Yesterday’s Globe and Mail’s Report on Business had an interesting article about decision factories, by Harvey Schacter. “We associate factories with blue-collar work. White-collar workers – today’s knowledge workers – operate out of offices and laboratories. But Roger Martin, a professor and former Dean of the University of Toronto’s Rotman School of Management, says they also are factory workers, toiling in “decision factories.”
Martin says that when a company announces layoffs of 5,000 or 10,000 people after years of building up that knowledge corps, what is astounding is how few consequences these big layoffs appear to have on the organization.
He’s right, of course, simply in the sense that the impact of those lay offs doesn’t reverberate throughout the halls of those companies for long. In short order, the gaps are filled and the same quantity of work resumes.
What is the message here for those of us who work in the consultation and facilitation industry, and don’t work in these large “decision factories”? It might actually be a good message, to be honest. I run my own business. I work closely with clients to run workshops, facilitate meetings, and provide educational and soft skill training opportunities. I deliver services for these decision factories, and those services don’t stop being required just because staff numbers are reduced. Perhaps that’s one of the joys of being independent. One company may not need me full time, but a lot of companies need me part time.
Martin continues with these thoughts about the decision factory workers: “Their raw materials are data, either from their own information systems or from outside providers. They engage in production processes – called meetings – that convert this work to finished goods in the form of decisions. And they participate in post-production services: following up on decisions.”
Decision factories require the services of someone to help them better engage in their production processes, and to ensure they have the right skills to participate in post-production services. Meaning there will be a demand for both the facilitation end of my business, and the training end of my business. This is definately a win/win for me!
I admit, there are times when I look at friends who have “real” jobs, those that come equipped with a dental plan, a pension, paid vacations and regular pay cheques. And there is a certain wistfulness that I feel when I think about their work week…imagine, working the majority of your time Monday through Friday? Being a freelance consultant means a high degree of uncertainty and down time mixed with mad, frantic work weeks. It means waiting to hear from clients, and then racing hard to produce for them. It means not paying your bills until the end of a project, when you get paid.
Then I think about my usual Monday mornings, where I walk the dogs to get the newspaper, and I sit in my kitchen, listening to the CBC and reading the Globe and Mail, finding articles like the one by Mr. Schacter this morning.
It means a high degree of job satisfaction and personal control. I take my time to wander to the office, pour a second cup and plan my week. I’ve got a change management presentation that I need to edit, an environmental health workshop on data accessibility to plan for, and a proposal for a new leadership course to prepare. In between, I will make time to get my snow tires on, I’ll get my hair trimmed, and even have lunch with two business “colleagues”, who are really friends first, then business associates.
I don’t worry about downsizing or lay offs, and any decisions that I don’t like will be my own, and not some imposed on me by senior management…because I am the senior management in my company. As Roger Martin, suggests, I am not an order taker, but rather a choice maker. And that works for me.