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In A Cost Centre
By: David Slonosky
Broadly speaking, the MBA divides you, the resource, into one of two groups. You're in a revenue centre, or you're in a cost centre.
If you're in the first group, you have your own set of challenges, but MBAs will generally like you better. You do stuff, and money flows in. Depending on how well you do it, there is a mostly direct correlation between your daily activities and the money flowing in. You are easy to track. They can run reports on you, no problem.
If you're in the second group, then it's not so clear. Supposedly your activities help to reduce expenses for the firm, but how exactly? What you do can be quantified, but nowhere near with the ease of those revenue-generating folk.
You are seen as slightly vexing sometimes. Where is that clear link between what you do while sitting on your keister and the good fortunes of the company?
Clearly, it behooves you to gather as many statistics as you can to make your existence as a revenue sink justifiable. Any examples you can give to show how you are reducing costs. Learning and speaking managerial budget talk.
The two groups need to work together and understand each other. When that happens, and management gets in sync, then the company flies. See Zappos for what I think is the clearest example of this. And wouldn't you like to soar in work every day?
-- Sent from my Palm Pre
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