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My career has, from its very start, been one where making money depended on maximizing the use of my time. It was that way because as a public auditor and later as a management consultant, billable hours drove revenue generation.
Among the key success factors are practitioners knowing very well (1) the subject matter under consideration, and (2) what matters, when, to what extent and in what regard, both to one's own firm and to one's clients'. They must because when one knows "what's what," one doesn't waste one's time or one's clients with inconsequential discourse. It's about being prepared for the task at hand. Some may call it "having done one's homework," some of which, of course, one did years or decades before. We called it "portfolio," "coming with portfolio."
Whatever one calls it, it's clear the US government has too many elected and appointed principals who lack portfolio for the job they hold. That is a huge problem that amounts to "the blind leading the blind and the sighted." IMO, it's the inadequacy we must rectify before we attempt fixing other ills.
Part of the problem is subject matter ignorance. It's hardly apropos to hold against someone their ignorance about XYZ esoteric or complex topic when they first take their Congressional or Presidential seat, and, very shortly after taking their seat, they must deal with that XYZ topic. However, being thus ignorant means they need to work late rapidly getting portfolio on XYZ. It also means they must fully and efficiently avail themselves of their well-informed aides' input and guidance about that XYZ topic.
Another part is willful ignorance. This ignorance results from having access to the time and information resources, along with knowing one must address XYZ esoteric or complex topic and not, for whatever reason, availing oneself of the time and resources to quickly and fully obtain portfolio.
A last part of the problem is the ignorance of oblivion, which flows from insouciance toward one's world. Many folks "suffer" this, but many who do can "afford" to. Folks living on "autopilot" -- they're employed in low-responsibility roles, collect their pay, go home and find ways to spend/use their pay -- can, to a good degree, just let things happen and pay little mind to most of them. People entrusted to make business/corporate and public policy decisions, however, haven't that luxury, and would-be policy makers don't either.
Now, some readers may recall the Zuckerberg/Facebook (FB) hearing. If you missed it, here it is.
If one prefers to watch specific senators' inquiries, CSPAN offers the the hearing thus partitioned.
The FB hearings illustrate the nature of the problem. Multiple senior senators asked multiple inexcusably benighted questions. The hearing didn't sneak up on them; there was no excuse for their naivete about Internet basics, FB, advertising, and the Internet and Internet platform business models.
Some of the questions senators asked:
And, of course, if leaders don't understand computing tech, they're not in a position to envision ways to use to to solve other problems. Too, computing tech isn't the only complex problem many elected leaders likely don't understand. Health care, climate change, and the economics of trade, labor, and immigration economics are others.
Among the key success factors are practitioners knowing very well (1) the subject matter under consideration, and (2) what matters, when, to what extent and in what regard, both to one's own firm and to one's clients'. They must because when one knows "what's what," one doesn't waste one's time or one's clients with inconsequential discourse. It's about being prepared for the task at hand. Some may call it "having done one's homework," some of which, of course, one did years or decades before. We called it "portfolio," "coming with portfolio."
Whatever one calls it, it's clear the US government has too many elected and appointed principals who lack portfolio for the job they hold. That is a huge problem that amounts to "the blind leading the blind and the sighted." IMO, it's the inadequacy we must rectify before we attempt fixing other ills.
Part of the problem is subject matter ignorance. It's hardly apropos to hold against someone their ignorance about XYZ esoteric or complex topic when they first take their Congressional or Presidential seat, and, very shortly after taking their seat, they must deal with that XYZ topic. However, being thus ignorant means they need to work late rapidly getting portfolio on XYZ. It also means they must fully and efficiently avail themselves of their well-informed aides' input and guidance about that XYZ topic.
Another part is willful ignorance. This ignorance results from having access to the time and information resources, along with knowing one must address XYZ esoteric or complex topic and not, for whatever reason, availing oneself of the time and resources to quickly and fully obtain portfolio.
A last part of the problem is the ignorance of oblivion, which flows from insouciance toward one's world. Many folks "suffer" this, but many who do can "afford" to. Folks living on "autopilot" -- they're employed in low-responsibility roles, collect their pay, go home and find ways to spend/use their pay -- can, to a good degree, just let things happen and pay little mind to most of them. People entrusted to make business/corporate and public policy decisions, however, haven't that luxury, and would-be policy makers don't either.
Now, some readers may recall the Zuckerberg/Facebook (FB) hearing. If you missed it, here it is.
If one prefers to watch specific senators' inquiries, CSPAN offers the the hearing thus partitioned.
The FB hearings illustrate the nature of the problem. Multiple senior senators asked multiple inexcusably benighted questions. The hearing didn't sneak up on them; there was no excuse for their naivete about Internet basics, FB, advertising, and the Internet and Internet platform business models.
Some of the questions senators asked:
- Grassley --> Mr. Zuckerberg, a magazine i recently opened came with a floppy disk offering me 30 free hours of something called America On-Line. Is that the same as Facebook?
- Hatch --> How do you sustain a business model in which users don't pay for your service?
- Kennedy
- ~2:02 -- He demanded that one be able to control one's data and delete one's content. Zuck responded:
- You should have complete control over one's data, and frankly, one always has had that, FB or no FB.
- ~2:20 -- "You already can delete some or all of your data." (paraphrased) The senator then asked Zuck to work on "expanding that" capability.
- WTF? There's no place to which FB can expand one's data deletion capability, unless FB allows one to delete other people's data!
- That "expand upon" remark, however, illustrated not subject matter ignorance, but profound stupidity! No matter the context, there is no "expanding" on "everything" and "all." (1 - 1 = 0; it's all gone. Toddlers understand that concept, even if they can't do the arithmetic.)
- ~1:05 -- He described the FB user agreement as a part of the privacy problem and declared that the UA is too complicated to be comprehended. It wasn't and still is not.
- ~2:02 -- He demanded that one be able to control one's data and delete one's content. Zuck responded:
And, of course, if leaders don't understand computing tech, they're not in a position to envision ways to use to to solve other problems. Too, computing tech isn't the only complex problem many elected leaders likely don't understand. Health care, climate change, and the economics of trade, labor, and immigration economics are others.