In the novel "From Russia with Love", author Ian Fleming describes the waiting platform for the Orient Express as throbbing with the "tragic poetry of departure". The phrase aptly describes the feelings we have when we separate from friends or family. Whether we are the ones boarding the train or the ones standing on the platform watching others depart, the act of departure often brings feelings of emptiness, loneliness and sadness.
Many of us in IT have probably experienced the tragic poetry of departure at least once during our careers. Those times when economic, organizational and political influences resulted in corporate consolidations, company closures and workforce reductions. We have not only watched our friends and colleagues depart, we were often the ones boarding the train. Unfortunately with the current market crisis, it is likely that some of us will once again encounter that tragic poetry.
With most major markets hovering at their lowest levels in almost five years, fears of a global recession are increasing. Large corporations and small companies alike are announcing plans for layoffs, putting projects on hold, and making preparations for significant budget cuts. The train is pulling into the station and the question for many is whether they will be boarding the train or watching others depart.
Yet, in the midst of the despair, we need to remind ourselves that we've been through this before and survived. For along with the tragic poetry of departure there is also the joyful prose of arrival. Those of us who previously experienced departure often found ourselves arriving at new destinations with more opportunities to use our experience and skills. And those of us who remained behind often found additional doors opening as we assumed more duties and responsibilities.
If we find ourselves boarding the train this time, we need to remember that we carry in our luggage the skills, talents and experience to not only survive, but possibly even thrive. Whether it was the dot-com crash of 2000, the impact of Sept. 11 or the economic crisis of today, the message in trade magazines, analyst reports, and government projections is the same – some jobs remain "hot" as there are certain skills that will always be in demand.
A review of the employment reports throughout the years show that the demand for IT skills such as network engineering, software development, information security and database administration remains constant. No matter what state the economy is in, businesses need these skills to (1) connect with their systems, their suppliers and their customers, (2) develop and enhance revenue-generating products and services, (3) protect company assets and ensure regulatory compliance and (4) manage enterprise data for financial analysis, sales campaigns and customer service.
Business is an adaptable entity that can morph as needed to meet market demands. Even with the current market volatility, the "business of business" will continue and as business continues, so will job opportunities continue for those of us in IT.
We may have to pack our bags and board the train. And our journey may not be as smooth as desired. But if we position ourselves appropriately and take advantage of opportunities to show our talents, the tragic poetry of departure can turn into the joyful prose of arrival.
The above is a reprint of my User View column in the November 13 issue of Network World.
Monday
Thursday
We've Been Here Before
Here we go again. Stocks are falling worldwide, most major markets are hovering at their lowest levels in almost 5 years and fears of a global recession are increasing. Large corporations and small companies alike are announcing plans for layoffs, putting projects on hold and making preparations for significant budget cuts.
In the midst of all the gloom and despair, those of us in IT need to remember that we’ve been through this before. And if we position ourselves appropriately, we can not only survive, but maybe even thrive in the current economic situation.
In 2002, the dot-com crash was wreaking havoc with IT careers; however there were still opportunities for those with the right skills. In an article on the hot IT jobs in 2002, eWeek stated:
“Given the sagging economy, there aren't many enterprises hiring techies these days. But despite the gloom, some jobs remain hot. That’s because certain skill sets are must-haves in enterprises' arsenals.”
Those 2002 must-have skills included database, security, networking and development.
Fast forward to 2008 and Baseline magazine had a similar lead in an article on in-demand IT skills:
“Even in tough economic times, employees with the right skills will always be in demand in the IT industry…”
Those “right skills” included security professionals, wireless network engineers, and application developers.
And in an article on the most recession-proof IT jobs in 2008, Computerworld stated:
“If you want to stay employed in IT amid the economic uncertainty, look for jobs in software design and development, networking and systems administration, software implementation analysis, testing and quality assurance, database administration and general IT management with cutting edge mobile IT and Web 2.0 skills.”
If you compare the 2002 and 2008 articles, you see a common thread throughout the years: the demand for IT skills such as network engineering, application/software development, information security and database administration remains constant. No matter what state the economy is in, companies need these skills to (1) connect with their suppliers and customers, (2) develop and enhance revenue-generating products and services, (3) protect company assets and insure regulatory compliance and (4) manage enterprise data for cohesive financial analysis, productive sales campaigns, and effective customer service. As these are the lifeblood of business, IT skills are always in demand.
Granted you may need to relocate, enhance your skillsets, or join an IT services outsource company to keep up with the demand, but unlike some jobs, IT skills are crucial for the success of a business – no matter what market conditions exist.
Many economists see the current market volatility continuing for the foreseeable future, yet even with this volatility, business will continue as it is an adaptable entity that can morph as needed to meet market demands. And as business continues, so will job opportunities continue for those with the right skills.
Economic uncertainty can bring both threats and opportunities. A drop in the stock market can result in both lost savings and low-cost investment opportunities. Market downturns can result in both lost revenue and new marketing opportunities. The current economic situation will have an impact on some IT jobs; however it will also increase the demand for those skills that are essential for the survival of a business. By positioning ourselves appropriately, we in IT stand a chance to survive – and maybe even thrive – in these uncertain times.
In the midst of all the gloom and despair, those of us in IT need to remember that we’ve been through this before. And if we position ourselves appropriately, we can not only survive, but maybe even thrive in the current economic situation.
In 2002, the dot-com crash was wreaking havoc with IT careers; however there were still opportunities for those with the right skills. In an article on the hot IT jobs in 2002, eWeek stated:
“Given the sagging economy, there aren't many enterprises hiring techies these days. But despite the gloom, some jobs remain hot. That’s because certain skill sets are must-haves in enterprises' arsenals.”
Those 2002 must-have skills included database, security, networking and development.
Fast forward to 2008 and Baseline magazine had a similar lead in an article on in-demand IT skills:
“Even in tough economic times, employees with the right skills will always be in demand in the IT industry…”
Those “right skills” included security professionals, wireless network engineers, and application developers.
And in an article on the most recession-proof IT jobs in 2008, Computerworld stated:
“If you want to stay employed in IT amid the economic uncertainty, look for jobs in software design and development, networking and systems administration, software implementation analysis, testing and quality assurance, database administration and general IT management with cutting edge mobile IT and Web 2.0 skills.”
If you compare the 2002 and 2008 articles, you see a common thread throughout the years: the demand for IT skills such as network engineering, application/software development, information security and database administration remains constant. No matter what state the economy is in, companies need these skills to (1) connect with their suppliers and customers, (2) develop and enhance revenue-generating products and services, (3) protect company assets and insure regulatory compliance and (4) manage enterprise data for cohesive financial analysis, productive sales campaigns, and effective customer service. As these are the lifeblood of business, IT skills are always in demand.
Granted you may need to relocate, enhance your skillsets, or join an IT services outsource company to keep up with the demand, but unlike some jobs, IT skills are crucial for the success of a business – no matter what market conditions exist.
Many economists see the current market volatility continuing for the foreseeable future, yet even with this volatility, business will continue as it is an adaptable entity that can morph as needed to meet market demands. And as business continues, so will job opportunities continue for those with the right skills.
Economic uncertainty can bring both threats and opportunities. A drop in the stock market can result in both lost savings and low-cost investment opportunities. Market downturns can result in both lost revenue and new marketing opportunities. The current economic situation will have an impact on some IT jobs; however it will also increase the demand for those skills that are essential for the survival of a business. By positioning ourselves appropriately, we in IT stand a chance to survive – and maybe even thrive – in these uncertain times.
Monday
It is indeed a Monday. While sitting in Interstate gridlock for over an hour due to a multi-car wreck, I hear the even more stifling news that the Dow is down over 500 points and the index is under 10,000 – the lowest it has been in over 4 years.
My own small portfolio has dwindled from a potential cruise fund for me and the wife to a long-term college investment for my newly-born granddaughter. If all goes well, in 18 years it will be back up to the levels of last November.
And yet in the midst of the gloom and despair, we in IT need to remember that we’ve been through this before. And if you position yourself appropriately, you can not only survive, but actually thrive even with today’s economic situation.
In 2002, the dot-com crash was wreaking havoc with IT careers; however there were still opportunities for those with the right skills. eWeek magazine noted this in the article on Hot IT Jobs for 2002:
“Given the sagging economy, there aren't many enterprises hiring techies these days. But despite the gloom, some jobs remain hot.
“That’s because certain skill sets are must-haves in enterprises' arsenals. For example, as companies continue their e-business expansions, they must have database experts who can handle the flood of data produced by new, enterprise-wide technologies.
“Security experts are also essential to help companies protect systems externally and internally. Networking experts who can build and support the infrastructure that runs any technology project are crucial. Also vital are Internet/ intranet developers, who create and integrate the customised applications that power digital infrastructures.
“Because they represent IT skill sets that are still in demand with businesses now and that will continue to be so as businesses rebound from the economic slump, eWeek chose these four titles, senior Internet/intranet developer, database administrator/database manager, network engineer and corporate security manager, to profile as hot IT jobs for 2002.”
Fast forward to 2008 and Baseline magazine had a similar lead in their article about IT careers in demand:
“Even in tough economic times, employees with the right skills will always be in demand in the IT industry…”
Baseline selected the following 10 titles as representative of what they saw as jobs in demand for 2008 based on current supply and business demand
· Senior Level Java/J2EE and .NET Developers
· Application Development Managers
· Security Professionals
· Architects of All Stripes
· Talented IT Managers
· Business Technology Professionals
· Infrastructure Pros with Strong Backgrounds in Virtualization
· Web 2.0 Developers
· Wireless Networking Experts
In another article, CIO Insight stated:
“If you want to stay employed in IT amid the economic uncertainty, look for jobs in software design and development, networking and systems administration, software implementation analysis, testing and quality assurance, database administration and general IT management with cutting edge mobile IT and Web 2.0 skills.
“Those are the hottest IT job fields today, according to a new report on the "Top 20 Most Recession-Proof Professions," released late last week by McLean, Va.-based online job placement firm JobFox.com.”
The fact is that economic uncertainty is a part of life anymore. From dot-com crashes to terrorist attacks to sub-prime mortgage scandals the economy is no longer a stable environment. As globalization continues and the economies of individual countries become more and more intertwined, the roller coaster ride will continue as the impact of economic issues in one country will reverberate throughout the globe.
Many analysts believe the current market volatility will continue for at least the next few years with economic upturns and downturns becoming a part of life. But even with this volatility, business will continue as it is an adaptable entity that can morph as needed to meet market demands. And as business continues, so will job opportunities continue for those with the skills that are in demand.
Looking at the 2002 eWeek article and the 2008 Baseline/CIO Insight articles a few common items stick out. The demand for specific technical skills such as network engineering, application/software development, information security and database administration remain constant. No matter what the economy, businesses need these skills to (1) connect their business both internally and externally with customers, (2) develop or enhance products and services, (3) protect their data and insure regulatory compliance and (4) manage their data for cohesive financial analysis, productive sales and marketing campaigns, and effective customer service – all of which are the lifeblood of a business.
A drop in the stock market can result in both lost savings and low-cost investment opportunities. Market downturns can result in both lost revenue for some companies and new marketing opportunities for others. The current economic situation will have an impact on some IT jobs; however it can also increase the demand for those skills that are essential for the survival of a business. By positioning themselves appropriately, IT professionals can survive – and even possibly thrive – in these uncertain times.
My own small portfolio has dwindled from a potential cruise fund for me and the wife to a long-term college investment for my newly-born granddaughter. If all goes well, in 18 years it will be back up to the levels of last November.
And yet in the midst of the gloom and despair, we in IT need to remember that we’ve been through this before. And if you position yourself appropriately, you can not only survive, but actually thrive even with today’s economic situation.
In 2002, the dot-com crash was wreaking havoc with IT careers; however there were still opportunities for those with the right skills. eWeek magazine noted this in the article on Hot IT Jobs for 2002:
“Given the sagging economy, there aren't many enterprises hiring techies these days. But despite the gloom, some jobs remain hot.
“That’s because certain skill sets are must-haves in enterprises' arsenals. For example, as companies continue their e-business expansions, they must have database experts who can handle the flood of data produced by new, enterprise-wide technologies.
“Security experts are also essential to help companies protect systems externally and internally. Networking experts who can build and support the infrastructure that runs any technology project are crucial. Also vital are Internet/ intranet developers, who create and integrate the customised applications that power digital infrastructures.
“Because they represent IT skill sets that are still in demand with businesses now and that will continue to be so as businesses rebound from the economic slump, eWeek chose these four titles, senior Internet/intranet developer, database administrator/database manager, network engineer and corporate security manager, to profile as hot IT jobs for 2002.”
Fast forward to 2008 and Baseline magazine had a similar lead in their article about IT careers in demand:
“Even in tough economic times, employees with the right skills will always be in demand in the IT industry…”
Baseline selected the following 10 titles as representative of what they saw as jobs in demand for 2008 based on current supply and business demand
· Senior Level Java/J2EE and .NET Developers
· Application Development Managers
· Security Professionals
· Architects of All Stripes
· Talented IT Managers
· Business Technology Professionals
· Infrastructure Pros with Strong Backgrounds in Virtualization
· Web 2.0 Developers
· Wireless Networking Experts
In another article, CIO Insight stated:
“If you want to stay employed in IT amid the economic uncertainty, look for jobs in software design and development, networking and systems administration, software implementation analysis, testing and quality assurance, database administration and general IT management with cutting edge mobile IT and Web 2.0 skills.
“Those are the hottest IT job fields today, according to a new report on the "Top 20 Most Recession-Proof Professions," released late last week by McLean, Va.-based online job placement firm JobFox.com.”
The fact is that economic uncertainty is a part of life anymore. From dot-com crashes to terrorist attacks to sub-prime mortgage scandals the economy is no longer a stable environment. As globalization continues and the economies of individual countries become more and more intertwined, the roller coaster ride will continue as the impact of economic issues in one country will reverberate throughout the globe.
Many analysts believe the current market volatility will continue for at least the next few years with economic upturns and downturns becoming a part of life. But even with this volatility, business will continue as it is an adaptable entity that can morph as needed to meet market demands. And as business continues, so will job opportunities continue for those with the skills that are in demand.
Looking at the 2002 eWeek article and the 2008 Baseline/CIO Insight articles a few common items stick out. The demand for specific technical skills such as network engineering, application/software development, information security and database administration remain constant. No matter what the economy, businesses need these skills to (1) connect their business both internally and externally with customers, (2) develop or enhance products and services, (3) protect their data and insure regulatory compliance and (4) manage their data for cohesive financial analysis, productive sales and marketing campaigns, and effective customer service – all of which are the lifeblood of a business.
A drop in the stock market can result in both lost savings and low-cost investment opportunities. Market downturns can result in both lost revenue for some companies and new marketing opportunities for others. The current economic situation will have an impact on some IT jobs; however it can also increase the demand for those skills that are essential for the survival of a business. By positioning themselves appropriately, IT professionals can survive – and even possibly thrive – in these uncertain times.
Thursday
Is IT Still A Viable Career?
As I currently reside in Denver, I spent a lot of my free time hiking in the oxygen-thin air of Colorado’s mountains. Often I will reach a level spot where I have to stop and ask myself if this is a resting place where I can catch a quick breath to continue on or have I reached a plateau where I need to consider if I can go any higher.
Many people are asking that same question about careers in IT - have they reached a plateau or is the current market situation just a short resting place in preparation for the next climb?
The signals from the market are mixed. Almost weekly there is an article or commentary about the projected talent gap in IT due to the impending retirement of baby boomers. The number of college students enrolled in technology programs has decreased and employers fear the demand for IT talent will exceed the available supply.
Yet at the same time we are hearing about more and more companies cutting IT staff, outsourcing development to reduce costs and putting technology projects on hold. Due to the current economic crisis, I personally know very few baby boomers who are actively considering retirement. Most of my baby boomer associates are looking at ways to leverage their experience to keep their careers going.
Is IT still a viable career? When I’m asked that question, I relate the story of my friend Bob. Bob was a history buff. During grade school and high school he constantly read books about historical events. In college, he majored in History and studied it with a passion, eventually obtaining a Ph.D. Even though jobs for history majors are few, Bob devoted himself to the subject. And it paid off.
He worked hard and ultimately became one of the top experts in world history. He is a tenured college professor and has published several books on historical topics. He also conducts executive-level seminars on how to use the lessons of history to create effective business strategies and become more successful. The combination of teaching salary plus book royalties plus speaker's fees provides Bob a comfortable living. In a field with little apparent opportunity, Bob realized that there are always opportunities for those who strive to be the best.
And so it is with IT. The job outlook is debatable and the amount of future job opportunities is open to conjecture. But the same can be said for any number of career paths from marketing to sales to journalism to management. However, there will always be opportunities for those with a passion for technology and who strive to be the best. Granted, they may never become rich, but they will be doing what they love and providing for their families. And in the end, isn't that what a career is all about?
Many people are asking that same question about careers in IT - have they reached a plateau or is the current market situation just a short resting place in preparation for the next climb?
The signals from the market are mixed. Almost weekly there is an article or commentary about the projected talent gap in IT due to the impending retirement of baby boomers. The number of college students enrolled in technology programs has decreased and employers fear the demand for IT talent will exceed the available supply.
Yet at the same time we are hearing about more and more companies cutting IT staff, outsourcing development to reduce costs and putting technology projects on hold. Due to the current economic crisis, I personally know very few baby boomers who are actively considering retirement. Most of my baby boomer associates are looking at ways to leverage their experience to keep their careers going.
Is IT still a viable career? When I’m asked that question, I relate the story of my friend Bob. Bob was a history buff. During grade school and high school he constantly read books about historical events. In college, he majored in History and studied it with a passion, eventually obtaining a Ph.D. Even though jobs for history majors are few, Bob devoted himself to the subject. And it paid off.
He worked hard and ultimately became one of the top experts in world history. He is a tenured college professor and has published several books on historical topics. He also conducts executive-level seminars on how to use the lessons of history to create effective business strategies and become more successful. The combination of teaching salary plus book royalties plus speaker's fees provides Bob a comfortable living. In a field with little apparent opportunity, Bob realized that there are always opportunities for those who strive to be the best.
And so it is with IT. The job outlook is debatable and the amount of future job opportunities is open to conjecture. But the same can be said for any number of career paths from marketing to sales to journalism to management. However, there will always be opportunities for those with a passion for technology and who strive to be the best. Granted, they may never become rich, but they will be doing what they love and providing for their families. And in the end, isn't that what a career is all about?
Tuesday
ITIL Version 3 - Enhancing The Value of IT
If you’re an IT manager with a focus on service improvement, ITIL – especially ITIL Version 3 – needs to be part of your process framework.
In the previous versions of ITIL, the focus was on enhancing IT performance through best practices in specific processes such as configuration management, change management, incident management, problem management and others. While enhancing IT operational performance is still a fundamental component of Version 3, the focus of the framework has shifted to how IT services the business.
An example of this difference can be shown with remote access - a service provided by IT that consists of a variety of hardware and software components, some of which can occasionally be “operationally available” but not providing the needed service. Monthly IT operational reports could show that all the components were 100% available while in fact the remote access service was down for 72 hours due to a corrupted routing table in a switch.
There's nothing that degrades the business value of IT more than reporting 100% operational uptime to a group of senior leaders who were unable to access the company intranet remotely. You can be sure one of them will say: “the IT group just doesn’t get it.” ITIL Version 3 attempts to resolve this situation by putting more focus on the actual service aspects of IT.
ITIL Version 3 also facilitates its adoption rate by providing more implementation guidance. Since it is a framework that was created to be modified, molded and shaped as needed to meet business requirements, ITIL does not provide specific steps on how to do a process. However, this has been a downside to its adoption as many IT departments want – or need – more concrete guidance on implementation.
ITIL Version 3 bridges the gap between a pure framework and an operations manual by providing more guidelines on how to implement the core components. For example, in ITIL Version 2, a service catalog was recommended for service-level management; however few guidelines were given on what should be in the catalog.
Having been previously tasked with creating a service catalog, I searched the Internet for information and found everything from a one-page summary sheet to a detailed spreadsheet. In ITIL Version 3, more guidance is provided on what a service catalog is, how it should be developed and what it should include.
ITIL is not a panacea and will not solve all service issues. What ITIL Version 3 brings to the table is the ability to implement a service and support framework that shifts the focus of IT from operational metrics to delivery of IT services, which will ultimately enhance the overall business value of IT.
In the previous versions of ITIL, the focus was on enhancing IT performance through best practices in specific processes such as configuration management, change management, incident management, problem management and others. While enhancing IT operational performance is still a fundamental component of Version 3, the focus of the framework has shifted to how IT services the business.
An example of this difference can be shown with remote access - a service provided by IT that consists of a variety of hardware and software components, some of which can occasionally be “operationally available” but not providing the needed service. Monthly IT operational reports could show that all the components were 100% available while in fact the remote access service was down for 72 hours due to a corrupted routing table in a switch.
There's nothing that degrades the business value of IT more than reporting 100% operational uptime to a group of senior leaders who were unable to access the company intranet remotely. You can be sure one of them will say: “the IT group just doesn’t get it.” ITIL Version 3 attempts to resolve this situation by putting more focus on the actual service aspects of IT.
ITIL Version 3 also facilitates its adoption rate by providing more implementation guidance. Since it is a framework that was created to be modified, molded and shaped as needed to meet business requirements, ITIL does not provide specific steps on how to do a process. However, this has been a downside to its adoption as many IT departments want – or need – more concrete guidance on implementation.
ITIL Version 3 bridges the gap between a pure framework and an operations manual by providing more guidelines on how to implement the core components. For example, in ITIL Version 2, a service catalog was recommended for service-level management; however few guidelines were given on what should be in the catalog.
Having been previously tasked with creating a service catalog, I searched the Internet for information and found everything from a one-page summary sheet to a detailed spreadsheet. In ITIL Version 3, more guidance is provided on what a service catalog is, how it should be developed and what it should include.
ITIL is not a panacea and will not solve all service issues. What ITIL Version 3 brings to the table is the ability to implement a service and support framework that shifts the focus of IT from operational metrics to delivery of IT services, which will ultimately enhance the overall business value of IT.
Monday
The Zen of IT Planning
One of the main tenets of Buddhism is mindfulness – the ability to be totally aware of the moment. Adherents of all branches of Buddhism meditate daily to train their minds to have "clear comprehension" and see things objectively and impartially.
After 20 years of involvement in IT, I can safely say that mindfulness has not been an inherent trait of most IT organizations. Sadly, from many perspectives, it can be said that "mindlessness" has been a better description of IT.
Many costly strategic decisions have been made based totally on technology prejudices, zealous preferences or knee-jerk reactions, without analyzing the true business impact. Many companies have wasted a good deal of time, resources and money on the latest IT “project of the day”. Data warehouses sit idle with data that hasn't been updated in years. Expensive Asynchronous Transfer Mode campus networks have been implemented, only to be ripped out before they are fully depreciated and replaced with Gigabit Ethernet. Budget-breaking CRM systems have been implemented that are rarely used because of their complexity and high support costs.
Unfortunately, we haven't learned from these mistakes. Companies still make knee-jerk IT decisions without analyzing the overall finances, risks and business impact. With the current need for companies to focus on their returns on investment, it's even more crucial that IT decisions be made objectively and impartially.
Take virtual private networks (VPN) as an example. VPNs can generate substantial savings in many situations – especially in the areas of remote access, corporate office connectivity, Intranets and connectivity to lower-revenue generating locations; however they are not an across the board panacea for lower network costs. Being Internet-based, VPNs can't offer the same availability, redundancy and quality of service that dedicated connections provide. So while VPNs might be acceptable for small branch offices, they probably aren't the best choice for situations requiring mission-critical connectivity – yet many companies are doing wholesale replacement of their dedicated WAN links with lower-cost VPNs. Instead of being mindful of the business impact in terms of extended mean time to repair, degradation of network performance, lower user productivity and potential lost revenue, they are blinded by the lower cost and make a knee-jerk decision.
Along with avoiding knee-jerk cost-cutting decisions, IT personnel need to also guard against making zealous technology-based decisions. It's easy to be blinded by a technology's technical elegance. An open-source PC-based IP virtual call center solution with skills-based multi-location routing is very elegant. However its business value can be questionable if the skills needed to design, implement, support and manage the platform are not available. It may be easier, faster and more cost effective to utilize a third-party call center service – especially one that has proven skills in customer service.
LAMP-based Web architectures (Linux, Apache, My SQL, and PHP) are very elegant but may bring limited value if your developers are Microsoft-centric with experience in .NET, C+/C# , SQL Server and IIS.
IT departments need to be impartial in their analysis to understand where a technology will fit and where it won't. A technology's only value is in the need it will meet. If the need isn't there, the technology -- no matter how elegant -- has no value.
And to complicate matters, technology is rarely a question of “either/or”. More often than not, the most appropriate strategy is a hybrid mix of new technology and legacy infrastructure which requires even more objective and impartial analysis to insure optimal value.
IT managers need to be mindful of the all the benefits, risks, costs and business impacts of their decisions. IT planning needs to be objective and impartial to ensure the technology architecture is not the product of the latest vendor-driven fads, but rather is a cohesive, business-focused strategy that focuses on the overall goals of the business. Now excuse me as I go meditate.
After 20 years of involvement in IT, I can safely say that mindfulness has not been an inherent trait of most IT organizations. Sadly, from many perspectives, it can be said that "mindlessness" has been a better description of IT.
Many costly strategic decisions have been made based totally on technology prejudices, zealous preferences or knee-jerk reactions, without analyzing the true business impact. Many companies have wasted a good deal of time, resources and money on the latest IT “project of the day”. Data warehouses sit idle with data that hasn't been updated in years. Expensive Asynchronous Transfer Mode campus networks have been implemented, only to be ripped out before they are fully depreciated and replaced with Gigabit Ethernet. Budget-breaking CRM systems have been implemented that are rarely used because of their complexity and high support costs.
Unfortunately, we haven't learned from these mistakes. Companies still make knee-jerk IT decisions without analyzing the overall finances, risks and business impact. With the current need for companies to focus on their returns on investment, it's even more crucial that IT decisions be made objectively and impartially.
Take virtual private networks (VPN) as an example. VPNs can generate substantial savings in many situations – especially in the areas of remote access, corporate office connectivity, Intranets and connectivity to lower-revenue generating locations; however they are not an across the board panacea for lower network costs. Being Internet-based, VPNs can't offer the same availability, redundancy and quality of service that dedicated connections provide. So while VPNs might be acceptable for small branch offices, they probably aren't the best choice for situations requiring mission-critical connectivity – yet many companies are doing wholesale replacement of their dedicated WAN links with lower-cost VPNs. Instead of being mindful of the business impact in terms of extended mean time to repair, degradation of network performance, lower user productivity and potential lost revenue, they are blinded by the lower cost and make a knee-jerk decision.
Along with avoiding knee-jerk cost-cutting decisions, IT personnel need to also guard against making zealous technology-based decisions. It's easy to be blinded by a technology's technical elegance. An open-source PC-based IP virtual call center solution with skills-based multi-location routing is very elegant. However its business value can be questionable if the skills needed to design, implement, support and manage the platform are not available. It may be easier, faster and more cost effective to utilize a third-party call center service – especially one that has proven skills in customer service.
LAMP-based Web architectures (Linux, Apache, My SQL, and PHP) are very elegant but may bring limited value if your developers are Microsoft-centric with experience in .NET, C+/C# , SQL Server and IIS.
IT departments need to be impartial in their analysis to understand where a technology will fit and where it won't. A technology's only value is in the need it will meet. If the need isn't there, the technology -- no matter how elegant -- has no value.
And to complicate matters, technology is rarely a question of “either/or”. More often than not, the most appropriate strategy is a hybrid mix of new technology and legacy infrastructure which requires even more objective and impartial analysis to insure optimal value.
IT managers need to be mindful of the all the benefits, risks, costs and business impacts of their decisions. IT planning needs to be objective and impartial to ensure the technology architecture is not the product of the latest vendor-driven fads, but rather is a cohesive, business-focused strategy that focuses on the overall goals of the business. Now excuse me as I go meditate.
Tuesday
There's No I In Team...But There Is A "ME"
An experienced team leader knows that motivation is a primary factor in whether goals are missed, met or exceeded. It’s motivation that determines if a person can't wait for their feet to hit the floor in the morning to get to work or hits the snooze button and spends another five minutes dreaming of a better life. And it is motivation that decides whether a team is high-performing or barely meeting goals.
We’ve all heard the phrase “there’s no ‘I’ in team”; however there is a ‘me’ in the word team and if you’re going to build a motivated team that delivers results, you often need to focus on the “me”.
Anyone who has taken a basic management course has heard of Abraham Maslow's hierarchy of needs. According to Maslow, people are motivated by five needs, which range from biological needs - such as eating - to higher self-actualization needs such as being creative. Each of these needs is focused on the self – the “me”.
People in general are not motivated by ideas such as increasing shareholder value or building a world-class organization. They are motivated to meet their basic needs such as paying their bills, putting food on the table and providing for their families.
Often, the key to motivating a team is to translate business goals into personal value. A motivating leader understands this and makes sure the team knows what's “in it for them” if they meet the goals.
You may find this "it's about me" view very selfish, but in reality, nothing could be further from the truth. Consider the following example:
I have been assigned a project to implement a new system that will increase productivity and save the company $2.5 million. That's a good corporate goal, but it means increased workload, longer hours and extended leaves from my family. So what's in it for me?
If the project is successful, I will get a bonus, my merit raise will increase, my career path and job security will be enhanced, and I could get a promotion. Now I'm getting motivated.
To motivate my team, I need to apply the same strategy and help them understand what's in it for them: they will be exposed to new technologies, there will be opportunities for training, they will get a bonus and potential salary increase if the project is successful, and they will be able to move into more senior positions. Now they are getting motivated.
My "me" is motivated, their "me" is motivated and we are a motivated team ready to do whatever is needed to make the project successful - which will ultimately satisfy senior management’s "me," as business goals will be met.
So while there is no "I" in team, there is a "me" - a bunch of them, to be precise. A motivated and successful team is made up of individuals who understand what's in it for them.
We’ve all heard the phrase “there’s no ‘I’ in team”; however there is a ‘me’ in the word team and if you’re going to build a motivated team that delivers results, you often need to focus on the “me”.
Anyone who has taken a basic management course has heard of Abraham Maslow's hierarchy of needs. According to Maslow, people are motivated by five needs, which range from biological needs - such as eating - to higher self-actualization needs such as being creative. Each of these needs is focused on the self – the “me”.
People in general are not motivated by ideas such as increasing shareholder value or building a world-class organization. They are motivated to meet their basic needs such as paying their bills, putting food on the table and providing for their families.
Often, the key to motivating a team is to translate business goals into personal value. A motivating leader understands this and makes sure the team knows what's “in it for them” if they meet the goals.
You may find this "it's about me" view very selfish, but in reality, nothing could be further from the truth. Consider the following example:
I have been assigned a project to implement a new system that will increase productivity and save the company $2.5 million. That's a good corporate goal, but it means increased workload, longer hours and extended leaves from my family. So what's in it for me?
If the project is successful, I will get a bonus, my merit raise will increase, my career path and job security will be enhanced, and I could get a promotion. Now I'm getting motivated.
To motivate my team, I need to apply the same strategy and help them understand what's in it for them: they will be exposed to new technologies, there will be opportunities for training, they will get a bonus and potential salary increase if the project is successful, and they will be able to move into more senior positions. Now they are getting motivated.
My "me" is motivated, their "me" is motivated and we are a motivated team ready to do whatever is needed to make the project successful - which will ultimately satisfy senior management’s "me," as business goals will be met.
So while there is no "I" in team, there is a "me" - a bunch of them, to be precise. A motivated and successful team is made up of individuals who understand what's in it for them.
Sunday
Do No Harm
Recently while reading a book by the Dalai Lama, I came across a passage that said the essence of his teachings is to help others if possible, and if that is not possible, at least do no harm. While Tibetan Buddhism and technology have little in common, this passage can also be considered the essence of good technology planning.
The goal of a business is to increase profitability. A profitable company creates jobs, purchases more equipment from vendors and adds overall value to the community. Any tool used by the business - whether it is in technology, manufacturing or office service - should enhance a company's revenue stream or at the least do no harm.
Technology is a valuable tool for enhancing the bottom line, but it also can affect the profit margin negatively. Good technology planning has to include a thorough financial and risk analysis to determine the true value of a technology, for often there is more than meets the eye.
A good example of this is Internet-based VPNs. Many companies are using VPNs as alternatives to costly dedicated circuits as in many cases, they can reduce network costs by 20% to 30%. At first glance, this would appear to meet the goal of enhancing a company's profitability. However, this is a case in which technology planners need to consider the risk.
Internet-based VPNs do reduce cost; however they often carry a lower service level from the vendor. Most Internet-based VPNs utilize DSL and most DSL providers have a minimum mean time to repair (MTTR) of 24 to 48 hours. Often this is only Monday through Friday which means an outage on Thursday afternoon might not be resolved until Tuesday - a five day disruption to the revenue stream that can more than eliminate any network cost savings. If the downtime happens during a company’s busy season, the result could be financially devastating. Granted the risk can be reduced by providing additional dial or ISDN backup, but then the overall cost of the solution might reduce the potential savings to a level that is not financially justifiable.
Internet-based VPNs can be the network of choice for locations that generate little or no revenue; however the risk to the revenue stream needs to be considered before migrating any revenue-generating location away from dedicated connectivity.
VPNs are not the only technology that needs to be analyzed in this manner. Any network, systems or application technology that has the potential to affect a company's revenue stream needs to be evaluated thoroughly to ensure it enhances profitability or at least does no harm.
The goal of a business is to increase profitability. A profitable company creates jobs, purchases more equipment from vendors and adds overall value to the community. Any tool used by the business - whether it is in technology, manufacturing or office service - should enhance a company's revenue stream or at the least do no harm.
Technology is a valuable tool for enhancing the bottom line, but it also can affect the profit margin negatively. Good technology planning has to include a thorough financial and risk analysis to determine the true value of a technology, for often there is more than meets the eye.
A good example of this is Internet-based VPNs. Many companies are using VPNs as alternatives to costly dedicated circuits as in many cases, they can reduce network costs by 20% to 30%. At first glance, this would appear to meet the goal of enhancing a company's profitability. However, this is a case in which technology planners need to consider the risk.
Internet-based VPNs do reduce cost; however they often carry a lower service level from the vendor. Most Internet-based VPNs utilize DSL and most DSL providers have a minimum mean time to repair (MTTR) of 24 to 48 hours. Often this is only Monday through Friday which means an outage on Thursday afternoon might not be resolved until Tuesday - a five day disruption to the revenue stream that can more than eliminate any network cost savings. If the downtime happens during a company’s busy season, the result could be financially devastating. Granted the risk can be reduced by providing additional dial or ISDN backup, but then the overall cost of the solution might reduce the potential savings to a level that is not financially justifiable.
Internet-based VPNs can be the network of choice for locations that generate little or no revenue; however the risk to the revenue stream needs to be considered before migrating any revenue-generating location away from dedicated connectivity.
VPNs are not the only technology that needs to be analyzed in this manner. Any network, systems or application technology that has the potential to affect a company's revenue stream needs to be evaluated thoroughly to ensure it enhances profitability or at least does no harm.
Monday
The Best Laid Plans Of Mice And Men
"The best laid plans of mice and men often go awry, and leave us nothing but grief and pain instead of promised joy." These words form the great poet Robert Burns' sum up the sentiments many managers have about projects that started strong but ended miserably.
IT has its share of best laid plans that go awry. From complex CRM implementations that come in grossly over-budget to resource-consuming data warehouses that lie dormant to costly vendor-touted technologies such as ATM that are quickly superseded by newer and faster products, IT often has an inordinate amount of highly visible projects that end miserably.
The issue is not that these technologies are overrated (with the possible exception of ATM); rather the problem is that the IT planning process is often anything but best laid.
In the late 1990s, there was a growing focus on strategic technology planning. Many organizations created in-house technology architecture groups that focused on integrating the application, system and network planning. These groups were tasked with ensuring that the networks being deployed facilitated the applications being developed, which in turn were analyzed to ensure the correct systems were being deployed. The entire process was business-driven, ensuring the overall IT architecture met business goals.
After the dot-com bubble burst in the early 2000s, companies downsized IT and many architecture groups were disbanded. The planning focus of many companies shifted to point solutions that met short-term operational needs - which in itself isn’t a bad strategy. Unfortunately, many IT managers associated point solutions with "no planning needed," so the IT planning process diminished drastically.
Now don’t get me wrong, IT organizations still make plans. Most IT departments have a strategic vision and develop detailed individual project plans. But what's missing is the crucial planning step that occurs between the strategic vision and the project implementation plans. This is the area I call the "IT blueprint." The strategic vision states where IT is going. The blueprints detail how IT gets there: what initiatives need to be implemented, when they need to be implemented, what resources will be needed, how much funding will be required and how the various projects fit together to reach the overall IT strategic goal.
This level of planning is critical to the successful implementation of new technologies. Take VoIP as an example. Many companies have VoIP as a strategic goal and most of these companies have specific project implementation plans for VoIP. However, without an overall IT blueprint that shows where VoIP fits into the overall tehnology architecture, what applications will utilize it, what business units will benefit from it, what vendors will be utilized, how it will interface with the data network, and what the overall financial implications are in terms of timing and deployment, VoIP may wind up being another best laid plan that ultimately goes awry.
An IT blueprint is similar to the blueprint of a house. An architect might have a wonderful concept and each subcontractor might have individual detailed plans for plumbing, electricity and carpentry, but without a blueprint showing how everything fits together, the house will never materialize.
An IT infrastructure built without proper planning - whether from mice or men - is doomed to become another plan gone awry.
IT has its share of best laid plans that go awry. From complex CRM implementations that come in grossly over-budget to resource-consuming data warehouses that lie dormant to costly vendor-touted technologies such as ATM that are quickly superseded by newer and faster products, IT often has an inordinate amount of highly visible projects that end miserably.
The issue is not that these technologies are overrated (with the possible exception of ATM); rather the problem is that the IT planning process is often anything but best laid.
In the late 1990s, there was a growing focus on strategic technology planning. Many organizations created in-house technology architecture groups that focused on integrating the application, system and network planning. These groups were tasked with ensuring that the networks being deployed facilitated the applications being developed, which in turn were analyzed to ensure the correct systems were being deployed. The entire process was business-driven, ensuring the overall IT architecture met business goals.
After the dot-com bubble burst in the early 2000s, companies downsized IT and many architecture groups were disbanded. The planning focus of many companies shifted to point solutions that met short-term operational needs - which in itself isn’t a bad strategy. Unfortunately, many IT managers associated point solutions with "no planning needed," so the IT planning process diminished drastically.
Now don’t get me wrong, IT organizations still make plans. Most IT departments have a strategic vision and develop detailed individual project plans. But what's missing is the crucial planning step that occurs between the strategic vision and the project implementation plans. This is the area I call the "IT blueprint." The strategic vision states where IT is going. The blueprints detail how IT gets there: what initiatives need to be implemented, when they need to be implemented, what resources will be needed, how much funding will be required and how the various projects fit together to reach the overall IT strategic goal.
This level of planning is critical to the successful implementation of new technologies. Take VoIP as an example. Many companies have VoIP as a strategic goal and most of these companies have specific project implementation plans for VoIP. However, without an overall IT blueprint that shows where VoIP fits into the overall tehnology architecture, what applications will utilize it, what business units will benefit from it, what vendors will be utilized, how it will interface with the data network, and what the overall financial implications are in terms of timing and deployment, VoIP may wind up being another best laid plan that ultimately goes awry.
An IT blueprint is similar to the blueprint of a house. An architect might have a wonderful concept and each subcontractor might have individual detailed plans for plumbing, electricity and carpentry, but without a blueprint showing how everything fits together, the house will never materialize.
An IT infrastructure built without proper planning - whether from mice or men - is doomed to become another plan gone awry.
Planning For Chaos
The project appeared to have all the ingredients for success: implementing a consolidated campus network would generate a 30% reduction in monthly telecom bills; capital costs were less than $500,000; senior management endorsed the project and all the required resources; the work breakdown schedule was thoroughly documented; and the critical path had been identified.
Nothing should have gone wrong. Yet when the project was completed, it came in over budget and behind schedule. New hardware requirements for video connectivity and remote access were added at the last minute and although they were approved by the CIO, the change resulted in cost overruns of nearly $200,000. Early snowstorms delayed the fiber installation as union rules prohibited the phone company from removing snow from manhole covers. Equipment was delayed due to manufacturing and shipping backlogs which resulted in additional implementation delays. Even though management was kept informed of the delays and understood the reasons, by the time the network was finally live it was a bittersweet success at best.
No matter how much we plan, unforeseen events can create havoc with a project's budget, scope and timeline. And according to Chaos Theory, this is inevitable. For in our seemingly orderly world, one of the fundamental processes that pervade our universe is chaos. The philosopher Friedrich Nietzsche noted that "out of chaos comes order," and modern day theorists such as James Gleick believe chaos is the breeding ground of order.
If you extrapolate the philosophical and theoretical into the practical, it might be impossible to avoid chaos. So instead of trying to deny it, we should plan for it and even cultivate a controlled chaos to achieve the order we seek.
Ten years ago, a typical IT project consisted of a series of predictable events: identify a need, develop a solution, write and approve a business case, assemble a project team, develop a project plan, approve the budget and launch the project. A project was considered a success if it came in on time and under budget.
Today the pace of business has quickened and overall timelines have shortened drastically. The sequential events of yesterday have been replaced by the parallel events of today. Business cases often need to be written while solutions are being developed. Project timelines need to be created before all the tasks and resources have been completely identified.
This new fast-paced paradigm is a breeding ground for chaos. Project teams need to be able to respond to changing events quickly. Alternate solutions need to be ready in the event the proposed solution can’t be implemented or doesn’t work. Backup resources need to be identified in case key resources leave the company. Potential cost reduction opportunities need to be identified in the event business conditions dictate across the board budget cuts.
Project teams – and the managers that lead them – need to be more flexible and creative than ever before. As noted in an earlier post, my own philosophy is that a project manager should be like a sheepdog. Sheepdogs set up a boundary for the flock, allow a certain amount of freedom within that boundary and nip the heels of those who try to cross the boundary. Instead of trying to control the individual sheep, the sheepdog focuses on moving the entire flock to the stated goal.
When I lead a project or initiative, I seek the expertise of others, request their input into key decisions and give them control over aspects of their job. Like a sheepdog, I set the project boundaries, but allow a certain amount of controlled chaos to reign in solutions development and implementation.
A few years ago I was handed a VPN project that was in development and already behind schedule. In order to reap the anticipated cost savings, the solution needed to be implemented quickly. My job was to bring it back on track and implement it in the required timeframe. The short time frame necessitated creating a revised business case, engineering design and project plan in parallel.
Instead of trying to control every aspect of the project, I set the overall boundaries, then allowed a lot of chaotic movement within those boundaries and nipped the heels as needed to keep the team moving toward the goal.
I involved the project team in brainstorming various scenarios to develop risk-mitigation plans. We identified and documented the assumptions used, and worked to ensure project sponsors and senior management were aware of all timeline and budget risks.
During network planning sessions I cultivated controlled chaos and allowed a free exchange of ideas, sometimes playing devil's advocate to insure all options were reviewed. When discussions wandered off the track or became personal, I would nip heels as needed to bring everyone back into focus.
Even after an initial vendor decision had been made on hardware, I accommodated additional chaos to incorporate newly available equipment from a different vendor that brought added value, but required a redesign of ordering, shipping and configuration processes.
From the outside the project often appeared to be in total disarray. There were times when the proposed design changed on a weekly - and sometimes daily - basis. I had to meet many times with the project sponsors to assure them everything was OK.
I let chaos reign, but it was controlled chaos. Like sheepdogs, I constantly circled the team making sure that timelines were met, solutions were in scope and equipment was in budget. Ultimately, out of the chaos came order.
By both planning for chaos and cultivating controlled chaos the project team implemented a solution within 120 days of final budgetary approval that not only met all customer requirements, but also provided a scalable platform that would accommodate future growth. Nietzsche would have been proud.
Nothing should have gone wrong. Yet when the project was completed, it came in over budget and behind schedule. New hardware requirements for video connectivity and remote access were added at the last minute and although they were approved by the CIO, the change resulted in cost overruns of nearly $200,000. Early snowstorms delayed the fiber installation as union rules prohibited the phone company from removing snow from manhole covers. Equipment was delayed due to manufacturing and shipping backlogs which resulted in additional implementation delays. Even though management was kept informed of the delays and understood the reasons, by the time the network was finally live it was a bittersweet success at best.
No matter how much we plan, unforeseen events can create havoc with a project's budget, scope and timeline. And according to Chaos Theory, this is inevitable. For in our seemingly orderly world, one of the fundamental processes that pervade our universe is chaos. The philosopher Friedrich Nietzsche noted that "out of chaos comes order," and modern day theorists such as James Gleick believe chaos is the breeding ground of order.
If you extrapolate the philosophical and theoretical into the practical, it might be impossible to avoid chaos. So instead of trying to deny it, we should plan for it and even cultivate a controlled chaos to achieve the order we seek.
Ten years ago, a typical IT project consisted of a series of predictable events: identify a need, develop a solution, write and approve a business case, assemble a project team, develop a project plan, approve the budget and launch the project. A project was considered a success if it came in on time and under budget.
Today the pace of business has quickened and overall timelines have shortened drastically. The sequential events of yesterday have been replaced by the parallel events of today. Business cases often need to be written while solutions are being developed. Project timelines need to be created before all the tasks and resources have been completely identified.
This new fast-paced paradigm is a breeding ground for chaos. Project teams need to be able to respond to changing events quickly. Alternate solutions need to be ready in the event the proposed solution can’t be implemented or doesn’t work. Backup resources need to be identified in case key resources leave the company. Potential cost reduction opportunities need to be identified in the event business conditions dictate across the board budget cuts.
Project teams – and the managers that lead them – need to be more flexible and creative than ever before. As noted in an earlier post, my own philosophy is that a project manager should be like a sheepdog. Sheepdogs set up a boundary for the flock, allow a certain amount of freedom within that boundary and nip the heels of those who try to cross the boundary. Instead of trying to control the individual sheep, the sheepdog focuses on moving the entire flock to the stated goal.
When I lead a project or initiative, I seek the expertise of others, request their input into key decisions and give them control over aspects of their job. Like a sheepdog, I set the project boundaries, but allow a certain amount of controlled chaos to reign in solutions development and implementation.
A few years ago I was handed a VPN project that was in development and already behind schedule. In order to reap the anticipated cost savings, the solution needed to be implemented quickly. My job was to bring it back on track and implement it in the required timeframe. The short time frame necessitated creating a revised business case, engineering design and project plan in parallel.
Instead of trying to control every aspect of the project, I set the overall boundaries, then allowed a lot of chaotic movement within those boundaries and nipped the heels as needed to keep the team moving toward the goal.
I involved the project team in brainstorming various scenarios to develop risk-mitigation plans. We identified and documented the assumptions used, and worked to ensure project sponsors and senior management were aware of all timeline and budget risks.
During network planning sessions I cultivated controlled chaos and allowed a free exchange of ideas, sometimes playing devil's advocate to insure all options were reviewed. When discussions wandered off the track or became personal, I would nip heels as needed to bring everyone back into focus.
Even after an initial vendor decision had been made on hardware, I accommodated additional chaos to incorporate newly available equipment from a different vendor that brought added value, but required a redesign of ordering, shipping and configuration processes.
From the outside the project often appeared to be in total disarray. There were times when the proposed design changed on a weekly - and sometimes daily - basis. I had to meet many times with the project sponsors to assure them everything was OK.
I let chaos reign, but it was controlled chaos. Like sheepdogs, I constantly circled the team making sure that timelines were met, solutions were in scope and equipment was in budget. Ultimately, out of the chaos came order.
By both planning for chaos and cultivating controlled chaos the project team implemented a solution within 120 days of final budgetary approval that not only met all customer requirements, but also provided a scalable platform that would accommodate future growth. Nietzsche would have been proud.
Sunday
Sheepdog management: nip their heels and keep 'em moving
As a manager, I have experimented with a number of management theories and strategies. I have tried micromanagement, delegation and empowerment. I've experimented with Theory X management techniques - "crack the whip" - and Theory Y techniques - "you love your job and want to work so I'll just leave you alone." I've had resounding success with some techniques and dismal failures with others. What works for one project or team may not work for another.
In an ongoing attempt to see if there is one single management technique that can be used across the board, I've studied management theorists, philosophers, psychologists, military leaders and most recently man's best friend - the dog. Specifically, the sheepdog. And while it may sound strange that a sheepdog could teach us anything about management, in reality they may be a stellar example of an effective team leader. By looking at how a sheepdog interacts with its flock, we managers may be able to learn a few things about how to herd our own “cats”.
When you watch a sheepdog, the first think you notice is that the sheepdog does not try to manage each sheep individually. Instead of micromanaging individuals, the sheepdog focuses on moving the entire flock toward the desired goal. He (or she) does this by setting up boundaries, keeping the flock within those boundaries and nipping at the heels of stragglers to get them moving. However, within the boundaries of the flock there is a great degree of freedom to move about and the sheepdog allows this "chaos in motion” to happen.
Staff personnel are a lot like a flock of sheep in this regard. Each individual needs a certain amount of freedom. Employees want to have their voices heard, their experience respected and their knowledge utilized. Additionally, many want to have a certain amount of control over their work life. Whether it is control over their work hours, their PCs, their cubicles, or how they write their status reports, most creative people want – and need – some level of control.
Managers who try to use a “command and control" style of management may find they are doomed to failure. Just as a flock of sheep scatters when a wolf dives into the middle of it, so too will a team of creative, productive people scatter when a manager dives in and tries to exert control over every aspect of their work.
Early in my management career, I was pressured by new leadership to implement a command and control mode to "whip the troops into shape." And the results were dismal. Morale dropped, key personnel left and the remaining staff became bitter and uncooperative. After I convinced my management to let me loosened the reins I started having success; however it took a significant amount of time to rebuild a good working relationship.
Successful leaders acknowledge their team's expertise, respect their opinions, request and use their advice, and provide an atmosphere that is conducive to creative expression. Some of my most successful projects have involved teams that from the outside appeared to be very chaotic. And in truth, there was a certain amount of chaos. In fact, I even encouraged it. Chaos is nothing more than creativity in action. As the philosopher Nietzsche said, "Out of chaos comes order."
Successful managers do not try to control their teams. Like the sheepdog, these leaders establish realistic boundaries, allow their teams the freedom to move about within those boundaries, and work to move the team as a whole to the stated goal. They may have to circle the flock and nip the heels of stragglers every now and then, but their focus is on guiding, not controlling.
(This is an update to a column I originally wrote for Network World in 2001. The original article is copyright 2001 by Network World, Inc., 118 Turnpike Road, Southboro, MA 01772. Reprinted from Network World.)
In an ongoing attempt to see if there is one single management technique that can be used across the board, I've studied management theorists, philosophers, psychologists, military leaders and most recently man's best friend - the dog. Specifically, the sheepdog. And while it may sound strange that a sheepdog could teach us anything about management, in reality they may be a stellar example of an effective team leader. By looking at how a sheepdog interacts with its flock, we managers may be able to learn a few things about how to herd our own “cats”.
When you watch a sheepdog, the first think you notice is that the sheepdog does not try to manage each sheep individually. Instead of micromanaging individuals, the sheepdog focuses on moving the entire flock toward the desired goal. He (or she) does this by setting up boundaries, keeping the flock within those boundaries and nipping at the heels of stragglers to get them moving. However, within the boundaries of the flock there is a great degree of freedom to move about and the sheepdog allows this "chaos in motion” to happen.
Staff personnel are a lot like a flock of sheep in this regard. Each individual needs a certain amount of freedom. Employees want to have their voices heard, their experience respected and their knowledge utilized. Additionally, many want to have a certain amount of control over their work life. Whether it is control over their work hours, their PCs, their cubicles, or how they write their status reports, most creative people want – and need – some level of control.
Managers who try to use a “command and control" style of management may find they are doomed to failure. Just as a flock of sheep scatters when a wolf dives into the middle of it, so too will a team of creative, productive people scatter when a manager dives in and tries to exert control over every aspect of their work.
Early in my management career, I was pressured by new leadership to implement a command and control mode to "whip the troops into shape." And the results were dismal. Morale dropped, key personnel left and the remaining staff became bitter and uncooperative. After I convinced my management to let me loosened the reins I started having success; however it took a significant amount of time to rebuild a good working relationship.
Successful leaders acknowledge their team's expertise, respect their opinions, request and use their advice, and provide an atmosphere that is conducive to creative expression. Some of my most successful projects have involved teams that from the outside appeared to be very chaotic. And in truth, there was a certain amount of chaos. In fact, I even encouraged it. Chaos is nothing more than creativity in action. As the philosopher Nietzsche said, "Out of chaos comes order."
Successful managers do not try to control their teams. Like the sheepdog, these leaders establish realistic boundaries, allow their teams the freedom to move about within those boundaries, and work to move the team as a whole to the stated goal. They may have to circle the flock and nip the heels of stragglers every now and then, but their focus is on guiding, not controlling.
(This is an update to a column I originally wrote for Network World in 2001. The original article is copyright 2001 by Network World, Inc., 118 Turnpike Road, Southboro, MA 01772. Reprinted from Network World.)
Wednesday
Hearken To The Past
In the book The Life of Reason, the American philosopher George Santayana states that “those who cannot remember the past are condemned to repeat it.” Those of us who want IT to be viewed as something more than a “utility” need to hearken to these words, for many IT groups are on the verge of repeating the past and being condemned to the role of “commodity”.
In 2001 I wrote a column for Network World stating the strategic role of IT was in jeopardy because IT groups were not understanding the business uses of new technologies. Prior to this IT had started to gain a seat at the strategic table as companies implemented new technologies at a feverish pace. However, with the dot-com bust and the slowdown in new implementations, that role was at risk. In addition, IT departments weren’t helping matters by continuing to focus solely on how technologies worked and not understanding how companies could technology to increase profits, reduce costs, or gain competitive advantages.
In my column, I used the Web as an example. IT knew how the Web worked, but they failed to understand the strategic value the Web could bring. Instead of being viewed as the leaders in Web strategy, the IT groups were relegated to a support role with non-IT departments such as Marketing assuming the lead in defining Web strategy.
Fast forward seven years and the IT department in many companies is on the verge of making the same mistake with Web 2.0. Web 2.0 applications can provide a “richer” user experience which will create new ways for companies to use technology; yet how many people in IT really understand the business value of Web 2.0?
Most developers probably know how mash-ups, RSS, Wikis, and Blogs work; but how many IT departments are working to understand how these applications can bring value to the company? How many IT groups are actively leading the discussions with Sales, Marketing, HR, Training, and Legal on how these technologies can provide competitive advantage, reduce costs, or create operational efficiencies?
Now don’t get me wrong. I know there are IT groups out there taking the lead in Web 2.0. However, I also know that there are just as many – if not more – IT departments that are not involved in those conversations. As with Web 1.0, many of the Web 2.0 business strategies are being developed by non-IT departments. In many companies IT has already lost its seat at the strategic table and is viewed as a utility that “powers” the business strategy. The primary involvement of these departments in Web 2.0 is to provide the hardware, infrastructure and computing services to support the business strategies set by others.
Before I get a rash of comments, let me state that I agree wholeheartedly with the service/support component of IT. The provisioning and support of computing services is an integral part of any IT department and I am a proponent of ITIL, COBIT, and other disciplines that will enhance the service and support that IT provides.
But IT can be more than just a utility. As technologists, the IT group can and should be driving the adoption of new technologies and not just supporting them. CIOs and CTOs should have a seat in both the computer room and in the boardroom. And they can, if they remember the past and not repeat it.
(This is an update to a column I originally wrote for Network World. The original article is copyright 2008 by Network World, Inc., 118 Turnpike Road, Southboro, MA 01772. Reprinted from Network World.)
In 2001 I wrote a column for Network World stating the strategic role of IT was in jeopardy because IT groups were not understanding the business uses of new technologies. Prior to this IT had started to gain a seat at the strategic table as companies implemented new technologies at a feverish pace. However, with the dot-com bust and the slowdown in new implementations, that role was at risk. In addition, IT departments weren’t helping matters by continuing to focus solely on how technologies worked and not understanding how companies could technology to increase profits, reduce costs, or gain competitive advantages.
In my column, I used the Web as an example. IT knew how the Web worked, but they failed to understand the strategic value the Web could bring. Instead of being viewed as the leaders in Web strategy, the IT groups were relegated to a support role with non-IT departments such as Marketing assuming the lead in defining Web strategy.
Fast forward seven years and the IT department in many companies is on the verge of making the same mistake with Web 2.0. Web 2.0 applications can provide a “richer” user experience which will create new ways for companies to use technology; yet how many people in IT really understand the business value of Web 2.0?
Most developers probably know how mash-ups, RSS, Wikis, and Blogs work; but how many IT departments are working to understand how these applications can bring value to the company? How many IT groups are actively leading the discussions with Sales, Marketing, HR, Training, and Legal on how these technologies can provide competitive advantage, reduce costs, or create operational efficiencies?
Now don’t get me wrong. I know there are IT groups out there taking the lead in Web 2.0. However, I also know that there are just as many – if not more – IT departments that are not involved in those conversations. As with Web 1.0, many of the Web 2.0 business strategies are being developed by non-IT departments. In many companies IT has already lost its seat at the strategic table and is viewed as a utility that “powers” the business strategy. The primary involvement of these departments in Web 2.0 is to provide the hardware, infrastructure and computing services to support the business strategies set by others.
Before I get a rash of comments, let me state that I agree wholeheartedly with the service/support component of IT. The provisioning and support of computing services is an integral part of any IT department and I am a proponent of ITIL, COBIT, and other disciplines that will enhance the service and support that IT provides.
But IT can be more than just a utility. As technologists, the IT group can and should be driving the adoption of new technologies and not just supporting them. CIOs and CTOs should have a seat in both the computer room and in the boardroom. And they can, if they remember the past and not repeat it.
(This is an update to a column I originally wrote for Network World. The original article is copyright 2008 by Network World, Inc., 118 Turnpike Road, Southboro, MA 01772. Reprinted from Network World.)
Monday
Strategy: Red or Blue?
Does your company swim in the Red ocean or the Blue ocean? This is the intriguing question asked in “The Blue Ocean Strategy” by W. Chan Kim and Renee Mauborgne – professors at INSEAD, the worlds second largest business school located in France. In the “Blue Ocean Strategy”, Kim and Mauborgne develop an alternate view of business strategy that goes against the grain of the accepted notions of strategic planning.
At the risk of being over-simplistic, traditional business strategic planning - which is heavily influenced by the writings of Michael Porter – focuses on creating competitive advantage through either cost reduction strategies OR product differentiation strategies. This type of strategy, according to Kim and Mauborgne, puts a company in the Red ocean – the known marketplace. Red ocean companies aggressively compete against each other for a larger piece of the existing market. As more companies enter the Red ocean the potential for increased marketshare is reduced which creates increased competition and turns the water “bloody” or Red.
The Blue ocean, on the other hand, is wide open. There is no competition because the marketplace is not defined. Companies create consumer demand instead of fighting for it. Blue oceans are not new. As Kim and Mauborgne note, just think of the industries that exist today that did not exist thirty years ago: mutual funds, DVDs, cell phones, digital cameras, juice bars, express delivery, etc. Companies jumped into the Blue ocean and created the markets for these products that many of them now dominate. And they did it with an emphasis on BOTH product differentiation AND cost reduction.
Kim and Mauborgne cite Cirque du Soleil as an example. Cirque du Soleil re-defined the concept of “circus” to provide a new entertainment experience at a lower cost than a traditional circus. By doing this, they created a new marketplace that was totally unique with no competition – a Blue ocean. As the only swimmer in that ocean, the marketplace was theirs.
The Blue Ocean Strategy is a thought-provoking book for anyone involved with business strategy. I can’t think of many strategists who would deny that creating demand is a much better strategy that competing for limited marketshare. But the question I have is how realistic is this strategy for most companies? How many Blue oceans can there be? How often can you re-define an airline, computer, camera, shoe, radio, television, refrigerator, car, shirt, etc.? Granted there will be innovators, but can every company be an innovator?
Kim and Mauborgne themselves state that Red oceans and Blue oceans have always coexisted and always will. There will always be Red oceans. However, Kim and Mauborgne make the argument that the Blue ocean strategies in the past have been largely “unconscious” and by raising the awareness of the underlying logic of these strategies, companies will be able to create more Blue oceans.
The jury is still out on Blue Ocean Strategy. On one hand I see a lot of value in this type of thinking and on the other hand I question how much real value most companies can truly obtain though this type of strategy. Can you really formalize into a logical process the unconscious innovative thinking that creates Blue oceans? Or are these “Eureka” moments the result of creative intuition that defies logic?
At the risk of being over-simplistic, traditional business strategic planning - which is heavily influenced by the writings of Michael Porter – focuses on creating competitive advantage through either cost reduction strategies OR product differentiation strategies. This type of strategy, according to Kim and Mauborgne, puts a company in the Red ocean – the known marketplace. Red ocean companies aggressively compete against each other for a larger piece of the existing market. As more companies enter the Red ocean the potential for increased marketshare is reduced which creates increased competition and turns the water “bloody” or Red.
The Blue ocean, on the other hand, is wide open. There is no competition because the marketplace is not defined. Companies create consumer demand instead of fighting for it. Blue oceans are not new. As Kim and Mauborgne note, just think of the industries that exist today that did not exist thirty years ago: mutual funds, DVDs, cell phones, digital cameras, juice bars, express delivery, etc. Companies jumped into the Blue ocean and created the markets for these products that many of them now dominate. And they did it with an emphasis on BOTH product differentiation AND cost reduction.
Kim and Mauborgne cite Cirque du Soleil as an example. Cirque du Soleil re-defined the concept of “circus” to provide a new entertainment experience at a lower cost than a traditional circus. By doing this, they created a new marketplace that was totally unique with no competition – a Blue ocean. As the only swimmer in that ocean, the marketplace was theirs.
The Blue Ocean Strategy is a thought-provoking book for anyone involved with business strategy. I can’t think of many strategists who would deny that creating demand is a much better strategy that competing for limited marketshare. But the question I have is how realistic is this strategy for most companies? How many Blue oceans can there be? How often can you re-define an airline, computer, camera, shoe, radio, television, refrigerator, car, shirt, etc.? Granted there will be innovators, but can every company be an innovator?
Kim and Mauborgne themselves state that Red oceans and Blue oceans have always coexisted and always will. There will always be Red oceans. However, Kim and Mauborgne make the argument that the Blue ocean strategies in the past have been largely “unconscious” and by raising the awareness of the underlying logic of these strategies, companies will be able to create more Blue oceans.
The jury is still out on Blue Ocean Strategy. On one hand I see a lot of value in this type of thinking and on the other hand I question how much real value most companies can truly obtain though this type of strategy. Can you really formalize into a logical process the unconscious innovative thinking that creates Blue oceans? Or are these “Eureka” moments the result of creative intuition that defies logic?
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