Bill H. wrote:
> The management, who are putting their necks on the line, so to speak,
> should be able to do what they think is necessary.  The real
> difficulty is management are being hired who don't know how to judge
> the quality their business operations and activities.  This is a
> primary cause of what you are seeing.  The consequences of this are
> far reaching, economincally speaking of course.

I think we've seen a lot of incompetent CxO's collecting big salaries and
then bailing without pain when they run their companies aground - only to be
picked up by some other company later.  People at that level tend to stay at
that level despite the Peter Principle.  Some of these guys can afford to
bounce around because of the huge salaries and bennies they command.

And I think SOA will change that significantly, because the incompetent
wannabe's, the smart ones, will realize that this behavior now returns jail
time, and some of them will go find another racket.  And the Board of
Directors who bring in CxO's will be more careful about who they bring in
too, or face not only trashed stock values but public embarrassment as well
as they and/or their corporate figureheads get carted away.

I don't expect it to be as cut-n-dried as that, but I think this will cause
more people to think in different ways.  Laws aren't just intended to punish
people who do wrong, but to further motivate people to do what's right (oh
yes, and to line the pockets of politicians and lawyers).  SOA/SOX (with the
little I understand) seems to be a good motivator, and best of all, as Susan
says, IT stands to benefit immensely.

Be valuable.  Understand the requirements before they're presented.  Be
proactive.  Let management know your MV system can handle SOA so that they
don't go overboard and call Oracle or SAP for quotes.  Encourage management
to consider the risk associated with trading partners - no matter what
country you or they are in.

Tony
Nebula R&D
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