My blog attempts to stay vendor-neutral, but much of Bruno’s article is also in the same vein; aside from the banner appearing at the top of course. It is noteworthy how many of the big players are realising that engaging with the on-line community in a sotto voce manner is probably worth much more than a fortissimo sales pitch. This approach was also notable in another output from the BI stable at Microsoft; Nic Smith’s “History of Business Intelligence” , which I reviewed in March 2009. However, aside from these comments I’ll focus more on what Bruno says than on who he works for; and what he says is interesting.
His main thesis is that good BI can “sharpen competitive skills […] turning competitive insights into new ways to do business”. I think that it is intriguing how some organisations, ideally having already got their internal BI working well, are now looking to squeeze even further value out of their BI platform by incorporating more outward-looking information; information relating to their markets, their customers and their competitors. This was the tenth BI trend I predicted in another article from March 2009. However, I can’t really claim to be all that prescient as this development seems pretty common-sensical to me.
Setting the bar higher
Competition between companies is generally seen as a positive thing – one reason that there is so much focus on anti-trust laws at present. Competition makes the companies involved in it (or at least those that survive) healthier, their products more attuned to customer needs, their services more apt. It also tends to deliver better value and choice to customers and thus in aggregate drives overall economic well-being (though of course it can also generate losers).
In one of my my earliest blog articles, Business Intelligence and Transparency, I argued that good BI could also drive healthy internal competition by making the performance of different teams and individuals more accessible and comparable (not least to the teams and individuals themselves). My suggestion was that this would in turn drive a focus on relative performance, rather than settling for absolute performance. The latter can lead to complacency, the former ensures that the bar is always reset a little higher. Although this might seem potentially divisive at first, my experience of it in operation was that it led to a very positive corporate culture.
Although organisations in competition with each other are unlikely to share benchmarks in the same way as sub-sections of a single organisation, it is often possible to glean information from customers, industry associations, market research companies, or even the published accounts of other firms. Blended with internal data, this type of information can form a powerful combination; though accuracy is something that needs to be born in mind even more than with data that is subject to internal governance.
A new source of competitive advantage
Bruno’s suggestion is that the way that companies leverage commonly available information (say Governmental statistics) and combine this with their own numbers is in itself a source of competitive advantage. I think that there is something important here. One of the plaudits laid at the feet of retail behemonth Wal Mart is that it is great at leveraging the masses of data collected in its stores and using this in creative ways; ways that some of its competition cannot master to the same degree.
In recent decades a lot of organisations have attempted to define their core competencies and then stick to these. Maybe a competency in generating meaningful information from both internal and external sources and then – crucially – using this to drive different behaviours, is something that no self-respecting company should be without in the 2010s.
You can follow Bruno on twitter.com at @brunoaziza
By way of [very necessary] explanation, this post is a response to an idea started on the blog of Curt Monash (@CurtMonash), doyen of software industry analysts. You can read the full article here. This is intended as an early April Fools celebration.
A summary:
[…] the Rules of the No-Fooling Meme are:
Rule 1: Post on your blog 1 or more surprisingly true things about you,* plus their explanations. I’m starting off with 10, but it’s OK to be a lot less wordy than I’m being. I suggest the following format:
A noteworthy capsule sentence. (Example: “I was not of mortal woman born.”)
A perfectly reasonable explanation. (Example: “I was untimely ripped from my mother’s womb. In modern parlance, she had a C-section.”)
Rule 2: Link back to this post. That explains what you’re doing.
Rule 3: Drop a link to your post into the comment thread. That will let people who check here know that you’ve contributed too.
Rule 4: Ping 1 or more other people encouraging them to join in the meme with posts of their own.
*If you want to relax the “about you” part, that’s fine too.
I won’t be as dramatic as Curt, nor will I drop any names (they have been changed to protect the guilty). I also think that my list is closer to a “things you didn’t know about me” than Curt’s original intention, but hopefully it is in the spirit of his original post. I have relaxed the “about me” part for one fact as well, but claim extenuating circumstances.
My “no-fooling” facts are, in (broadly) reverse chronological order:
I have recently corrected a Physics paper in Science – and please bear in mind that I was a Mathematician not a Physicist; I’m not linking to the paper as the error was Science’s fault not the scientists’ and the lead author was very nice about it.
My partner is shortly going to be working with one of last year’s Nobel Laureates at one of the world’s premier research institues – I’m proud, so sue me!
My partner, my eldest son and I have all attended (or are attending) the same University – though separated by over 20 years.
The same University awarded me 120% in my MSc. Number Theory exam – the irony of this appeals to me to this day; I was taught Number Theory by a Fields Medalist; by way of contrast, I got a gamma minus in second year Applied Mathematics.
Not only did I used to own a fan-site for a computer game character, I co-administered a universal bulletin board (yes I am that old) dedicated to the same character – even more amazingly, there were female members!
As far as I can tell, my code is still part of the core of software that is used rather widely in the UK and elsewhere – though I suspect that a high percentage of it has succumbed to evolutionary pressures.
I have recorded an eagle playing golf – despite not being very good at it and not playing at all now.
I have played cricket against the national teams of both Zimbabwe (in less traumatic times) and the Netherlands – Under 15s and Under 19s respectively; I have also played both with and against an England cricketer and against a West Indies cricketer (who also got me out), but I said that I wasn’t going to name drop.
[Unlike Curt] I only competed in one chess tournament – I came fourth, but only after being threatened with expulsion over an argument to do with whether I had let go of a bishop for a nanosecond; I think I was 11 at the time.
At least allegedly, one of my antecedents was one of the last hangmen in England – I’m not sure how you would go about substantiating this fact as they were meant to be sworn to secrecy; equally I’m not sure that I would want to substantiate it.
And a bonus fact (which could also be seen as oneupmanship vis à vis Curt):
One of the articles that I wrote for the UK climbing press has had substantially more unique views than any of my business-related articles on here (save for the home page itself) – sad, but true, if you don’t believe me, the proof is here.
I started my own feasibility study today, climbing [sadly only indoors] for the first time in the six, or so, weeks since I injured myself. Learning from my previous impetuousness I stuck to lowly V0s, working up only as far as V2 (for anyone interested an explanation of bouldering grades can be found here). My patience in forgoing climbing for a month and a half, together with my caution today seems to have paid off. Aside from a few tweaks, my damaged finger seems to have come through OK. I now need to remember to build things up very slowly and back-off at the first sign of any crunchiness whatsoever.
As per my previous analogy, it similarly takes time to turn round business or IT performance. Change is more of a marathon than a sprint (though often some basic things can be done a lot quicker). Staying with the area of rock climbing / business cross-overs, another previous article – Perseverance – highlighted the importance of this attribute in both areas. My aim is to take my own advice!
I seem to have acquired the habit of presenting in public. Early in my career, when I worked for a software house, I did a lot of product demonstrations and also ended up regularly presenting new functionality at my company’s user group; so I guess this is where things started.
When thinking about presenting outside of my own corporate environment, I made my debut at a Cognos Europe press summit in Barcelona back in March 2004. Coincidentally this was also the occasion that Cognos supremo Ron Zambonini took his final bow at the company – I trust it was not my talk that pushed him over the edge.
Since then, I have spoken at over 20 seminars and other events, the most notable of which are listed here. Generally I have had very positive feedback, both in person and via the, now ubiquitous, speaker assessment questionnaires that event organisers love.
Despite my scepticism about recipes for success, I thought that it might be worth passing on a few basic tips; approaches that have worked for me over the years. As with many things that we learn, several of these are pointers that I picked up via getting it a bit wrong and trying something slightly different next time round. I’m a great believer in trial and error!
A couple of notes up-front:
I am an IT person at heart and in the following I often take this perspective, e.g. this is how you should approach IT matters when speaking to people without a background in the area. I will assume readers are more than capable of transposing this to a more general situation when any specialist presents to people without a background in their area of expertise.
A lot of the following assumes that you are using PowerPoint or something similar to present. Many people loathe PowerPoint presentations. My take is the same as with any other tool, it’s not the technology, it’s how people use it. I have sat through deeply boring PowerPoint presentations and highly professional and thoughtfully constructed ones; it’s all down to the presenter. Nevertheless some of the following points would apply to all public speaking, whether accompanied by slides or not.
With these thoughts in mind, let’s leap in.
1. Be careful what you speak about and to whom
This might seem a very obvious point to start with, but I have been guilty of getting this one wrong on at least one occasion. On subject matter, it only makes sense to talk about areas of which you have a really good understanding; why else would anyone want to listen to you? Beyond this, the content of your presentation needs to be pertinent to the audience.
It is no good being a renowned expert on insightful tool-use in corvidae and then looking to address a convention of skate-boarders. More prosaically, on the basis of delivering a well-received talk on Business Intelligence, the company that organised this event convinced me to speak at a further conference whose topic was at best tangentially related. This turned out to be a low point for me in public presenting and I learnt to be a bit more careful about which seminars to speak at. It doesn’t matter how informed and engaging your talk is, if it is not relevant to the people you are delivering it to, then things are not going to go well.
2. Know your audience
Expanding on the second part of point 1. assuming that your audience has some general interest in what you are going to talk about, then it is important that you highlight the elements that are going to be most pertinent to them. So when I speak to a general audience about Business Intelligence, I might preface the talk with a brief introduction to the area and provide some definitions. When presenting to BI professionals, this would clearly be superfluous.
Looking at this the other way round, when talking to people with a technical background in BI, I might spend more time covering my ideas about the role of change management. This is because this may be a success factor that they have not focussed on as much as others. It is also important to tailor your vocabulary to the audience. IT people may love (and understand) your jargon, but it is unlikely to help more general audiences to engage with you.
3. Set the length of your presentation well within the time available
Given that you are going to deliver an informative, entertaining and insightful presentation, it makes sense to make time for all of the excited questions that this will lead to. Allow sufficient time for this.
In general if you have a 30 minute slot, then aim to speak for no more than 20 minutes of it. If your session is scheduled for a hour, then look to speak for no more than 45 minutes. Ideally you will have a break (or at least a change of pace) somewhere in the middle as well, because 45 minutes is a long time to speak for – and an even longer time to listen for! Use dry runs of your presentation (see 8. below) to make sure that you hit the desired time without either rushing or taking too leisurely a pace.
This approach to timing can also help you if you need to help the organisers to make up time after the inevitable overruns of earlier presentations / coffee breaks; something that both they and delegates tend to be grateful for.
4. Be punchy
This follows on from point 3. above. As regular readers of this column will know (and perhaps as attested to by this article) I am no stranger to verbosity. However I hope that I am quite different when presenting. While loquaciousness and elliptical arguments may have their place in written work, they are the enemy of the public speaker (and their audiences). Think about the main points that you want to cover and aim to achieve this in a crisp manner. If listeners are interested in greater detail, then they can ask questions, or chat to you about their specific queries afterwards.
5. Have a structure and tell people about it
In your presentation you are looking to convey ideas, or provide recommendations, or even just to make provocative suggestions. This is going to go a lot better if you work out in advance what you want to do and how you are going to do it. When actually presenting, it is a good idea to start out by explaining what your talk is going to cover and the broad points that you want to make. This could take the form of an agenda slide, or maybe a brief preamble according to your personal style.
In particular if you are speaking for more than say 15 minutes, it is worth breaking up your subject matter into sections. At the end of section A pause to re-emphasise the main points of what you have just covered. Pause again and introduce the next section. If you can put this into the context of the overall talk, then so much the better.
6. A picture paints a thousand words
I tend to have a somewhat visual approach to absorbing ideas and over time this has come to influence my presentation style. To illustrate how my approach has shifted, here are two slides from presentations that I have given. The first is from the Cognos Press Summit I reference at the beginning of this article. The second is a more recent presentation, dating from late 2009. I much more frequently take the latter approach nowadays.
Cognos Press Summit - Barcelona - March 2004Obis Omni Forum - London - September 2009
A more pictorial approach is likely to stick in people’s minds. Also it has the benefit of allowing you some latitude around what points you actually make while displaying the slide. There are going to be times when text is appropriate, but then it should not be so dense that you need opera glasses to read it. Again brevity is the key.
7. Don’t simply recite your bullet points
If you have some text-based slides, which is generally likely to be the case, never, ever, ever, under any circumstances simply repeat what you have written. By all means use bullet points as reminders to discuss a particular area, but assume that your audience is capable of reading themselves!
Your aim should be to use the bullets as a framework around which to weave the story that you are telling. Incidentally this is another argument for not having text-dense slides as if you have 15 bullet points and take two minutes expanding on each, you are going to spend most of your presentation on a single slide; which might become a little dull.
8. If you fail to prepare, you prepare to fail
I am not a big fan of adages, but this one stuck in my mind from early on in my professional career. Although it is a general point, I think it has particular applicability to presenting in public. This activity is not a million miles away from acting. Would you expect to go and see a stage play where the cast were constantly forgetting their lines or speaking in a dull monotone the entire time?
When you actually present, you need to be entirely comfortable about your material so that you can focus on doing the best job of presenting it. It can be nerve-wracking enough standing up to speak, but feeling that you have not prepared well enough is ten times worse. You need to do more than read through your notes a few times. You need to have run through your presentation a few times as well. Ideally this will have been via presenting to someone else.
I am lucky enough that my partner and I both have to give presentations; mine business-focussed, hers scientifically-focussed. This means that we both act as a tame audience for the other. Nevertheless I have also spent quite a bit of time in hotel rooms presenting out loud to myself or the mirror. This may seem mildly psychotic, but trust me it helps.
As mentioned above, another benefit of practice is that you can time yourself in order to get a sense of pace. If you know that you will finish in say 20 minutes with neither rushing, nor dawdling, you can relax a little more and not be constantly focused on clock-watching.
It is also useful to have a dry-run with someone who is not familiar with the subject you are speaking about. At a seminar you are not going to be presenting to people who are au fait with your day-to-day work, or the details of what your organisation does, or the issues that are important in your industry. These are things that you need to make explicit when you speak. Again my partner is invaluable here. She will point out when I say something that might be clear to me, or my colleagues, but impenetrable to the uninitiated.
One thing that is important with any run-throughs is to listen to the feedback that you get. If someone says that you went too fast or too slow, your probably did. If they say that you didn’t make a point clearly, then you probably were unclear. If you were not animated enough (or too animated) then this is something to think about addressing. This type of feedback is invaluable and should be taken constructively.
9. Embrace your nerves
Standing up to speak in front of a group of strangers is undeniably a little intimidating. Even with the number of times that I have done this myself, I still get butterflies in my stomach each time my turn to present approaches. However, I have learnt to tell myself that this is simply a build up of adrenaline and that this hormone will simply condition me to perform better.
Nerves are generally a good sign, they indicate that you care about what you are going to do and that your body is gearing up to give it your best shot. Thought of this way, apprehension can be a positive thing. In any case, it is never going to go away, so if you are going to present in public, you had better get used to it.
10. Check out the venue and your slides
I appreciate that this is not always possible, but if you can get access to the auditorium before the seminar starts, or in a break, this is invaluable. Stand on the stage. Accustom yourself to the room. Work out where you are going to stand, or if you are like me, what scope you have for pacing about. If you are going to be mic’ed-up then go through this with the sound engineer and make sure that everything is OK (also remember to turn off the mic when you are not presenting and to turn it on when you are – both easily forgotten).
If there is a pointing device, or a clicker to advance your slides, check that these work and you know how to use them. Finally flip through all of your slides, checking that the text has not been scrambled and that any builds or animations work OK. If you find a problem, there may not be time to fix it, but at least you won’t be surprised later.
11. Don’t expect to be perfect
If you have properly prepared (see point 8. above) then you will be fine. If you are OK with your material, even if you only say 75% of what you planned to say, this should not be problematic. It is inevitable that you will forget something, or even stumble over a couple of phrases here or there. The important thing is to not let this faze you, no one will notice your omission, and the occasional glitch in your delivery is to be expected. So long as you simply move on and don’t let minor set backs throw you, all will be well.
The worst thing is to focus on a small issue, which will inevitably distract you, leading you to make more mistakes and creating a spiral of death. Often if you do forget to say something on Slide X, you can say it on Slide Y instead, or mention it in the Q&A session. Telling yourself in advance that it doesn’t matter if you are not 100% perfect is perhaps a good way to set yourself up for success.
12. Try to maintain a sense of humour
I am not suggesting that you tell a lot of jokes, particularly if this is not your forte. If there is something that has raised a laugh for you previously then consider using it again, but you are not meant to be a stand-up comedian. However a certain lightness of touch never goes amiss and if you can drop in some self-deprecation along the way, this can help to engage better with your audience. No one is going to warm to an overly serious presenter, let alone a pompous one, so try to display a degree of humility as well.
13. Ask for feedback and actually review any questionnaires that you get back
The same as anything else in life the more that you present in public, the better you will get at it. Talk to the people who asked you to present and ask them how they thought things went and whether they had received any comments about your speech; listen to what they tell you. As mentioned above, it is becoming increasingly common to ask delegates to rate speakers. Instead of getting defensive about any adverse comments, think about how you could do things differently next time.
14. Be yourself
It is an essentially rather contrived thing to stand up in front of an audience and present. Above I have compared it to performing on the stage. There is however one difference. The actors in a play are adopting the personae of their characters; you are playing yourself. That is something important to remember. If you try to be someone else when presenting, you will come across as false. The fact that you have been asked to present is most likely testimony to you having done something right. Your own personality has undoubtedly played a big part in achieving this, so let it shine through.
Will slavishly following the above recommendations make you into a stellar presenter? Probably not, but there may be some things that you can take from what has worked for me, add to your own experiences, garnish with your personal style and arrive at a formula that is right for you. Good luck with this process. Presenting in public can be a very rewarding thing to do, so if you get the chance plunge right in and then maybe you can pass some tips on to me.
It has become part of the business lexicon, “he’s a big picture guy”, [by contrast] “she’s a details woman”. It is the sort of thing that you hear, file away and which maybe becomes something that colours your view of the person in question going forward.
You often hear the two things said in one breath, “Jane is great at strategy, but isn’t a details person”, “Joe can deal with the nitty gritty, but can’t grasp the big picture”. What could be more sensible to say than that? Doesn’t it chime with the old adage about not seeing the wood for the trees?
I have touched on this area a few times before. In Pigeonholing – A tragedy, I suggested that because someone is good in one area of life, it does not automatically mean that they are bad in another. In Vision vs Pragmatism I argued that both qualities were necessary for success in projects and that they could be embodied in the same person.
To employ a metaphor, in my favourite team sport, cricket, while most players tend to specialise in either batting or bowling (cf. pitching for baseball fans), a significant subset are called all-rounders and do both. While some all-rounders are bits and pieces cricketers, others excel at each discipline and would merit selection on either.
There have been many great all-round cricketers over the centuries, but most people would agree that Jacques Kallis of South Africa is probably the finest currently playing. At a much less lofty level, I used to be a wicket keeper (cf. catcher) and opening batsman, so people who are able to do more than one thing to a reasonable level of competence are not that uncommon in sport.
Foundations of sand?
However, in the more business-focussed case of big picture versus details, I would go further than merely asserting that some people can be good at both. In my opinion, it is rather hard to form an accurate big picture without at least some feeling for the details. If you do not have this firm foundation, then what is there to guarantee any legitimacy for the high-level conclusions that you draw. Findings without analysis may be correct sometimes, but it is more likely that they will not be.
Does that mean that in all circumstances minute forensic scrutiny must be paid to every single detail before deciding what to do? Is my claim the enemy of crisp decision-making and an acknowledgement that analysis paralysis is inevitable? I would say no.
Based on experience, new situations may often remind us of old ones and thereby bring ideas to mind on how to best proceed. This however is also based on the understanding of details, just historical ones, coupled with a facility to make connections between current and prior scenarios. My view is that when your gut instinct tells you to do something, it is worth pausing to kick the tyres. A sensible amount of checking of the facts is probably worth while most of the time.
A gifted Mathematician or Theoretical Physicist may develop a feeling for the general shape of a solution to a problem before they attack the details. However this is thought to be based on sub-concious analysis of lower-level factors. Whatever drives this phenomenon, the general shape of a solution is not the same as a solution and the latter will normally require a lot of painstaking work to realise.
Mulling over these analogous observations, maybe some people who claim to focus exclusively on the big picture are simply covering up the fact that they don’t have the inclination to check that their perspective is valid before offering it.
Look before it leaps
Of course there are exceptions. As a massive feline rears towards your throat, pausing to assess whether it is a leopard or lion may not be overly valuable. But in the situations we normally face, there is generally time for at least a little reflection and to dig a little deeper. To ensure accuracy without compromising speed.
The dazzling images and vibrant colours on your 55″ HD TV are there courtesy of the 2 million plus underlying pixels and the technology that controls them. If ever there was a metaphor for the big picture being based on the details, this is surely it.
I have been back blogging for a few days, so it is well past time for a rock climbing-related post. Though this site being what it is, I’ve twisted this thought round to apply to the world of IT.
Case of the Month
Symptoms: 42 year-old with recent long finger injury and resultant deformity.
Diagnosis Disruption of the A2 (white arrow), A3 (black arrow), and A4 (black arrowhead) pulleys. The primary function of the pulley system is to provide stability to the flexor tendons during flexion by fixing them to the underlying osseous structures. Injuries to the pulley system, commonly seen in rock climbers, lead to bowstringing of the flexor tendons with abnormal separation from the underlying phalanges.
Living in London, real rock is always a reasonably lengthy drive away, but in normal circumstances I would train indoors at least twice, and normally three times, a week and climb outdoors as often as possible. However, for a variety of reasons (including an ankle injury to myself, a chronic shoulder injury to my partner and both having an awful lot of other things on), I have not been climbing very much for several months. About a month ago, my partner and I decided to make a point of once more getting to the wall at least once a week. The problem is that, after a lay-off, your mind can remember climbing at a certain level but your body is way off the pace.
A combination of keenness, a desire to make up for lost time, pride and pig-headedness often sees a climber who is returning from injury quickly try to get back on to the level of routes/problems that they were achieving before. My limit, both indoors and out, used to be around V4 (fairly low down on the overall scale of climbing), with the occasional V5 indoors only. Having a few tentatively successful sessions under my belt, I found an indoor V5 that played to my strengths and was making some progress on it. It was a bit fingery and required use of a technique called crimping (see the image below):
This is a very effective way of getting purchase on small holds, but puts a lot of pressure on your fingers. Levering my body up from sitting on the ground with both hands crimping like mad I felt a sort of crunching in the ring finger of my left hand. I stopped my attempt and decided that I would warm down on some easier stuff. Sadly even easier stuff can be quite demanding on the fingers and on my next but one climb I ended up pulling quite hard on the same left hand. There was a very audible pop, my left hand exploded off of the hold and I found myself on the floor holding my swollen finger in quite some pain.
After intensive icing at the wall and some therapeutic treatment in the four or so weeks since, I am still able to bend the finger (so hopefully do not have a full rupture of the tendon), but am a long way off of going back to climbing. I also have an unhelpful mental image of the tendon hanging by a thread, it is going to take quite some time for me to get over this; even if the finger itself heals.
It doesn’t help that I fully ruptured the same tendon in my right ring finger when playing rugby as a teenager (see above). I can’t bend the top section of that finger and it has been a bit of an issue for me when climbing on occasion.
Professional climber Tommy Caldwell (above) cut off one of his fingers in a DIY accident and still climbs to an astonishingly high level, so I can’t complain too much about this earlier injury. However I am now rather concerned about having matching tendon problems on both hands. I guess time will tell how serious this new injury is and what level of recovery I will experience. I hope to be able to avoid surgery, which is in any case no guarantee of a cure.
One of the most frustrating aspects of all this is that I feel as if I had a warning with the initial crunchiness, I chose to ignore this, which then led to the more serious injury. I guess it rather feels that I could have avoided getting myself in this situation with a little more thought.
The learning here is twofold: specifically how easy it is to injure yourself when returning from a lay-off; and generally that it is also much too tempting to try things that you are not yet ready for – to run before you can walk. The first lesson applies to climbing and sport in general, the second has wider applicability and some pertinence to the work of IT in particular.
…and Fugue
Running before you can walk seems to be something that particularly afflicts IT departments and IT people when they are in a bit of a hole already. If an IT department has been under-performing, or has become semi-detached from the business (the latter often leading to the former), there can be a desperate desire to get onto firmer ground quickly. I have seen this manifest itself in a couple of ways:
An overwhelming urge to do something that will be appreciated by the business and make a difference – here the desire is for a quick redemption, unfortunately the concomitant rushing and even omission of key steps in the development process are just as likely to lead to more business disappointment and an increasingly tarnished reputation.
The second symptom is virtually antipodal to the first; an unhealthy clinging to formal methodologies, or (much worse) an attempt to introduce new and improved ones – this can have almost a totemic quality, as if by simply adhering to ISO 9000 / Agile / ITIL / RAD (delete as appropriate) things will miraculously turn around.
Unfortunately both of these extremes are essentially displacement activities. I have led the turn-around of a number of IT teams. In my experience, what is generally required is a heavy dose of pragmatism and a focus on doing the basics well and without any elaboration whatsoever. It is nearly always best to try to fix the existing machine, or at most to tinker with it slightly in the first instance, rather than to make drastic modifications or try to build a new machine in entirety.
When IT is under-performing it is not normally a case of absent or ill-adhered to formal procedures. Rather the malaise is more likely to be a human one, relating to a lack of leadership and direction, a consequent lack of motivation and a group that begins to spiral in on itself. If the problem is essentially with people, then the solution often lies with them as well. It is not easy to motivate demotivated people, it is not easy to provide direction to those who are lost. However both of these things are easier to do than relying on the same lost and demotivated people to either make lighting fast redemptive deliveries, or to cheerfully adopt a new and fool-proof development methodology.
If a formal methodology is important – and it generally is – then my recommendation is to implement this once you have put a lot of effort into creating a happier and better functioning IT team. It is a bit like the old adage about not outsourcing a problem. Best practice instead is to resolve the issues and only then outsource a functioning process.
It is worth also saying that, as well as being more effective, working to make your team happier and more functional is a lot more rewarding and a lot more fun. If you achieve this it is amazing how much more easily the successful system deliveries start to flow.
Coda
In business, as in rock climbing, if you try to run before you can walk, try to jump to the desired end-state without putting in the necessary hard work, then you are only likely to get hurt. If you don’t believe me, I can tell you all about my finger injury again.
I last published a list of the most popular articles on this site at the beginning of July 2009. As I mentioned a couple of days ago, I had a hiatus in blogging which started at the beginning of August 2009. This means that readership figures since then have not been skewed by when articles were posted (they were all posted before the pertinent period).
The following is a list of the top twenty articles in descending order of hits per day over the last eight months.
Persistence can mean a lot of different things, sadly to me it is often the world of databases that comes to mind first. Having linked to my previous article entitled Perseverance earlier today, I won’t bother to do that again, but this is clearly another meaning.
In this case I am going to employ the sense of “continuance of an effect after the cause is removed” and apply it to the stats of this blog. Aside from today’s spurt and a wish of Season’s Greetings and Goodwill to all Readers back in December, I last blogged in anger back on 30th July 2009. Somewhat ironically, the title of this piece was Inspiration as mine subsequently dried up!
The number of monthly readers dropped significantly in August 2009, however, despite this removal of cause, it plateaued at about 3,000; a level it has never dropped below since. Having taken a look at the more detailed statistics (which regulars will be delighted to hear may lead to a revsion of An update of the most read articles on this site to cover the last six months), the readership seems to be pretty evenly spread and not dominated by any one article.
Whether what I am observing is the general persistence inherent in the Internet (where links from one page to another will exist as long as both pages do), or to do with slow-moving algorithms in search engines I do not know. I suppose it could feasibly be related to the enduring appeal of my writing, though this seems a long way removed from the bleeding edge of Occam’s razor.
Some deeper digging may yield further indications (e.g. did I receive more hits from searches, or via other sites as the fallow period of the last six months progressed), but I can’t imagine that these will be statistically significant.
From an experimental perspective, I guess I should have refrained from posting for a bit longer and then calculated the half-life of my writing.
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Peter James Thomas 