4th June 2008, 03:07 PM
hurting-back -
You seem intent on pursuing an either/or argument. My point has never been that to include proper management skill sets by adding one or more personnel, you must then by default eliminate all archaeologist input. I suggest, rather, that while an all-archaeologist run company can do a good job, is just doing "good" good enough?
Why not include at the highest level one or more employees with an actual background in management and/or business outside CRM? They might actually bring some new insights to the industry if they can get past the walls built by overly defensive PIs and CRM hardliners.
Don't get so fixated on the "tax loopholes" example. Think instead of a CRM company that properly directed could bring in multiple revenue streams. Perhaps even have a strategy of going after field work AND non-field work jobs (in the States, I mean advisory jobs for state and fed agencies as an example). A company could develop a deeper public outreach arm (a la Statistical Research Inc) or other ventures.
No industry is perfect and CRM is certainly no exception. Just consider that there may actually be room for the industry to grow and develop and that useful input could actually come from non-archaeologists. Anything is possible
What can we take from other industries to improve field tech education, fair wages, out-of-the-box mitigation ideas, etc? However great a company may be (yours or others') I think there is always room for improvement and better use of CRM to the benefit of the general public (instead of just wasting their money on reports no one ever sees).
Sara
You seem intent on pursuing an either/or argument. My point has never been that to include proper management skill sets by adding one or more personnel, you must then by default eliminate all archaeologist input. I suggest, rather, that while an all-archaeologist run company can do a good job, is just doing "good" good enough?
Why not include at the highest level one or more employees with an actual background in management and/or business outside CRM? They might actually bring some new insights to the industry if they can get past the walls built by overly defensive PIs and CRM hardliners.
Don't get so fixated on the "tax loopholes" example. Think instead of a CRM company that properly directed could bring in multiple revenue streams. Perhaps even have a strategy of going after field work AND non-field work jobs (in the States, I mean advisory jobs for state and fed agencies as an example). A company could develop a deeper public outreach arm (a la Statistical Research Inc) or other ventures.
No industry is perfect and CRM is certainly no exception. Just consider that there may actually be room for the industry to grow and develop and that useful input could actually come from non-archaeologists. Anything is possible
What can we take from other industries to improve field tech education, fair wages, out-of-the-box mitigation ideas, etc? However great a company may be (yours or others') I think there is always room for improvement and better use of CRM to the benefit of the general public (instead of just wasting their money on reports no one ever sees).Sara