向け - for, in, within
- 金融業界向けの事業統括 - business management in the banking industry
に向け - in order to
- お客様の課題解決に向け - in order to solve customer's problems
お負け:「密に」
- 親子の関係を密にする - develop close relations between parent and child.
向け - for, in, within
に向け - in order to
お負け:「密に」
訳あってmixiを見返してた。
そこでやり取りしていた大切な人たち、もう何人も鬼籍に入ってる。「お茶しばこうぜ」ってやり取りしてる日常は思いの外あっけない。
10年もあれば人生は全く違う景色に変わる。
永遠はないからこそ、この瞬間を永遠のように慈しみたい。
For some reason, I checked mixi. Of all the people I interacted with, many have passed on. It's depressing to think that the people I used to go out for coffee with are just out of sight, out of mind.
In 10 years, my life will be in a completely different world.
Since nothing is eternal, I want to cherish this moment as if it is.
プラント業界ではコロナの影響による建設投資額の減少傾向が[1]、業界全体の喫緊の課題として挙がっております。さらには技能労働者数についても2025年に向けて100万人近く不足すると見られています。
そのように楽観を許さない[2]状況下、勝ち残りに向けて[3]、
といった課題は多くの方が感じてらっしゃるのではないでしょうか。
本セミナーではそれらの課題に光明を照らす、
など、プラント業界[4]における新たな技術を活用したビジネスモデルの構築(= DX)について、これまで大手プラント会社の全社人材教育をはじめ、600社以上のデジタル施策推進支援をしてまいりました弊社STANDARDが具体的な先進事例を交えながら解説します。
1. プラント業界ではコロナの影響による建設投資額の減少傾向が、業界全体の喫緊の課題として挙がっております。
The phrase before が lacks a verb phrase and is early in the sentence grammatically, so it denotes usage as a "case" (格助詞) particle not the conjunction 'but.' More here.
2. 楽観を許さない
Can't allow optimism, 楽観はできない
3. 勝ち残りに向けて
to endeavor to succeed, to win
4. プラント業界
Factory, manufacturing industry
5. Sentence breakdown:
プラント業界における新たな技術を活用したビジネスモデルの構築(= DX)について、これまで大手プラント会社の全社人材教育をはじめ、600社以上のデジタル施策推進支援をしてまいりました弊社STANDARDが具体的な先進事例を交えながら解説します。
Still a bit awkward, but it gets all the points across.
Non-complementary responses and actions are the foundation of successful customer relationships. It's the reason humor is funny. It's the release of the tension that exists from back in the cave-dwelling days. It's the reason we stop and smile at a passage in a book.
It's doing the opposite of the expected. It's telling the typical course of action to fuck off. And business is all about the typical course of action. So the bar is really low.
But the status quo is easy. If someone is a jerk to you, you tend to be a jerk back. When you are not the boss, it is easiest to say yes. When someone brings up something uncomfortable, the natural tendency is to release the tension.
Noncomplementary behavior is more difficult, but sometimes it is the best choice. While complementary behavior is good for building an alliance, noncomplementary behavior is linked with changes in the dynamic. Sometimes, it's really crucial this happens. If nothing changes, nothing changes...
I do best when I shoehorn creativity into my job, and there usually is some opportunity to do so. It helps make a presentation more interesting, or a project more real if there is some humanity injected into it. At least for me.
When I was playing music, though, it was different. It was my vocabulary, not the undertone or nuance.
I think most creative people come to terms with "making a living" but it's important to me to keep using this muscle, however atrophied it has become.
One of the delusions your home office will believe is that distance doesn't matter to relationships with accounts. This phenomena seems to be based on the fact that it's not weird to be calling Norway or Korea, it's how it's always been done. It's natural.
On the flip side, your home office probably never contracts with a Finnish or South African or Chinese company for anything mission critical, outside of localization. It would be weird and and pain to work with a vendor that has to meet late in the day and always asks how things are in American or your home country. Where every transaction or interaction takes 3x as long.
How effectively you sell this to the executive stakeholders in important and predicts the success of hitting timelines.
One of the easiest way to recognize the Peter Principle in action is by looking at the people who have no interest in a problem's history and context. When there is no accountability, why bother with discovery. Paint over the water damage. Often it's years before the impact of a decision rears its head and it's going to be buried in the noise of a million other good, bad, and ugly decisions.
The new person coming in to shake things up and quickly gets charged with fixing the org's biggest problems. Doesn't bother to learn why things are the way they are. "Context" is boring, recommending that means you are likely part of the problem. Plus, untying a knot doesn't make for an interesting deck versus "Recommendations: Immediately Implement...".
Pile the solution on top. Boss gives them lots of rope to shake things up. Rollout looks good month 1, then problems: People carrying it out "aren't bought in," they leave. But they "weren't on board with new thinking." New hires brought in, this time with new process as SOP, all good, right?
Well the rest of the planet doesn't know this, they still have the same problems the "solution" was meant to fix. Lack of context and understanding of the complexity means that the solution was never going to work.
I see this on the business side more than the technical side. You can't just write new code over old code, although this is Corporate version of "Rip and Replace." The problem is that code is not a fair representation of human interaction, which is where business process emerges from. In code, arguments are defined clearly. Exceptions are thrown when it's given something it doesn't understand. Humans are much more complex. The mere fact process is being changed from above affects the results.
But even then, most humans try to adapt. But good consultants take the time to understand the landscape, and "what got us to this point." But most businesses don't use that practice. In fact, many choose to ignore it willingly in favor of a promise of a quicker fix. This sets up the org for failure and the new employee, who thinks they are the hero being brought in to save the day.
It would make for a very boring drama.