Tag: corporations

Twozdaz Wandering Thoughts

Starbucks hurt my feelings.

They spent capital convincing us that Starbucks cared about the community. More, they cared about people. They opened their doors to homeless folks. Come in and rest. Be safe, comfortable, warm, dry, cool. Charge your phones here! Use our restrooms! We care! They put out announcements telling us that they want people to come and stay, make it a place to meet, a place to be. And we believed them. We did.

As did the homeless. I’d see them trickle in each day, a regular group I came to know by name. I learned their preferred seating locations, treated them to food and/or drink from time to time, said hello, chatted about the hot dry days, the freezing fog, the traffic, dogs, etc. Chatted about life.

Then Starbucks swiveled. That campaign wasn’t reaping the benefits they’d hoped to get. Within days, the restroom doors were locked and coded. Had to ask for the number at the counter. The homeless were politely shooed out, police called if they resisted.

Then, though, oh, look at the numbers. Starbucks decided they needed to close the place they’d encouraged us to make a home away from home, a community center for everyone and anyone. It just wasn’t making enough money.

It feels like it’s a betrayal. It’s not. Just business as usual. And that’s the thing about corporations. It’s all about making money. Profits and losses.

It’s not about humanity. That’s just strategy. Don’t let them fool you into thinking otherwise.

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High-Level BS, Starbucks Style

Yes, Starbucks is a corporation and has the right to establish a dress code. But don’t try to justify it with such grade school logic.

BTW, we know that what matters most to you is the bottom line of profits and loss. Don’t kid a kidder.

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Team and Family

I haven’t worked outside of my writing efforts since leaving IBM a few years ago.

The work with big blue had some pleasantries outside of the obvious of paychecks and health benefits. Some of it was challenging and rewarding, and helped validate my sense of my abilities. Some impressive technologies were being developed, and I had some very talented and capable co-workers.

I disliked huge chunks of it, though. The bureaucratic nature was stifling. Worse, though, not just with IBM, but with the other companies that employed me, were the exhortations that we were family or a team. My wife used to tell people, whenever your boss said you were part of a family, watch out.

Amen.

The family comparison was always a huge reach, unless you were talking about dysfunctional families. I knew little about co-workers, and they knew little about me. That became truer as many of us worked remotely from our homes, doing telecommutes. As that happened, IBM also cut down on celebrations. No more buying birthday cakes, having team lunches, or Friday donuts, even if people worked on a campus. Few pauses were provided to celebrate and reflect on how well things were going. We no longer visited the offices for a face-to-face connection in order to reduce costs.

That was my experience. Others probably have different experiences, depending upon their division, campus, work center, manager, and middle and upper management. I had thirteen bosses at one point in that organization. I heard the top bosses, the vice-presidents and SVPs once a quarter during a one-hour “town hall” meeting where we were told the financial results. Note, they didn’t call it a family reunion or team meeting. I heard from mid-level execs more often, like whenever something went wrong. They were very heavy-handed and hands-on then. I didn’t hear from them when things were going right. It was silent as a prairie, then.

They’re right in that we were a family, because, like a family, there’s no end in sight, not unless you left. People often left without the rest of us being told. Typically, you dialed into a meeting, and gosh, folks were gone. How is that for family?

As far as being a team, if we were a team, it was a team with an infinite season. It was a team for which we played a sport for which there was no championship, no victory parades, no champions’ laurels. It was just, “Let’s go, team,” every few weeks on the phone, or every few days on an email.

So, yeah, I don’t miss either of those false labels, team and family. They were a business, out to improve revenues, cut costs, and improve profit margins. Remote and focused on the bottom line, I don’t miss that family or team.

I’m sure they don’t miss me, either.

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The Pirates

I’m at a point in the novel, Long Summer (sequel to Returnee) where the pirates are about to enter.

Yes, this is science fiction. Yes, these are space pirates (cue dramatic music). Or cue a Monty Python moment.

I always like ‘fly in the ointment’ tales. That’s the pirates’ role in Long Summer. They’re naturally a plot trigger to cause the stories to bank sharply into another direction, bringing the three disparate story lines into contact with one another at last, thirty-five thousand words into the novel. Creating  the pirates enabled me to embark on my favorite fiction writing activity: making things up. In this case, I was given permission to make up the pirate ship and crew. Who are they, why are the pirates, where did they come from and how did they come to have this ship?

The ship is the CSC Narwhal. CSC is Castle Corp Security, a spin-off from the original Castle Corporation that dominates the Returnee series as one a major part of the setting. (The corporation is constantly restructuring, re-organizing, acquiring and divesting.) As Castle Corporation was originally an Anglo-American effort when they first formed on Earth (with roots in 3D printing, with specific focus on home security devices…from there to space), the company sometimes invokes its heritage when naming ships. This was strongly evidenced in the naming of the security ships (the preferred nomenclature over warship). I’d remembered Narwhal from my history lessons, so I looked up Narwhal and confirmed its role in England’s maritime history, confirming it was part of the Arctic Fleet. Two Brit submarines were then named the same, along with a US sub. So, sweet, that worked out.

(I had to refer back to my Returnee notes a little as I worked out that naming, confirming corporations and financial consortiums led the way into space. Governments had little to do with it.)

I then needed to further define my new vessel’s manning, which is complementary to its role. As a security vessel, Narwhal is small, with three squadrons of droid fighters. Why droid fighters? I started with manned weaponry and realized that robots dominate my future. It would be weird to have manned fighters. But humans maintain control….

Essentially, I evolved the Droid Commander. Droid Commanders remotely oversee the flying of four droid fighters simultaneously from pods on the Narwhal. Yes, we have the sophisticated technology to do that in my future. Likewise, Droid Techs remotely manage maintenance/software/hardware, keeping the fighters armed and flying, repairing them via nano-bots, droids and automation.

Each Narwhal squadron has three Droid Commanders, each flying four droid fighters. So each squadron is twelve fighters. Three squadrons, thirty-six fighters, nine each Droid Commanders and techs. A squadron commander coordinates their activities with the ship and mission briefs.

Narwhal is structured to run silent, fast, launching quick strikes and then bailing. Their defensive systems are lightweight and automated. They’re not going to bombard a planet or take on a battleship. They’re more likely to run escort and interdiction missions.

Once I had those things in place, what did I need for manning for the actual ship, the Narwhal? Well, again, it’s automated, and lightly manned. I ended up with three defensive coordinators. Commander, DO, pilots to fly it (in the event of worst case situations), navigator (overseeing the droids and systems), intel officer, techs to treat it.

Shuttles? Escape pods? Logistics? Medical? All done by droids, except I decided the three shuttles would have human pilots. Ten techs oversee droids that do the repairs.

So there it was, forty-seven humans crewing the Narwhal and its squadrons.

Since it’s going head to head with River Styx, the stasis pod ship, I went through the  same exercise for the Styx (which has only light defensive systems). Then I mentally plotted the sequence of events as I walked over here to write today. The twists arose on their own, pleasing and exciting me, further evolving my sketchy plot.

(Quite deliberately, because the pirates are out to disrupt corporate domination of space and human activities, Castle Corporation also owns the River Styx. The pirates love the irony of a ship they appropriated from the Castle Corporation, stretching the truth, as the Castle Corp had spun off the division that owns and operates Narwhal,  attacking another Castle Corp vessel.)

This summarizes my basic writing approach. I begin with a concept or a character. In this case, three ideas came together. That gives me a bare structure. As an analogy, if my novel is a car trip, I’m getting in and pointing the vehicle in the general direction of a horizon I see, with the vaguest idea of what’s over that horizon, and what’s between here and there. That works for each chapter, story line and character arc.

Reflecting on all of this today, I recognize how much my writing approach parallels my other methodologies. As a senior NCO in the USAF, I was always imposing and maintaining order and discipline, but also loved instilling vision in my people about how to improve ourselves and our operations. To do that, I’d simply seize a direction and go for it, correcting as I went. Likewise, in my last position as a data scientist with IBM, when given a challenge, I mentally played with it until something formed, and then I launched myself into it. And in my youth, when I was taking art classes, painting and drawing, sudden inspirations would seize and carry me.

The confrontation between River Styx and Narwhal awaits. Time to write like crazy, at least one more time.

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