2. If I were to conduct a Situation Analysis, the following would emerge:
- from a PPA, a company in troubled waters to grow further - capital contraints et al
- my own position, while influential still, is subordinated to higher powers and still seen as working level. Commensurate pay is not achievable and ceiling is real.
- the influence I can wield, from a strategy making and a HRD point of view, is diminished in my position. I'm also not sure if I want to expend enough energy to drag the whole company out of it.
- from a POA perspective, I have established my credentials. The fact the company does not value me only adds to the angst. There are various opportunities to pursue.
- From a DA view, stay/go/stay&fight are the only valid options. The 3rd, while still valid, is probably going to go through some serious emotional wringer and turmoil trying to put my points across to pekak-badak.
- The learning point when dealing with people like this is that while political manipulations can be admirable in some ways, it has to be accompanied with a genuine heart-felt, emotional connection to advance people. Otherwise, we are dealing with soulless robots.
- The balanced point of view is the loss of income generation, although the safety net can help in short-term.
For the first 3 months (while in tender mode)
- freelancing on training
- aquaponic
- self-development - and pursue post-grad research although this should be done only if it helps with the revenue-generating objective
- Anneige consulting on business development - high-tech Grabba model, SME value creation plans - strategy, HRD, institution building - education model etc
- develop healthcare specialised business models - bridge to market, HSCI-QB3 connections,
- also to figure out involvement in cybersecurity
- involvement in disruptive tech - IoT - work with UTP.
- MD positions
- recruiters
- energy companies
- acquintances in energy business
- learning points on investments
- strategy making and sector update
- L&T work
