Comments on: Internal Transfer Rates http://colleenchanblog.com/wordpress/2009/12/07/internal-transfer-rates/ Business Analyst with a Difference Tue, 20 Jul 2010 11:57:43 +0000 hourly 1 http://wordpress.org/?v=3.0 By: Colleen Chan http://colleenchanblog.com/wordpress/2009/12/07/internal-transfer-rates/comment-page-1/#comment-277 Colleen Chan Fri, 26 Feb 2010 02:34:37 +0000 http://colleenchanblog.com/wordpress/?p=1698#comment-277 Hi Christopher, Sorry, yes I see your irony, very much so ;-). Sometimes the irony does not seem to cross borders as we have seen in recent months :roll:. And I am too scared to offend as I am believe I am still relatively new at this. So you know how it goes, safe than sorry... I’m a brilliant person :lol:. Just can’t work out the “falling upwards” phenomenon, have to learn how to sell myself better, wouldn't be out of work otherwise :-| Hi Christopher,

Sorry, yes I see your irony, very much so ;-) . Sometimes the irony does not seem to cross borders as we have seen in recent months :roll: . And I am too scared to offend as I am believe I am still relatively new at this. So you know how it goes, safe than sorry…

I’m a brilliant person :lol: . Just can’t work out the “falling upwards” phenomenon, have to learn how to sell myself better, wouldn’t be out of work otherwise :-|

]]> By: Christopher Burd http://colleenchanblog.com/wordpress/2009/12/07/internal-transfer-rates/comment-page-1/#comment-276 Christopher Burd Mon, 22 Feb 2010 15:09:02 +0000 http://colleenchanblog.com/wordpress/?p=1698#comment-276 Hi Colleen, My questions were rhetorical and contained a hefty dose of irony. I'm sure you've encountered the "failing upwards" phenomenon: people who are brilliant at selling themselves but use each position as a springboard for the next, often leaving behind wreckage. Certainly it happens. The thing is, there's a real problem for companies. There are excellent leaders out there, not just fakers, whom many companies want to hire. (I think the "genius leader" can be a bit of a cult, and companies would do better to try to improve their whole organizations, but that's another discussion. Obviously, superb candidates exist.) Those people can write their own tickets. If companies A, B, and C say, "Sorry, given past abuses, we pay out bonuses on a rolling five-year basis," and company D sticks with pre-recession, hand-in-the-cookie-jar standards, who can blame the candidate for choosing company D? Hi Colleen, My questions were rhetorical and contained a hefty dose of irony. I’m sure you’ve encountered the “failing upwards” phenomenon: people who are brilliant at selling themselves but use each position as a springboard for the next, often leaving behind wreckage. Certainly it happens.

The thing is, there’s a real problem for companies. There are excellent leaders out there, not just fakers, whom many companies want to hire. (I think the “genius leader” can be a bit of a cult, and companies would do better to try to improve their whole organizations, but that’s another discussion. Obviously, superb candidates exist.) Those people can write their own tickets. If companies A, B, and C say, “Sorry, given past abuses, we pay out bonuses on a rolling five-year basis,” and company D sticks with pre-recession, hand-in-the-cookie-jar standards, who can blame the candidate for choosing company D?

]]> By: Colleen Chan http://colleenchanblog.com/wordpress/2009/12/07/internal-transfer-rates/comment-page-1/#comment-274 Colleen Chan Sun, 21 Feb 2010 05:39:07 +0000 http://colleenchanblog.com/wordpress/?p=1698#comment-274 Thank you Christopher, “gnarly” not a word usually associated with a BA but I’ll take it, associated with cool and groovy :lol: Hmmm… Not sure whether you questions are rhetorical or not but… what about when their value never arrives and then they disappear with all the investors’ money? Some of these high-flyers are all talk and no action, they leave with no value added to the organisation and then still receive golden handshakes as stipulated in the original contract. Is the risk worth it is some of these cases? I suppose big business believes it is. My rant above is a rant as I cannot see it changing in the near future :-|. Thank you Christopher, “gnarly” not a word usually associated with a BA but I’ll take it, associated with cool and groovy :lol:

Hmmm… Not sure whether you questions are rhetorical or not but… what about when their value never arrives and then they disappear with all the investors’ money? Some of these high-flyers are all talk and no action, they leave with no value added to the organisation and then still receive golden handshakes as stipulated in the original contract. Is the risk worth it is some of these cases? I suppose big business believes it is. My rant above is a rant as I cannot see it changing in the near future :-| .

]]> By: Christopher Burd http://colleenchanblog.com/wordpress/2009/12/07/internal-transfer-rates/comment-page-1/#comment-273 Christopher Burd Fri, 19 Feb 2010 18:07:54 +0000 http://colleenchanblog.com/wordpress/?p=1698#comment-273 This is a very gnarly post, and I mean that in the best possible way! This kind of modelling is outside my area of expertise - huh! my area of <i>comprehension</i> - so, I'm glad to be led through an example by someone who knows what they're talking about. BTW, I think the reason some CxOs get excessive, premature rewards is that they negotiate their compensation up front, based on the expectations they've managed to raise when they're hired, though the actual value they add accrues years later. A company doesn't want to lose a high-flier over some detail of compensation, do they? After all, the value will come, won't it? This is a very gnarly post, and I mean that in the best possible way! This kind of modelling is outside my area of expertise – huh! my area of comprehension – so, I’m glad to be led through an example by someone who knows what they’re talking about.

BTW, I think the reason some CxOs get excessive, premature rewards is that they negotiate their compensation up front, based on the expectations they’ve managed to raise when they’re hired, though the actual value they add accrues years later. A company doesn’t want to lose a high-flier over some detail of compensation, do they? After all, the value will come, won’t it?

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