Maurizio – Omnologos

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Natural Sleep, anybody?

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Some may already know that I hardly need more than 4 hours of sleep every night, apart from peculiar circumstances.

Sometimes I think with appropriate training I could be able to shorten that time to 2 hours: and if I could switch to power-napping (15 minutes every 3 hours or so), I’d do it without much of a thought (but sadly, without much of a family around me either…)

Having had to deal with countless criticism about this supposedly harmful behaviour, I can only be pleased in reading this comment on one Op-Ed’s by Alex Beam on the International Herald Tribune:

In his 2005 book "At Day's Close: Night in Times Past," historian A. Roger Ekirch […] argued that the transition from old-fashioned "segmented sleep" to today's continuous sleep pattern hasn't helped mankind. "There is every reason to believe that segmented sleep, such as many wild animals exhibit, had long been the natural pattern of our slumber before the modern age, with a provenance as old as humankind," Ekirch wrote. Up until the invention of artificial lighting, he noted, men and women went to bed earlier and woke up in the middle of the night to smoke a pipe, make love, or analyze their dreams.

Segmented sleep, that’s what’s healthy and “natural”: not 8 or 10 hours in a row

Written by omnologos

2006/Jun/06 at 00:05:08

Posted in Business, Sociology

IT misalignments (aka Dilbert right once again)

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There was a Dilbert strip in the 2003 desktop calendar a few weeks ago (I can try to describe it here) that looked very true and sounded very true.

Now it appears to have been demonstrated true

Joe Santana in yesterday's TechRepublic

To my surprise, almost 90 percent of the items listed by the teams as their key objectives differed from the key objectives listed by their managers. What's more, the key objectives listed by the managers were different by almost the same margin from the key objectives I had been given by my new bosses."

Among the layers of organizations, there is clearly a deviation in the focus and priorities of each layer due to lack of clarity about how they can and should specifically contribute to the goals and objectives of the layer above. Information moves from the "aligned" CIO, to a slightly less-aligned VP, to the less-aligned director, to the even less-aligned managers and supervisors who are guiding the purchase of resources and the actions of the staff” which at this point is 60 to 90 percent off the original objective

The solutions proposed appear straightforward, yet who's going to implement them?

  • Use and communicate a portfolio management vehicle as a means of categorizing IT investments
  • Have every layer of the management team create and maintain an alignment chart
  • Teach every layer of your management team to focus on objectives
  • Dilbert strip

    1: CEO to Senior VP "The Research supports my strategy"
    2: CEO to Senior VP "You can read the Research but don't make any copies"
    3: Senior VP to VP "I can tell you about it but you can't read it"
    4: VP to Assistant VP "I don't remember the reason but I am sure there is one"
    5: Assistant VP to pointy-haired Boss "There's no reason"
    6: Pointy-haired Boss to Dilbert "Our strategy is a huge mistake but we have to do it anyway"
    7: Dilbert to Dogbert "After I fall asleep tonight please smother me with a pillow"
    8: CEO to himself "My people love me because I manage with data"

    Written by omnologos

    2003/Feb/12 at 14:39:59

    Posted in Business