VALUES AND DRIVERS REPORT - Coevolvingcoevolving.com/...values-and-drivers-2012-10-18.pdf · 10/18/2012 · moving my dissertation from Chapter 4 of 9 (where it's been frozen, consciously,

VALUES AND DRIVERS | PAGE 99

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VALUES AND DRIVERS REPORT FOR DAVID ING - 10/18/2012

No values

Important to avoid

Attractive workspace

Competition

Line management / Supervision

Manageable stress levels

Partner career opportunity

Physical challenge

Power and authority

Stability and routine

Not important

Artistic creativity

Commercial challenge

Community activity

Employee benefits

Excitement

Help others

Influence

Lifestyle integration / Life balance

Location

Loyalty

Prosperity

Recognition

Risk

Security

Nice to have

Affiliation

Alignment with organizational values

Change

Chaos

Diversity

Environmental integrity

Fast pace

Friendships / Good working relationships

Global Focus

Learning / Personal development

Legacy

Public contact

Self-realization / Fulfillment

Important to have

Accomplishment / / Achievement

Autonomy

Challenge

Ethical standards / Professional integrity

Freedom / Independence

Functional expertise

Impact society

Innovation

Integrity

Intellectual status / Thought leadership

Knowledge

Prestige

Technical expertise

Essential

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VALUES AND DRIVERS | PAGE 99


Travel

Work under pressure

Teamwork / Collaboration

Variety and choice

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THOUGHT PROVOKING STATEMENTS | PAGE 99


THOUGHT PROVOKING STATEMENTS REPORT FOR DAVID ING - 10/18/2012

Your future plans & needs The immediate concern I need to address before moving ahead with my career is...

understanding the prospects for work, potentially internationally, as mosaic of projects as an experienced professional with a soon-to-be completed Ph.D. in industrial management from Aalto University in Finland, versus a single 9-to-5 employment relationship near my home in Toronto.

I would like Right Management to assist me by...

refining my career prospects, advising on the presentation of credentials and interests, and guiding towards appropriate opportunities (potentially at the intersection of business, academia and/or government).

One thing I will do to ensure work / life balance is...

schedule regular exercise (normally around 5 p.m.) to improve my physical health. Since I've been accustomed to working at home (since IBM moved to virtual offices in 1993), I'm regularly home for dinner, if not making it.

One goal I'm presently working towards is…

moving my dissertation from Chapter 4 of 9 (where it's been frozen, consciously, since May 2010) to a first draft in 1Q2013. I expect reviews to take 6 to 9 months, so that I might graduate with a Ph.D. in late 2013 or early 2014.

One important thing I intend to do within the next 1-2 months is…

deepen relationships with friends and colleagues who know my work and strengths, and extend the network of acquaintances who might lead to work projects. I'm puzzling through whether opportunities may be better internationally (e.g. Finland, UK) than in Canada, as my experience is at world class levels.

How you see yourself One thing I like about myself is...

my patience to work towards longer term outcomes, while maintaining day-to-day practicalities.

One thing I do very well is

locate and/or uncover deep knowledge and/or embedded resources, see the potential for success or failure, and surface that to a wider community.

A recent problem I've handled very well is...

the negotiation of a voluntary separation package from IBM Canada. At the end of 2010, the IBM North American job wasn't working out, and I wasn't ready to leave IBM. Re-entering IBM Canada, I negotiated a position that might have worked out with the right direction, but didn't. In fall 2011 through summer 2012, I found and presented three alternative job roles in which I am uniquely qualified, but my current management line and the other managers couldn't accommodate. The financial separation package has provided me enough space to meet family responsibilities, and transition to something new.

One thing that I've overcome or am handling better recently is…

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bringing together friends that I haven't seen in some time, face to face. I've framed my transition as a "human resource spin-off", and invited over 100 people to an open house on October 20. While my global contacts and relationships are strong, local friendships haven't had the luxury of face-to-face time while I've been spending so much time in travel (and then seclusion, as an introvert working on a graduate degree).

When I'm at my best I…

when I can stand back and see the results of long-term investments of engagement and guidance. I enjoy seeing my sons, proteges and students succeeding, so that I can just fade into the background and be proud of them.

How others see you One thing others like about me is...

that I listen to their interests, and can offer them a depth or perspective that they may not have considered.

Those who are important to me are glad that I...

make the effort to keep in touch with them, even if we are separated by many miles (or time zones), and haven't seen each other in person for many years.

A compliment that has been paid to me recently is...

that some career coaching that I gave to a friend some years ago was helpful (and that he hoped he might be able to reciprocate).

I have pleasantly surprised others when I…

am able to spend leisure time together. This is often organized in strange circumstances (e.g. a jet lag day after arriving in Japan). Personal relationships are important to me, and my friends (who may be equally busy) appreciate my making time.

Others say that I have the determination to…

cross boundaries, to do the right thing in the bigger picture. In my career at IBM, one manager has said he worked with me, and then I've never worked FOR anyone. I claim that I am a resource that everyone wanted inside of IBM, but each manager might have preferred that I was not on his or her headcount ... through a long series of managers in 28 years at the company.

What is important to you I'm glad that I have the opportunity to...

continue personal academic research, to complete a Ph.D. that was first started in 1982-1984 at UBC, and restarted at Aalto University in 2003.

A value that I try hard to practice is…

being in the moment, as I normally have multiple activities simultaneously brewing, and should focus on the current situation, deferring future concerns for later times.

I find the greatest satisfaction or fulfilment when I...

colleagues appreciate the fruits of my work, even if they don't understand all of the ingredients that led to that

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outcome.

It was important to me that I received the recognition I deserved when…

I closed the 56th Annual Meeting of the International Society for the Systems Sciences as president, and moved to the past-president role. This society is a professional volunteer organization that deserves to continue to exist. While my nature was not to take the leadership position when nominated, each of the past presidents has done so in service towards a better world.

One important thing I have learned recently is…

that academic institutions in Canada and the U.S. are more constrained by legacy than I had expected. I would like to be able to share my expertise and experience with young adults (particularly graduate students and upper classmen), but the institutional structures are resilient and resistent to change, even as they espouse innovation.

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DEFINING YOUR INTERESTS | PAGE 99


DEFINING YOUR INTERESTS REPORT FOR DAVID ING - 10/18/2012

Interest Rating Category

5.0 Problem Solving

4.8 Creative / Conceptual

4.3 Administration / Operations

4.3 People - Development

4.0 Communication

4.0 Sales / Marketing

3.8 Self Management

3.7 Supporting / Customer Service

3.5 Technology

3.3 People - Leadership / Management

3.2 Entrepreneurship / Leadership

3.0 Project Management

2.2 Numerical

1.6 Manual / Process

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REVIEWING YOUR ACCOMPLISHMENTS | PAGE 99


REVIEWING YOUR ACCOMPLISHMENTS REPORT FOR DAVID ING - 10/18/2012

Key Accomplishments in order of significance

Accomplishment: Led 56th Annual Meeting of the International Society for the Systems Sciences, a 6-day meeting in San Jose California, as president of the society.

Challenge: Ensure continuing viability of a professional society with over 50 years' history, demonstrating continuing relevance in intellectual development, for a 6-day meeting with registrations fees on the order of $100 per day.

Action: Established credibility in parallel research communities to attract leading-edge plenary speakers as ambassadors across disciplines. Negotiated corporate sponsorships to defray international travel of key speakers. Elevated visibility of senior members within the society in special streams where expertise could be shared with novices.

Result: Successful conference of 150 attendees with high satisfaction. Breadth of knowledge, and cross-organizational communities expanded. Meeting costs within budget, generating a small surplus.

Accomplishment: Conducted Industry Business Value Assessment on "Social Media for Smarter Cities", syndicated with one American and two Canadian cities, as a software presales specialist.

Challenge: Adoption of social software in state/provincial and municipal governments is slow, because direction and policies for new media is yet to be developed. Answer the question "what does city hall do with Twitter and Facebook"?

Action Proposed extending study from one jurisdiction to three, to obtain a broader range of perspectives, and encourage wider publicity of findings. Conducted interviews in one American city and two Canadian cities. Presented findings in live town hall meeting in the U.S. (recorded as part of council minutes), and with senior managers in Canadian cities.

Result: Adoption of social software in American city, with needs well-understood and business partners brought in to reduce level of investment.

Facilitated solution architecture workshop for a leading Canadian newspaper, leading to adoption of Service Oriented Architecture and selection of a new Enterprise Service Bus

6th

Conducted Industry Business Value Assessment on "Social Media for Smarter Cities", syndicated with one American and two Canadian cities, as a software presales specialist.

5th

Led business strategy development for an American not-for-profit organization, as one of the first Adaptive Enterprise consulting engagements by IBM.

4th

Authored and delivered two new classes on systems thinking for the new Master's Programme in Creative Sustainability at Aalto University.

3rd

Negotiated relationship agreement between the systems sciences community (ISSS) and the systems engineering community (INCOSE), establishing joint working groups and delegate exchanges.

2nd

Led 56th Annual Meeting of the International Society for the Systems Sciences, a 6-day meeting in San Jose California, as president of the society.

1st

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Accomplishment: Negotiated relationship agreement between the systems sciences community (ISSS) and the systems engineering community (INCOSE), establishing joint working groups and delegate exchanges.

Challenge: Systems scientists and systems engineers in the 1960s and 1970s used to work together, yet crossovers today are few. The relevance of the systems sciences was suspect, and the intellectual rigour in systems engineering was in doubt.

Action: As a VP of the ISSS, joined INCOSE as a member, and learned the systems engineering style. Met with INCOSE executives to discuss mutual interests, drafted relationship agreement, and shepherded to signature by presidents of both societies. Proposed and led workshop in INCOSE meeting with senior systems sciences panelists. Co-led new Systems Science Working Group, encouraging joint participation from both organizations on an open access web platform.

Result: ISSS was the first relationship agreement with INCOSE, who have now done similarly with PMI. INCOSE also joined the International Federation for Systems Research, of which the ISSS is also a member, and have sent delegates to their meetings.

Accomplishment: Authored and delivered two new classes on systems thinking for the new Master's Programme in Creative Sustainability at Aalto University.

Challenge: An the merger of three universities in Finland (of engineering, economics and art and design) in 2010, a new Master's Program in Creative Sustainability was created, with the requirement of two foundational courses in systems thinking, but no content or instructors.

Action: Developed curriculum for two new courses in systems thinking, appropriate for Finnish master's students, with sources in current academic journals. Taught two 2-week courses in spring and fall, in partnership with senior faculty from the university. With a day job change in 2011, transferred course content to American colleague for continuing delivery.

Result: Successful pilot courses with high enthusiasm by master's students for systems thinking. Foundational content is being adapted with as the master's programme continues to evolve.

Accomplishment: Facilitated solution architecture workshop for a leading Canadian newspaper, leading to adoption of Service Oriented Architecture and selection of a new Enterprise Service Bus

Challenge: Sales opportunity for Enterprise Service Bus software, without understanding of the technology or how it would fit in with legacy systems.

Action Customized method for solution architecture workshop, and led session to understand baseline technologies. Developed current state model, proposed options and roadmap. Coordinated with services delivery specialists for coherent presentation to customer technical leadership team.

Result: Customer adopted roadmap, sales closed in collaboration with business partner.

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Accomplishment: Led business strategy development for an American not-for-profit organization, as one of the first Adaptive Enterprise consulting engagements by IBM.

Challenge: Resources allocated by the chairman's office for business strategy for a non-profit organization in transition, proposed for facilitation through the Adaptive Enterprise framework, as developed by the IBM Advanced Business Institute.

Action: Developed consulting methods, executed in team-building instruments, led workshops to create reason for being, governing principles and accountabilities. Deliverables included recommendations codeveloped with senior management team.

Result: Recommendations adopted by organizational executives, from senior managers. Project became case study featured in brochures and videos.

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IDENTIFYING YOUR SKILLS | PAGE 99


IDENTIFYING YOUR SKILLS REPORT FOR DAVID ING - 10/18/2012

1st Key Accomplishment

Not used Sometimes used Often used

Testing Auditing Accounting Producing Inventory Management Testing Repairing

Measuring performance Managing for profit Programming Requirements definition Systems architecture Technology management Budgeting Contracting Handling complaints Assembling Inspecting

Compiling Managing information Planning Organizing Implementing Market awareness / entrepreneurship Managing commercial / operational risk Strategic thinking Change leadership Achieving results Researching Situation analysis Troubleshooting Developing solutions Decision making User proficiency Goal orientation Stress management Time management Emotional intelligence Career management Change agility Verbal communication Active listening Writing Mediating Negotiating Influencing Analyzing Estimating Assessing client needs Building relationships Marketing Selling Delegating Empowering others Leading Managing / supervising Motivating Team building Recognizing talent Coaching / mentoring Giving feedback Facilitating group learning

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Scoping a project Managing project delivery Managing relationships Managing risk Advising Counseling Supporting Focusing on the customer Teamworking Designing Theorizing Initiating Innovating Visualizing Utilizing creative media Process re-engineering / continuous improvement

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2nd Key Accomplishment


Measuring performance Managing for profit Achieving results Programming Technology management Testing Auditing Budgeting Accounting Managing / supervising Managing risk Handling complaints Utilizing creative media Assembling Producing Inspecting Inventory Management Testing Repairing

Compiling Managing information Implementing Managing commercial / operational risk Change leadership Requirements definition Systems architecture User proficiency Stress management Time management Assessing client needs Marketing Selling Delegating Coaching / mentoring Giving feedback Managing project delivery Visualizing Process re-engineering / continuous improvement

Planning Organizing Market awareness / entrepreneurship Strategic thinking Researching Situation analysis Troubleshooting Developing solutions Decision making Goal orientation Emotional intelligence Career management Change agility Verbal communication Active listening Writing Mediating Negotiating Influencing Analyzing Estimating Building relationships Empowering others Leading Motivating Team building Recognizing talent Facilitating group learning Contracting Scoping a project Managing relationships Advising Counseling Supporting Focusing on the customer Teamworking Designing Theorizing Initiating Innovating

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3rd Key Accomplishment


Measuring performance Managing for profit Auditing Budgeting Accounting Inventory Management Testing Repairing

Managing commercial / operational risk Technology management Testing Stress management Marketing Selling Delegating Managing / supervising Contracting Managing risk Handling complaints Assembling Producing Inspecting Process re-engineering / continuous improvement

Compiling Managing information Planning Organizing Implementing Market awareness / entrepreneurship Strategic thinking Change leadership Achieving results Researching Situation analysis Troubleshooting Developing solutions Decision making Programming Requirements definition Systems architecture User proficiency Goal orientation Time management Emotional intelligence Career management Change agility Verbal communication Active listening Writing Mediating Negotiating Influencing Analyzing Estimating Assessing client needs Building relationships Empowering others Leading Motivating Team building Recognizing talent Coaching / mentoring Giving feedback Facilitating group learning Scoping a project Managing project delivery Managing relationships Advising Counseling Supporting Focusing on the customer

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Teamworking Designing Theorizing Initiating Innovating Visualizing Utilizing creative media

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4th Key Accomplishment


Programming Testing User proficiency Auditing Accounting Inspecting Inventory Management Testing Repairing

Compiling Managing for profit Achieving results Requirements definition Systems architecture Technology management Career management Budgeting Estimating Managing / supervising Contracting Assembling Producing

Managing information Planning Organizing Implementing Measuring performance Market awareness / entrepreneurship Managing commercial / operational risk Strategic thinking Change leadership Researching Situation analysis Troubleshooting Developing solutions Decision making Goal orientation Stress management Time management Emotional intelligence Change agility Verbal communication Active listening Writing Mediating Negotiating Influencing Analyzing Assessing client needs Building relationships Marketing Selling Delegating Empowering others Leading Motivating Team building Recognizing talent Coaching / mentoring Giving feedback Facilitating group learning Scoping a project Managing project delivery Managing relationships Managing risk Advising Counseling Supporting Focusing on the customer Teamworking

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Handling complaints Designing Theorizing Initiating Innovating Visualizing Utilizing creative media Process re-engineering / continuous improvement

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Programming Testing Auditing Budgeting Accounting Inspecting Inventory Management Testing Repairing

Implementing Measuring performance Managing for profit Change leadership Achieving results Technology management User proficiency Stress management Career management Change agility Estimating Selling Delegating Empowering others Motivating Recognizing talent Giving feedback Contracting Handling complaints Assembling Producing

Compiling Managing information Planning Organizing Market awareness / entrepreneurship Managing commercial / operational risk Strategic thinking Researching Situation analysis Troubleshooting Developing solutions Decision making Requirements definition Systems architecture Goal orientation Time management Emotional intelligence Verbal communication Active listening Writing Mediating Negotiating Influencing Analyzing Assessing client needs Building relationships Marketing Leading Managing / supervising Team building Coaching / mentoring Facilitating group learning Scoping a project Managing project delivery Managing relationships Managing risk Advising Counseling Supporting Focusing on the customer Teamworking Designing Theorizing Initiating Innovating Visualizing Utilizing creative media Process re-engineering / continuous improvement

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Programming Testing Change agility Auditing Budgeting Accounting Delegating Managing / supervising Recognizing talent Producing Inspecting Inventory Management Testing Repairing

Implementing Measuring performance Market awareness / entrepreneurship Managing commercial / operational risk Strategic thinking Change leadership Achieving results Researching Decision making Technology management Stress management Career management Writing Mediating Negotiating Influencing Estimating Building relationships Empowering others Leading Motivating Team building Coaching / mentoring Giving feedback Contracting Managing risk Counseling Supporting Handling complaints Theorizing Initiating Innovating Visualizing Utilizing creative media Assembling

Compiling Managing information Planning Organizing Managing for profit Situation analysis Troubleshooting Developing solutions Requirements definition Systems architecture User proficiency Goal orientation Time management Emotional intelligence Verbal communication Active listening Analyzing Assessing client needs Marketing Selling Facilitating group learning Scoping a project Managing project delivery Managing relationships Advising Focusing on the customer Teamworking Designing Process re-engineering / continuous improvement

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UNCOVERING YOUR STRENGTHS | PAGE 99


UNCOVERING YOUR STRENGTHS REPORT FOR DAVID ING - 10/18/2012

ENJOYMENT AND INTEREST LEVEL

HIGH LOW

KEY STRENGTHS High Skill and High Interest

High satisfaction areas - use often

Problem Solving

Creative / Conceptual

Administration / Operations

People - Development

Communication

Sales / Marketing

Self Management

Supporting / Customer Service

Technology

People - Leadership / Management

Entrepreneurship / Leadership

Project Management

POTENTIAL STRESSORS High Skill and Low Interest

Burnout areas - use with caution

Numerical

NEW ENERGY Low Skill and High Interest

Development opportunities - Select one or two to work on

LOW RELEVANCE Low Skill and Low Interest

Avoid where possible

Manual / Process

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MY IDEAL POSITION | PAGE 99


MY IDEAL POSITION REPORT FOR DAVID ING - 10/18/2012

Enter your aspirations and goals statement here:

After 28 years with IBM, and presidency of the ISSS, I believe that I have credibility and experience to work with senior executives in business and government. I aspire to contribute towards more effective work organizations, with innovations in technology and new practices. I could do this through academic research, business consulting, or higher education teaching. I expect to have an impact at a regional, national or international level. My goal is transition from my prior experience into a career that could extended for 15 years (when I'll be 70 years old) or longer. 1: List at least five activities, functions or responsibilities that you would like in your ideal position/role:

Conducting research into business organizations and technology, in an academically rigourous level

Advising business, not-for-profit and/or government leaders on policies, architectures, roadmaps

Writing and publishing research relevant to societal needs in peer reviewed publications, and on blogs

Coaching graduate students and junior researchers in development of their work and careers

Leading seminars on applications of systems thinking to today's challenges and problematiques

2: List the activities, functions or responsibilities you would NOT like as significant parts of your next position: Revenue and/or profit responsibilities (although living within budgets is fine). Primary roles in fundraising or executive management (e.g. dean, CEO) Completely office-bound 9-5 face time routine (I've been working from home for 20 years) Human resource management (i.e. hiring / firing), although light project management is okay 3: List at least five things you would like in your ideal company or organization:

Project orientation, with deliverables expected on semi-annual or annual timeframes

Flexibility in work arrangements, so that multiple projects might run concurrently

Appreciation of academic style, with quality and care in findings and conclusions

Technologically advanced, encourage experimentation, possibly in an open source spirit

Customer or client-oriented, so that external value and validity of the work can be judged

4: Describe the way you would like to feel in your ideal position / environment: I would like to feel respected, and valued for my intellectual contributions. I value colloboration with other highly trained and motivated colleagues. I would like to feel that I have a made a contribution to the world that others may not have been able to make.

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LOOKING AT OPTIONS | PAGE 99


LOOKING AT OPTIONS REPORT FOR DAVID ING - 10/18/2012

Career Goal After 28 years with IBM, and presidency of the ISSS, I believe that I have credibility and experience to work with senior executives in business and government. I aspire to contribute towards more effective work organizations, with innovations in technology and new practices. I could do this through academic research, business consulting, or higher education teaching. I expect to have an impact at a regional, national or international level. My goal is transition from my prior experience into a career that could extended for 15 years (when I'll be 70 years old) or longer.

Positive and Negative Consequences Option 1: Independent scholar and management consultant in systems thinking in business and government Option 1 Notes: Combines expertise from systems thinking with management consultant experience Option 2: Business architect, probably with government Option 2 Notes: Extends prior services and presales engagements Option 3: Advisor to IT business startups Option 3 Notes: Brings practices from long IBM career, patience from working with grad students

Independent scholar and management consultant in systems thinking in business and government Positive consequences for me:

Continues personal development of research trajectory

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Prestige as subject matter expert

Potential upside on remuneration from multiple projects

Flexible schedule, lots of challenge and variety

Opportunities for alone time (as an introvert), and visiblity (with clients or students)

Negative consequences for me:

Irregular income stream probable

Time away from Toronto home and family (although my sons are now older)

Positive consequences for others:

For the systems thinking community, continuing credibility and influence of the domain

For international friends, more opportunities to spend quality time

For projects, ability to subcontract without having full-time hire

For educational programs, freedom for short-term stints as lecturer

Negative consequences for others:

For spouse, more time away from home (as was life as a management consultant)

For sons, fewer opportunities to advise on university progress (i.e. not home for dinner)

Business architect, probably with government Positive consequences for me:

Practical, work combines organization and technology on real world issues

Low stress, government 36.5 hours per week instead of usual 50-60

Steady paycheque, contributions towards retirement

Honourable work, fair pay if in IT role

Being local means I could enjoy Toronto more


Bureaucratic environment probable, although due process is appreciated

Opportunities for continuing leading-edge research are limited, although current state reporting might be okay

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Fewer opportunities to work with people smarter than me, as I would be senior

Routine office envioronment, as opposed to working at home


For Canadian public, good use of local human capital

For family, high stability and income

For local systems thinking community, ability to host regular local events

For referred journals, more time to read and review articles


For international friends, few opportunities to visit in person

Advisor to IT business startups Positive consequences for me:

Dynamic business environment, where experiences in business practices could be applied directly

Low to moderate business travel, with some variety

Flexible schedule and location, presumably using IT coordination tools

Research would shift to theory-in-practice

Continuing contact with energetic, entrepreneurial young adults


Deeper academic research gets pushed to personal time, which may be constrained

Decreased visiblity internationally, although increased visibility locally

Funding by venture capitalists could mean quarterly pressures to deliver

May not exercise distinct competences, could be substituted by others with less experience at small impact


For startup businesses, direct access to long business experience with technology

For family, more time at home

For local friends, more opportunities to bring in underemployed resources

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For systems community, probable reduction in intellectual leadership

Career Options Evaluation Match with your abilities a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 4 - Outstanding c) Advisor to IT business st... 4 - Outstanding Match with your interests a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 3 - Very good Sufficient challenge a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 4 - Outstanding

People Environment You respect and like the people with whom you deal a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 4 - Outstanding

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They respect and like you a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 3 - Very good

Compensation Salary/bonuses/incentives a) Independent scholar and m... 3 - Very good b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 3 - Very good Benefits Package a) Independent scholar and m... 2 - OK b) Business architect, proba... 4 - Outstanding c) Advisor to IT business st... 3 - Very good

Compatibility with Goals In my professional life a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 3 - Very good c) Advisor to IT business st... 3 - Very good In my personal life a) Independent scholar and m... 3 - Very good b) Business architect, proba... 4 - Outstanding

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c) Advisor to IT business st... 3 - Very good

Location / Setting / Travel Location a) Independent scholar and m... 3 - Very good b) Business architect, proba... 2 - OK c) Advisor to IT business st... 3 - Very good

Other Factors Additional factor 1: Continuity into retirement years a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 2 - OK c) Advisor to IT business st... 3 - Very good Additional factor 2: Enjoyment / fun at work a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 2 - OK c) Advisor to IT business st... 3 - Very good Additional factor 3: Variety a) Independent scholar and m... 4 - Outstanding b) Business architect, proba... 2 - OK c) Advisor to IT business st... 4 - Outstanding Having reflected on the positive and negative consequences of the options you listed and having looked at the outcome of the ratings, now list your options in order of preference First: Independent scholar and m

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Second: Advisor to IT business st Third: Business architect, proba

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SELF AWARENESS SUMMARY | PAGE 99


SELF AWARENESS SUMMARY REPORT FOR DAVID ING - 10/18/2012

Top 5 Interests

Top 5 Skills

Key Career Accomplishments

Aspirations / GoalsOption 1, 2 & 3

Key Strengths

Top 5 Values & Drivers

How Others See Me

Top 5 Interests

● Creative / Conceptual

● Administration / Operations

● Problem Solving

● Communication

● Self Management

Top 5 Values & Drivers

● Accomplishment / Achievement

● Autonomy

● Challenge

● Ethical standards / Professional integrity

● Freedom / Independence

Top 5 Skills

● Problem Solving

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● Communication

● Supporting / Customer Service


● Sales / Marketing

Key Strengths

● Problem Solving


● Administration / Operations

● People - Development

● Communication

Key Career Accomplishments

● Facilitated solution architecture workshop for a leading Canadian newspaper, leading to adoption of Service Oriented Architecture and selection of a new Enterprise Service Bus

● Conducted Industry Business Value Assessment on "Social Media for Smarter Cities", syndicated with one American and two Canadian cities, as a software presales specialist.

● Led business strategy development for an American not-for-profit organization, as one of the first Adaptive Enterprise consulting engagements by IBM.

Option 1, 2 & 3

● Independent scholar and management consultant in systems thinking in business and government

● Advisor to IT business startups

● Business architect, probably with government

Aspirations / Goals

● After 28 years with IBM, and presidency of the ISSS, I believe that I have credibility and experience to work with senior executives in business and government. I aspire to contribute towards more effective work organizations, with innovations in technology and new practices. I could do this through academic research, business consulting, or higher education

PAGE 30



teaching. I expect to have an impact at a regional, national or international level. My goal is transition from my prior experience into a career that could extended for 15 years (when I'll be 70 years old) or longer.

How Others See Me

● that I listen to their interests, and can offer them a depth or perspective that they may not have considered.

● make the effort to keep in touch with them, even if we are separated by many miles (or time zones), and haven't seen each other in person for many years.

● that some career coaching that I gave to a friend some years ago was helpful (and that he hoped he might be able to reciprocate).

● am able to spend leisure time together. This is often organized in strange circumstances (e.g. a jet lag day after arriving in Japan). Personal relationships are important to me, and my friends (who may be equally busy) appreciate my making time.

● cross boundaries, to do the right thing in the bigger picture. In my career at IBM, one manager has said he worked with me, and then I've never worked FOR anyone. I claim that I am a resource that everyone wanted inside of IBM, but each manager might have preferred that I was not on his or her headcount ... through a long series of managers in 28 years at the company.

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Documents

VALUES AND DRIVERS REPORT - Coevolvingcoevolving.com/...values-and-drivers-2012-10-18.pdf · 10/18/2012 · moving my dissertation from Chapter 4 of 9 (where it's been frozen, consciously,