Sap Consultant Quotes

But now it seems clear that literary criticism was inherently doomed. Explicitly or otherwise it had based itself on a structure of echelons and hierarchies; it was about the talent elite. And the structure atomized as soon as the forces of democratization gave their next concerted push. Those forces – incomparably the most potent in our culture – have gone on pushing. And they are now running up against a natural barrier. Some citadels, true, have proved stormable. You can become rich without having any talent (via the scratchcard and the rollover jackpot). You can become famous without having any talent (by abasing yourself on some TV nerdathon; a clear improvement on the older method of simply killing a celebrity and inheriting the aura). But you cannot become talented without having any talent. Therefore, talent must go. Literary criticism, now almost entirely confined to the universities, thus moves against talent by moving against the canon. Academic preferment will not come from a respectful study of Wordsworth’s poetics; it will come from a challenging study of his politics – his attitude toward the poor, say, or his unconscious ‘valorization’ of Napoleon; and it will come still faster if you ignore Wordsworth and elevate some (justly) neglected contemporary, by which process the canon may be quietly and steadily sapped. A brief consultation of the Internet will show that meanwhile, everyone has become a literary critic – or at least, a book-reviewer.

But now it seems clear that literary criticism was inherently doomed. Explicitly or otherwise it had based itself on a structure of echelons and hierarchies; it was about the talent elite. And the structure atomized as soon as the forces of democratization gave their next concerted push. Those forces – incomparably the most potent in our culture – have gone on pushing. And they are now running up against a natural barrier. Some citadels, true, have proved stormable. You can become rich without having any talent (via the scratchcard and the rollover jackpot). You can become famous without having any talent (by abasing yourself on some TV nerdathon; a clear improvement on the older method of simply killing a celebrity and inheriting the aura). But you cannot become talented without having any talent. Therefore, talent must go. Literary criticism, now almost entirely confined to the universities, thus moves against talent by moving against the canon. Academic preferment will not come from a respectful study of Wordsworth’s poetics; it will come from a challenging study of his politics – his attitude toward the poor, say, or his unconscious ‘valorization’ of Napoleon; and it will come still faster if you ignore Wordsworth and elevate some (justly) neglected contemporary, by which process the canon may be quietly and steadily sapped. A brief consultation of the Internet will show that meanwhile, everyone has become a literary critic – or at least, a book-reviewer.

It's crazy that her tester pancake turned out to be perfect," I finally said. "Her what?" Cat chuckled. "You know, the tester pancake," I explained, hoping that the preceding glasses of wine wouldn't make this analogy impossible to follow. "Like, when you're making pancakes, you don't just start off by dumping all the pancake batter onto the griddle and assuming everything will be okay. You have to start with one and then test it out to see--- is the griddle hot enough? Is the batter not too thick or not too loose? Does the butter melt at the right sizzle? Does the batter have the right ratio of blueberries---" "You mean chocolate chips---" she interjected. "I mean blueberries for my fictional theoretical pancakes, thank you very much. Anyway," I said, clearing my throat, "you need the tester pancake to help you adjust. Not to mention you might spend years refining your pancake recipe to get to the one you want." "But sometimes the tester just works," Cat argued wholeheartedly. Such a hidden sap. It made no sense, since she---like me--- had essentially been single since college. But I knew she was a softie beneath her badass consulting and math-brain exterior. "Besides," she said, "they always say when you know, you know.

In general, though, new leaders are perceived as more credible when they display these characteristics: Demanding but able to be satisfied. Effective leaders get people to make realistic commitments and then hold them responsible for achieving results. But if you’re never satisfied, you’ll sap people’s motivation. Know when to celebrate success and when to push for more. Accessible but not too familiar. Being accessible does not mean making yourself available indiscriminately. It means being approachable, but in a way that preserves your authority. Decisive but judicious. New leaders communicate their capacity to take charge, perhaps by rapidly making some low-consequence decisions, without jumping too quickly into decisions that they aren’t ready to make. Early in your transition, you want to project decisiveness but defer some decisions until you know enough to make the right calls. Focused but flexible. Avoid setting up a vicious cycle and alienating others by coming across as rigid and unwilling to consider multiple solutions. Effective new leaders establish authority by zeroing in on issues but consulting others and encouraging input. They also know when to give people the flexibility to achieve results in their own ways. Active without causing commotion. There’s a fine line between building momentum and overwhelming your group or unit. Make things happen, but avoid pushing people to the point of burnout. Learn to pay attention to stress levels and pace yourself and others. Willing to make tough calls but humane. You may have to make tough calls right away, including letting go of marginal performers. Effective new leaders do what needs to be done, but they do it in ways that preserve people’s dignity and that others perceive as fair.

Costs in employee time. To the debit side of the ledger must also be added the transactional costs of metrics: the expenditure of employee time by those tasked with compiling and processing the metrics—not to speak of the time required to actually read them. That is exacerbated by the “reporting imperative”—the perceived need to constantly generate information, even when nothing significant is going on. Sometimes the metric of success is the number and size of the reports generated, as if nothing is accomplished unless it is extensively documented. Those within the organization end up spending more and more time compiling data, writing reports, and attending meetings at which the data and reports are coordinated. So, as the heterodox management consultants Yves Morieux and Peter Tollman note, employees work longer and harder at activities that add little to the real productiveness of their organization, while sapping their enthusiasm.

Approximately 50 percent of SAP’s service updates, released as enhancements to the core ERP software it sells, originate from its active users. What SAP did is set up what they call an ecosystem that allows its software users to connect online. Someone who uses SAP software as part of their job in the chemicals industry can connect online with other users in similar jobs, consultants, and SAP staff. They can ask questions, respond to others, or suggest modifications to the core software system.

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