Showing posts with label Goals. Show all posts
Showing posts with label Goals. Show all posts

March 1, 2016

Work For It

This was an astute fortune cookie this weekend:

"The dictionary is the only place where success comes before work."

It reminded me of what my dad used to tell me that:

"Nothing, in life, is easy."

Or as my mother-in-law says:

"The world owes you nothing!"

Basically, the messages are similar that we have to work hard for what we want in life.

You have to believe in your goals and your mission. 

And follow through with rock solid determination and perserverance.

It seems in life that almost as soon as one challenge is over the next is ready to begin.

Got to have faith, pray for G-d's guidance, and be strong. ;-)

(Source Photo: Dannielle Blumenthal)
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February 21, 2016

Random Luck My A*s

Here's an interesting enterprise architecture themed fortune cookie. 

"Good luck is the result of good planning."

Everybody wants good fortune, but a big differentiator is whether you are willing to think through life's scenarios, pull together a solid plan (A, B, and C to be on the safe side) and put in the effort and hard work to achieve your dreams and goals.

Fortunes rise and fall likes the tides, but a solid plan (with G-d's blessings) can take you further than any ocean spans.  ;-)

(Source Photo: Andy Blumenthal)
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January 10, 2016

Enterprise Architecture - Make The Leap

Another good depiction of enterprise architecture.

What we are, the divide, and what we want to be.

We have to make the leap, but only with good planning and decision-making governance. 

Otherwise, it's a long fall down the project failure abyss. 

Faith is always important, but so it doing your credible part. ;-)

(Source Photo: Via Instagram)
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September 7, 2015

Taking Back Control

Ok, I've had mobility issues for over 2 years now that started with a broken foot and ended in 3 surgeries and 2 hip replacements.

Over this time, I have had enormous pain walking and doing other activities. 

And unfortunately, I have put on some extra weight, which I am unhappy about. 

Today though this changes, please G-d.  

I am taking back my life!

I want to lose the weight and be what I know I can be. 

Time to stop the excuses.

It's Rosh Hashanah (Jewish New Year) next week, and this is a good time to reflect, be introspective, self-critical, and aim high. 

G-d, please help me to be strong, to resist temptation, and shut my mouth from eating the wrong foods. 

I am determined, but G-d I need your help to be successful. 

We've accomplished so much together--let's do this! ;-)

(Source Photo: Andy Blumenthal)
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September 14, 2014

Who Can Resist

It's the age old image of an angle sitting over one shoulder telling you to control yourself and do what's right and a little devil hanging over the other telling you to indulge and do whatever you want. 

The New York Times says that regardless of the push and pull of these two forces in our lives, we can learn to show restraint and stay goal-oriented.

By seeing the long-term rewards of good behavior, we can avoid pigging out in the moment. 

With Kids, it's called the Marshmallow Test--those who can resist eating a marshmallow for 15 minutes, get two marshmallows to enjoy later!

For adults, it may be that those who avoid the cake and ice cream today will live healthier and longer in the future. 

In Yiddish, there is the term sitzfleisch that refers to our ability to sit still and get our work done. 

The point is that if we can distract and distance ourselves from the indulgences of the moment, we can focus on the important things we really want to achieve with our lives. 

Of course, this is always easier said than done, because the two forces are both powerful and can be convincing.

For example, how many times can you hear, "Enjoy life a little, you aren't going to live forever" or "You've worked so hard, you deserve a little break", or "Come on, no one is perfect"...before you give in to a little excess? 

We are all tested in life, and we must try our best to pass as many as we can with flying colors--probably success is a healthy balance between living a little today in the here and now and working and saving abundantly for tomorrow's marshmallows.

(Source Photo: Andy Blumenthal)
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February 13, 2014

Who Do You Want To Be?

Walking through the halls of one of the local schools, there was this awesome display of cutout hands. 

Each hand, done by a student, was supposed to represent who they wanted to be as people. 

In the center of each was a core saying/belief of the student written on the palm.

And then on each of the five fingers was their personal aspirations:

Emotionally
Physically
Socially
Intellectually
Spiritually

I thought this was a really cool assignment to think and focus on where we're going with our lives and what our personal goals are. 

Like a mini-personal architecture, these hands are the hands of our young people who have their lives ahead of them and the energy and opportunity to shape their futures. 

No, none of us has control over the future, but we can do our part to shape who we are as human beings, as this student says: 

"I am who I want to be."

Of course, we have to choose wisely, work hard, and go for it! 

We never know if there are any true second chances.  ;-)

(Source Photo: Andy Blumenthal)
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November 7, 2013

The Difference Between Planning and Reality

Wow, I really love this graphic.

The top are our plans, along with our hopes and dreams that we get to where we want to, in a basically smooth, straight line--no troubles, no fuss--whoola success!


The bottom is our reality, where we work our way towards our target goals (which we may, or more likely not, ever fully achieve) and that along the way, we encounter all sort of life's tests and challenges--it's an uphill climb, but with tangible achievements and milestones, as we progress. 


If it was as easy as the top--it probably wouldn't be worth doing. 


The challenges test our mettle--and what doesn't kill us, makes us stronger. 


Even so, sure wish I could get some wings and jets on that bicycle. ;-)


Thank you sis for sharing this with me.


(Source Photo: here from DogHouseDiaries)

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October 24, 2013

Performance and Transparency - 2gether 4ever

Really liked this performance measurement and transparency at Home Depot.

Here are their store performance measures prominently displayed.

Not a high-tech solution, but every measure has its place and metrics. 

- Looks at friendly customer service.

- Tracks speed of checkout.

- Measures accuracy of transactions.

This lines up well with the management adage that "you can't manage what you don't measure."

Some pointers:

- Identify, collaboratively, your key drivers of performance

- Determine whether/how you can measure them efficiently (i.e. qualitatively, quantitatively)

- Set realistic, stretch targets for the organization

- Communicate the goals and measures, 360 degrees

- Regularly capture the measures and make the metrics transparent

- Recognize and reward success and course correct when necessary

- Reevaluate measures and goals over time to ensure they are still relevant 

Wash, rinse, repeat for continuous improvement. ;-)

(Source Photo: Dannielle Blumenthal)
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September 2, 2013

Warrior Augmentation

I love the direction DARPA is going in with robotic exoskeletons for our warfighters. 

Helping soldiers perform their jobs easier, more capably, and with less injury using human augmentation is good sense. 

Military men and women often carry weight in excess of 100 pounds for long distances and perform other tasks that challenge human physical endurance.

Creating a durable "soft, lightweight under[or over]suit that would help reduce injuries and fatigue and improve soldiers ability to efficiently perform their missions" is an smart and achievable goal, and one that would give us great advantage in the battlefield. 

The timeframe of 2012-2016 is an aggressive deadline to form the mix of core technologies, integrate them, and develop a wearable prototype. 

I think the goal of having this be "potentially wearable by 90% of the U.S. Army population" is notable as not something that is for just special forces or unique missions, but rather something that can medically protect and make for a superior fighting force for all of our men and women. 

This is really only the beginning of human augmentation with sensors, storage, processors, and robotics to make our warriors fight with the best that both man and machine has to offer. It's not a fight of man versus machine, but of man and machine. 

Seeing and hearing farther and with more clarity, connecting and communicating timely and under all conditions, processing loads of data into actionable information, fighting and performing mission with superior skills (strength, speed, dexterity, and endurance) and integrated weapon systems, guiding warriors to their targets and home safely--these are goals that man-machine augmentation can bring to reality. 

And of course, the sheer medical and rehabilitative benefits of these technologies in caring for the sick and disabled in society is enough to "pedal to metal" drive these efforts alone. 

Like on the prescient show from the 70's, The Six Million Dollar Man, "We can rebuild him. We have the technology...Better than he was before. Better...stronger...faster."

And I would add healthier and more deadly! ;-)

(Source Photo: here with attribution to DARPA and Boston Dynamics)


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August 6, 2013

Teamwork, There Is No I

I really love this saying--"There is no I in Team."

A colleague said very astutely, "even though some try to put it in there!"

Teams work best, when everyone does their part and contributes, and no one makes it about their personal agendas, ambitions, and issues. 

A team implies a large degree of selflessness where we do what is best for the team and the mission we serve, and we don't get caught up in personal ego trips. 

When people place themselves above the team--and they try to impose that "I" right on in there, then rather than teamwork, we end up with rivalry and conflict.

From my experience, those who try to take the credit for themselves--typically end up exposed for who they really are and without the honor they chase.

But those who give recognition genuinely and generously to others are in turn respected for their contributions to the mission as well as to the team. 

Selflessly united as a team we can assuredly succeed, but selfishly divided as just a bunch of I's, we will most certainly fail. ;-)

(Source Graphic: Andy Blumenthal)
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July 5, 2013

Have You Been Voluntold?

Voluntold, it's a funny word. 

A combination of volunteer and told, to do something. 

I couldn't believe that this word is actually in the dictionary and means:

"When one has been volunteered for something by another person. Often against their wishes and desires." (Reference: Unwords

"The exact opposite of volunteering. Always used in reference to an unpleasant task to which you have been assigned by your boss."(Reference: Urban Dictionary)

I've seen this used when the boss asks for volunteers for a task or special project. If no one volunteers, then the boss volunteers someone--telling them to do it.  They have been voluntold!

One time, I remember a very tense meeting where a boss was presenting his vision for the organization, but at the same time putting down the status quo and everyone in it. 

As one point, he asks for a volunteer to help with driving his vision forward (note: no one had bought into it), and no one volunteers. 

The boss ask for a volunteer once, twice, and three times at the meeting as the tension rises. 

Finally, a hand goes up and someone accepts the task. 

He is the bosses new favorite and is told publicly at the meeting that he will be rewarded for "stepping up."

The truth is he didn't really step up, but rather succumbed to the pressure to do it. 

Another victim of being voluntold. 

In the end, he really didn't perform much of what he volunteered for--not a surprise, since he never bought into it to begin with. 

Sometimes, we do have to ask people to do things, but it shouldn't be by force or undue pressure. 

A leader builds his vision with his team--not for his team--and they move forward together to achieve their unified goals and objectives. 

Telling someone to do something, and pretending that they are really volunteering fools no one and achieves nothing accept maybe calling out some pretend accomplishments to go with the pretend volunteers. ;-)

(Source Photo: here with attribution to Andrew Huff)
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June 6, 2013

Charting Your Course


New article here by Andy Blumenthal in Public CIO Magazine called "Using Enterprise and Personal Architecture To Chart Your Course." 

"As a leader, one of your primary jobs is to bring a coherent, rousing vision and strategy to the organization and execute it to keep the organization relevant -- that is enterprise architecture."

Hope you enjoy!

Andy

(Source Photo: Andy Blumenthal)
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December 8, 2012

Go Safe or Go For It?


In_it_to_win_it
I came away with some thoughts on risk taking watching this scene from the movie "Lies and Alibis."

The girl says: "Simple is boring."
The guy answers: "Boring is safe."
The girl responds: "Safe is for old people."

(Note: nothing personal here to the elderly. Also, hope I didn't get the who said which thing wrong, but the point is the same.)

Take-a-way: Very often in life we aren't sure whether to take a risk or not. Is it worth it or is it reckless? And we have to weigh the pros and cons, carefully!

- We have to ask ourselves, where's the risk and where's the reward?

We have to decide whether we want to try something new and accept the potential risk or stay stable and go safe with the status quo that we already know.

At times, staying with a bad status quo can be the more risky proposition and change the safer option--so it all depends on the situation. 

- We also have to look at our capabilities to take chances: 

For example, in terms of age appropriateness--it can be argued that younger people can take more risk, because they have more time to recover in life, should the situation go bad. 

At the same time, older people may have more of a foundation (financial savings, built-up experience and education, and a life-long reputation) to take more chances--they have a cushion to fall back on, if necessary. 

- In the end, we have to know our own level of risk tolerance and have a sense of clarity as to what we are looking for and the value of it, as well as the odds for success and failure.

It's a very personal calculation and the rewards or losses are yours for the taking. Make sure you are ready to accept them!

Finally--always, always, always have a plan B. ;-)

(Source Photo: Andy Blumenthal)

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September 23, 2012

The Dumbest Parent, No Really

So we took our daughter out to shoot some arrows.


She was really good, shooting off one after another and hitting the bullseye way down field.

Of course, when I gave it a try, I couldn't even hit the side of a barn.
Next to us, at the range, where two girls and their mother.

The girls were jumping around with their bows, grabbing the arrows, and popping off shots at a target set at a distance appropriate for their age.

What comes next is the dumbest and most irresponsible parent I've seen for some time.

The mother yells out to the girls--"Hey, I'd like to take a picture of you guys!"

Then she goes over to them and pulls them off the range and faces them at each other about a foot apart--with their bows and arrows pointed at each other!

The girls not understanding the danger they are in and playing around as kids do--pull the strings on the bows back to pose for the shot--literally, and with the mother egging them on. 

I am feeling like I am watching a horrible accident about to unfold in front of my eyes.

I say politely, but with obvious fear and concern, "Stop!--the girls are pointing the arrows at each other--that's dangerous!"

But the mother, puts her finger up as if to hush me, and says emphatically that she just wants to take a picture and "it's so cute."

I am watching what appears to be the younger of the girls--the one on the right--start dancing around with the bow and arrow, pulling back and pointing right at the other girl--who in turn mimics her and does the same back.

At this point my wife joins me, and we are not sure how to stop this or whether its time to take cover, while the mother continues to ignore any semblance of safety and refuses to pull back from her cherished photo op of the children.

This mother was not just dumb, but completely irresponsible--for the safety of her kids and everyone else around on the court.

When the "photo shoot" was over--and the kids let the strings go and ran back to the range, we sighed a sigh of relief that nothing worse had happened.

A number of days later, I found myself doing some strategic planning and using the Force Field Analysis tool.

In the Force Field Analysis, we try to identify and examine the driving and limiting forces for and against change, and more importantly the actions we can take for influencing each force. 

Usually, we view the forces for change as something positive, and the limiting forces as a hinderance, blocking our goal achievement. But the more I thought about it, the more I realized that while change can be positive when undertaken for the right reasons, there are times when restraint is necessary as well. 

For example, in applying this to the situation at the archery range--the parent is hell-bent on taking the photo no matter the forces for restraint to prevent a serious accident happening to her kids or to others around them. In this case, some parental restraint would have been appropriate. From an influencing perspective, probably some much better supervision at the range would have been in order. 

To me, it was interesting to think about it in this context and contemplate how to tip the forces for change or restraint to where they need to be depending on the situation--whether it is a good goal and a good time to pursue it, or not. 

Also, it is worth noting how challenging it can be to influence driving and restraining forces, especially when dealing with ignorance, foolhardiness, or people who may just refuse to listen to reason.

As leaders, the Force Field Analysis can be a useful framework not just for planning, but for trying to understand our environment and how best we can shape the events around us--no matter how quickly or dangerously they may unfold.

(Source Photo: Andy Blumenthal)

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April 9, 2012

Changing Regrets Into Fulfillment

The Guardian (1 February 2012) published an important article called "The Top Five Regrets of the Dying."

The items mentioned were compiled by a palliative nurse caring for patients at end of life. 

The list is a wake up call for many of us who work hard, but in the process perhaps forget the most important aspects of life are the people we love and the pursuit of opportunities to really be ourselves and achieve our purpose.  

Here is the list of top 5 things you can do different in your life before it passes you by:

1. Be your true self--"I wish I'd had the courage to live a life true to myself, not the life others expected of me." 

- Ask yourself what are your dreams and how can you make them happen!

2. Work less--"I wish I hadn't worked so hard." 

- Ask yourself are you living to work or working to live? 

3. Express yourself--"I wish I'd had the courage to express my feelings."

- Ask yourself if you've told significant others how you really feel and genuinely worked things out with them.

4. Maintain relationships--"I wish I had stayed in touch with my friends"

- Ask yourself have you been generous with your time, emotions, and material things with family, friends, and others important to you?

5. Seek out opportunities for happiness--"I wish that I had let myself be happier."

- Ask yourself what does happiness even really mean to you and how can you find it amidst the daily grind.

Life is always too short and everyone makes mistakes and has regrets--that's part of being human, learning, and growing. 

But if we can get our priorities straights and set clear goals, perhaps we can leave the world with less bitterness and more fulfillment in lives granted and well spent. 

(Source Photo: here with Attribution to Raspberries1)

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November 2, 2011

First Stop Saying First


First came "Cloud First" in the 25 Point Implementation Plan To Reform Federal IT Management (9 December 2010).

Then came "Sharing First" and "Future First" in the "vision for information technology" (25 October 2011).

According to Federal Times (31 October 2011), there are many more 'firsts' to come-- with a "set of principles like 'XML First,' 'Web Services First' 'Virtualize First,' and other 'firsts' that will inform how we develop our government's systems. "

At this point in this blog, I can't even remember all the 'firsts' I just jotted down, so my question is at what point does assigning 'firsts' become 'second' to managing our tremendous IT asset base for the government?

Some more firsts just to be first in starting this "list of firsts":


"G-d First"

"Country First"

"Democracy First"

"Freedom First"

"Human Rights First"

"Capitalism First"

"Equality First"

"Justice First"

"Fairness First"

"Family First"

"Charity First"

"Caring First"

"Giving First"

"Love First"

"Health First"

"Mission First"

"People First"

"Insource First"

"Outsource First"

"Integrity First"

"Ethics First"

"Truth First"

"Communication First"

"Leadership First"

"Innovation First"

"Passion First"

"Security First"

"Safety First"

"Reliability First"

"Agility First"

"Adaptability First"

"Sustainability First"

"Planning First"

"Governance First"

"Execution First

"Project Management First"

"Performance Measurement First"

"Best Practices First"

"Learning and Growth First"

"Sharing First"

"Collaboration First"

"Transparency First"

"Interoperability First"

"Reusability First"

"Reputation First"

"Simplicity First"

"Requirements First"

"Effectiveness First"

"Efficiency First"

"Data First"

"Quality First"

"Customer First"

"Service First"

"Standards First"

"Cost-savings First"

"Business Process Reengineering First"

"Critical Thinking First"

"Jobs First"

"Women and Children First"


Essentially, there are a lot of 'firsts' in life and the challenge is in prioritizing and deconflicting these.


So with all due respect first, now let's get back to the business of government and technology. ;-)


(Source Photo: here)


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October 30, 2011

Satisfy or Suffice

How many of you feel satisfied or are you left still somehow yearning and hungry?
Living in a time and place where materialism is a competitive and daily fact of life for--high paying jobs, big houses, fast cars, Ivy league educations, exotic vacations, fashion and jewelry "statements", elegant restaurants, and lavish parties--it is philiosophically and practical to ask satisfy or suffice.
If we live our lives to satisfy ourselves--then we tend to a society driven by one word, and one word only--"more!"
Our appetites for material things that satisfy our senses are like a bottomless pit--to see beauty, to feel comfortable, to taste delight, to hear endless praise and envy over what we have achieved and accomplished in life--can these cravings ever really be satisfied?
With satisfaction, one of the key issues is that no matter how much we have accumulated or attained, it irks us to no end, if someone else has just a fraction more. This is called relative deprivation--we have everything we need, but we still feel short-changed because someone else has more. It's infinitely hard to be satisfied knowing that, because somehow we have failed...someone else is better off materially, and our interpretation often is that they are better innately than us and thus have gone further than we can or maybe deserve more on a spiritual level--either way another's abundance, regardless of your own successes, can still mean you are a loser!
It's funny, coming off the Metro and watching the mobs disembark from the train and race up the escalators, even when there are not a lot of people there...first one to the top is the winner; everyone else shlumps off somehow defeated afterward. G-d, this has become a sick society--what difference does the 2.347 seconds make?
Educationally, collecting degrees and certifications has become another hobby for many, so that if you don't have alphabet soup before and after your name, your frowned upon as just another ignoramus out there--as if the degree makes the person.
Another example, yesterday I heard that when getting engaged/married, the chic is that it is no longer enough to give a diamond ring to the young lady, now a matching bracelet is also part of the grand bargain or else you are not "keeping up with the Jones."
The examples go on and we can all tell them from our specific lives of the endless rat races that we endure to try and not only make ends meet, but also to compete and avoid "the shame."
So what's the alternative?
Instead of trying to be satisfied, we can learn to suffice--to be happy with what we are blessed with. That doesn't mean that you don't try to do your best in life, you do! But rather, you work hard and invest a reasonable amount of time, effort, money to achieve a goal and then you go on without beating yourself up over what you haven't achieved.
In short, happiness is in saying enough (or like on Passover, Dayenu!).
To suffice, part of it is learning to differentiate between what is really important and what is, in the end, trivial. How important is it that you get the NEXT whatever in your life versus can you be more innately happy spending time doing things you enjoy with the people you really love.
Suffice--learn to balance the demands and needs of your life--grow beyond the mundane; the true test of life is with you yourself--achieving your potential--not how you do relative to others.
An article in Wired (November 2011) talks to this when it asks about going out and finding a soulmate, "Do you keep searching and hope something better will come along, or do you stop searching when you find something looks pretty good?"
This article, whether addressing the many commitment phoebes out there, or those just having a hard time finding Mr./Mrs. Right--whether in terms of accepting and living with others' flaws or just learning to stop looking for someone prettier, smarter, more successful etc.
Wired suggests developing a baseline by dating "roughly" 12 people so that you can make an informed decision of the head and heart, but this can apply to education, career, home and all areas of your life--seek what is best for you, but also realize that we are all imperfect mortals and that only the heaven is for angels.
Suffice--do your very best in life and accept yourself for who you are and meet your destiny head-on--you can achieve happiness beyond the mere materialism and superficiality that cloud our societal judgements--this to me is enlightenment.

(Source Photo: here)

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June 5, 2010

Reorganization Best Practices

Sometimes a leader has to consider and implement a reorganization (“reorg”) as this can benefit a organization.

Organizations are not a static environment, but rather are dynamic systems. To survive, organizations must adapt to changes in the external environment and from changing forces within, by reorganizing in ways that improve the organization’s ability to perform.

Harvard Business Review, June 2010, has a couple of important articles on this topic (the articles are actually in reverse order in the issue):

1) “Change For Change’s Sake” by Vermeulen, Puranam, and Gulati

2) “The Decision-Driven Organization” by Blenko, Mankins, and Rogers

In the first article, the authors assert that “even successful corporations have to shake things up to stay ahead of the competition.”

  • Sometimes, this can be driven by changes in the competitive landscape necessitating that we adapt to meet these head on.
  • At other times, it is because of internal organization dysfunctions such as where: routines are stifling innovation, silos are hampering collaboration, and resources have become entrenched with the powerful few—these will hamper performance and potentially destroy the organization if not disrupted.

In the second article, the authors recommend that reorganizations should focus on better decision-making, i.e. on structures that “improves the organization’s ability to make and execute key decisions better and faster than competitors.”

  • Reorgs are seen as necessary for creating the right structure to perform: “Like Generals, they [CEO’s] see their job as putting the right collection of troops in the right place…Nearly half of all CEOs launch a reorg during their first two years on the job.”
  • Results of reorgs are generally poor: According to a Bain and Company study of 57 reorganizations, “fewer than one-third produced any meaningful improvement in performance. Most had no affect, and some actually destroyed value.”
  • Start with a “decision audit”: “Instead of beginning a reorg with an analysis of Strengths, weaknesses, opportunities, and threats [SWOT], structural changes need to start with what we call a decision audit. The goals of the audit are to understand the set of decisions that are critical to the success of your company’s strategy and to determine the organizational level at which those decision should be made and executed to create the most value.”
  • Align organizational elements to optimize decision-making: Organize assets, capabilities, and structures to “make the essential decisions and get those decisions right more often than not.” Similarly, align “incentives, information flows, and processes with those related to decision-making.”
  • Avoid conducting reorgs that degenerate into turf battles and horse-trading: “Powerful managers grad decision rights they shouldn’t really own while weak ones surrender rights they really should own. [Further,] people end up with responsibilities hat are defined too broadly or too narrowly, given the decision they need to make…without a focus on decisions, these power struggles too often lead too creeping complexity in an organization’s infrastructure.”

In my opinion, reorganizations are likely to be most successful when they have specific goals such as adapting to changes, creating new opportunities, closing gaps, and fixing misalignments. Simply “shaking things up” is not enough reason.

Secondly, aligning the organization around execution is as important as better planning/decision-making. Therefore, we should restructure around two areas—strategy (i.e. planning and decision-making) and operations. For example, in Information Technology, we could restructure and align the organization to improve:

1) Strategy formulation: This involves reorganizing to improve architecture and planning, investment decision-making, project management oversight, customer relationship management, and performance measurement. (Reference: The CIO Support Services Framework)

2) Operational execution: This involves reorganizing to improve IT execution of network and operations, systems lifecycle, information management, and information assurance.

Thirdly, success depends on implementing the reorg with people, funding, and other tangible changes that will help the reorg to meet its goals. This advances it from “redrawing the map” to giving it “the legs” to work on the ground, and is the most exciting stage in seeing the vision be fulfilled.

By reorganizing with specific goals, focusing on better decision-making and execution, and on fully implementing the reorganization with enabling structural and process changes, executives can broadly and deeply impact the performance of the organization for the better.


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April 25, 2010

Going From Peak to Peak

In life, no one has only peaks or valleys. Life is a continuous cycle, and we must traverse “The Wheel of Life” (an ancient belief of many cultures including Jews, Indians, and others) from happiness to loss, suffering, and then hope, and back to happiness again.

Why we go round and round as people and nations is an age-old question. While happiness all the time would certainly be more enjoyable and easier on us all around, it would defeat the purpose of life, which is to learn and grow. And unfortunately, there is profound wisdom in the adage, “no pain; no gain.”

No, that doesn’t mean we should become masochists, so that we learn and grow more! Rather, we learn and grow from difficult experiences and then we get to rest and restore ourselves to be able to apply those in lessons and take it to the next level in future circumstances.

So it was with interest that I recently read Peaks and Valleys, by Dr. Spencer Johnson (best-known for Who Moved My Cheese?).

The conventional wisdom is that if we’re not living at the top of the heap, then we’ve somehow failed. Johnson’s take is that both success and failure (what he calls “peaks and valleys”) have valuable lessons to teach us and are therefore important to experience. The book is about getting the most out of the peaks as well as the valleys of our lives.

Here are some thoughts that rung true—in my words and in Dr. Johnson’s:

#1 - How to handle the valleys:

  • Learn to manage adversity, which helps you to mature and reach your next stage in life: “Between peaks, there are always valleys. How you manage your valleys determines how soon you reach you next peak.”
  • Love and to give to others. “You get out of a valley sooner when you manage to get outside of yourself: at work by being of greater service, and in life by being more loving.”

#2 - Think strategically about where you’re going in life:

  • Envision where you want to be to advance your goals. “A great way to get to your next peak is to follow you sensible vision. Imagine yourself enjoying your better future in such specific believable detail that you soon enjoy doing what takes you there.”
  • Recognize the emotions that guide your actions (and that timing is key): “The most common reason you leave a peak too soon is arrogance masquerading as confidence. The most common reason you stay in a valley too long is fear masquerading as comfort.”

Overall, even though leaders may seem like they are always “above,” in fact everybody goes through regular peaks and valleys.

In addition, leaders have the added duty to find the way not only for themselves, but also to guide others through the “storms” of organizational life. This is a great privilege, but also a tremendous responsibility that necessitates that leaders lead with wisdom and integrity so that they help their organizations, and people, go capably from peak to peak.


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February 8, 2010

From Planning to Practice

Real planning is hard work. I’m not talking about the traditional—get the management team together, offsite for a few hours or days and spell out a modified mission and vision statement and some basic goals and objectives—this is the typical approach. Rather, I am referring to thinking and planning about the future with a sense of urgency, realism, and genuine impact to the way we do our jobs.

In the traditional approach, the management team is focused on the planning session. They are engaged in the planning for a short duration, but when back in the office, they don’t go back in any meaningful way to either refer to or apply the plan in what they or their employees actually do. The plan in essence defaults to simply a paperwork exercise, an alignment mechanism, a check box for the next audit.

In contrast, in a comprehensive planning approach, the focus is not on the planning session itself, but on the existential threats and opportunities that we can envision that can impact on the organization and what we are going to do about it. We need to look at for example: What are our competitors doing? Are there new product innovations emerging? Are there social and economic trends that will affect how we do business? How is the political and regulatory environment changing? And so on. The important thing is to think through/ work through, the impact analysis and plan accordingly to meet these head-on.

This is similar to a SWOT analysis—where we evaluate our Strength, Weaknesses, Opportunities, and Threats, but it differs in that it extends that analysis portion to story planning (my term), where the results of SWOT are used to imagine and create multifaceted stories or scenarios of what we anticipate will happen and then identify how we will capitalize on the new situation or counter any threats. In other words, we play out the scenario —similar to simulation and modeling—in a safe environment, and evaluate our best course of action, by seeing where the story goes, how the actors behave and react, and introducing new layers of complexity and subtext.

Harvard Business Review (HBR), Jan-Feb 2010, has an article called “Strategy Tools for a Shifting Landscape” by Michael Jacobides that states “in an age when nothing is constant, strategy should be defined by narrative—plots, subplots, and characters---rather than by maps, graphs, and numbers.”

The author proposes the use of “playscripts” (his term), a scenario-based approach for planning, in which—“a narrative that sets out the cast of characters in a business, the way in which they are connected, the rules they observe, the plots and subplots in which they are a part, and how companies create and retain value as the business and the cast changes.

While I too believe in using a qualitative type of planning to help think out and flesh out strategy, I do not agree that we should discard the quantitative and visual analysis—in fact, I think we should embrace it and expand upon it by integrating it into planning itself. This way we optimize the best from both quantitative and qualitative analysis.

While numbers, trends, graphics, and other visuals are important information elements in planning, they are even more potent when added to the “what if” scenarios in a more narrative type of planning. For example, based on recent accident statistics with the car accelerators (a quantifiable and graphical analysis), we may anticipate that a major foreign car company will be conducting a major recall and that the government will be conducting investigations into this company. How will we respond—perhaps, we will we increase our marketing emphasizing our own car safety record and increase production in anticipation of picking up sales from our competitor?

Aside from being robust and plausible, the article recommends that playscripts be:

· Imaginative—“exploring all the opportunities that exist.” I would also extend this to the other relevant element of SWOT and include envisioning possible threats as well.

· Outward-facing—“focus on the links a company has with other entities, the way it connects with them and how others perceive it in the market.” This is critical to take ourselves out of our insular environments and look outside at what is going on and how it will affect us. Of course, we cannot ignore the inner dynamics of our organization, but we must temper it with a realization that we function within a larger eco-system.

To me, the key to planning is to free the employees to explore what is happening in their environment and how they will behave. It is not to regurgitate their functions and what they are working on, but rather to see beyond themselves and their current capabilities and attitudes. Life today is not life tomorrow, and we had better be prepared with open minds, sharpened skills and a broad arsenal to deal with the future that is soon upon us.


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