Future Proof

AcMo has stayed ahead of its competition for years because of our problem solving ability.  Each day presents its own set of unique challenges that we must overcome if we are to stay in continuous operation.  There's a lot of pressure involved, but the benefit is that it positions us as better qualified to serve our clients.

We pride ourselves in our ability to solve problems that either don't yet exist, or don't actually need a resolution.  This is because we know the issue is inevitable, or that in a worst case scenario, we can introduce it ourselves and be the heroes to solve it faster and better than anyone else.

Internal issues at AcMo tend to be mundane as far as complications go.  We deal with the usual staffing issues, small arms fire, counter-surveillance breakdowns, misplaced car keys, stolen lunches, and missed deadlines.  That last one caused me to institute a company wide edict to abolish all deadlines.  This has worked out well for us, but our clients are taking longer than we anticipated to accept our new policy.  As with all things, it will eventually resolve itself if we wait long enough.

Data leakage was a valid concern at AcMo.  The use of personal devices inside HQ1 was banned after our shop layout appeared online.  HQ1 is not connected to the Internet.  Most of the devices inside aren't connected to anything either, but the employees don't know that.  The security cameras are operational and connected though.  

The above mentioned issues are just a fraction of what we deal with on a daily basis.  We have created a novel way to relieve job pressures by dedicating an hour each day to creating and solving problems that our consulting division can utilize with our clients.  This is the best way to test our theories in the field, and retain the successful ones for inclusion into AcMo's operating guidelines.  Being able to test on our clients has helped us strengthen our operations.  That's a two-fold benefit since we use client vehicles for all of our destructive track testing also.

There are times when both future non-existent problems and regular workplace issues collide and we end up with a special circumstance.  In those instances, we have to call in our specialist department to get creative.  The specialists are only activated after we have denied the problem 100 times and it still exists.  At that point, we know it is real and it is something we must address.  Only serious problems can survive 100 denials.

Dealing with problems all day gets tedious after the second day.  We've done this for years already, and while solutions often involve creative thinking, that usually isn't enough to keep our minds operating at peak efficiency.  Anticipating new problems and solving them before they happen does keep us sharp.  The thoughts just flow into our heads--not while wearing our Ultimate Signal Protection Head Gear, of course.  It is our duty to share that knowledge with the general public who may not be as fortunate.

The phone situation is a survivor of the 101st denial.  We switched to a VOIP system thirty years ago before VOIP existed.  How we did that is proprietary knowledge.  The problem we didn't foresee was that the VOIP system that was eventually introduced that everyone else uses is not compatible with our legacy system.  This means that our phones never should have worked, and we're not quite sure how they were.  It also raises the possibility that the phones were down long before last Friday.  After spending a few minutes every day since trying to solve the problem, we concluded that the best course of action would be to ditch our phones altogether.  Now we have more time to focus on important stuff like the weekly lunch menus.

Clients are still able to get in contact with us through other electronic means, but we use that as a natural selector.  If you can't figure out how to talk to us, you aren't smart enough to be our client.  Some have complained that this is a harsh policy, but considering most of our day is spent problem solving, we only want to work with the type of people who have less problems from the beginning.  AcMo can only handle so much.

We use a random calendar to solve the issue of submitting late reports.  We just change a date stamp, wash the metadata, and provide a distraction so the documents can be inserted into the server while no one is paying attention.  The report was there weeks ahead of schedule as far as anyone else is concerned.  Since the server is not connected to anything, it is a lot easier to put the files in there as well.  Ease of use and simplicity were two of the cornerstones of AcMo's founding philosophy.  There was also supposed to be an unlimited supply of candy--it fell off a truck--but we had to trade that for race gas.