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<channel>
	<title>Directionally Correct &#187; Russ Aebig</title>
	<atom:link href="http://russaebig.com/directionallycorrect/author/russ-aebig/feed/" rel="self" type="application/rss+xml" />
	<link>http://russaebig.com/directionallycorrect</link>
	<description>Thoughts About the Corporate World We Live In</description>
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		<title>Letting Go</title>
		<link>http://russaebig.com/directionallycorrect/2009/07/06/letting-go/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/07/06/letting-go/#comments</comments>
		<pubDate>Mon, 06 Jul 2009 12:45:46 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[children]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[contractor]]></category>
		<category><![CDATA[emotions]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=68</guid>
		<description><![CDATA[From the consultant or contractor perspective, letting go is a very hard thing to do.  The process of performing the type of work which consultants and contractors do is intellectually and surprisingly emotionally engaging.  Comparisons can easily be drawn between many consulting and contracting engagements and raising children.  There is a great deal of the consultant's soul in the project. <a href="http://russaebig.com/directionallycorrect/2009/07/06/letting-go/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/07/06/letting-go/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Organize for Success</title>
		<link>http://russaebig.com/directionallycorrect/2009/06/22/how-to-organize-for-success/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/06/22/how-to-organize-for-success/#comments</comments>
		<pubDate>Mon, 22 Jun 2009 13:00:51 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Management]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[outcomes]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[staff]]></category>
		<category><![CDATA[structure]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=4</guid>
		<description><![CDATA[There are four building blocks to the model. Each of which should be followed at a high level to understand the bigger picture and in doing so define the parameters to work within.  Once this has been performed at a high level, an additional level of detail should be produced to provide additional specificity to each of the four building blocks of the template. <a href="http://russaebig.com/directionallycorrect/2009/06/22/how-to-organize-for-success/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/06/22/how-to-organize-for-success/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Technical Architecture &#8211; Static or Active?</title>
		<link>http://russaebig.com/directionallycorrect/2009/06/18/technical-architecture-static-or-active/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/06/18/technical-architecture-static-or-active/#comments</comments>
		<pubDate>Thu, 18 Jun 2009 16:00:05 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[architecture]]></category>
		<category><![CDATA[decision]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[information]]></category>
		<category><![CDATA[obsolesence]]></category>
		<category><![CDATA[technologies]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=233</guid>
		<description><![CDATA[What happens when the technology platform which you have adopted is eclipsed by newer more efficient or effective technology?  It is easy for this to happen.  The decisions made today will have a shelf life.  Vendors of software platforms are frequently purchased leaving the acquired platform in limbo.  Different technologies and platforms which perform similar roles can gain more market traction leaving the chosen platform in question.  <a href="http://russaebig.com/directionallycorrect/2009/06/18/technical-architecture-static-or-active/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/06/18/technical-architecture-static-or-active/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Blood Type of a Contractor</title>
		<link>http://russaebig.com/directionallycorrect/2009/06/10/bloodtype-of-a-contractor/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/06/10/bloodtype-of-a-contractor/#comments</comments>
		<pubDate>Wed, 10 Jun 2009 14:30:25 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[bloodtype]]></category>
		<category><![CDATA[contractor]]></category>
		<category><![CDATA[independence]]></category>
		<category><![CDATA[passion]]></category>
		<category><![CDATA[talent]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=234</guid>
		<description><![CDATA[True contractors have a specific blood type.  It is a different blood type from that of a consultant, but a blood type none the less. True contractors also are distinguished from people who work on a contract while between full-time employees (contractor by convenience).

I differentiate contractors from consultants by a simple rule of thumb. An organization will hire a consultant to advise them on a course of action. An organization will hire a contractor (or many) as a source of external labor to execute against a pre-defined plan. In the IT arena roles of project manager and programmer are frequently filled by contractors. <a href="http://russaebig.com/directionallycorrect/2009/06/10/bloodtype-of-a-contractor/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/06/10/bloodtype-of-a-contractor/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Blood Type of a Consultant</title>
		<link>http://russaebig.com/directionallycorrect/2009/05/02/bloodtype-of-a-consultant/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/05/02/bloodtype-of-a-consultant/#comments</comments>
		<pubDate>Sat, 02 May 2009 12:59:39 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[consultant]]></category>
		<category><![CDATA[deliverables]]></category>
		<category><![CDATA[frameworks]]></category>
		<category><![CDATA[sacrifice]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=190</guid>
		<description><![CDATA[Before getting into blood type, it's worthwhile to define the term "consultant" as I believe the industry has muddied the term to the point of confusion. Unfortunately, it is common today to refer to all labor external to an organization as "consultants."

Consultants are hired to advise (or consult) in areas which are outside the body of knowledge inside the organization.  Consultants will typically have either extensive first hand experience in the subject matter, or a research arm which identifies the issues and best practices in a leading edge area of business. Organizations hire consultants to provide their opinion and "advise them what to do" often for the purpose of driving highly material decisions <a href="http://russaebig.com/directionallycorrect/2009/05/02/bloodtype-of-a-consultant/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/05/02/bloodtype-of-a-consultant/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Playing to Win</title>
		<link>http://russaebig.com/directionallycorrect/2009/04/27/playing-to-win/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/04/27/playing-to-win/#comments</comments>
		<pubDate>Mon, 27 Apr 2009 13:00:57 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[actions]]></category>
		<category><![CDATA[business drivers]]></category>
		<category><![CDATA[decisions]]></category>
		<category><![CDATA[fudamentals]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[success criteria]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=141</guid>
		<description><![CDATA[I see many sports organizations consistently, year after year, playing to win - as opposed to playing to not lose.  They will make the extra effort to ensure they have the right players are in place, but much more than that they will ensure the management talent is in place.  They will have extensive recruiting networks, deep management talent at all levels (both at the professional and feeder teams), and cultivate a culture of success throughout the organization.  In short, they have made the conscious decision to "play to win." <a href="http://russaebig.com/directionallycorrect/2009/04/27/playing-to-win/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/04/27/playing-to-win/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>E2.0 Fundamentals</title>
		<link>http://russaebig.com/directionallycorrect/2009/04/25/e20-fundamentals/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/04/25/e20-fundamentals/#comments</comments>
		<pubDate>Sat, 25 Apr 2009 14:15:41 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[coach]]></category>
		<category><![CDATA[E2.0]]></category>
		<category><![CDATA[Enterprise2.0]]></category>
		<category><![CDATA[fundamentals]]></category>
		<category><![CDATA[how-to]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=139</guid>
		<description><![CDATA[Over the last few years I've been connecting dots, data points actually.  These data points relate to innovation and the opportunity presented by Enterprise 2.0 (E2.0) technologies.  While there is a tremendous amount of evidence from companies who have started navitgating down this road that these technologies, individually and collectively, provide great benefits and are seen as potentially game changing.  With these new technologies companies are learning why and how to best make use of them within their organizations. <a href="http://russaebig.com/directionallycorrect/2009/04/25/e20-fundamentals/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/04/25/e20-fundamentals/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The Problem With Ease of Use</title>
		<link>http://russaebig.com/directionallycorrect/2009/04/13/the-problem-with-ease-of-use/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/04/13/the-problem-with-ease-of-use/#comments</comments>
		<pubDate>Tue, 14 Apr 2009 05:25:04 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[BPE]]></category>
		<category><![CDATA[BPR]]></category>
		<category><![CDATA[ease of use]]></category>
		<category><![CDATA[end user computing]]></category>
		<category><![CDATA[EUC]]></category>
		<category><![CDATA[information architecture]]></category>
		<category><![CDATA[simplicity]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=146</guid>
		<description><![CDATA[Ease of use is something which is highly desired.  Industries are built around it.  Intellectual property laws allow entrepreneurs to innovate to make almost anything easier to do.  In the 1980's and 1990's companies would spend a great deal of time and money on business process (re)engineering.  The end goal was to have processes and systems which were easier to perform and easier to use.    While it was recognized that this would be expensive, the elusive "ease of use / ease to perform"  was thought to be well worth it when all was said and done. <a href="http://russaebig.com/directionallycorrect/2009/04/13/the-problem-with-ease-of-use/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/04/13/the-problem-with-ease-of-use/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Some Things Never Change</title>
		<link>http://russaebig.com/directionallycorrect/2009/03/24/some-things-never-change/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/03/24/some-things-never-change/#comments</comments>
		<pubDate>Wed, 25 Mar 2009 04:37:24 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[People / Talent]]></category>
		<category><![CDATA[economic crisis]]></category>
		<category><![CDATA[greed]]></category>
		<category><![CDATA[human nature]]></category>
		<category><![CDATA[lyrics]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=142</guid>
		<description><![CDATA[The economic condition we are globally facing today is generally acknowledged to have been driven by greed. Greed at all levels. Greed of mortgage companies, brokers, real estate agents, appraisers, title companies, real estate speculators, Wall Street investment banks, securities investors, and even naive CDO investors who should have known better. At the same time there was greed in many of the people who purchased far more that they could afford. "Living the Dream" that they had convinced themselves they could afford. <a href="http://russaebig.com/directionallycorrect/2009/03/24/some-things-never-change/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/03/24/some-things-never-change/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Types of Meetings &#8211; It Depends on Your Perspective</title>
		<link>http://russaebig.com/directionallycorrect/2009/03/10/types-of-meetings-it-depends-on-your-perspective/#utm_source=feed&#038;utm_medium=feed&#038;utm_campaign=feed</link>
		<comments>http://russaebig.com/directionallycorrect/2009/03/10/types-of-meetings-it-depends-on-your-perspective/#comments</comments>
		<pubDate>Wed, 11 Mar 2009 04:59:10 +0000</pubDate>
		<dc:creator>Russ Aebig</dc:creator>
				<category><![CDATA[Management]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[efficiency]]></category>
		<category><![CDATA[meeting]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[protocol]]></category>
		<category><![CDATA[workforce dynamics]]></category>

		<guid isPermaLink="false">http://directionallycorrect.wordpress.com/?p=130</guid>
		<description><![CDATA[The marketing guru Seth Godin describes three types of meetings which occur in business - Information, Discussion, and Permission meetings. I found this very interesting and somewhat of a parallel universe.

In the business world that I am familiar with, management of Information Technology, I am used to four primary types of meetings, and a different set than Seth describes. <a href="http://russaebig.com/directionallycorrect/2009/03/10/types-of-meetings-it-depends-on-your-perspective/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://russaebig.com/directionallycorrect/2009/03/10/types-of-meetings-it-depends-on-your-perspective/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
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