One of the benefits of refusing to give a shit about whether or not I keep my job anymore is not being intimidated by the power of the big boys when they come and visit our humble little plant. The VP in charge of our entire sector was in town on Wednesday, and in a Q&A section that followed an exceedingly lame PowerPoint presentation I chimed in with the following question, in regard to the fact that our company just put both barrels into its mouth and squeezed both triggers, Hemmingway style, by outsourcing all of its technical engineering work:
"With the outsourcing of most of our technical jobs to third-party firms, to what degree do we expect that to have an effect on our ability to find and retain people who are qualified to give technical direction to the company, in positions like technical leaders?"
The question seemed to fluster him a bit, and he did a stalling move that was opaque enough for me actually to be a little impressed by it, making a bit of a joke that he was going to "translate" the question to the rest of the crowd, by going to repeat it in oversimplified language.
Poker playing John, who was sitting on my immediate right, and with whom I generally have a fairly antagonistic relationship, seemed a little taken aback, and murmured "Good question!" I tried not to beam.
Tom asked me if his oversimplified version was what I was asking, and I said, "Sort of. I'm specifically referring to electrical type work here. Like, how do we expect to find people who are qualified to tell us what the next generation PLC is that we should buy, if they've never actually programmed a PLC, and don't have the opportunity to, since we've farmed all that out?"
It became abundantly clear that he had no answer, though he did say that that was an "important question" and that it was one that they would have to look closely at. He passed it off then, to the engineering-specific underling who gave some bullshit about how project managers gain technical expertise through overseeing technical aspects of their job. This is horseshit of course, and I called him on it in roundabout fashion, saying "Sure, maybe for things like PLC programming, but other aspects, like Vision and HMI, are more of a black box."
It was the only time where a question was asked, responded to, and the questioner piped back up through the whole session, and it was an interesting little exchange. I was actually pretty proud of it.
The hidden message was, of course, "Okay, we all get what you're trying to do by pushing our technical jobs elsewhere. And the effect that that has is to tell smart guys like me that they have no place in this company. That's your prerogative when it comes to design work, but let's not forget that smart guys like me are the ones that are poised to grow into our future technical leaders, the ones that provide the crucial technical direction that we need to the company. And by saying that we only want people who like managing other people, you're alienating anyone who might remotely be interested in that sort of job down the line, and creating one hell of a vaccuum."
It was interesting. I think I actually impressed some people. I think some people were thinking, "holy crap, check out the pair on that one." Not giving a shit is a powerful forensic tool.