Would You Work for Someone Like You?

I just read an interesting article on CIO.com entitled How Do You Spot a Bad CIO? And it got me wondering.

Would you work for someone like you (if you had a choice)?


Hopefully, you're very self aware and you're answering yes. But I really wonder. Ask yourself the following questions and then answer the question I just posed.


1. Where do your new departmental ideas come from? (staff suggestions, peers or from you?)

2. What was the last staff suggestion you implemented? How long ago was it?

3. Which is more important to you; getting a project done on time with as little risk as possible or developing a staff member by challenging their abilities, even if it adds some risk to your project?

4. Which to do you first when things go wrong, seek blame or seek a resolution?

5. If a consultant were to ask each of your staff what they liked best about working in your department, what would they answer?

6. How often do you formally communicate to your staff (weekly? monthly?, quarterly?, only as appropriate).

7. When was the last time someone willingly left your department? Do you solicit feedback from employee exit interviews?

8. Who develops, maintains and improves your business processes?

9. How do you handle bad news?

10. What motivates your staff? (a job well done, a new challenge, praise from customers or peers, praise from you, all of the above, or they aren't particularly motivated.)

11. Have any of your employees ever been unpleasantly surprized at an annual performance review?

12. Does management do all the departmental hiring or do potential peers (teammates) also get involved?

13. How much autonomy do you foster within your department? (none, limited, more than 50% of the time, complete autonomy).

14. It's take your employee to work day. What is your staff saying to their kids? What are they proudest of?

15. Does each of your employees "have a legacy"? - something they've built, improved, or managed that they are particularly proud of?

16. Which is more important to you when considering a suggestion? employee rank (job title) or role (what they do in your department), both or neither.

17. What flexibility do you allow your staff to get their jobs done? (none, they can work remotely after hours, they can work remotely as they see fit, they have complete flexibility as long as they can be reached by phone, email or IM.)

18. Have your employees had any time in the last 12 months to try out a new technology, to improve a process or be exposed to a different role?

19. How would your employees describe their relationship with their managers or supervisors? challenged, managed, observed, corrected.

20. Why do your employee show up every day? (for their paycheck, for their teammates, to make a positive difference?)

21. What is the last thing you learned in your current capacity?

22. How many of these words would employees attribute to you or your management style? (inquisitive, interested, committed, challenging, listener, fair, honest)

23. Do people smile at your workplace?

Some things to think about.

Dealing with Web Applications

How do new web applications get introduced into your company?

This is a question I began asking myself as I continue to discover fantastic, simple, free (or very cheap) web based applications. My latest discovery is Jing, but that's a story for another day.

I'm betting that employees at your company are as inquisitive as I am. Likely, as they discover these applications, they're downloading them and trying them. They don't want to wait for I.T. to offer a solution. They just want to get the job done or make their jobs easier.

And this phenomenon is likely keeping your C.I.O. up at night.

And the reasons he/she can't sleep, is that they're ultimately responsible for

1. Reliable computing. At some point, this software trial, becomes mainstream within a group or department. It begins to help manage critical processes. It gets taken for granted. And that's about the time the application reliability fails. And no one in your I.T. department can help resolve the issue. You're on your own. Unmanaged and unrestricted downloading onto corporate PCs may cause issues with your standard application image, potentially causing issues with standard applications.

2. Secure computing. What assurances do your end users have that the transactions they're processing on this 3rd party application are secure from prying eyes? If you're a public company, this could pose some significant SOX implications. If you're storing customer information, you may incur privacy concerns.

3. Data Portability. Is there a way to retrieve your company data from the application provider, should you decide to migrate to a different application?

4. Data Recovery. How does your application provider insure data backups and recovery? What disaster recovery plans are in place?

5. Uncontrolled Data distribution. As new applications are adopted, corporate data begins to be distributed across more applications, more platforms, internally and externally, completely unchecked. And no one person knows where it all is!

6. Even free isn't FREE. A new application holds the potential for duplicate functionality within your company's application portfolio. Duplicate functionality usually translates into increased costs - (training, support) not only of the new system, but includes ongoing support and training of the legacy system(s) too. At some point in the future, your new application may completely supplant the legacy application (that's a good thing) but the I.T. folks may never know (that's a bad thing). Active, unused legacy applications suck up resources. Unused applications need to be decommissioned.

7. You can't easily learn from, or leverage unmanaged experimentation. How can you surface the fact that you're testing a new application? How do you spread the word about it's benefits or drawbacks? How does your company learn from your experience? Clearly, if you discover "a better mousetrap", your company might benefit from widespread adoption. On the other hand, if someone else within your organization has already tried the new application and was unsatisfied with it, how do you get the word out, so your company doesn't make the same mistake again?

Rather than trying to stamp out experimentation, I think the answer lies in a cooperative approach to new application adoption. Clearly, it is in I.T.'s best interest to be involved (but not be a roadblock to) the application adoption process.

It's important that your user community understand the potential risks of web based applications and that they try these applications, with "eyes wide open." If you can implement a policy that educates users about security, backup, redundancy, legacy, privacy and data portability issues, you're halfway home.

Next, it's important to put the experiment "on the radar". I.T. can facilitate communication (pro or con) about your application experiment. They interact with employees every day, who may be facing the same challenges that you are. If the new application works out well, it's important to spread the word. If it fails to meet expectations, it's important to know that as well.

In some cases sucessful individual trials could lead to the purchase of Corporate licenses, thus potentially saving some money on the cost of several "individual" accounts.

However new applications are introduced into your computing lexicon, I think you'd agree that some adoption policy and process is required.

Do you have one?

Training TV

For some time now, I've been lobbying anyone who will listen, that video instruction is the way of the future.

While we in I.T. consider the job done, as soon as the user manual is written (or whatever training documentation you currently use), we're usually wrong.

The done is done NOT when the materials are completed, but when the training is completed (and understood). And we can play a role in that effort.

The guys at 37signals have a post today on their blog detailing how they create their short instructional (promotional) videos.

While they typically use Macs and Mac based programs (then transition to a PC native program called Camtasia for pans and zooms), those of us who spend most of our time in the PC world can simply use Camtasia (or if your needs are very basic - Cam Studio, which is free.)

Your homework is to create a short video using whatever tools you wish. Once you discover how simple and effective it can be, you'll never write another user manual again. And you'll have an effective training product that gets used.

Google Apps Team Edition

In this post ars technia berates Google for trying to slip one by your local I.T. department. They argue;

Unlike the Powered by Postini product suite, Google Apps Team Edition is aimed at enabling user and group-level collaboration without the need for approval from the IT department.

Now I understand the mentality of the I.T. department. After all, they support your business applications. They need to make sure that the data is secure and that there is some method to recover the data in the event of loss. They also need the company to understand that the new Google apps may be a duplication of significant legacy knowledge management applications and sharing applications which are already in place (and perhaps even under utilized). And Helpdesk may be the first place employees will call for support.

I know the thinking. I used to be one of those I.T. guys.

But once the security and training issues are addressed, isn't it a better outcome for all if your users collaborate more rather than less? Isn't the goal of seamless communications and collaboration to enable faster and better decisions and project outcomes?

With the development of more and more web services applications, I.T. departments would do well to devise a strategy with their corporate leadership to address web services adoption.

After all, if you're using Sharepoint, Team Rooms, MS Project Server, individually or group shared documents on Google, Basecamp, Blogs, Wikis, Forums and any other number of applications, you're investing heavily in training and support. And your corporate knowledge is stored all over the place.

It makes sense to try new applications (especially if they're free and the "rules" are well understood.)

But in the end you'll need to agree on a data map - where stuff is kept and under what conditions, so your company can make informed decisions as to whether the newer products work well, how they'll be internally supported (if at all) and also when (and how) to sunset those duplicate legacy systems.

In the end, the decision should be a business and I.T. collaboration. Even "free" apps come at a cost.

New Lens on Change Management

I've recently started a new Squidoo lens on Change Management. It's a work in progress, but check it out and let me know what you think.

I'll be adding content over the next few months, and you have the opportunity to contribute as well. Cast a vote, nominate a great Change Management resource book, slideshow, video, cartoon or whatever.

Enjoy.

I'm Sorry.

I've just finished reading Garr Reynolds' new book, Presentation Zen.

Like his blog by the same name, this book is required reading.

Here's a link to TEDBlog with more info.

And for all of you who have ever attended one of my Powerpoint Presentations in the past, I'm sorry.

I promse to do better next time.

The Edible Man - Part 2

I've just finished reading the biography of Dave Nichol, Canadian marketing icon - the man who brought Loblaw shoppers President's Choice, No Name, G.R.E.E.N. and "Too Good To Be True" product brands among others.

In my previous post, I talked about how his innovation drove Loblaw's financial turnaround, turning the grocery store chain into the most profitable chain in Canada.

He took on major brands (like Coke, P&G, Oreos) and drove profitability by increasing margins using products created (and in many cases completely developed) by small private firms. By leveraging his shelf space and by promoting these brands cheaply, he was able to increase margins on major products to as much as 30%. Name brands for many grocery stores are often sold at cost to drive store traffic.

His innovation led a movement into Private branding and today every grocery chain in Canada, features their own private brands.

Last time I talked about six traits that drove his innovation.

Here are six more.

1. Attention to every Detail – the product name and the packaging matter as much as the product itself. If the packaging stands out, (product can easily be found on a shelf) and the product is worth talking about (has a hook), people will buy it.

2. Storytelling. Tell a story. People remember stories. Dave would tell stories around almost all of his products. In fact he had an entire line of sauces and marinades called Memories of (city name, country name)..... He led Canadian consumers on a world journey, where they could sample great cuisine in his footsteps. These stories were told in his 16 page Insider's Reports, in commercials, in Infomercials, in his cookbooks, and on in store television sets.

3. Get Noticed – to stand out you have to be different! Instead of duplicating a popular 7 bean soup, he insisted on creating a delicious 20 bean soup, making it stand out in the Marketplace - making it remarkable (as Seth Godin might say). Every product needed a hook - a reason for being, whether it was "the best I've ever tasted", or "as good as the one made at Spago's" or "contains more than twice the chololate chips of any other cookie". Dave Nichol knew the benefit of having remarkable products.

4. Product successes are built upon a littany of product failures. PC Cola took three attempts before success. In fact Galen Weston, Nichol's boss stated that "Dave Nichol created more failed products than anyone in history. Of course, he launched more products than anyone in history."

5. Never Settle. Nichol rejected literally thousands of product samples until he (and he alone) was satisfied that the product was a superior value. The product didn't necessarily have to be the best on the market, but it had to be the best for the money. Ironically, Nichol was the sole arbitor of taste. Loblaw didn't use traditional focus groups. At noon each day, he would be presented with a buffet of products under development and would travel down the buffet pronouncing his (usually harsh) critique of each presentation.

6. Stay acutely aware of cultural trends. In many ways, Nichol developed brands, like the fashion industry. He launched G.R.E.E.N. products as the environmental movement begain it's rise in Canada. His lower calorie and fat entrees reflected society's desire for healthier foods, his ready to eat entrees met the time constraints of two income families. His No Name products reflected a desire to save substantial money over name brands. He was constantly aware of the shifting marketplace and of public whim. He was so in tune with these trends, it became unclear whether society was driving the brand development or the brands were driving consumer's behaviour!

If you're interested in reading the story of one of Canada's best product innovators. I'd highly recommend the book. In 1994, it was the National Best Business Book award winner.

Enjoy.