Re: [GKD-DOTCOM] Profitability as an Indicator and a Driving Force

2004-11-10 Thread Robert Spear
The first rule of business is to have a list of objectives. This list
describes the reason you are in business in the first place, and it
informs your business plan. Now, making money does not need to be the
first or most important reason for being in business. However, if making
money is not one of your top three objectives, you are not likely to be
in business for very long.

This does not in any way suggest that making money is incompatible with
providing a social benefit. But it does mean that if you want to provide
a social benefit, and especially if you want to provide this social
benefit on a wide scale (either a large enterprise or thousands of tiny
replications), then you must figure out a way to provide this social
benefit at a profit. The reason for this is quite simple: The many
people who must buy in to your socially beneficial idea also need to
earn a living, and the only way that can happen is if your enterprise is
profitable.

Just a thought, learned from my father at a tender age.

--Bob Spear


Dr. Robert J. Spear 
Past President, Maryland Distance Learning Association
Professor, Computer Information Systems
Prince George's Community College 
Largo, Maryland 20774 
phone: 301-322-0156 fax: 707 982-7178 
~~~ 
Experience is that marvelous thing that enables you 
to recognize a mistake when you make it again. 
~~~



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Re: [GKD-DOTCOM] What Are the 'Right' Resources to Foster Professional Development?

2004-06-21 Thread Robert Spear
I feel sure that my thoughts here are somewaht off target, since the
focus of this listserv is the use of ICT for development. But Sam
Lanfranco and Tom Abeles have reinforced some of the (to me) most
relevant factors in development, and they are only peripherally related
to ICT.

People relate to community, first of all and most importantly. For most
individuals, they leave their communities only when forced to do so by
economic or political necessity, expediency, or sometimes opportunity.
And if they do leave, strong communal ties beckon them home, as soon as
the economic and/or political climate makes that option viable.

These basic facts have two implications for our efforts to introduce or
expand the use of ICTs in developing countries:

1) First, we should all recognize that we play second fiddle. As part of
the Prince George's Community College (Maryland, USA) team, my work in
Africa the last four years has been concentrated in Rwanda and in South
Africa, where recovery from genocide in one case and from apartheid in
the other case present societal imperatives of the first order; and,
frankly, the effective use of ICT (while important) is nevertheless
secondary. These (very different) societies need to develop ways of
getting along with each other, and perhaps the intelligent application
of ICT can help; but the repair of the social fabric (not the use of
computers) is the pre-eminent imperative.

2) Second, ICT makes it more possible for local activists to stay at
home, and for expatriates to return home. If you have skills as an ICT
professional, you can make a decent living in your local community, you
can feel good about your contribution to your nation's economic
development, and you can even maintain your contacts with the outside
world. We could not make this claim without ICT. My Irish forebears came
to the USA without hope of return to Ireland or even significant contact
with the homeland; through ICT, current emigres may return to Rwanda
while they continue to teach online for University of Maryland
University College. Hence, one important contribution of ICT to the
global development paradigm is that local talent in any developing
country may leave and return, and may continue to contribute to their
local communities.

--Bob Spear


Dr. Robert J. Spear 
Past President, Maryland Distance Learning Association
Professor, Computer Information Systems
Prince George's Community College 
Largo, Maryland 20774 
phone: 301-322-0156 fax: 707 982-7178 
~~~ 
Experience is that marvelous thing that enables you 
to recognize a mistake when you make it again. 
~~~ 


On June 18, 2004, Tom Abeles [EMAIL PROTECTED] wrote:

 Sam Lanfranco's comment, below, is worth serious reflection,
 particularly his last sentence (copied up, here):

 The challenge is to keep the skilled personnel in service for local
 society.

..snip...

 It seems to me that the problem has been turned upside down. We need a
 livable and desirable community to induce individuals to either not
 leave, or in some cases, return or locate in that community. If that
 exists, then the needed skills will come and/or skilled individuals will
 remain. In the US we have a group of highly qualified individuals who
 move to remote locations because they find them attractive, and the
 infrastructure support (e.g. broad band access) and good mobility
 support them in these spaces.

 ICT's are not a magic bullet nor are they like a narcotic which compels
 an individual or a business to become obligated or committed to a
 location. They are only one of many components that make a community
 desirable, though some may see them as of greater importance than other
 quality of life indicators. One has to make sure that we do not see
 these like the proverbial hammer where all problems begin to look like
 nails.

 ...There is no guarantee that with highly mobile, wireless ICT's that
 communities which have always existed, should remain where they are in
 the future. ICT's may lead to a creative destruction and reallocation of
 human resources as new opportunities outweigh past static communities.
 At one time, many groups of humans were nomadic. Permanance may not be a
 desirable characteristic, at least as we imagine it based on our past.


 On June 16, 2004, Sam Lanfranco wrote:
  
 Femi is correct in this observation. The suggestion was not that
 organizational cultural changes are a prerequisite for ICT-enhanced
 skill development. The suggestion was that they are a co-requisite if
 the local society expects to both effectively utilize those skills, and
 to keep those skilled personnel in local residence, for service to the
 local society. There is no question that skilled personnel are turning
 to ICT-enhanced opportunities on an as can basis. For evidence of
 this, one only has to look at how wireless telephony (cell phones) have
 raced ahead, and been widely deployed, in contrast to all other forms of
 ICT-supported 

Re: [GKD-DOTCOM] What Are the 'Right' Resources to Foster Professional Development?

2004-06-15 Thread ROBERT SPEAR
Sam  GKD Readers,

Thank you for a truly outstanding contribution to this conversation.
Your comments should be required reading for my college's partners in
Africa, and for the donor countries who work with them. The notions of
knowledge management and networking, and a culture of learning and
change within an orgasnization, are at least as important as the
development of professional skills on the part of individuals.

--Bob Spear


Dr. Robert J. Spear 
Past President, Maryland Distance Learning Association
Professor, Computer Information Systems
Prince George's Community College 
Largo, Maryland 20774 
phone: 301-322-0156 fax: 707 982-7178 
~~~ 
Experience is that marvelous thing that enables you 
to recognize a mistake when you make it again. 
~~~ 


On 06/14/04 Sam Lanfranco [EMAIL PROTECTED] wrote:
 
 Skilled personnel seldom work in isolation. They work as part of an
 organization, institution, team or community, and they constitute
 'communities of practice' where access to knowledge and skills are as
 critical as access to material resources. For professional development
 to translate in a society with a better supply of professional services
 they have to be employed in organizations that have embraced some degree
 of knowledge management and knowledge networking.

..snip...

 As much attention should be given to the role of ICTs in generating a
 culture of knowledge management and knowledge networking within the
 institutions where skilled personnel and professions work. As much
 attention should be given to how communities of professionals can use
 ICTs for knowledge networking to sustain skills and share knowledge --
 across time and space and on as a just-in-time as needed basis.

..snip...

 Lastly, it is probably impossible for organizations, institutions and
 communities to go beyond the most rudimentary of knowledge management
 unless they are also willing to transform themselves -- to some degree
 -- into learning organizations. Without the elements of learning
 organization culture present in the settings in which professionals
 work, it is difficult for them to do the right things right. The end
 result is either a waste of professional talent, or the lost of that
 talent to employment abroad.
 



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