000 Computing Crisis’. The first mention of the Problem online was Friday, 18 January 1985, by Usenet poster Spencer Bolles.

Marketing is a short term near horizon, buiness, about campaigns with indefinite, unmeasurable results.  To quote Mark Ritson in Marketing Week, 13 Jun 2017, “Why can’t marketers see that digital metrics are bullshit?  Digital metrics are a mess of confusion and obfuscation, but it seems clear most marketeers have bought into this opaque and over-complicated world.

 

Can you afford not to have an ICT Director?

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Is there a case for Virtual ICT Directors?

By john L. Evans
First Posted July 21, 2017

With Computers and Systems and Broadband, the Internet, Cloud, Digital, Mobile, and so on, and so on, all becoming ubiquitous, inexorable and inextricable components of doing business today, and with Sales and Marketing and HR taking control of some of the company’s most important and valuable assets, activities and budgets, companies of every size, shape and form could benefit from the help and expertise of an ICT [Information and Communications Technology] Director; if only they could afford one.

An ICT Director can help identify needs and the solutions to meet them, and manage the changes required to implement those solutions:

  • move data, connect to suppliers, customers, professional service providers, Government; Local, Regional, National and even International;
  • acquire the necessary tools, avoid bad advice and over eager sales reps, and most of all, avoid getting locked into lengthy onerous contracts and being ripped off for years to come;
  • break out of unwanted, unnecessary, inappropriate, expensive, inefficient, unresponsive, inadequate existing arrangements;
  • take control of data, costs, functionality, outcomes and decisions:
  • use professional programme management aids, knowledge and expertise to manage change, protect from risk, and quickly resolve issues;
  • ensure the right techniques &/or methods are employed:
  • stay abreast of advances in technology and competitor activity.

You need someone who understands how your business works; can analyse and define requirements, identify solutions; knows the “ins and outs” of the seemingly black arts of digital computing and can help you buy and manage the things you need to flourish, be effective, efficient, legal, successful and profitable.

Whether it’s a Small, Medium or Large organisation, if you need a leader in ICT but cannot justify the expense, nor do you have the workload for a full time Director, consider a “Virtual Director of ICT” (VICT)?

A good VICT should bring skills, knowledge and expertise of a CTO, Chief Technical Officer and / or CIO, Chief Information Officer.

A good VICT should be able undertake and manage the work necessary to provide you with the solutions you need and the skills needed to operate them without the cost and overhead of a full time employee.

Your VICT could sit between you and your ICT suppliers of equipment and services, protecting you from double-speak and jargon, and provide you with a plain language interpretation.

Affordability comes from balancing the business case for retaining a VICT, with payment for results, remuneration for time, materials and disbursements, expenses.  Payment might take the form of equity, regular fees over time; the key word is flexibility; you get what you need, and pay for what you use, at a fraction of the cost of a full time director, with accountability, continuity and commitment; and because your VICT is a specialist in their field, understands yours, an is driven and rewarded for results, you get fantastic value for money, moreover, because your VICT is independent, you can have a high degree of confidence in their integrity, advice and guidance,

John L.  Evans FCMI, FlC, FBCS CITP, MCIPS

© John L.  Evans July 2017

About:

John Evans is an independent advisor in the selection, acquisition, implementation, commissioning, development and operation of Digital, Computing and Commination Systems, a Director of EXECS LTD.  and has worked in many countries in many roles.

He is a:

  • Fellow of the Chartered Management Institute FCMI.
  • Fellow of the Institute of Consulting FIC.
  • Chattered IT Professional Fellow of the British Computer Society FBCS CITP.
  • Member of the Chartered Institute of Procurement and Supply MCIPS.

He has worked for and with, advised and changed organisations in:

  • Utilities Infrastructure (Transport, Telco, Power, Energy, Water, Gas, Storage, Distribution and Transportation, Metering, Generation, Wholesale, Retail, Customer Services, etc.)
  • Retail (Bricks and Clicks)
  • FMCG
  • Pharmaceuticals
  • Financial Services (Investment Banking, Fl/FX, Life, General, Wealth, etc.)
  • Automotive (Manufacturing, Finance, Sales, After Market, etc.)
  • ICT/Digital/R&D
  • Telecoms and Networking

His expertise includes:

  • GeneralManagement / Direction
  • Troubleshooting / Turnaround
  • Portfolios, Projects and Programmes (£100M+)
  • People and Change, Operating Models
  • Purchasing, Procurement (£500M+)
  • Supply Chain 
  • Bids and Tenders (RFQ, ITT, etc.)
  • Commercials, contracts, negotiation, dispute resolution
  • In / outsourcing 
  • M&A, integration, divestment, unification, consolidation, rationalisation, restructure 
  • Due Diligence
  • Business Relationship and Stakeholder Management 
  • Business Development
  • Raising Capital
  • Leadership
  • ICT / Telecoms

He would be happy to consider Retained, Virtual, Interim, Contract, or Permanent, Full or Part-time roles in the UK, Europe, or perhaps even farther afield.

He lives near Warwick, in the UK, and is an UK/EU Citizen, and has no problems with travelling. 

You can contact him:

  • +44 203 051 3370
  • +44 7957 190 186

 

 

 

© John L.  Evans 2017

 

Free Wifi – REALLY!

Free Wifi – REALLY!
Most people don’t know this but O2 Wifi is FREE to anyone & everyone with a mobile phone REGARDLESS of who your service provider and or who yoir contract is with.

Unlike other wifi hotspots, O2 Wifi is free to use and available to users on all networks. You do, however, have to be over 18 to register and accept the terms and conditions.

You can use O2 Wifi to browse the web, make phone and video calls over the internet and watch online videos. All of these services work better over wifi than a standard 3G or 4G network or web dongle.

Signing up to O2 Wifi

It’s easy to sign up to O2 Wifi. All you have to do is find an O2 Wifi hotspot and follow these instructions:

For mobile devices

Make sure your device’s wifi is switched on. This can usually be found in the connection settings, or in the system settings on your deviceLook at the list of available networks in your wifi settings. You should see O2 Wifi on the list – click on thatOpen your web browser, which should now display the O2 Wifi homepageFollow the instructions onscreen until you reach the Welcome screen. Type in your mobile number and you’re good to go

For computers

Check that your wifi is switched on – most computers have a manual switch or buttonOpen the list of available networks, and select O2 Wifi from the listOpen your web browserWhen you’re on the O2 Wifi page, follow the onscreen instructions and navigate to the Welcome screen. You’ll need your mobile number to complete the registration

Once you’ve completed these steps, you won’t need to do it again. You’ll be automatically signed in as soon as you select O2 Wifi from your list of available networks.

O2 Wifi is a free, fast, reliable and easy to use wifi service across thousands of locations nationwide including; McDonalds, Debenhams, Costa Coffee, House of Fraser, Café Rouge and many more. O2 Wifi is designed to replicate your ‘at home’ wifi experience, when you’re out and about. Checking emails, uploading photos to Facebook, funny cat videos on YouTube – whatever you’re into, surf it for free on your smartphone, tablet or laptop. 
The above text is reproduced from O2’s website, is copyright O2 & may change at any time from time to time without notice.

Due Diligence – the Key to successful Change?

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Due Diligence – the Key to successful Change?

Someone asked me, “If you’re given the role of Programme Director,  what are the first things you do?”

Frequently, projects and programmes are over specified (too ambitious), over promised, under funded and late starting, with poor plans and negligible provision for contingency, realistic risk avoidance and / or issue management plans – people plan for success invariably failing to anticipate failure – if you don;t assume there are going to be problems, why would you include contingency time, resource and budget to manage them?

Reports of progress are over stated and issues and risks concealed or undhappyPMerstated.

The delivery team are sceptical and soon become concerned that failure will be blamed on them, but, these are the people most likely to know what’s going well and what isn’t, and what is required to address / resolve the challenges.  Happy people deliver good quality and productivity, frightened people don’t turn up!

In complex portfolios or programmes, the slippage of one key activity in one project, activity or task could stop or delay the entire enterprise being a significant dependency across the plans sitting at the intersection of multiple critical paths – the little things matter.

Care needs to be taken in reviewing motives – if a project features multiple suppliers or service providers, none of them wants to be the cause of or the victim of delay, but they will all be looking for opportunities to extend the scope of their obligations and increase their revenue – extensions.  However, extensions in one area often result in scope creep in others and costs rise.

It is essential to start every assignment / new role with a comprehensive Due Diligence exercise which can take anything from a few days to weeks, depending on the scale, circumstances and the state of the portfolio, programme and / or project.

Delivering big changes on time, budget and to expected scope of requirements, is not easy, and although businesses and service providers (marketing companies in particular) may trumpet success, a comparison of the final outcome and the original scope can be very revealing.

AGILE is very popular with both internal and external suppliers; it provides the capacity for lower start up costs; and the attendant need for senior management approvals, early deliveries and continuous improvement, additions to functionality, etc.. However, it also enables projects to run and run, never ending, and work to be charged to the project repeatedly, when there are repeated failures to deliver, and costs to run rampant below the senior management radar.

Should you require any further information, please get in touch.
Looking forward to hearing from you soon.

Cheers John

John L. Evans FCMI, FIC, FBCS CITP, MCIPS.
+44 7957 190 186
+44 203 051 3370

© John L. Evans 2017