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    Rowing with One Oar: Lessons in Delivering Greater Value While Remaining Competitive
    Rowing with One Oar: Lessons in Delivering Greater Value While Remaining Competitive
    Rowing with One Oar: Lessons in Delivering Greater Value While Remaining Competitive
    Ebook107 pages45 minutes

    Rowing with One Oar: Lessons in Delivering Greater Value While Remaining Competitive

    By John Regep

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    About this ebook

    Budgets keep going down, competition keeps going up, and companies want employees to do more with less.

    The big question is whether or not this is possible.

    Rowing with One Oar tells the story of a boss who asks an employee to row to a series of islands in a rowboat with only one oar.

    When the employee protests, the boss responds, Thats the latest and greatest oar! Its the newest technology! Lighter, larger surface area, and three times as fast as the old ones. And it requires only half the effort.

    The boss doesnt think it matters that the rowboat is designed for two oarshe insists that his employee should be able to get to his destination 50 percent faster with the same effort.

    The story reveals insights that revolve around common sense, cost cutting, and process managementand it is sure to be a valuable addition to any successful managers library.

    LanguageEnglish
    PublisherArchway Publishing
    Release dateApr 10, 2018
    ISBN9781480859203
    Rowing with One Oar: Lessons in Delivering Greater Value While Remaining Competitive
    Author

    John Regep

    John Regep has done everything from being a laborer to a senior-level manager at small and large companies. He went on to earn a dual bachelors degree in mathematics and computer science from Lawrence Technological University in Southfield, Michigan. Later, he earned a masters degree in computer information systems from University of Detroit/Mercy in Detroit, Michigan, focused on software development methodologies. Regep has worked in small software development shops and for the largest U.S. retailers IT department. While not a process-orientated person in his personal life, John has seen the wisdom of defining (and following) a properly laid out process and has seen firsthand the rewards that it brings.

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      Book preview

      Rowing with One Oar - John Regep

      Copyright © 2018 John Regep.

      All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.

      Archway Publishing

      1663 Liberty Drive

      Bloomington, IN 47403

      www.archwaypublishing.com

      1 (888) 242-5904

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.

      Certain stock imagery © Getty Images.

      ISBN: 978-1-4808-5918-0 (sc)

      ISBN: 978-1-4808-5919-7 (hc)

      ISBN: 978-1-4808-5920-3 (e)

      Library of Congress Control Number: 2018903507

      Archway Publishing rev. date: 04/03/2018

      ACKNOWLEDGEMENT

      To my sister, Marie Regep, for her talents and contribution of illustrations in this book.

      01.jpg

      Contents

      ACKNOWLEDGEMENT

      INTRODUCTION

      ORIGINAL POST

      ANALYSIS AND LESSONS

      FINAL THOUGHTS

      REFERENCES

      INTRODUCTION

      We have all at one time or another faced the requirement to Do more with less, and while we struggle with these two opposing directives within the realm we control, we see other teams spend time, energy, and dollars on new processes, consultants, or software that don’t have a logical chance of improving the company’s bottom line. In many companies, large and small, when failures occur (departmental or individual), the proposed solution is often to layer on additional, people, steps, and bureaucracy, which leads to increases in staff and expenses. If left unchecked, the result is too many people and not enough ownership of the outcomes. Furthermore, teams will find themselves working hard and doing their jobs yet not getting anywhere.

      I once used the analogy it’s like rowing with one oar to describe what I was observing within my group. That phrase kept churning in my head over and over again while on a family vacation. Over thirty years of business experiences and outcomes kept coming to the surface of my thoughts. I couldn’t relax until I sat down and wrote the short story The One Oar Rowboat. It only took about an hour to write, requiring only minor changes during my proofreading when I returned to work (which I wish I spent a little more time doing).

      On August 12, 2016, I posted the story on LinkedIn. It’s a fictional account of a process that goes out of control and way off the scales of any measurement of Return on Investment (ROI). It is written in a screenplay format and is reproduced in the next chapter, slightly edited from what was originally published. The story was met with immediate comments and likes because it rang true for so many readers. If anything in this story rings true for you, then you should look at the story’s message as an area for improvement that should be investigated.

      I’m sometimes asked if the story pertains to any particular incident or company. I reply that, like most stories, it is a composite of many different experiences put together into one fictional storyline to make a point and tell an exciting story. If you see any of these behaviors at your current job, you are one step closer to making a positive difference!

      Although the story is a bit tongue in cheek, it is meant to be not only a serious look at today’s world of consulting, management and employee

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