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]、

• 工事に掛かる工数、工期を圧縮して、原価を低減したい
• 工事に対する付加価値を提供し、工事+アルファの売上を上げていきたい

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、

• 新デジタル技術の活用により現場作業の効率化
• 新しい施工技術の導入により付加価値の創出
• それらを実現するための人材育成

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。

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.

1. Deficiency/Feature Myopia: When people base their entire decision on a single feature or lack of the feature.
2. Responsibility Hot Potato: When problems or responsibilities fall to the most technical or knowledgable person, usually with consequences.
3. Demanding Poor Service: When people demand quick pricing with little discovery, and post-sale is a year long blame-fest because of things that don't perform the non-existent magic they didn't want to discuss.
4. Eyes not on the Prize: When the person is focused on buying something that has nothing to do with thei

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.

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...".

Life is a tragedy in close up, and a comedy in long shot.

  -Charlie Chaplin

Working at a PAAS has helped be crystallize the very fundamental difference between Operating Expenses and COGS. These two accounts used forever confused me in college, and when working in a finance department for several years, I'd always blurt out the wrong one when trying to classify an expenditure. From Investopedia:

Well, mine was, so yours should be too. I barrelled right through, bringing over my one "blog post" content type and deleting the modules and fields I didn't need like a whale skirting between rocks to scrape off barnacles.