Giving Back - Continued
March 26, 2008
I was checking out our new blog today, and saw a post by one of our newest employees, David Bowman. It is great to hear about people in our company giving back. It is an important part of our culture and frankly, it’s one of the most special parts of living on this earth.
I guess when I think about giving, I go back to my parents and the stories that they taught me about their growing up in the Great Depression. In today’s world and the complex financial crisis that the sub-prime mortgage market has along with the recent failings of some of Wall Street’s giants, I have to admit: I still think we as a society have no clue about the real impact of what our families and relatives went through in the Great Depression. My parents were fortunate. My mother is First Generation American. Her parents immigrated from Eastern Austria-Hungary and the Ukraine shortly after the beginning of this last century. Coal-miner, shoemaker, Goodyear Rubber & Tire factory work, her parents always put food on the table and had a modest life of comfort and stability. During the Depression, they constantly had people coming to their door asking for chores. Back then, pride was 100% of your character. One never took hand-outs. You would not take “free food” even though my grandparents were willing and able to share. My father grew up the 6th child of a Southern Alabama farm family. Again, lots of people were very unfortunate in the South during the Depression. He learned to give to his neighbors and support the community. This was a practice that he continued throughout his entire life.
Fast forward over my years growing up with them. My 2 brothers and I were in Boy Scouts in our formative years. Outside of camping in the Upstate New York Adirondacks once a month, community service was the core of our activities. Weekends were spent participating in newspaper drives, helping in the neighborhood parks, cleaning up the “teen center” and many other volunteer activities. We learned to support our community.
Fast forward to today: I still have it in my blood. LUCRUM is committed to participating in Community Service through providing 4 approaches: economic, leadership, professional, and material assistance to local and regional organizations. Economic simply means donated cash. Leadership is where people in our firm invest their time in guiding, assisting, participating in community organizations. Professional is where LUCRUM provides consulting, web development, and general software development services. LUCRUM’s community support initiatives have recently included: The United Way(www.uwgc.org) and the Tocqueville Society Campaign, the Central Clinic (www.centralclinic.org), the Boy Scouts(www.danbeard.org), the Evans’ Scholar Golf Outing, the Epilepsy Foundation, the Cincinnati Art Museum (www.cincinnatiartmuseum.org), the Fine Arts Fund (www.fineartsfund.org) and their new Technology Sector campaign, and the National Father-Son Tennis Tournaments to name a few. As you can imagine, it’s contagious with our employees and their commitment to the community amplifies ours.
So, “thank-you” David Bowman. “Thank-you” to all of our LUCRUM professionals in their commitment in supporting our community.
Sphere: Related ContentPeople, Technology, and Learning
March 25, 2008
As the new marketing manager for LUCRUM, there is so much that I do not understand about what we do. Here is the good news. I know that I can learn. I was reminded of this as I was reading one of Seth Godin’s latest posts about learning. There has never been a time in history where knowledge has been so readily available. The problem now becomes one of attention - picking what to learn out of the vast choices of information. I am lucky to be surrounded by technology experts, all willing to share information about the technical aspects we deliver to our clients. Here at LUCRUM, we regularly have employees present internally on emerging technologies through our Lunch and Learn and Brain Brew programs. Learn by teaching is deeply engrained in our culture. This only helps to make our consultants more effective with our clients, and our team better equipped to meet the evolving needs of business. I know I have a lot to learn. What is better is to know that I work somewhere where I am not only encouraged to learn, I am expected to. Combine the culture I work in with the endless knowledge provided on the web, and there is really no excuse not to learn something of value every day. Occasionally, I might test that knowledge here - soliciting your feedback to yield even greater understanding. What an amazing time to be alive, and what an amazing place to be living it!
Seth’s Blog: Things you don’t understand
Sphere: Related ContentBlog Training at LUCRUM
March 25, 2008
Today, I was given the distinct privilege of presenting to my fellow LUCRUM employees on blogging. More specifically, I was tasked with teaching them how to blog. I was given 90 minutes, which is a long time to talk about something that is really quite easy to do. I spent some time discussing why it is important to blog. I touched on the changing state of marketing from that of a dialog to an interactive monologue, and stressed that their voices matter. I then went on to talk about ways to construct posts, do’s and don’ts of blogging, and then showed them just how simple it is to use WordPress. We touched on tools like RSS, digital cameras, Google Blog Search, and plain old note cards as ways to develop content. We even got into some emerging tools like Alltop and Snipshot. Overall, I think that everyone was interested. It is tough to present to such a diverse group - especially when many are far more versed in technology than I. The true test of the presentation will be very easy to measure. If you see more posts from more people, it worked. If not, I will go back to the white board. I am convinced that the people here at LUCRUM are some of the best and brightest in the world. My challenge is convincing them to share that brilliance with the rest of the world. If I can, what an amazing experiment this will turn out to be. Hopefully today was the first step in making that happen. Thanks to everyone who attended. You were a great audience.
Sphere: Related ContentLUCRUM in The News…
March 21, 2008
If you happened to pick up the March 21st edition of the Cincinnati Business Courier, you might have read an article about LUCRUM. The article outlines some of the highs and lows that we experienced in 2007, and goes on to talk about some of our future plans for growth. The great thing about having a company blog is that I can immediately share my feedback on the article as part of our ongoing conversation - one that you are welcome to join by placing comments below.
There is only so much information that can be published in a 1/4 page article, so I will elaborate more on it here. LUCRUM is very excited about our partnership with Diane Egbers of Leadership Excelleration Inc (mentioned in the article). Diane has been working with the senior managemnt team to develop a 5 year strategy to address some of the shortcomings mentioned in the article. With her assistance, LUCRUM has made changes to both personnel and policies in an effort to become more nimble and better able to serve the emerging needs of our clients. This effort began in late 2007, and we are already seeing positive results. The Business Development Group has added 4 senior members in the last 4 months, and will be joined by another new member next week. We are not stopping there. Look for LUCRUM to add Business Development personnel in the coming weeks. Along with the new Business Development team members, comes new opportunites and clients. LUCRUM has engaged 10 new clients in the past several months, and is working on exciting data warehousing and business intelligence projects. In addition, we continue to leverage our partnership with Salesforce.com, as we are Cincinnati’s only certified Salesforce provider. The new marketing team led by David E. Bowman, is making great strides in changing our approach to Marketing. We are shifting from the traditional approach of marketing as a monologue to engaging the world in a dialog. My invitation above, seeking comments on this post, is a direct result of that shift in mindset. David is bringing in great young talent like Greg Levine, a recent Xavier graduate, to help further his efforts.
Not only are we investing heavily in restructuring our Business Development Team and Marketing Department, but our Delivery Organization, led by Jodie Heflin, is focusing on providing world class technical solutions for our clients. LUCRUM does not take client satisfaction lightly. In fact, we view it as the key to our future growth and success. Jodie and her team have worked hard to address the systemic problems that led to the issues listed in the Business Courier article. Since her tenure as leader of the Delivery Organization began in September 2007, LUCRUM has been delivering a level of service that is unmatched in the industry.
Ultimately, LUCRUM is a company that is about people. With Andy Erickson as the leader of our talent acquisition effort, LUCRUM is hiring the best and the brightest to join us in our goal of creating world class technical solutions. Be sure to check the People section in future editions of the Business Courier, as I plan on having new hires to LUCRUM making regular appearances there.
In summary, while not all of the information about LUCRUM in the article was positive, the negative information it contains is a part of our past. These problems have been dealt with. We have moved forward. And ultimately we are now a stronger company as a result. We have amazing people, a renewed sense of purpose, and a strategy for success. LUCRUM is focused on the future, and in the spirit of the 2008 theme for the Business Development kickoff meeting in Florida, “the future’s so bright we’ve gotta wear shades.”
Thanks to Laura Baverman for thinking enough of our company to write about us. I have attached a link to the article here. I hope you give it a look. Even more, I hope you will leave your thoughts on the article in the comments below.
Sphere: Related ContentCrisis Management and Data - Do You Have a Plan?
March 18, 2008
Recently, I attended a sales and marketing luncheon put on by the Cincinnati Chamber of Commerce. The topic was crisis management. It was a very good presentation featuring speakers from GameDay Communications and P&G. They spoke mostly about traditional disasters, and how to deal with them - offering some great tips for managing a crisis. First was “have a plan.” What will you and your team do if a crisis emerges. This got me thinking about what we do here at LUCRUM and how “crisis” has evolved in the digital age. What would happen if you have a “digital” crisis list this one from today’s Wall Street Journal:
Grocery-store chains Hannaford Bros. and Sweetbay, both owned by Belgium’s Delhaize Group SA, reported a credit-card data breach, exposing 4.2 million cards to potential fraudulent charges.
Stories like this don’t conjure up the vivid imagery associated with more traditional crisis situations (hostages, plane crashes, robbery, injury), and as a result they often go overlooked. None the less, they can destroy people’s lives and companies reputations forever. In this digital age, with companies having more and more data about customers and citizens on file, having a plan for how to deal with this type of potential crisis is critical. Will your company offer credit restoration services to clients? Will you bring this to the attention of the media? Will you go beyond that to take measures to stop repeat events from occuring? Will you do something to salvage your customer relationships?
Even more critical than having a plan for what you do after this happens is is the idea of having a plan to keep this from happening at all. What are you doing to secure your data? What is your plan? An ounce of prevention…
Sphere: Related ContentAre People the Answer? Not Necessarily…
March 17, 2008
Happy St. Patty’s Day. We owe much of our country’s early infrastructure development to the large group of Irish immigrants that came over in the 1800’s. Masses of capable workers were the solution to getting the canals, railroads, and roads built in this country over a century ago. My wife’s family is Irish. She’s the 6th of 10 kids and has quite a nice family. In the 1800’s “people” were the answer to most economic growth initiatives. Nowadays, I’m not so sure that’s still the answer.
In a March 4th article in the Dayton Business Journal (Dayton, Ohio….the one team that should have made it into the NCAA March Madness and didn’t) there’s an article that quotes Robert Half, the Menlo Park, California-based IT Staffing firm, that shows Ohio has a robust hiring plan in IT for 2008. By polling CIO’s at Ohio-based Headquarters of large firms, they see a “fertile job market” where 10% of them are predicting adding staff in Cincinnati while 4% are predicting staff reductions. There’s other cities mentioned as well that show an increase in hiring people into IT. I have a problem with the very concept the article was written on. It’s really a “nothing article” since IT isn’t about “how many people are in your organization” but rather how are you increasing productivity of your end users, your vendors, your clients! We are in a race to add more computing power unleashing the power of DATA. Everyone defaults their focus on IT meaning Technology and thus, Technology is taken care of by PEOPLE. Then we talk about “how many people are in your organization?” as if one has an army of talent to lead into battle in the world economy…not so, from my viewpoint. The article didn’t say what the other 86% of the CIO’s are doing in the Cincinnati market??? The stronger companies are focusing on creating collaborative environments where the power of INFORMATION and not TECHNOLOGY is the key to their value proposition.Nick Carr in his recent book The Big Switch is espousing that the IT world is going to change significantly one more time. This metamorphosis is going to close down separate Data Centers just like the industrial revolution 100 years ago reallocated individual power generation dynamo’s into a centralized power generation model shared through the electric grid. In their case, the grid had to be built after the centralized power generation facilities went up. In our case, the grid is the Internet and all of that fiber that started to be laid 10 years ago and is now providing huge bandwidth. Centralized data centers needed centralized people to run the physical aspects of them. Frankly, the logical attributes are virtualized just in the same manner the centralized data centers’ hardware and processing infrastructure are being virtualized. Everything from developing logical architecture (SOA), application requirements, application development and testing, and even managing all of the databases once in production can be done “anywhere, anytime, by anyone.” People are certainly needed and yet, processes are even more important. For maximum productivity, the people shouldn’t be in Ohio. Let’s be frank. The people should be where the processes are most mature and their costs become the lowest common denominator (read: Asia although our falling dollar may make other places and even the US more competitive). By providing computing power “just in time” with managed services on a “just in time” basis as well, there isn’t much of a need for an IT organization. Perhaps we rename IT the “Processes and Measures Services Organization.” Even the word “Information” is not needed since Information is an assumed need every time!
Ironically, Robert Half does have a division called Provititi whose main services offerings are centered around “Processes and Measures!!!” Now that’s cool! So, next time, I hope the Dayton Business Journal writes a story about Productivity Improvement measures for the Ohio-based companies! (I would be happy to serve as a source.)
Move Forward One Step…
March 16, 2008
As we continue to experience the global economic correction in the US economy, we hear about the perfect storm: inflation, recession, credit markets becoming unbelievably tight, and the general struggle with the value of the dollar. Day after day, this is all we hear, and yet, if you read a lot of financial performance news, you understand that many companies are at or ahead of their forecasts and the economy is more sound. Who’s right?
What you can’t do is bury yourself in the sand. “No action” tends to be the less-than-optimal solution, for sure. “Back to the basics” theory historically says, “one step at a time” and you’ll have a lot of progress in anything you try to accomplish.
It is the same way for the world of Fine Arts. Cincinnati, Ohio, has historically made an economic name for itself as a predominant manufacturing economy. It is more likely that a person outside of this area knows Cincinnati as a sports town with the Cincinnati Reds and the Cincinnati Bengals. In fact, Cincinnati is really a “Fine Arts” town. At the center of the Fine Arts is the Cincinnati “Fine Arts Fund.” It is distinguished by having the oldest arts fund in the United States. Founded by the esteemed Charles Taft in 1923, the fund has continued to grow and prosper supporting hundreds of fine arts organizations and programs over the years.
Did you know that a lot of IT professionals are also artists? I know several that are musicians and still play in bands. Others are artists using paint and other medium. We once even had a former ballet dancer as a client-server developer! I’m a brass guy (trumpet) that now is constantly playing jazz on my Gibson Les Paul guitar. On this last week’s business trip to New York, I crashed in on Stanley Jordan at the Iridium Jazz Club, one of my favorite hideouts in New York. Stanley is still young looking and fresh. In fact, he told me afterwards that he’s 48 and playing as well as ever. I purchased a CD from him that I have never heard of before: “Relaxing Music for Difficult Situations.” It’s a 60-minute jazz guitar solo. Perhaps we play it for our economy!!!
LÛCRUM continues to be a great supporter of philanthropic causes in the greater Cincinnati community. This year, LÛCRUM is proud to participate in our first Fine Arts Fund Campaign. As you may or may not know, the Fine Arts Organization is also one of our clients. In addition to being a client of LÛCRUM, the Fine Arts Fund (FAF) does wonderful work within the Cincinnati community and throughout the region supporting more than 95 arts organizations, promoting the arts, and developing outreach programs to thousands of area schoolchildren.
Recently, LÛCRUM and the Fine Arts Fund co-hosted an “IT Entrepreneur Leadership Networking Event” late last month with Chris Hjelm, CIO, of Kroger, as the guest speaker. Chris’ talent outside of being an IT executive, is that he’s a weekend chef. Cherry pies, chili, and other delights can be found at the Hjelm residence.
LÛCRUM put a lot of time and effort into making this year’s campaign as well as making a modest monetary commitment. From a time and effort contribution, I am committed to doing as much as possible to support the FAF in their efforts to reach the $12 million goal set for the 2008 Campaign.
Did you know that if you give a personal gift this year of $75 or more, you get to receive the “Fine Arts Fun Card.” This discount card allows you to enjoy the arts and save money at the same time! There are even more benefits for donors at the $150 and $500 levels in 2008. Please go to
Breathe deep and keep taking “another step!”
Sphere: Related Content5 Simple Steps to I.T. Health
March 7, 2008
A FREE webinar from the Health Services division of LUCRUM, inc.
Thursday, March 20, 2008
11:30 AM – 12:00 PM
In this 30 minute program you will learn how to utilize Information Technology to deliver greater value, improve process efficiency, and produce meaningful, measurable results for your organization.
This highly informative seminar will focus on:
· Stakeholder Alignment
· Organizational Involvement
· Current & Desired Process Definition
· Projected Benefits
· Information Management Planning
Register today at www.theFutureValueOfBusiness
Chief Cook or Manager?
February 18, 2008
When I was 16, I worked at The Beach Waterpark. By the end of my first summer, I was promoted to a “Lead Sales” position. This was one step below “Supervisor” and I really wanted to be a Supervisor. In order to move up, I took on any assignment that I was given. I moved around a lot and I learned from my Supervisor all the necessary tasks (like timesheets, money management, scheduling, etc.) and by the end of the second summer, I was promoted. Once I made it to Supervisor, it became my job to start identifying the next person that should become the next Lead Sales.
I worked in the largest food stand in the park. Things that were important in that stand were effeciency, cleanliness and timeliness. Essentially, we needed to serve the customers quickly, get them the right order, and keep the place clean. So, who to promote? Which of those qualities were most important and which would get you promoted quickly. The truth? None! What I learned when I was 17 was that just because you were great at your job, did not mean that you would be great at managing people. By promoting our fastest, cleanest, most efficient cook, we had to teach someone (who wasn’t interested), how to do timesheets, balance a cash drawer and order inventory. Now I had 2 problems:
1. I was 1 cook short and
2. My cook had no interest in cash drawers, inventory and timesheets.
I have found that the IT industry has similar challenges. We want to recognize and reward our best employees with advancement, but the only track available is typically to advance into management. For most technologists, this is not interesting or rewarding and we lose the best architect or developer in the process. Seems to me that we need to recognize that the advancement path for a technical person is not into management (most of the time). So what is the right path? It seems to me that a truly technical person wants to be recognized for their accomplishments and wants to take on bigger technology challenges. How can we make these fit together? Seems to me that there should be a track for that. A track that allows a person to grow into a leadership role that is more creative, challenging and innovative. The trick is to still give them a voice on the senior team, and remove the management responsibility. Is that possible? I’d love to hear your thoughts…
Sphere: Related ContentHappy 15th Birthday LUCRUM!
February 15, 2008
Today is LÛCRUM’s 15th birthday. I have been fortunate enough to be with LÛCRUM for 10 of those 15 years. It has been quite a ride. We have had great success and we have seen some truly “downer” moments. People have asked why I stay. The answer is simple, LÛCRUM provides me with a company that cares about what I have to say and gives me room to chart my own course.
I started my career in a Fortune 100 company. I was making half as much as peers of mine out of college, but I wasn’t sure what I wanted to be “when I grew up”. While there, I changed positions a few times, but never saw a change in my income that got me closer to my peer group. Challenges where there when I asked, but the rules were pretty severe. I moved on…My next company was a small, privately held, poorly run firm. I loved the job! I had all the flexibility that I wanted and I was challenged every day. Unfortunately, my employer had routine cash flow issues that impacted the regularity of my pay. I moved on…I went to work for a small manufacturing firm. I was again given a lot of flexibility, but they weren’t able to keep my interest long. I moved on…to LÛCRUM.
While at LÛCRUM, I have see it all. I’ve had great success, I’ve experienced failure. Through it all, LÛCRUM has believed in me. I have learned that perseverance does pay off, and good ideas only get better when you share them.
I’m really excited to see what the next 15 years bring to LÛCRUM. We are growing out of adolescence and we are well into our teens. As with most 15 year olds, what you see may not be “finished”. We have our share of ugliness…things we’d like to change about ourselves, things we know we can do better. We’re finally figuring out what we’re really good at doing and we’re starting to repeat our success. For our next big birthday, we’ll be 20. 20! Can you believe it!?! Imagine all the maturity that we’ll have then!
Happy Birthday, LÛCRUM!
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