Part 2, Huawei, As Its International Employee Base Grows

The October 16, 2012 blog post reopened the discussion in regards to Huawei being “wholly owned” by its employees.

According to Huawei’s Corporate Governance:

- The employees elect representatives.

- The representatives choose the Board of Directors

-  As with any other corporation, the Board of Directors:

-- Hires/Promotes a CEO

-- Decides on a compensation package for the CEO

-- Appraises the CEO's performance

-- Approves other key hiring decisions and appointments

As Huawei's international/multinational employee base grows, at what point should the number of their representatives have an effect on the Board?  If this occurs, it should bring more diversity into key leadership positions.  So, no matter no what accusations are leveled at Huawei, security, intellectual property, corporate ownership, etc., seems one answer would be growth that results in diversity.  Supporter or detractors may finally get a chance to say I told you so.

One last thought, growth could lead to  multinational employees owning and playing a significant role in controlling their Chinese capitalistic corporation through elected and representative appointed leadership.  To me, there is some significance to that possibility.  

The Veterans Administration RTLS, Recommendations for Success

Abstract:

The paper examines 2 main issues.  The first is developing a solicitation based on the Secretary’s vision.  The Secretary of Veterans Affairs has a transformational vision.  The acquisition plan has to prompt vendor proposals which reflect that vision.  With this type project, from my experience, there is a tendency to treat the acquisition process just like any other: purchasing or acquisitions collects requirements from the end-users, pulls together technical specifications from Information Systems, then assigning the lead to the Information System Department and calling it a day.

The other issue is specific to government acquisition rules when undertaking such a process involving RTLS solution providers in a healthcare environment.  Contracting officers contend with so much that it can be hard to tailor an acquisition process that results in returning distinguishable solution-focused responses.  In the case of the capable and versatile Real-Time Location System solution providers, not putting out the right solicitation can lead to a less than optimal scenario upon award.

The context of Supply Processing and Distribution was chosen because of the history of problems in the area. 

alfordhardy@gmail.com

VA RTLS - New Approach Recommended

 This detailed paper addresses:
1. Developing an actionable plan for a visionary transformation
2. Getting distinguishable proposals from a talented community
3. Focuses on developing an acquisition plan around surgical instruments, endoscopes, and dental tools
4. Points to how vendors should respond to a solicitation based on these recommendations

Send inquiries to alfordhardy@gmail.com

How to Buy a Vision - Pt. 1

President Barack Obama appointed retired General Eric Shinseki as Secretary of Veterans Affairs in 2009.  The President charged this visionary with transforming the Veteran's Administration.   The Veterans Health Administration, VHA, is a major sector of that transformation.

General Shinseki has expressed his vision and ideals for that transformation.  In turn, this allowed the current RTLS initiative to come to the forefront.  

As he applies Be Know Do leadership principles to the environment, federal regulations outside his area to control present a problem for the end-result.  

First though, a comment about transformation: 
From Covering Your Assets by Exposing the Butt-Ugly Truth,  "The implementation of EAM and RTLS within one year didn’t mean just a quantum leap for us. It meant we successfully folded space to take a 30-year step from the 1980s into the 21st century, a relatively easy step at that."  
The book was specifically written for those managing a project like the VHA's RTLS project, transcendent, transforming, and very high risk.  The back cover clearly states this point.


About those federal regulations: one example is federal acquisition law.  I have noticed a significant governmental effort to address visibility, access, and to shift toward a problem-solving approach in these areas.  The VHA and the General Accounting Office have been responsive and professional in handling my inquiries. 

There are mandates and there is guidance in acquisition law.  Parts of the regulations have great guidance on the acquisition strategy and the structure of the request for proposal.  Other parts seem to have limiting mandates.  I believe the problem is such an emphasis on adherence to the regulations leads to guidance being treated like mandates - as to not cause any conflicts.  Writing an effective acquisition plan becomes a problem when buying a vision of the future.  Fair trade, fair play, and avoiding even the appearance of impropriety are very important.  But, being able to craft specific and creative approaches can't be lost in the process.  

How to Buy a Vision, Part 2.

New Face Book Page

My book has its own Face Book page.  Click here Covering Your Asset by Exposing the Butt-Ugly Truth.

Thanks

Clean India Journal

Thanks to the managing editor of Clean India Journal, Mohana, for publishing Poor Kid’s Bearer Bonds.

The article discusses the responsibilities of healthcare facilities in disposing of medical and information technology equipment.  

There is a personal testimony as well of how commercial and government interest helped keep land and water tables clean.  Please take a look at Poor Kid's Bearer Bonds at Clean India Journal.  See how bearer bonds relate to trash.

Asset Management Webinar

Please join me in the E-ISG Asset Management Webinar.
Click here to find out more and register

What are the key mistakes in each stage of the asset management life-cycle?

• Lease v.s. buy
• Compliance and data capture for maintaining asset
• Why asset utilization information is important
• Value assessment when disposing assets

Why do organizations make these mistakes?

• Why do companies fail to maintain physical and fiscal visibility to their assets?
• Do companies have the information to maintain their equipment?
• Do companies track how equipment is utilized
• Do companies know the cost of disposal?

How to define the requirements for a solution?

• How to get buy-ins?
• How to write RFPs?

Huawei, As Its International Employee Base Grows

On May 12, 2012, Asset Management for Healthcare posted  CISCO vs Huawei.  The post was followed up on March 14, with Huawei’s Corporate Governance. 

Available E-book, paperback on Amazon and

Barnes  and Noble - International Shipping Available

This blog is not about to get into the fray concerning Huawei and the investigative news report that aired this week.  The blog seeks to reopen the discussion in regards to Huawei being “wholly owned” by its employees and what that may mean as its employee base grows in other countries.

- The employees elect representatives

- The representatives elect the Board of Directors

This is nothing new.  Other organizations operate this way.   But, are there particular short-term and long-term implications for Huawei and its employees? 

Guest Columnist Spot - Fiscal and Physical Visibility: A Challenge to the Status Quo

Thinking out of the box implies that you are in the box.  Please checkout my latest article for the Intelligent Hospital Today.  Here is the link, Fiscal and Physical Visibility: A Challenge to the Status Quo.


Also, 2 reasons to buy my book, Covering Your Assets By Exposing the Butt-Ugly Truth.

1. How often do you get a chance to experience the point of view of someone who has worked (and I do mean worked) almost every stage of an RTLS solution - Ship builder, Navigator, Deckhand, stood at the wheel, manned the lookout,  cleaned the cannons, repaired the rudders, patched the holes, and served as captain.
2. The reader gets a chance to experience the central character doing more than his share to battle the Hordes of Debt.  Return on investment, Acquisition Strategy, Project Management, IT concerns, expansions, maintenance and support,  decision-making by using RTLS data along with Capital Planning and Maintenance, the ship is pretty much covered.    

It's Official! VA118A-12-RP-0118, IBM Bid Protest Sustained

IBM-U S Federal
Solicitation Number: VA118A-12-RP-0118
Agency: Department of Veterans Affairs
File Number: B-406934.3  Outcome: Sustained  Date Decided: Oct 3, 2012

IBM-U S Federal
Solicitation Number: VA118A-12-RP-0118
Agency: Department of Veterans Affairs
File Number: B-406934.2  Outcome: Sustained  Date Decided: Oct 3, 2012

IBM-U S Federal
Solicitation Number: VA118A-12-RP-0118
Agency: Department of Veterans Affairs
File Number: B-406934.1  Outcome: Sustained  Date Decided: Oct 3, 2012

I found articles listing the GAO's (General Accounting Office) recommendations for courses of action but I haven't seen any documentation directly from the VA.