So there I was at my architect pal’s office, talking about the terrible state of the economy over a double-shot latte and some lovely little biscuits, when he said he’d just laid off his marketing resource.
“I read your piece”, he said, “you said to preserve your capability to actually do the work, so when it came to choosing between whether to cut a junior architect or the marketing manager, well, it was easy”.
I spluttered a little, but resisted the temptation to pour the latte over his stupid head and simply said “so, is that junior architect very busy then?” I could see, over his shoulder, that the team were playing with a new, elegant design of paper aeroplane, so I didn’t really need to wait for the answer.
Turning off the new-work tap, you see, is just as bad as removing your capability to do the work when you win it. “But what else could I have done?” he complained. Well.
No 6. IT Projects Continue reading