Posts Tagged ‘TYWP’

Tradition and Progress

September 25, 2013 Leave a comment

Continuing on with a series of posts fueled by the inspirational content in Scott Berkun’s newly minted “The Year Without Pants“, let’s explore the relationship between tradition and progress:

There is nothing wrong with tradition until you want progress: progress demands change, and change demands a reevaluation of what the traditions are for and how they are practiced…. The responsibility of people in power is to continually eliminate useless traditions and introduce valuable ones. An organization where nothing ever changes is not a workplace but a living museum. – Scott Berkun

In poorly led institutions, as the number of management (“management” is simply a euphemism for “control“) layers increases, new “special interest” traditions are continuously introduced into the environment whilst old and useless rituals are rarely eliminated. Policies, directives, processes, procedures, taxes, fees, laws – pick your poison. The pile of behavior constraining rules just gets bigger and bigger, suffocating all intrinsic motivation and instilling learned helplessness. Damn, that Kafka dude got it right. So did Ackoff:

It is easier to start something new than it is to stop something old – Russell Ackoff.


Num Rules

The Confusion Of Roles

September 23, 2013 1 comment

Scott Berkun’s books have always been lucrative gold mines for bloggers wanting to explore novel ideas and insights. His latest release, “The Year Without Pants, is no different.

In TYWP, Scott discloses a major cultural malady that plagues corpo America: “The Confusion Of Roles“.

One major mistake Schneider (Automattic Inc’s CEO) had seen was how companies confused supporting roles, like legal, human resources, and information technology, with product creation roles like design and development. Product creators are the true talent of any corporation, especially one claiming to bet on innovation. The other roles don’t create products and should be there to serve those who do. A classic betrayal of this idea is when the IT department dictates to creatives what equipment they can use. If one group has to be inefficient, it should be the support group, not the creatives. If the supporting roles, including management, dominate, the quality of products can only suffer. – Scott Berkun

The “Confusion Of Roles” is simply not a problem at Automattic Inc. That’s because there are no legal, human resources, finance, quality assurance, or information technology silos within the flat-as-a-pancake company.

Well, that’s all fine and dandy for a cozy, small company like Automattic. But there is no cure for the “role confusion” disease in big borgs like yours, right? Bzzzzt!

HCLT CEO Vineet Nayar wrote about the exact same productivity and morale killer in his shockingly titled “Employees First, Customers Second” book. Taking the bull by the horns, Vineet corrected the “confusion of roles” epidemic at his 30,000 person Leviathon by inverting the pyramid and instituting a transparent system of reverse accountability called the Smart Service Desk (SSD) .

The SSD is where front line employees can submit problem tickets against the (so-called) support functions. Each ticket has a deadline date and the submitter is the ultimate judge of results – not some self-important manager. Shortly after its introduction, the SSD was receiving tickets at a rate of 30,000 per month – one per employee. D’oh!


Why, you may be asking, aren’t there more “unconfusion-of-roles” change efforts taking place in the land of a million pointy hierarchies? It’s because the pinnacle dwellers who rule the roost don’t see it as a problem at all. It’s the way it is because it’s always been that way and, more importantly, it’s the way it’s supposed to be.

pyramid inversion

The Drooping Progress Syndrome

September 21, 2013 Leave a comment

When a new product development project kicks off, nobody knows squat and there’s a lot of fumbling going on before real progress starts to accrue. As the hardware and software environment is stitched into place and initial requirements/designs get fleshed out, productivity slowly but surely rises. At some point, productivity (“velocity” in agile-ese) hits a maximum and then flattens into a zero slope, team-specific, cadence for the duration. Thus, one could be led to believe that a generic team productivity/progress curve would look something like this:

steady increaseIn “The Year Without Pants“, Scott Berkun destroys this illusion by articulating an astute, experiential, observation:

This means that at the end of any project, you’re left with a pile of things no one wants to do and are the hardest to do (or, worse, no one is quite sure how to do them). It should never be a surprise that progress seems to slow as the finish line approaches, even if everyone is working just as hard as they were before. – Scott Berkun

Scott may have forgotten one class of thing that BD00 has experienced over his long and un-illustrious career – things that need to get done but aren’t even in the work backlog when deployment time rolls in. You know, those tasks that suddenly “pop up” out of nowhere (BD00 inappropriately calls them “WTF!” tasks).

pop up task

Nevertheless, a more realistic productivity curve most likely looks like this:

decreasing productivity

If you’re continuously flummoxed by delayed deployments, then you may have just discovered why.

productivity cycle

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