 get the workstations talking to the servers and the Internet. Especially in smaller environments, the network takes a backseat to server and workstation issues. This is related to Truth #1, but is more a case of management not understanding the value of the network. I've seen managers say things like, "Just put a server in that remote location with a VPN." To them, the meaning of VPN is "magic stuff that replaces a real network." Network infrastructure is often viewed in the same category as buildings, chairs, and such. That is to say, the network is not perceived to be a competitive advantage, but rather a necessity that consumes capital. Because it's not a profit center, why waste money on it? That is the perception a lot of management has regarding networking equipment and staffing. This attitude is usually prevalent in smaller, nontechnical companies, though it is certainly found elsewhere as well. As the network is often an afterthought, training is usually not a high priority, either. And people who have de- voted their careers to servers are likely to choose further server training over network training. Truth #3: Network design is not high on upper management's list of priorities. The upper management of many small and midsize companies often doesn't under- stand the impact a poorly built network can have. While news of the latest viruses and server security holes is plastered on the front pages of CNN and the New York Times, the networks usually chug along without any fanfare. When the networks fail, these Chapter 41: Avoiding Frustration managers usually wake up, at which point it's too late and major changes must be made. Again, this is when the consultants show up. I have spent weeks designing elegant IP schemes for large companies. The scheme for one client was SO impressive it could be described only as magnificent. It was a mas- terpiece. The scalability was measured in decades, and the flexibility was unheard of. It was SO impressive that only the two of us who designed it understand it to this d