Posts filed under ‘Change’

The Victims of Change

The Question:
“How do you suggest we deal with the victims of the changes we embrace?”

The Details:
“We produce a magazine. A new application offers too many advantages for us to ignore.  With decreased markets, we must be very  cost conscious if we’re to survive. This new solution will almost totally eliminate the need for our current Grpahic Designer

The downside to this new way of doing business is the loss of significant annual income for this designer.

I am looking at transitional solutions, but all so far are only temporary, and seem to delay the inevitable loss of income for this person.

Do you have any suggestions or broader perspectives that might help me find transitional strategies  that are more acceptable to both parties? (Us and the Designer).”

That you even feel the need to ask the question means that you’re doing more in this area than most. Whether you can take comfort in that or not is up to you. The question is a real one, New technologies often displace workers – as you point out in your description, there is an inevitable loss of income for the individual(s) being displaced. You also recognize that it’s the transition that’s most painful. The bad news is that unless we, both employers and employees, plan in advance for these types of transitions, then there is little we can do to mitigate the pain unless the organization is willing to assume the bulk of the burden and carry the employee through the transition. MOst organizations don’t choose this course.

The organization, for the reasons you offered, must more forward with any process that legitimately reduces costs without compromising quality of products & services. An organization can, either through incompetence or deliberate intent (or a combination of both), delay the deployment of an advantageous advance, but to do so for too long places the organization at risk.

To seize upon a displacing technology without considering the impact on the employees is not uncommon. As to whether or not it is ‘moral’ is another matter entirely, one I’ll leave for ethicists to debate. Regardless of whether or not such practices are moral or not, they do have inevitable consequences.

The survivors of any one particular round of technological displacement will inevitably ask themselves, “Is this how the organization will treat me when something comes along to replace what I do?”. The amount of loyalty & dedication they afford the organization in the future is in proportion to the amount of caring and compassion the organization displayed to them in the past. It’s not a complicated equation – and it’s one that the organization creates, and they control all the variables.

Putting aside the contentious questions of what an organization is obligated to do for their employees, there’s the legitimate question of what they’re capable of doing.

Helping an employee transition via re-training is one option. Another is to reposition the employee in some other capacity within the organization. This is one of those situations where the employee’s ability and willingness to learn new things is crucial. If the employee fundamentally does not want to learn a new skill, then they are deciding that obsolescence is preferable to change. An irrational, though common, response to this type of change.

The other side of the coin is that the employee can, I’m reluctant to use the word ‘must’, take responsibility for their own future. Unlike ‘Diamonds’, there is no guarantee that any skill is “forever”… A flint knapper has no place in a modern knife factory – a pen & paper draughtsman has no place in a modern architect’s office. The list is endless, and endlessly growing. Almost all the skills we have today WILL be obsolete before we retire. Anyone who thinks otherwise is going to be stunned and surprised by each transition.

It might sound like a cliché, but if an organization wishes to assist their employees through this type of change, then glorifying our ability to learn new things is a good first step. This means, that training budgets must increase beyond today’s paltry pittance, and such budgets must acquire a certain robustness that allows them to survive at consistent levels through downturns in business.

If the desire is to increase an organization’s ability to Change, then it must increase its ablity to learn.

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September 30, 2008 at 10:38 am Leave a comment

An all too typical Change problem

“Hi Peter

Just wondered if you had any quick tips on approaching Change with someone who doesn’t believe their old system needs changing? (I am always hearing the line ‘when we were at Acme Co. we didn’t have a problem, This product worked fine!’) They always find something to complain about with the new way.  Plus they are very disgruntled that they are not the one in charge anymore and therefore not calling the shots – a bad fall from grace.   It feels like you can never do anything right for them. Aarrgghh!!!“

There’s nothing in the above question, not even the growl of frustration at the end, that’s unique. The described situation is present in the office environment of every reader, as are the beliefs that a) the employee is in the wrong and b) implementing Change should be easier than it is.

Life would be so much easier for Management if people just did what they were told and didn’t complain so much. Of course… if we take that thinking to the extreme, then it leaves open the door for the nastiest of societies – where everyone must submit to the whims of whoever is currently above us in the pecking order. The ‘right’ to complain, the personal need to know and agree with the reasons for doing something differently – are things we all hold dear. In a sense, this ability to resist a new ideas is the difference between freedom and slavery.

Connecting someone’s reluctance to accept a Change at work, to the difference between freedom and slavery, might seem a bit hyperbolic – but accepting a Change we don’t agree with, without pushing back, does mean that we have to swallow our independent thought on the matter – give up our ability to choose what we do – and to the vast majority of us, that’s never done with a smile.

None of this solves the problem at hand – so how can we mitigate the conflict in this specific situation?  The description contains its own answers.

1)    “Someone who doesn’t believe their old system needs changing”

Here… management (or anyone attempting to bring about a Change) has their work well defined for them. Explain why the old system is no longer sufficient. Better yet? Figure out how you can help the person in question decide for themselves that the old system is now past its prime.

2)    “When we were at Acme Co. we didn’t have a problem, This product worked fine!’

Again, the answer is readily available, how is your environment different from their old environment? There is no harm in agreeing full heartedly that, Yes! In that environment the old system was the best solution… but in this environment other factors are at play. And yes, the old ‘cop out’, “we do it differently here” is allowed, if and only if, ‘doing it differently here’ is demonstrably better.

3)    “They always find something to complain about with the new way”

Yes. People do that. This goes away once people see the reason for doing it the way they’re doing it. A child being taught to ride a bicycle who doesn’t want to ride a bicycle will make the same statement when they fall off… I told you this wouldn’t work!…

Contrast that response to that of another child, one who wants to learn, when they fall off, they just take the problem in their stride and get back up on the bike – to try again and again, until they master the beast.

4)    “Plus they are very disgruntled that they are not the one in charge anymore and therefore not calling the shots.”

Yes, once again… people do that. People don’t like not being a part of the decision making process – especially if they were once an integral part of that process. Sooo… a possible solution? What can you do to include them in the decision making process? Understanding that if THEY had been the one to suggest the new system… ALL of your problems would never have arisen in the first place.

We all resist change we don’t understand, resisting change only becomes a problem when we’re the ones… trying to implement a change… on others.

Peter de Jager
Toronto, Ont
September 2008

September 29, 2008 at 9:27 am Leave a comment

How to Select a new Technology

It’s ubiquitous, (and it’s everywhere as well) and some would have you believe that if you’re not using the latest and greatest product, then you’re falling behind. This “you’re not keeping up” sales pitch is very effective at striking at the heart of our insecurities; am I falling behind? Will I lose out if I don’t buy this stuff? Don’t the ads claim that they’ll make me more productive, more efficient, and even more attractive to the opposite sex? How could I possibly live without it? Here’s my credit card.

Before attempting to answer the question, “How should we go about adopting a new technology or product?” we first have to have a clear definition of what it is we’re trying to accomplish. To decide what product we’re going to use to improve our organization, we need to embrace a strategy more reliable than submissively accepting the carefully chosen blather of the wordsmiths who wrote the glossy ads.

What problem are we trying to fix? What specifically do we want the technology to do? Better yet, since “technology” by itself doesn’t do anything, how exactly are we going to use this technology to change an existing process? To put this advice into concrete terms, how exactly will the work of department ‘X’ change because of the technology purchase we’re contemplating? And finally, in excruciating detail, what benefit do we expect to reap from our investment?

If that sounds like a lot of intensive work, it is, and it’s necessary work, unless you wish to add your organization to the long, and still growing list of embarrassing examples of how we shouldn’t implement technology.

Once you’ve done all of the above, then and only then are you ready to start looking at what’s available.

Phase 1.0: Advertisements and articles from your trade publications will provide you your first truckload of information. Read everything you can lay your hands on. Create, and maintain a research file. Keep in mind that all of the advertisements and most of the articles will paint the rosiest of pictures. According to most of what you read, everything works as intended, it’s as effective as was promised and the tooth fairy will visit you tonight while you sleep.

At this point, every product claiming to address your problem is a possible candidate.

Phase 2.0: Put on a large pot of your favorite brew and head to the internet. The websites associated with the products you’re researching will provide details beyond what they decided to put into the ads. Use this information to connect what they claim to do, with what you need them to do. From your perspective, every claim is an unproven assumption. The more you need a specific function, the more you must verify the company’s claim that they can deliver the functionality.

By now, you’ve rejected at least a few of the products you found earlier. You’ve made some progress, not much, but some.

Phase 3.0: Get another pot of that brew, and head back to the internet. This stage is incredibly informative, even entertaining. You want to track down the discussion groups where users of the products are talking about the real world functionality of the product, the actual delivered service, their pet peeves, the new, next and previous releases, the known bugs, problems, anomalies and their general experiences. You’ll find some of these discussion groups on the product sites, others you’ll have to search for, a good place to start are the discussion groups of your industry associations.

If you don’t see the answers to the question unique to your organization then post those questions and wait for the results. It’s important to remember, if you decide to purchase a particular product, then there are dozens, if not thousands of existing users all with more experience than yourself. These existing users represent a goldmine of experience, of use to you only if you ask for the information you need. Don’t be shy, most people are more than happy to answer your questions.

After reading just a few product discussions, you’ll have quickly trimmed your list down to a more manageable size.

Phase 4.0: Put a call out to your existing associates, do any of them use the products you have your eye on? If so, it’s time to get on the phone and arrange a meeting. If they have the time, spend an afternoon with them; see how they’re using the product. What problems have they encountered, what benefits have they gained? The assumption here is that you already trust their opinion.  If you have the time, attend an industry conference and buttonhole anyone who uses what you might decide to use.

Have you noticed we’ve not even spoken to the vendor yet? By now you should have only a handful of products in mind.

Phase 4.9: Buy some insurance. I don’t mean life insurance or accident insurance; I mean something a bit more peculiar. Rent yourself a technical consultant who knows far more about technology in general and perhaps this product category in particular, than you’ll ever need to know. They’re your hired gun; they’ll accompany you to vendor meetings and demos.

Their role? Just by introducing who they are and then by having them sitting quietly in the back of the room they’re going to keep the vendor honest. If necessary, they’ll ask the relevant ‘hard’ technology questions, they’ll ensure that the demos presented to you are ‘real’ and not simulations of what the product might do someday. (In the next release — honest!)

They’ll also ensure that the questions you’re receiving to your questions are accurate. They’ll do that just by being in the room, but again they’re your technical backup, ready to jump into the fray conversation if there’s something missing or unclear in the answers given to you.

This type of companion is a vendor’s worst nightmare in any demonstration, that alone justifies having them along for the ride. Life is fun; enjoy it while you’re here.

Phase 5.0: See the demos of the products on your short list. Narrow that list even further, and then make no commitment until you’ve had the chance to experiment with a pilot project, using your data, your people, and your environment. Does it work the way you expected? Are you getting the benefits you hoped for?

Phase 6.0: There is obviously a technical component to your search. Will the product you’re purchasing operate within the context of your existing infrastructure? If not, what gaps need filling? Will it handle the expected workload? What about the unexpected, but reasonably likely spikes in that workload? Will you be able to operate and maintain this product with existing skill sets? Or will you need to hire experts? How available are these experts and at what cost?

You might have gathered the answers to all of these technical details in earlier phases, or you might not. The most likely place to verify the technical details is in Phase 5.0, nothing is more effective at weeding out problems than trying to actually implement a pilot project. What is important is that they all get answered before you sign on that dotted line.

Congratulations, you’ve selected a new technology, all you have to do now is ‘implement’ it, but that’s another story.

September 2, 2008 at 12:52 pm 1 comment

Baseballs, Mars and Strategic Planning

My interest is in the Future, because
I am going to spend the rest of my life there.
Charles F. Kettering
1876-1958 American Inventor

At the foundation of most Strategic Plans there rests a simple question, “Where do we want our organization to be in five years, and what must we do, and when must we do it, to get there?”

That question looks like a good one. The answer will have all the attributes of a sound objective. Asking, “Where do we want our organization to be in five years?” entices us to paint a picture of what we want to achieve. We can call this picture our “Vision” or “Vision Statement”, in either case it creates a target worthy of our attention.

Since these things don’t happen by accident, “What must we do, and when must we do it, to get there?”, outlines our footsteps towards a rudimentary project plan. Since we know what we want to achieve, we now define the “what” and the “when” of our “To Do” list for the next few years.

Most strategic planners would agree that this question lies at the core of the strategic planning process. It is certainly the most common approach, and while sometimes the objectives we choose are overly simplistic, perhaps even ambiguous i.e., “We want to be the world leader in ‘X'”, they provide something to work towards.

And that’s the issue. Unless the next problem is addressed by some hidden assumption, this type of planning cannot succeed other than by luck, no matter much effort is put into that project plan.

Here’s the problematic snag, we cannot answer the question, “Where do we want our organization to be in five years?”, unless we first answer a bigger and more complex question, “Where will the World be in five years?”

Crafting a Strategic Plan is sort of like trying to get to Mars, or running to catch a baseball, you don’t go to where it is now, but to where it will be, when you finally get there.

Obvious? Of course it is. Yet most Strategic Plans make no attempt to determine where the World will be, they plan as if the World stands still in time, when in reality it is rocketing off in some unknown direction under the influence of Moore’s Law, politics, demographic trends, diminishing resources, new opportunities, aging populations, shifting alliances and a thousand other trivial and humungous forces.

If we do try to target the future, we plan for it based upon our understanding of the past. ie. Transactions have been growing at a rate of 10% per year, so we will plan for similar growth in the coming years.

New developments, “wild cards” if you wish, can erase all credibility from this type of reasoning. The rise of digital music and the ease, with which it is shared over the Internet, eroded the relevance of all historical sales figures for the music industry.

Of course, our real problem is that answering the question, “Where will the World be in five years?” is a challenge… as Yogi Berra, the great Philosopher King and sometime baseball player said, “It’s tough to make predictions, especially about the future.”

Tough? Yes, definitely. Impossible? No. Even if we choose to ignore them, there are developments we know will affect us in the future. Here are a few worthy of consideration;

The Collapse of Constraints: (The result of Moore’s Law)
Computer and telecommunication technology is going to get more powerful, faster, cheaper, more reliable, more accessible, smaller, cooler (in more ways than one), better and more convenient.

The Implications?
What technologies would you like to implement in your organization today, but can’t because of some limitation? Chances are that within the next five years, the natural advance of technology will collapse those constraints. Then what? Here are some reminders from our recent past, imminent future, their impact and possible implications;

Digital Music => Copyright => Music Industry Sales?
Telecommunications => Offshore Outsourcing => Local White Collar Work?
Voice over IP => Personal Communications => Phone Companies?
RFID => Inventory Costs => Privacy & Security?
Flat Screen TVs => Redesign of living space => Furniture Sales?

(An off topic question we might ask ourselves, “Which solutions implemented a decade ago, are the wrong solutions considering current technology?”)

The Passage of Time: (Demographics)
We’re getting older… all of us, soon the elderly will outnumber the young whippersnappers.

The Implications?
No secret here, as we get older we change in predictable ways. How do you differ from your parents? Imagine their buying habits and lifestyle rolled out as the norm. Imagine the bulk of marketing targeted at something other than teenage tastes, how does that affect your business… more importantly, the business of your clients.

Not to mention of course, the financial impact on poorly designed, naïve and idealistic Social Security programmes.

New Markets & New Competitors: (The Third World is no longer Third)
One word: China. Okay… two words: India.

The Implications?
According to some statistics, America makes up 5% of the world population and consumes 30% of the world resources. Imagine a new nation (or two), with the buying power, consumption, resources and production capability of 5-10 USAs.

Now… Can you imagine a Future where these new juggernaut nations do NOT affect your business?

These are just three of the many developments you might choose to incorporate into your strategic plan. Which ones do you factor into your planning? That depends on how far you choose to cast your attention. What could provide a threat or opportunity to your business? Or are you convinced that tomorrow is just today, plus another day?

How exactly do you factor in these future forces? There are no easy answers, yet there are lots of different approaches, tools and methodologies; from generic Scenario Planning, to Joel Barker’s Implication Wheel; from simple ‘What If’ sessions to more involved Brainstorming. The goal is not to do the impossible, we cannot predict with great accuracy what tomorrow will bring, but we can get a sense of what tomorrow might have in store for us and put together a Strategic Plan which will perform well against a handful of likely future possibilities.

No matter how we factor them in, the sooner we do it the better. As the quote at the start suggested, we’re going to live in the Future; we might as well look forward to it.

July 17, 2008 at 10:35 am 1 comment

Out! Out! Damn Pebble!

It requires no great skill to opine on what’s wrong with the world. All we need do is go about our lives, and pay attention to all that annoys and peeves us. Like a sharp pebble caught in a sandal, wrongness is self evident at every step. Flaws aren’t silent; they whisper their presence at every turn and plead for our attention.

Only one thing takes less skill than noticing errors and that’s whining and moaning about them, that and looking to someone else, anyone else but ourselves, to make things right. It’s a habit picked we up in childhood when we lived under the protection of loving parents. It was best forgotten as we aged.

Nor is there any great intelligence necessary to imagine we know what needs doing. Even the naïve child we once were, suspected that sandals, free of pebbles, tread softer.

There are great gaps though, between seeing what’s wrong, knowing what’s right, and stepping from certain pain to possible relief. If the worried world around us is any evidence of our ability to cross them, these are insurmountable gaps. Huge gaps only ancient heroes and leaders can bridge. That is, if we believe that heroes and leaders are a thing of the past. Or worse, that no heroes or leaders lie sleeping within us.

These gaps are kept alive through no base lack of knowledge about either the problems or possible solutions. Nor is there, if our whining is any meaningful measure, a lack of desire for a world free from stony pebbles.

Yet the pebbles persist, despite our earnest wishes. Perhaps they exist because all we do is wish and pray for better times?

Removing even a pathetic pebble from a sandal requires us to do a lot more than wishing it away… we have to care enough, even for a tiny pebble, to bend down and act.

There are no guarantees here. No parents to ensure we won’t stick our hands in too fierce a fire. No warranty on the correctness of our solutions. No protection that we won’t make things worse through our actions. Never the less, action is all we have, without it, even that teeny pebble will eventually wear us down. The pebbles exist, that we have no control over. What we decide to do once the pebble gets our attention is entirely under our control.

Admittedly the real world is more complicated than mere a pebble in a sandal, but problems are still like pebbles in that they make their presence known by annoying us. And because of this, real world problems are at a distinct disadvantage… the bigger they are, the more people they annoy. And even problems the size of mountains can be shifted, one person, one pebble at a time.

The eyes that see a wrong, can see the hands to fix it.

July 4, 2008 at 2:37 pm Leave a comment

Making a Date with a Crisis

Regardless of our circumstances we often share the same thoughts. The notion “It can’t happen here”, is such a common way of looking at disaster, that even Kissinger got into the act with his famous “There cannot be a crisis next week. My schedule is already full.”

Humor aside, disasters happen regardless of what you had planned for the week. How badly they affect us, is determined by our ability to respond without warning to crisis situations.

The traditional approach to disaster planning is to create a methodology, install contingency plans, ensure that proper backups of crucial data are made, and place all this documentation in yellow binders on a shelf. If we’re diligent, we take it out once a year for some exercise.

This way of planning for disaster, while it provides many benefits, also contains a serious flaw. It’s not so much the cost – insurance of any type always costs money. The flaw is more subtle, but it is potentially serious enough to scuttle the best laid plan.

It is this, Disasters by their very nature, happen unexpectedly. Our success on the day is based upon how we react when we’re confused and don’t know what’s going on. Planning allows us to think through the process of what to do if (when?) something happens, before it actually occurs. That thought process alone is the central core of any contingency plan, but just thinking about it, isn’t enough. We have to go into the water before we know how to swim. We have to live it, to learn from it. Planning for the experience is not the same as experiencing the plan.

How to improve a disaster recovery plan? Given the stated nature of disasters, ‘unexpectedly and without warning’ seems like the right approach.

At 9:00am on a Monday morning, inform 50% (or a mere dozen if that would be too disruptive) of your management team, individually and personally, that they’re leaving immediately for an off site location for an emergency meeting. No prior warning. No details provided. No excuses accepted. All meetings regardless of importance are ignored. No notification to secretaries/assistants or clients allowed. All cell phones and blackberries collected. In other words, just like a real life crisis.

When they arrive via the waiting bus, they’re told of the ‘disaster’ that has taken place. They are to respond to this ‘disaster’ over the next day or two. What is the ‘disaster’? That depends on how severe you want it to be and what you think would provide the best information.

There’s a certain beauty to this exercise – NO PREPARATION IS REQUIRED. (except possibly for the bus) The Exercise starts at 9:00am when your employees are informed. NO hotel is booked – no coffee pre-ordered, no Flip Charts on site.

I already hear the objections… we need to book the hotel in advance otherwise…

Question… on the day our building is on fire, bombed, flooded, the senior exec team all killed in an air crash, captured by ninjas etc. etc. will we already have a room booked? If we cannot manage this minuscule exercise in crisis – then we are fundamentally incapable of handling a real emergency.

Back at the office the remainder of the management team can take the exercise one step further and pretend the entire off site team are victims of a disaster. This secondary exercise might be more than your organization can handle without severely impacting day-to-day operations. The alternative is to merely explain what is going on and cope with their unexpected absence for two days (week?). There is learning even this minimalist approach.

The exercise provides two benefits. First? An immediate and relatively inexpensive evaluation of how well your management team responds to an unexpected crisis.

Secondly? In a very short period of time, with minimal impact to your organization, you highlight those areas most vulnerable to the ‘disaster’ you selected. With that in hand you can now move forward to a ‘real’ contingency plan with specific objectives in mind.

The objections to this exercise are many and obvious. You can’t afford the time. The board would object. You can’t afford the negative impact to the business. Your schedule is full next week.

June 19, 2008 at 7:42 am 2 comments

Change Management Interview

Something different.

A few weeks ago I had the distinct pleasure of being interviewed by George Torok for his radio show Business in Motion.

It’s a one hour conversation on the topic of Change Management, you can listen to it here:

George Torok
Host of Business in Motion
www.BusinessInMotion.ca
www.Torok.biz

June 13, 2008 at 4:12 pm 1 comment

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