The book is moving along well — we’ve passed the halfway mark. At this rate, we’ll be done before the end of the summer. This means that if you’ve been thinking about submitting a response to one of my previous postings, now is the time to do it. I have gotten some good ideas from many of your responses, and they will be helpful for the book. I suspect, however, that there are many other good ideas out there, and I’m looking forward to reading them soon. In future posts, I’ll keep working through the chapters, introducing key topics that I hope will spark further discussion and ideas for the book.
After the summer is over and the manuscript is complete, I plan to keep our dialog going. And as the book gets closer to publication in Spring 2007, I will ask you for your marketing and PR ideas.
Here are comments on some of your Week 6 and 7 responses:
Lloyd Mosemann: I suppose I would differ with you and call the Telcordia experience a success story in a sense. Although the cultures of SAIC and Telcordia differed, on most matters we could work out solutions to problems. For example, Telcordia usually made its “numbers” — its overall financial targets. My feeling though was that the Telcordia culture was so different, SAIC’s staff — including me — had a hard time working together.
Jordan Becker: I think a lot of what you said is true. We plan to incorporate some of your thoughts in the book.
Allen Herskowitz: Looks like this is a good and typical example of how senior people at SAIC worked together when their interests overlapped. The fact that both were employee owners amplified this effect.
Click on the comments link to share your thoughts.
– Bob