This post talks about the various jargons which we use in our day to day / office life , whether knowingly or unknowingly. It tries to give some business/management gyaan.Wonder how the essence of what is said below could be explained to people, if it were not for these jargons.
The question is why does a company do business?
‘At the end of the day’, it’s money that matters right? A business happens when it is a ‘win-win’ situation for both the parties.
Business is often decided on what each partner ‘brings to the table’ and what ‘core competencies’ both have to offer. So when the ‘C-level’ executives of both companies agree to ‘buy-in’, they have basically ‘sealed the deal’.
Now, the question remains of the ‘business model’. It so happens that now the guys below the ‘C-level’, ‘circle up’ to have some ‘facetime’ (it’s time and not book!) with each other. Here, a detailed ‘high level’ meeting takes place to discuss the ‘functionality’ in ‘granularity’, so that the ‘end to end features’ and the best ‘value proposition’ can be offered to the ‘end customers’
There could also be a ‘paradigm shift’ in the way the companies operate. They could offer part of services or offer customers ‘solutions’ to their business problems or even go for ‘turnkey solutions’ (trunkeY or even Turkey for some)
You see ,this entire ‘ecosystem’ comprising of consumers, partners, innocent bystanders, and, increasingly, competitors is a complex one. The idea is to be at the ‘center of your ecosystem’, so integral to its operations that the actions of all other participants seem to benefit you as much as them to remain ahead in this competitive ‘space’
And so, there is a need to build a ‘Centre of excellence’ ( NO Centre’s of failures, this time round!) to be and remain the ‘best in the breed’.
The ‘center of excellence’ will have ‘resources’ working on ‘mission critical’ projects. It’s essential that a ‘critical path’ is followed and the team ‘dialogues’ with each other either ‘online’ or ‘offline’. Wherever and whenever required the resources shall ‘touch base’ with their colleagues.
They will need to plan their ‘tasks’ well lest they run out of ‘bandwidth’, or physical, mental or emotional capacity.
The requirements need to be ‘disambiguated’ and ‘drilled down’ to have a clear understanding. Remember, a ‘30,000 feet view’ or a ‘helicopter view’ or a ‘bird’s eye’ view is not always sufficient!
‘Resources’ will need to ‘peel the onions’ carefully and NOT compare ‘oranges with apples‘.. Always remember, Apples are to be compared to Apples, and oranges to oranges and so on and so forth. They shall be required to be ‘proactive’ and ‘leverage’ their ‘learning’s.
This will help the company ‘ramp up’ production and increase their ‘reach out’.
For this one, old telecom services ads are to be blamed that encouraged folks to “reach out and touch someone.” Obviously, the ‘resources’ can’t actually reach out and TOUCH anyone due to the organisation’s stringent sexual-harassment policy. But they can “reach out” (but, again, no touching) to a co-worker for information, support, or to start one of those crucial conversations.
‘Going ahead’, the organisation needs to get in to the ‘driver’ seat to be an ‘enabler’ of an ‘robust’ ‘world class’ constitution. Naturally, to achieve all this ‘Best practices’ are to be followed.
Now, take a wild guess, how many of these jargons you have heard or used in your life. if you haven’;t hurry up! because YOLO!