Ideas – Market
Many ideas are already in practice .. we simply aren’t aware they exist. Here are a few ideas that are out there.
Many ideas are already in practice .. we simply aren’t aware they exist. Here are a few ideas that are out there.
While there are significant advances in consumer grade technologies many commercial companies do not exceed the best practices of the defense industry. The engineering rigor, process and culture of the DoD create environmental conditions for long lasting operational success and solution iteration.
The speed in which commercial markets seek to move requires exercise, culture, training and conditioning.
Imagine for a moment, you are overweight, eat the wrong things, and seek to get healthy overnight. You order the best running shoes you can find on Amazon, you buy yourself the most expensive Fitbit you can get with all the features and functions, you go to the grocery store and buy all the fresh fruits and vegetables you can carry and finally you get yourself the most high speed, low drag running outfit the top companies offer. On Monday morning, you go to the best gym you can find and find the top trainer and personal coach available.
You have everything you need to get healthy right?
Could you run a marathon the next day? Could you even run a 5K? This is what companies are trying to do in moving to Digital. At the same time, the defense industry is looking over to the commercial companies for insight/ lessons and what they see is the outside sales and marketing fluff but not the truth.
Simply put you can’t get fat or fit overnight. It isn’t possible at this time. Maybe there will be a magic pill in the future or at some point we can switch bodies or move our consciousness into an organic computer system but not today.
Amazon is successful because they have a long term strategy with short term planning and a comprehensive process in which they operate. Amazon has a strong practice and culture with a religious integration of the core culture. Amazon was born with a digital mindset and that is why the organization can scale and flex with lighting speed. Amazon essentially eats well and exercises everyday. It isn’t a shock to the system for them to run a 5K or beyond.
Many companies in other industries don’t have the culture and leadership mindset for Digital. They don’t practice behaviors conducive to being successful in a fast paced and hard core marathon running Eco-system.
Many companies still haven’t even defined what Digital means to them but they are charging ahead with mandates under the banner of digital something.
Modeling behaviors from successful companies is good but the expectations for success need to be aligned with the reality of measured and realistically achievable outcomes. If companies try to run the Ultra before getting themselves prepared for the 5K it could mean organizational death. The Pheidippides Principle-
Back to the DoD. The Navy teaches us that every person needs to know their purpose. The words are backed by actions and we are all accountable and responsible for our actions.
Here is an example addressing the Enlisted Force
Provide leadership to the Enlisted Force and advice to Navy leadership to create combat-ready Naval Forces.
A senior enlisted force that serves first and foremost as Deck-plate Leaders committed to developing Sailors and enforcing standards;
remains responsive, aligned and well-connected to both Leadership and Sailors; and conducts itself in a consistently professional, ethical and traditional manner.
Deck-plate Leadership – Chiefs are visible leaders who set the tone. We will know the mission, know our Sailors, and develop them beyond their expectations as a team and as individuals.
Institutional and Technical Expertise – Chiefs are the experts in their field. We will use experience and technical knowledge to produce a well trained enlisted and officer team.
Professionalism – Chiefs will actively teach, uphold, and enforce standards. We will measure ourselves by the success of our Sailors. We will remain invested in the Navy through self-motivated military and academic education and training and will provide proactive solutions that are well founded, thoroughly considered, and linked to mission accomplishment.
Character – Chiefs abide by an uncompromising code of integrity, take full responsibility for their actions and keep their word. This will set a positive tone for the command, unify the Mess, and create esprit de corps.
Loyalty – Chiefs remember that loyalty must be demonstrated to seniors, peers and subordinates alike, and that it must never be blind. Few things are more important than people who have the moral courage to question the appropriate direction in which an organization is headed and then the strength to support whatever final decisions are made.
Active Communication – Chiefs encourage open and frank dialog, listen to Sailors and energize the communication flow up and down the chain of command. This will increase unit efficiency, mission readiness, and mutual respect.
Sense of Heritage – Defines our past and guides our future. Chiefs will use heritage to connect Sailors to their past, teach values and enhance pride in service to our country.
The very basic foundation is to be honest about who you are, where you are and what you want to be. I find it absolutely fascinating when companies buy other companies, change the culture dramatically, take the name and jam it into their voice track and make claims on it’s current heritage that track back many years before the acquisition. It isn’t really who they are and it isn’t an honest representation to the work force. It is actually harmful if you have a vision of the future.
Starting with the current mission, vision, scope of work and clear intent about who we are today and what we are working towards, creates the tone for the team. Even if the goal is to eventually eliminate parts of the workforce, some studies show that telling people the truth up front actually increases performance.
The basics ~
Excerpt from the links above:
The word ecosystem comes from biology wherein it describes a network of interacting organisms and their physical environment. From a technological standpoint, though, an ecosystem is better described as a network of people interacting with products or services. As Dave Jones defines them, ecosystems include:
Ecosystem thinking, likewise, is the inquiry method used to analyze and understand ecosystems, both the problems they pose as well as the business opportunities they might present. Instead of focusing on a single product or service, however, designers who practice ecosystem thinking evaluate user behavior at the intersection of various inflection points. They ask:
Answers to these questions provide designers with all of the raw data they need in order to better understand the ecosystem in which they’re working. Turning that data into actionable information is the job of ecosystem maps.
An ecosystem map is simply a graphical representation of the relationships examined via ecosystem thinking. Ecosystem maps are closely related to other diagrams with which designers are likely familiar, including service blueprints, experience maps, and concept maps. They differ from these diagrams, however, in that ecosystem maps are optimized to aid in the creation of digital strategies.
Service designers Polaine, Løvlie, and Reason have arguably presented one of the best examples of an ecosystem map, however, without sufficient contextual knowledge it is difficult to understand the relationships their map presents between the “who,” “what,” “when,” “where,” “why,” and “how.”
While great thought goes into the strategic aspects of the work, there are many aspects of the work that is speed, practical and tactical. The best part about this is the lessons learned and best practices are knowledge freely available to leverage. The sophisticated slideshows and books on “how to” are all driven from the same core competencies.
What do you think?
Communication is key but many struggle with the everyday pressures of leading high performing, fast moving, results driven teams. The struggle consumes time and makes it difficult for leaders to deal with the fundamentals including communications. In turn, the house of cards starts to stack up. Yes, communication is critical and important to every aspect of the work, but getting sucked into the black hole of endless meetings, corporate executive briefings, and project or initiative recovery eats away at the opportunities to communicate.
What can we do?
A few simple takeaways from the discussion:
At all times, leadership must maintain and focus on organizational and situational awareness. Lack of awareness and lack of communication eat at the fabric of organizational trust.
Make this a practice and make no compromises.
Lessons learned in Digital Transformation / Transformation / Formation should not be ignored. This doesn’t mean piling books on a desk and studying to remember everything all the time. It means that life long learning including lessons of the organization must be consistently practiced. There is an idea about a “decade apprentice” where we recognize that we never stop learning and continuous learning is part of the work / life activities. Ryan Rose (Cisco) refers to research by Josh Bersin that ‘continuous learning’ cultures are:
Learning corporate, company / organizational lessons and writing or sharing these is part of this practice. Learn to know what we “know” as a collective organization. Interesting lessons specifically on transformation in insurance were shared by Kevin Field. If you are interested in his perspective, reach out to him.
Three viewpoints reflective of a room full of leaders.
Even at a high level these aren’t really helpful or practical for use. The common thread in discussion and frustration is a lack of consensus on the definition of digital. It means different things to different people, both inside and outside of organizations. Unless companies define what they define as digital from an organization or corporate perspective, it remains unclear as to what it is. This goes back to communication. It also makes things very challenging in consideration of planning capital and operational expenses because many companies are doing digital things and classifying them as investment. The technology is still technology but it finds itself with a CMO, CXO, CTO as opposed to a CIO.
A strategic digital initiative may not consider the operational implications or costs. The support aspects of O&M wind up with the CIO that didn’t plan for them. Many CIO’s can’t see the costs coming because business leaders use credit card IT or cloud services without the consideration for long term implications or systems integration.
Even simple solutions can become complicated. Someone bought a mobile app and didn’t realize the integration issues with AD or authentication services. They find themselves going to those IT guys after the purchase. IT didn’t know about the initiative because it was “none of their business” but now it is. The banner or flag in which the initiative was created is “Digital something.”
What is Digital? Digital is.. at the very core is
Two basic considerations:
1. Digital Workplace
2. Digital Customer Experience and Business Exchange
Regardless of what we do at Company A we are all part of the digital experience. We must work together to share our lessons learned, our best practices, our innovation and our failures in order for us all to become better in this digital world. The most important thing to remember is that digital is not a replacement for our human experience, it is an extension of who we are. If we keep this in mind and stay focused on our experience both as a workforce and in client customer service, we will continue to lead the pack.
Is Knowledge Management tied to Digital? *Tied to an area of sub-context in an organization.
Yes.. Our KM Team focus is mostly on the Digital Workplace aspects, but the same tools, process, practices may apply to other areas. The future of work is cognitive, physical, social… and digital.
This week I am leading a discussion with
Topic 1: Redefine: The Digital Enterprise
• What are your successes in building a roadmap for a digital strategy?
• How do you secure organization-wide support for digital initiatives?
• How do you demonstrate ROI on digital initiatives?
Topic 2: Redefine: Innovation in a Digital Space
• How do you balance the day-to-day while creating innovative practices?
• What is your strategy on innovation — buy or build?
• How do you steer your organization toward new technologies (AI, machine learning, smart devices)?
• What talent skillsets are needed in the new digital environment?
Topic 3: Redefine: Customer Engagement in a Digital World
• What partnerships within the business are you leveraging to build a customer experience?
• What are you doing to understand your current and prospective customers?
• How can you influence the business to meet the needs of the digital consumer?
The role of CIO has been shifting for a long time. In many cases, the “Digital” concepts or technologies are treated as strategic tech as opposed to operational tech. This logical separation is creating more costs overall. Business leaders in many companies are making technical decisions on the promise of cloud technologies that are self contained and self sustaining. Unfortunately, the promise of cloud doesn’t mean untethered technologies. The responsibilities for data management, security, compliance, sanctions and EA still reside with the company. Historically speaking, CIO’s have been prepared to deal with the many challenges companies face with tech but they can’t fight for the corporate cause in an ungoverned wild west state of digital. The business often times finds itself in trough and when in pain goes back to IT for help. Since IT never knew that the business was going all in on platforms and services on their own, the CIO never had a chance to prepare and budget for core service support. The end result is more cost, more pressure, slower time to realize delivery. Finally, the rush to get experts and high value talent in play to recover and save projects from the downward spiral.
I will post some reflection on this discussion. It feels normal now to hear that CIO’s expect to be on the job for 3 years or less. It feels normal to also hear them talking about how their roles are shifting to something for of CTO as the cost centers are drained by the credit card happy business leaders that have an itch to get what they want, when they want based on the promises of the cloud.
My job changed January 1st, 2016, the first day of what we called “NewCo.” There was a lot of talk about “Legacy” company x and y. All I really knew was that the culture and feel of the company I was working for had changed.
Regardless of what it became, it simply wasn’t what it was. My new manager was dramatically different from the leadership I had. The feel of the language changed and it was up to the employees of the company acquired to learn it. I was thankful to have an opportunity to serve this new company, but I also recognized that I was an artifact of the old. Ironically, I was new to the old company and had just started to get settled into the culture. It wasn’t easy to learn the culture of a company with a rich history of over 130 years, but I did have pride in the company.
When I initially joined, I interviewed leaders, peers and staff across the company. It was a learning experience similar to a consulting engagement except that I chose them and they chose me to be with them for my career. I was honored, humbled, proud, excited, nervous, hopeful and I had so much energy that it just poured out of me.
My Global CIO was challenging corporate norms, he was constantly critiqued about his decisions and under considerable pressure from those he served. His motto was “To deliver on commitments and exceed expectations.” His office was behind a security door, but he wasn’t there in the office, he was out with us on the floor. He told me when I first joined that my most important job was to work with partners and understand what they needed, why they needed it, and find ways to help, not hinder. Beyond that he told me that he was counting on me to keep our promises.
As I started to learn more about the company and meet people along the way, my network started to grow. The opportunity to meet people and learn about what they do for a living was fascinating. The experience that people have over careers spanning, in some cases, 45 years, all came with stories. Lessons, instruction, passion, love and thoughts of the future were all there. It was a true blessing to have this opportunity to learn. Senior leaders, like the Chief Innovation Officer (CIO) opened the door for conversation and education. The Innovation Officer taught a master class on the insurance industry with every exchange. His understanding of the industry and his knowledge of how things worked at the company were so wide and deep that I would have to take snapshots of the whiteboard or come up to see him with a computer or notepad on every occasion. He shared his knowledge and made certain that when I walked out of the office that I could understand the language, the story, and his intention. Beyond that, his leadership style was familiar to me from my military history of working with DoD leadership. Both the CIO and CInnO, believed in excellence and backed it with their leadership.
The days were filled with learning to negotiate and build the partnership network. Some people outwardly rejected the work I brought and others embraced it. Where doors opened, we built relationships day by day. One of my team members leading a strategic program and project organization would meet me every Tuesday. She was an organizational coach and friend that would allow me to bounce ideas off and discuss pain points. She helped me navigate the daily challenges. The CIO presented everyone on our team an opportunity for leadership coaching with a company called “Brand Velocity” with leaders coming from various industries. These folks could walk into a room and know everything about you in a Gladwell Blink. They didn’t leave that first assessment to make a decision about us individually, they gave us a chance. One of the coaches said, “I don’t coach B players, once I confirm where you are, if you are an A, we are going to get you to A+ and beyond.” I was humbled by the investment by my company and that I had a chance to sit with and talk to global leaders in industry. What I found was caring people coming from years of experience where there was recognition that companies have to make tough decisions, but they can make these with integrity and respect for their employees.
From my perspective, it took a chunk of the company and consultants to coach me and interact with me for me to be an effective leader. I also made friends with brilliant people across the organization. Some have become close personal friends that I cherish the relationships.
I took a turn with all the support in 2015 and got on the highway of successful growth. Our projects and initiatives were at the bleeding edge of what is now being discussed and known as “Digital Workplace.” My partnerships with HR, IT, Business leaders, Innovation and others felt like a family matter. We had challenges and difficult things to work on, but my team was empowered to do what they needed to do. In fact, without the good graces of my team (you know who you are Tina, Deb, Jane, Pat, Ian, Mitch, Terri). In the beginning we had only 6 + Mitch. With their support, we were imagining possibilities and realizing them in short order. I would also like to state for the record that most folks were either late Gen X or Boomer. Once they gave me a chance, I couldn’t help but literally experience their support. The projects and initiatives saved the company millions of dollars in 3-6 months of operation. The savings spilled over to revenue generation and we were all at a loss in terms of words to express our excitement.
Tina wrote something recently in reflection of our experience. The Howie Experience they are her words untouched in anyway by me.
As we accelerated and gained momentum by the forces of the crowd and our network, we were consistently writing, learning, and adjusting to meet growing demands. While we were a small team initially, we grew our work across the many. By the end of 2015, we realized savings and reallocation of monies into 20 million dollars. While all this was wonderful, our team was aware in mid-2015 that things would change in 2016.
On January 1, 2016, we were faced with integrating new team members and down shifting our work. Our focus moved more towards technology and our team size at that point was over 5x larger. We had to quickly regroup and adjust. (Probably a good story for another time.) To note, many of the people that merged with my team became a part of the family. I will leave their names from here out of respect for their current role and position.
My personal network from my years at Booz Allen, Lockheed Martin, Joint Forces, Exxon Mobil and friends I have met along the way had always been strong. In my life, I have been more than lucky to meet people that I share a bond of brotherly connection, kindness, respect, and admiration. These people became family and I never let them go and they never let me go to far as well. In a recent presentation by Kim Bullock and Wendy Woodson at KM World, Wendy and Kim explained to a packed room of KM’ers that our external network has been critical to our internal organizational success and that our connection to others is one of our greatest strengths. As they presented, I could only feel pride that after all these years, we kept so closely tied. No geographic or work boundaries could keep us from helping each other and others.
My network and my relationships are what drive me. My passion to help others is only exceeded by my humility on how others have helped me. When people ask me over the years why I would help or advocate for them, my answer is simple, it is my way of paying it forward. If you are reading this and you know me, I am talking about you.
On Monday, November 6th, I was informed that as a result of the M&A, a large portion of my team would be released from our current responsibilities. While this is difficult for all involved, it wasn’t a day of sadness. On that day for myself and my team, my network came out and hugged me both virtually and physically. I literally called a very good friend and recent business partner and asked him if he was heading down 200 miles to KM World. His response was, “I am on my way, and I am coming to get you now. Be ready.” I jumped in the car and we drove down to KM World where many of my closest friends were. It was an outpouring of understanding and connection. While I don’t know where the road will take me from here, I know that without a doubt my network is full of people that I am absolutely proud and honored to have a connection to.
On my first day of my next chapter, I wasn’t alone. My network of family and friends were there and gave me the positive reassurance, advice, and empathy that I needed to take my next steps. I am thankful, grateful, and honestly humbled by you and I won’t let you down.
An allegation is an assertion until it can be proven but this doesn’t stop companies from reacting immediately to a social truth.
I define a social truth as something that is true because it is supported or corroborated to some extent on social media. The result is that many voices become one message which may or may not be factual but seemingly without hard facts (at the point of entry onto social media) true.
This is a really difficult issue and highly concerning for our time. In a recent television show, Seth MacFarlane actually addresses the complexity of this in Orville “Majority Rules” As a side note on this, I think MacFarlane is paying a true homage to Star Trek (original series).
As we are living in this new norm of social media, I believe this is very dangerous. I use social media and I believe it is a powerful tool for communication. The concern is that we are heading towards and even living in a “mob rules” aka Ochlocracy situation. Whether political, social, military or corporate action taken on social media, the result recently has been immediate action. The new normal in business is “speed” and “sentiment” but this has many costs and risks associated that follow. In the entertainment business there are billions of dollars at stake and while this alone may not be a big deal to normal people, it sets a precedence that is concerning.
Generally speaking social media at work has been helpful to companies. There have been a few situations (Google most recently) where social has created an issue that became public. It seems that as quickly as these things bubble up, they also go away.
They go away from our view, but what reminiscence they leave behind and the troubles or costs are troubling. Many companies today are moving away from community management and now leaving communities to self-govern. The result is internal mob rules which is also dangerous. CEO’s can get ousted based on an implication. Careers can be destroyed because someone made a statement. What is starting to happen is people are becoming more fearful in some cases and embolden in others. Having courage to speak your mind in a corporate setting is important but the channels in which we use are also critically important.
Whether or not for example Uber former CEO Travis Kalanick is guilty of the actions in which he is accused it should have been independent of Uber itself. Many people today won’t take Uber just because it feels wrong.
We need fairness in our society. We need to be consistent and we need law to keep order. In the world we live in, it is dangerous for our families and our children because we are always recorded and there is no forgiveness of words or actions recorded. A record automatically put on social media becomes the fact and that fact is judged with immediacy. The public is now prosecuting people through this record and the higher the counts of which people speak of an action or deed, the faster things happen. It isn’t that way in every single case, but it becoming that way more often. It is driving us apart as a nation and it is impacting us on a global scale. It is now becoming harder and harder to know what is true and what is not.
There is a difference between free speech and yelling about danger in a movie theater. What we may be doing today on social media is the equivalent of yelling “fire” on a scale never before seen.
I think we can have our say as a society and have safety at the same time. Community managers have historically and successfully been involved with cultivating and managing social communities. They look for indicators and help facilitate and control conversation. They exist today on Wikipedia and Quora and many other places but they really don’t have a strong presence in other areas. That’s not to say there aren’t controls in place but there aren’t community managers. We need to find ways to inject people into situations where things are trending high to make decisions on when to buffer conversations. This doesn’t mean to control or stifle conversation, it simply means to take a look at what and where people are yelling “fire” and make a determination as to potentially pause the discussion for the greater good. This is dangerous territory and a tough subject but I believe if we keep going down this road as-is, there will be proverbial hell to pay.
What are your thoughts?
I started a new role in Knowledge Management and within the first 24 hours, my new boss told me that I had to replace everyone on my staff.
When I asked why, he explained that
You know those moments in your life where you aren’t in danger but you still go into fight or flight mode? I was in shock that someone would say anything like this to me no less on the first day of my new job.
So, you want me to …… let them all go?
The answer from me was “NO” and the answer from me today is still “NO.” This is part of the problem in large companies. There is a lot of bullshit nonsense transformation and not enough thinking. I refused to let anyone go and I went on to learn about this team .. my team. They were experienced professionals that understood learning, training, performance and knowledge. They were experts in Knowledge Management and corporate leaders including HR didn’t know it. No one took the time to ask them and no one seemed to care. It gets better though, not only could they do the things I envisioned for our company, they could do things that I had no idea about. They had knowledge, experience and ideas that far exceeded my own. This team humbled me.
Unfortunately, my experience is uncommon. Most people in my position would have walked in and let them all go. That is the truth.
Companies generally speaking don’t know who works for them. Unless you are famous but even then, you could be forgotten and buried. Think for a moment about your own company. What do you know about people outside of your immediate circles? What do you know about the people you work with everyday? Hobbies matter… one person on my team today is an expert photographer and drone enthusiast, one is an expert technologist including bleeding edge technologies, some are experts in design, animals, plants, health.. it goes on. That has nothing directly to do with their immediate job but since I know about what they can do, if I ask them to help with something or if they had an interest somewhere else in the company, they COULD do it.
There is no labor shortage. Companies are more willing to pay 3x for a person they believe is an expert vs pay less than 1.5x to upskill or cross train employees they already have on staff.
All of the new RPA skills are so new right? How about … NO. RPA the buzz is about software that does BPM in a much more sophisticated way. Let’s call them technological cousins but the ideas and actual process may be exactly the same with the same desired outcome.
If you want change.. If you are a leader that wants change .. YOU have to change and YOU have to be part of change. YOU have to stop the nonsense.
There is a good chance.. that you have them already. For the record though, let us say you don’t have them.
Ask me about all of the talented people that I know looking for work. The problem is with companies ignoring talent management. The problem is that companies are reactionary. “Oh shit, we need an AI expert.” They don’t even know what that means. One of my favorites was when I heard a leader say “We need an expert in development for the cloud.” I asked what was the difference between developing in the cloud or on-premise, and they were like “it’s too complicated to explain but there are many differences and that’s what we need, so find a cloud developer.”
The reason you can’t find what you are looking for is because you aren’t looking.
If you want to fix the talent shortage in your company, start by finding out who your employees are.