|tactics /táktiks/ n.pl. 2 a the plans and means adopted in carrying out a scheme or achieving some end. (O.E.D.)|
|meander /miándər/ n. 1 a a curve in a winding river etc. b a crooked or winding path or passage. (O.E.D.)|
I was reminded of the expression “tactical meandering”, which I used to use quite a bit, by a thread on the LinkedIn.com Business Intelligence Group forum. The title of this was Is BI recession-proof? (as always, you need to be a member of both LinkedIn.com and the group to view this).
The conversation on the thread turned to the fact that, in the current economic climate, there may be less focus on major, strategic BI initiatives and more on quick, tactical ones that address urgent business needs.
My take on this is that it is a perfectly respectable approach, indeed it is one that works pretty well in my experience regardless of the economic climate. There is however one proviso, that the short-term work is carried out with one eye on a vision of what the future BI landscape will look like. Of course this assumes that you have developed such a vision in the first place, but if you haven’t why are you talking about business intelligence when report writing is probably what you are engaged in (regardless of how fancy the tools may be that you are using to deliver these).
I talked about this specific area extensively in my earlier article, Holistic vs Incremental approaches to BI and also offered some more general thoughts in Vision vs Pragmatism. In keeping with the latter piece, and although the initial discussions referred to above related to BI, I wanted to use this article to expand the scope to some other sorts of IT projects (and maybe to some non-IT projects as well).
Some might argue (as people did on the LinkedIn.com thread) that all tactical work has to be 100% complementary to you strategic efforts. I would not be so absolute. To me you can wander quite some way from your central goals if it makes sense to do so in order to meet pressing business requirements in a timely and cost-effective manner. The issue is not so much how far you diverge from your established medium-term objectives, but that you always bear these in mind in your work. Doing something that is totally incompatible with your strategic work and even detracts from it may not be sensible (though it may sometimes still be necessary), but delivering value by being responsive to current priorities demonstrates your flexibility and business acumen; two characteristics that you probably want people to associate with you and your team.
Tactical meandering sums up the approach pretty well in my opinion. A river can wander a long way from a line drawn from its source to its mouth. Sometimes it can bend a long way back on itself in order to negotiate some obstacle. However, the ultimate destination is set and progress towards it continues, even if this is sometimes tortuous.
Expanding on the geographic analogy, sometimes meanders become so extreme that the river joins back to its main course, cutting off the loop and leaving an oxbow lake on one side. This is something that you will need to countenance in your projects. Sometimes an approach, or a technology, or a system was efficacious at a point in time but now needs to be dropped, allowing the project to move on. These eventualities are probably inevitable and the important thing is to flag up their likelihood in advance and to communicate clearly when they occur.
My experience is that, if you keep you strategic direction in mind, the sum of a number of tactical meanders can advance you quite some way towards your goals; importantly adding value at each step. The quickest path from A to B is not always a straight line.