Monthly Archives: September 2013

#272 Complexity and education

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Complexity in the world is going up and will continue to rise. Problems are getting more complex as are solutions. In fact, in current times, even though the inventors profit financially from their work, they would not win awards for simplicity. This has deep implications for those seeking to execute strategy with modern technologies.

Building solutions has become more expensive, thus the best option is to buy solutions or integrate pieces to make up the whole solution. Selection of solutions is hard and purchasing decisions are hard because solutions are not easy to evaluate. More important, it is becoming hard to see how the solution will benefit you, until you see it in action on your business processes, and run by your co-workers. Implementation costs can rise rapidly and it may end up dwarfing the initial purchase price.

Whether you are a buyer or a vendors, the answer is to to do more education before a sale. The more enlightened the customer, the easier the sale, the fewer the post sale hassles.

Vendors try to sell their products, services, and solutions and hope that customers will figure it out or gain enough value to not complain. It works, but sophisticated customers will not put up with this. They have already been burned by the “lets just figure it out” approach.

This is hard to do in a project driven world. The project to acquire a solution may be finished by a person different from the person who started it. The person who takes over solution implementation may have their biases, and may be looking to replace the solution with their pet ideas.

Your leadership legacy will be strong if you finish the project you started. The more complex the project, the harder it is to accomplish, and the stronger your legacy.

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#271 Sleeping in the bed you made

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From time to time, we create a difficult situation, leading to unpleasant consequences. Now we must endure the unpleasant consequences. Most people try to avoid the unpleasant consequences by denying all responsibility and accountability. They distance themselves from the problem and want to have nothing to do with it.

It is important that you are asked to deal with the consequences of your action. If your actions were accidental, no problem, you still have to pay the penalty for ignorance. The penalty must match the “crime” and you should get a second chance. If the penalty is unfair or you don’t get a second chance, your motivation to take responsibility and accountability will diminish even further.

There are two key takeaways. As an individual how will you balance the risk taking required for growth and advancement with the risk mitigation required for safety? As an organization, how will you build a culture where employees will be rewarded for risks and provide a safety net for errors?

Companies with a positive and vibrant culture will do this well. Study what they are doing and adopt the practices. It comes down to the leadership of your organization. Are they capable of building this culture? If no, then no amount of research is going to help. You need new leadership, or you need a new job. But don’t be too quick to dismiss or condemn your leadership without playing your part in fostering this culture.

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