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  1. Getting It Right
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  3. Getting it right for every child (GIRFEC)
  4. Getting It Right Movie Review () | Roger Ebert

And some of the characters sneak up on us - like Jenny Jane Horrocks , who is Gavin's assistant at the salon. He has barely looked at her in two years, but now, emboldened by his late flowering, he looks at everyone in a new light, and Jenny begins to blossom. With this film, however, Kleiser has gotten everything right; he is often dealing with the most delicate nuances, in which the whole point of some scenes depends on subtle reactions or small shifts of tone, and he doesn't step wrong.

Look, for example, at his control of a scene where Gavin takes a date to a birthday party for a gay friend who breaks up with his lover right there on the spot. The scene is poignant and yet still works as the comedy of embarrassment. There is a delicious delight seeing the film find its way into the lives of so many bright, lonely, mixed-up people.

And "Getting It Right" does not box them into a plot, but allows them to be themselves. In a season when many movies seem to have settled into the dead repetition of formulas, this movie is alive. This message came to me from a reader named Peter Svensland. He and a fr A video essay about Mortal Engines, as part of Scout Tafoya's ongoing video essay series on maligned masterpieces.

Reviews Getting It Right Print Page Tweet "Getting It Right" is a late s version of all those driven, off-center London films like "Darling," "Georgy Girl" and "Morgan" - movies in which a wide-eyed innocent journeys through the jungle of the eccentric, the depraved and the blase, protected only by a good heart and limitless naivete. Popular Blog Posts Who do you read? Good Roger, or Bad Roger? Roger Ebert This message came to me from a reader named Peter Svensland. Popular Reviews Midsommar. A closer look at the principles:. Most people see IT as delivering quick, silver-bullet solutions.

But IT requires a long-term, disciplined, and strategic view. To re-sharpen its competitive edge, the CEO first decentralized sales and marketing, enabling them to launch store-by-store and street-by-street offensives. Then he used technology to arm sales reps with handheld devices that let them manage price, inventory, and customer changes in real time.

A long-term IT funding mechanism kept IT spending predictable and stable. To slash redundant costs, create a unifying platform. Delta Airlines ran more than 30 different IT platforms. Chaos reigned. Delta refocused its IT investments on a new, simplified, and unifying architecture—the Delta Nervous System—which linked customer, flight, schedule, and employee databases. Now the company could upgrade or replace older systems where necessary—without disrupting the overall IT system.

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Corporations have long treated IT as an isolated corporate entity, prompting IT folks to lose sight of overarching business strategy. Cultivate a high-performance IT culture tightly integrated with the entire company. When Burlington Northern and Santa Fe railroads merged, the new entity had 24 months to blend two separate IT systems. Its goal? To develop the largest integrated, real-time rail information system in the world. BNSF established an accountable IT leadership team, then set leadership performance targets reflecting expectations across the whole firm.

Regular updates, staff meetings, project reviews, and IT board meetings gave IT rigor and routine. People began working more efficiently.

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Getting It Right

The new IT group beat the month target by three months. Of all the members of the executive committee, the CIO is the least understood—mostly because his profession is still so young. Over the centuries, the fields of manufacturing, finance, sales, marketing, and engineering have evolved into a set of commonly understood practices, with established vocabularies and operating principles comprehended by every member of the senior team.

By contrast, the field of information technology—born only 40 years ago with the advent of the IBM in —is prepubescent. This generation gap means that, in most organizations, the corporate parent—caught in the linguistic chasm between tech-speak and business-speak—has no idea what its youngest child is up to. Management too often shrugs its shoulders, hands the kid a fat allowance, and looks the other way. Instead of addressing the problem, many companies just kick the kid out of the house.

The result in many major corporations is that IT is an expensive mess. Orders are lost. Such waste—most egregious in industries like transportation, insurance, telecommunications, banking, and manufacturing—is a direct result of the fact that IT has so far operated without the constructive involvement of the senior management team, despite the best intentions of CIOs.


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Over the years, IT departments have enthusiastically fulfilled requests by different corporate functions. In the process, companies have created and populated dozens of legacy information systems, each consisting of millions of lines of code, that do not talk to one another. As the data from discrete functions collect in separate databases, more and more resources are required merely to keep the systems functioning properly.

There is no longer any reason why nontechnical executives should allow themselves to be befuddled by IT discussions or bedazzled by three-letter acronyms. While the Y2K crisis impelled many companies to clean up the worst of their legacy systems, most organizations merely did spring cleaning, ignoring the fact that their technological houses badly needed structural repair. Despite advances in technology, most companies continue to struggle with year-old, costly, and rigid information archeology; a cynical executive board; a discouraged IT organization; and throngs of increasingly frustrated customers.

How can this situation possibly be set right? Making IT work has little to do with technology itself. Making IT work demands the same things that other parts of the business do—inspired leadership, superb execution, motivated people, and the thoughtful attention and high expectations of senior management.

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IT success also requires common understanding. Senior managers know how to talk about finances, because they all speak or understand the language and can agree on a common set of metrics profit and loss, balance sheets, return on assets, and so on. They can do the same with most elements of operations, customer service, and marketing. So why not with IT? And there is no reason that technologists cannot learn to speak the language of business and become perfectly good leaders.

The three principles are:. Revamping IT is like renewing a major urban area while people are living there. Such a platform replaces a wide variety of vertically oriented data silos that serve individual corporate units HR, accounting, and so on with a clean, horizontally oriented architecture designed to serve the company as a whole. This is similar to selecting standard-sized pipes and connectors for a city plan.

Instead of being treated as if it were different from the rest of the firm or as a loose confederation of tribes, the IT department works as a team and operates according to corporate performance standards. Like interlocking gears, these principles work together and must be consistently applied. If they mesh well, each reinforces the others. If one is disengaged or turns in the wrong direction, the whole machine starts working against itself or grinds to a halt.

What follows is a composite of his experiences, which illustrate the three principles in context. Because the rate of technological change is so rapid, and the job tenure of CIOs generally brief, most people see IT through the narrow lens of short-term, silver-bullet solutions.


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  6. Heaven knows, vendors want you to believe that their important new technologies will blow away what has come before. He bought and cooked the potatoes. He delivered the chips to stores.

    Getting it right for every child (GIRFEC)

    He collected the money and knew all his customers. He balanced the books and did his own quality assurance. After years of spectacular growth, the company grew more and more distracted from this simple business model. Much was lost in the process of setting up a dozen different functional organizations and a variety of databases, none of which communicated with each other.

    This modus operandi made it impossible to change prices quickly or develop new regional promotions, streamline production, or improve inventory management. At the same time, the company was seeing the rise of strong regional competitors. The leaders realized that if trends continued as they were, its overall revenues would fall significantly by the early s.

    He reconstructed the company as a hybrid organization that was neither totally centralized nor decentralized. An executive committee—comprised of the CEO, CFO, CIO, and two executive vice presidents—outlined a shift from paper to a risky, emerging handheld technology for the salespeople on the street, as well as a transformation from batch accounting to online operational systems. Equipped with the cool new handhelds, the sales force would be able to manage price, inventory, and customer changes in real time and connect to the supply pipeline. Paying for all this, of course, would not be easy.

    Some on the executive committee balked, arguing that efficiencies gained by the technology would be lost by salespeople working fewer hours. But the company had no choice but to revitalize its regional sales, and though the systems overhaul would be costly, staying put would be even costlier.

    To fund the new computers, Jordan set up a long-term, ongoing funding mechanism designed to keep IT spending both predictable and fairly stable from year to year. The savings would be achieved by increasing sales at constant cost, reducing costs, or a combination of the two.

    The scheme worked: With the new system in place, the company saved between 30, to 50, hours of paperwork per week. Today, Frito-Lay continues to be the dominant player in the snack-food industry. Most IT organizations are amazingly complex and have individual initiatives that are like independent countries, each with its own business applications, technologies, culture, data definitions, and orientation. And when a company is running hundreds of heterogeneous hardware and software systems, costs run rampant.

    Getting It Right Movie Review () | Roger Ebert

    Consider the cost of such complexity at Delta Air Lines. By contrast, Southwest Airlines operates only one kind of airplane. Each plane carried different instrumentation from different eras; as a result, the company needed to train pilots and crew members to operate the different models. Keeping track of aircraft, people, parts inventory, qualified mechanics, handling equipment, and catering carts all added to the structural cost of the airline.

    The company was running more than 30 major IT platforms, with 60 million lines of code, none of which were integrated with each other. Each platform required approximately IT support specialists to keep the systems up and running.