You Get What You Don’t Pay For
Cause and effect. Similarly, no cause, no effect. Sometimes, things are very simple. Don’t be surprised if you cut funding for functions, or reduce focus on practices, or underspend for enabling technology, and as a result, see zero to negative returns for your stunted investment. You have to be in it, to win it.
No dedicated talent managers? Don’t expect to experience significant organic growth, or to raise the organization’s competency quotient with fresh external talent.
Minimizing your investments in process coaches? Don’t hold your breath then waiting for your delivery lifecycle to take hold with the project teams, or expect your culture to evolve its better practices in a timely and effective way.
No funding for environments? You will see constrained schedules and teams clobbering one another as they contend for limited resources to do their testing and integration activities.
Skimping on Learning? On Knowledge Management? On automated testing tools? That’s OK. Just forget about professional development, persisting intellectual properties, and rapid regression cycles.
Eliminating the sales staff? Watch the sales drop.
This New Yorker cartoon is paid for and used under Non-Exclusive license agreement with Condé Nast.
Cartoonist: Leo Cullum, The New Yorker Collection
© Michael C. Simonelli, onthegocio.com, 2013
3 responses to “You Get What You Don’t Pay For”
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- April 13, 2013 -
This is so direct and clear; it’s amazing that these simple truths need to be repeated and spelled out because more often than not, decisions as exampled above happen, the results become the results, and then everyone tosses up their hands and says “well, what happened?”
Thank you Cassandra. Sometimes we look for complex reasons when it’s essentially plain and simple, as you’ve mentioned.