organisational behaviour

Nothing and nobody is indispensable

  • Tuesday, 31 August, 2010
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The cemeteries are full of people who thought they were indispensable.

If you didn’t turn up to work tomorrow, if you never came back, what would happen? I mean, what would really happen?

The world wouldn’t stop.

Can you hand on heart say it would be the end of your organisation? So you may be the ‘key man dependency’, but is that your ego making you think that? (OK, so I once worked with an organisation who had one of those. Their system was written in some obscure language that only one person knew its inner workings. He spent his weekends base jumping. Our job was to migrate the data to a new system to alleviate this risk).

When was the last time you took a holiday? Been too frightened to because you fear everything will fall to peices when you’ve gone? Get over it. Take a vacation, Nothing will change whilst you are away. You’ll get back and nothing will have changed.

What is indispensable?

OK. Now think bigger. History is full of organisations who thought their products and processes were indispensable. Of the FT30, (the oldest index of share prices started in 1935) only one company (Tate & Lyle)is still there after seventy five years.

What do you think would really happen if your organisation ditched all that process and product baggage it held onto so closely? What would really happen? Are your current ways of working really indispensable?  How about your business model?  Maybe time to do some scenario planning to ask precisely those questions?

<Personal Interlude>  Eight months ago I was a lazy tub of lard. I could barely swim the length of a pool, my bicycle had two flat tyres and I’d be breathless and beaten after running 50m to catch the train. I looked for a goal, something that was outside my comfort zone, my frame of reference. I entered the London triathlon, sprint distance. Completing a triathlon became an unobtainable dream (you have to understand that I went to Loughhborogh University, home to the Jocks, [and a rather good Human Sciences department and Ergonomics course, hence my attendance there], I felt totally alienated from all the sporty types, and triathlon represented the pinnacle of pointless exercise and sport). And slowly started training for it. Running, I hated. My first swimming lesson I discovered the need to breath. Cycling, I discovered the ride to work scheme and bought myself a decent bike. I put myself on a change programme. A programme of gradual change. Baby steps. And a few weeks ago it all came together at the London Triathlon; the swimming, the cycling and the running. A multi-disciplinary effort, a radical change to my being. And I completed it. In a not overly embarrassing time; in fact I can in the top half. but better still, I ended it charged up with how much faster I could have gone, now that I know what it is like. I paced myself too slowly. I’m buzzing on triathlon. </Personal Interlude>

Organisations I see are like the tub of lard I was. Full of inertia, and reasons why they can’t change, why they can’t be triathletes.

Yeah, wouldn’t it be great to be an Apple… But we just don’t have a Steve Jobs.  Reasons why you can’t rather than inspiration, spirit and belief in why you can.

There is nothing in your organisation that is indispensable. There is no reason why you “can’t” other than your own myopia and inertia and inability to dream the future and train and practice to make it happen. All you need to do is get over the inertia and make it happen.

Pillars of a compelling experience

Pillars of a compelling experience

  • Monday, 7 December, 2009
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This is a model I often see in organisations when it comes to their web presence.  A product owner comes up with a commercial proposition, marketing work up the content, IT build the functionality and it is goes live.  With this model, no-one actually owns the customer experience.

Worse, this little temple model is repeated across different commercial propositions so you end up with something that is not very joined up.  I’ve blogged about this lack of joined up thinking before.

Now let’s construct a model where the roof of the temple is a compelling customer experience.

What are the ingredients of this new temple model?  It is still going to be founded upon commercial propositions, but they are going to be overlaid by a culture of test and learn.  That is a willingness and ability to experiment; to realise that what you have developed is never final and is always evolving.  It is about taking the learnings of experiments to inform and improve the experience, or to rapidly refine or kill propositions that just do not work.

Then we have the five pillars.  I describe these in a paper I wrote ages back (pdf here, google books here).

Unfortunately these pillars tend to sit within organisational silos; content and personality are ‘owned’ by  marketing, functionality by IT, and operational excellence (that’s all about fulfilling on the customer promise and beyond) is a mixture of IT and operations.  Usability is a ‘funny one’ in that might sit alone, sit in marketing or sit in IT.  But ultimately it is best placed to direct the horizonal filter of Quality Control.  Quality control is not an additional layer of bureaucracy, rather a cultural component that all the pillars feed into.  It is about ensuring consistency and meaningfulness of the experience.  It is about balancing the commercial needs of the product, with the marketing needs of the message and the delivery capability of IT.

Photo credit: K. Dafalias

Persecute or communicate

  • Friday, 30 January, 2009
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Yesterday I twittered “Industrial Age, Atomic Age, Jet Age, Space Age, Information Age… What’s next?” Andre Martin replied “social age?”  If the world around us is moving to the social age, far too many corporations are stuck in the industrial age, the stone age even.

With growing economic uncertainty, inter-office rumors, gossiping and eavesdropping in the workplace are inevitable.  More than 20 per cent of respondents to an HR survey said their employees had been disciplined for such behaviour.  And so the solution is to invest in technology to prevent it.  But you are never going to be able to stop it, indeed taking such measures is more likely to give oxygen to fear, mistrust and dissent.  The investment would be better spent opening up channels of communication, getting the gossip out in the open and developing a culture of trust and understanding.  How?  Introducing a corporate FaceBook to replace the moribund intranet would be a start.