Let’s touch base to touch base regarding the leveraging of key concepts for promulgation and nurturing of core departmental, functional, and cross-corporate/cultural pollination. Specifically, paradigm-shifts, benchmarking, synergy, envisioneering and leverage championing are at the forefront of our core challenge. Allow me to elaborate further.
That which our department necessitates is a quantitative and qualitative trading infrastructure (be it through software, coaching, brainstorming, downsizing, right-sizing, real-sizing, restructuring, reengineering, reprocessing, realization, cognitive dissonance roleplaying or otherwise) that will enable the corporate culture to efficiently and effectively implement sophisticated non-parametric trading strategies for its growing client base. Metrics and granularity will be key to this process. Dedicated subject matter experts and customer intimacy facilitators will evangelize the attributes and business imperatives of product line synergies, with the medium-term action item of kick-starting the internal/external processes that will facilitate their ultimate bearing of fruit. What is the touch-stone that will allow us to leverage this functionality to its logical conclusion? Allow me to philosophize this concept further.
This prime directive of this action plan is to rationalize, commercialize, socialize and capitalize on the various linear and non-linear discontinuous change drivers with an intense sense of urgency. Every member of our team (each of which being an essential cog driving the corporate revenue-generation machinery) must offer individual leadership and a personal commitment to achieving and/or exceeding their own set of mission-critical goals and deliverables towards building a more cohesive corporate singularity and value-chain. Accelerating the pace of change will be the key to success and a major factor behind achieving our goal of reaching “Best in Class” status by Q4. What are the metrics driving this imperative? Allow me explanitize with deeper granularity.
We need a degree of autonomy with processes in place to sandbox our activity within acceptable constraints. Hopefully this will allow us to ring-fence our previous value-enhancing competencies and exorcize any recalcitrant empressorial hobgoblins, so that all internal gatekeeper, loss-leaders, task-masters and image-enhancers will be singing from the same hymn-sheet of synergistic profitability facilitation. The imperative mission of such non-diluding change agents is to get into the psychological profile of the perceived customer, to gain a tri-dimensional visual perception of them in their given base environment, and enhance customer intimacy within the perceived framework of EBIT maximization. Of course, this will require that we monetize some under-utilized physical assets, as well as leverage various tactical and strategic partnerships in a synergy of blue-sky intra- and extra-box thinking in order to develop a big picture of client-partner activities for symbiotic development through effective touch-base communication.
These themes are critical to our success in 2003 as we continue our journey towards a services grid model, with high-availability systems underpinned by a robust standards base; as we continue to decouple vertical silos and move closer to “real-time”; as we disaggregate bundled and archaic cost structures and reaggregate them by asset class, thereby providing our business with the nimbleness, flexibility and responsiveness they need; and as we reduce product proliferation and increase straight-through-processing. You will hear more about this in Q1 ’04.
Let’s throw this one up the flag pole and see if anyone salutes it. Let’s action the action items and touch base in Q3 via a non verbal communiqué. I look forward to partnering with you on this roadmap, in order to cultivate a synergistic and mutually-beneficial win-win scenario.
Best regards,
Fat Sal
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