This was my chance to project an image of myself as more than a backroom technical specialist. Ten days later, to an audience of nearly forty, aided by a projector and screen showing charts and diagrams, I described my plan for merging the two IT systems. My voice wavered slightly over the first few words but then steadied; the projector did not fail, and no accidents or collisions befell me in the semi-darkness of the boardroom. During the subsequent discussion one or two partners said, doubtfully, that they were surprised at the comparatively low cost of my plan given the price of software and high salaries earned by IT specialists, but Peter had anticipated the criticism and had my figures checked and agreed with an independent consultancy. Reassured, the partners' questions and comments became friendly and approving.
Another favourable sign came during one of the Thursday trips to the baths when the most senior of the swimming old codgers, a man who had hardly said a word to me until then, walked beside me as we returned to the office telling me about how his grandchildren used personal computers and mobile 'phones to send each other e-mail. As we neared the office he said, 'Of course my secretary looks after all that kind of thing for me. Peter's been talking me through some of the figures you've produced. Won't claim to have understood all the intricacies, but you seem to have grasped the critical issues. Good work.'
The team's final report was a hefty document with eight chapters, appendices crammed with facts and figures, and a management summary written by Peter which in five pages covered all the important issues and concluded that a merger would result in savings in costs and be attractive to new clients. Copies were sent to all the partners, and having completed its task the team disbanded. The promise to hold my old job for me had been kept, and the stand-in departed on the Friday before my return to the IT Unit.
Two months later news that the merger was to take place flashed around the building by e- mail. Little groups of excited staff gathered on every floor, speculating about their futures and what was meant by the words at the end of the message: Creation of a new combined organisation will require some staff re-allocations; these will be staged over a period of time.
My boss called me in to talk about the effect on the IT Unit. After half an hour with him I called together the four people who worked for me and took them into a quiet corner with comfortable chairs to discuss the news and confess my part in it. They looked at me with curiosity and suspicion, listening carefully to my explanations, trying to assess what impact the merger would have on them personally. I assured them that after the reorganisation they should be no worse off, but nevertheless two were clearly worried.