California Free State (Shadowrun RPG) by Diane Piron-Gelman, Lori Methany, Michael Mulvihill,

By Diane Piron-Gelman, Lori Methany, Michael Mulvihill, Steve Perrin

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3 In some cases, corporations failed to realize that the relative value of the knowledge possessed by employees spans both the business processes in which they work and also a fundamental understanding of the industries in which they operate. Media sources have labelled this condition ‘the brain drain’. However, many corporations have assessed the situation and taken steps to reevaluate the role of people in the generation of value to customers and shareholders. Organizations such as Abbey National have adopted the view that all employees are to be valued as partners, each with a specialized ability to generate value to their customers: At Abbey, we regard all our employees as partners in the business.

When the project was reviewed, managers discovered that consultants were not willing to participate actively because it was a non-revenue-generating activity at odds with their compensation scheme. Financial and career incentives were put in place and the second round of implementation was more successful. However, it also fell short of expectations. A second project review revealed that although the large majority of consultants were now participating and exchanging knowledge at unprecedented levels, the plethora of databases located across the entire enterprise made finding specific knowledge an effort.

13 In the twenty-first century, business employees can quickly experience the devaluation of their abilities or a sudden revaluation through the rises and falls in labour demand. One extreme example was the devaluation of computer programmers specializing in the COBOL language during the late 1980s, who enjoyed a rapid revaluation of their skills in the late 1990s as corporations scrambled to reexamine millions of lines of software to mitigate problems that might have resulted when the date changed to the year 2000.

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