![]() ![]() In the case of the knowledge analyst, that is a total joke. In most of these analyst jobs or roles, there is little analysis taking place. In addition to business analyst, and its confused cousin process analyst, we now have change analyst, data analyst, operations analyst, you name it, and most recently the most wicked job title of all, the “knowledge management analyst”, and oh, not to mention, the stakeholder analyst. There is also a new and strange phenomenon sweeping the business world today-job titles with the suffix “analyst” attached to them. We are already witnessing it in business process analysis and business analysis and the overlap and confusion has never been worse. In a similar vein, the COVID-19 pandemic is rapidly becoming another turning point in the downfall of professional standards and ethics and the demise of some professions. Missing luggage is one thing, and process defects are allowed to a certain degree, but a plane falling from the sky is quite a serious matter. Even in the aviation industry, the zero-defect policy has been scaled down, and it is not unusual to hear about a plane door coming off while the plane is in flight. We will fix it later, in the next release. Many companies have since then gradually abandoned methods and frameworks, such as total quality and zero-defect, in favour of hodgepodge products and services. The Y2K was a turning point in quality assurance. Quality is out of the door-that is for sure-and in the haste to roll out products and to transform the business into whatever monstrosity they choose, in pseudo-agile settings, the baby is thrown out with the bathwater. So, years of effort by champions and leaders of professional education to develop true professions and raise professional standards have been undermined, especially in the newly established ones, and have been hijacked by dollar-hungry agencies and short-sighted employers, who seem to have embraced the new doctrine of “better done than perfect”. ![]() It has also shown the poor standards of both professionals and businesses and a pronounced lack of social and professional maturity, with the so-called professionals acting like seventh grade students. Not just the agencies, but also companies. And we are back to cutthroat practices and desperate people accepting lower wages, in a prelude to further erosion of professional recognition and standards, along with the living standards of impacted groups. Where there is chaos, there is opportunity. The sudden impact of the pandemic on social and business behaviour has produced a range of responses, both positive and negative, and there is no shortage of chancers and exploiters of this global human tragedy. In fact, up until now, the gulf has been widening as the gains trade union movements achieved to improve the work conditions and treatment of workers has been eroding gradually (minimum wages, working hours, sick leave, annual leave, superannuation, etc). Decades of distrust in organisations have entrenched a culture of suspicion and the “them and us” divide between management and employees has never been bridged. Despite the life-work balance that employers have been advertising in their glossy brochures, only the privileged few enjoyed this perk, as considered so by management, mostly the favoured and protected groups. It took a disaster of the magnitude of COVID-19 pandemic to make organizations allow their workforce to work from home. “Those who expect perfection in others should examine their own imperfections first.” ![]()
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |