Speed of Change

The pace of change you can command can be calculated based on the size of change and your strength as a leader. To put it in simple terms

Speed of Change =  Strength of Leadership / Size of Change

Strong leaders can affect change rapidly. They hone in on the things that matter most to their employees and customers, they gather support for projects and initiatives and they move the ship.

Study after study has shown the 'disenchantment' syndrome of leadership. This occurs when a leader makes a bold statement or a change in direction and either the program fails or they change their mind too quickly. This is called 'flavor of the month' leadership.

As a leader, take a moment to think about the last project you tried to launch. How did it go? Was your team enthusiastic and ready to help or did they put up excuses and shuffle away grumbling?

It's not that people don't like change, they just don't like changes they don't want. Developing yourself as a leader to align yourself and them to tackle the same objectives is an important step in driving change effectively.

The Software Reality Tension

Does Salesforce do everything you want it to? Is your project management tool the right solution for everyone in you business model?

A good business will always look to provide its employees with the best tools, believing that with the right tools, they will be able to perform their tasks more effectively.

Today some of the best software tools available have revolutionized the way we do business and we couldn't imagine living without them.

Marc Benioff, Hillary Rodham Clinton, and Klaus Schwab
at Salesforce's Dreamforce 2014. taken by my iPhone :)

But does that mean technology is the answer?

As fast as technology evolves, the world still moves faster- companies grow, customer demands change and decision makers need to weigh the risk of over-flexing their tools and missing out on valuable business.

Consider the common situation where an ERP does everything you want it to do domestically, but as soon as you try to sell internationally, the different address formats wreck havoc on your business rules.

Look for a new system? Program new business rules? Avoid international sales?

For many companies, this isn't a crossroads they reach but a lifestyle they live with. Starting from a good platform, finding good developers to maintain it is the closest you'll get to a software that matches business realities.

What are some ways you or your company bridge the gap where technology falls short?

Like a Bull Dog

Today was one of those rare moments when two unrelated things clicked.

Last week I was playing chess with a co-worker. He was an exceptional player and the match was close until he unleashed an attack that seemed to come from everywhere, it was very demoralizing. Following the game, he gave me a piece of advice that I'll never forget- "When you're playing chess, figure out a strategy you want to go with and stick to it like a bull dog, never give it up".

Had anyone else said this, I'd say they were crazy, after all, isn't it the element of surprise that wins a game? Isn't it being flexible and able to respond to changing situations that make a player talented?

He was good though, so it stuck.

Not long after, I was writing an MBA paper on the strategic decisions of Mark Parker, CEO of Nike. In the paper I was asked to comment on his strategic leadership. So far he has restructured Nike to focus on sport-based divisions, invested in technologies like iPods and aligned with educators and investors to research new possibilities.

Each of these moves may seem trivial, but looking deeper, I realized that like a master chess player who clings to a strategy like a bull-dog. These moves, especially the restructuring can't be done wildly, it's difficult and will define the company for decades to come. Mark Parker is clinging to the strategy of creating a highly-personalized experience for consumers, keeping with the past present and future of their needs.

What do you need to stick with?

What are your IT strengths?

“The task of an executive is not to change human beings. Rather as the Bible tells us in the parable of the talents, the task is to multiply the performance capacity of the whole by putting to use whatever strength, whatever health, whatever aspiration there is in individuals.”

- Peter Drucker

Some of the biggest challenges in IT come from its complexity shield. That is, the shield of technical jargon that protects technical departments from accountability. You’ll recognize the comments like “this update had unforeseen complications” or “this system didn’t work with that system”. In the end, you might feel like you’ve handed your dreams to a magic black box with the hope that something good will come out.

Sometimes this insular bubble even attracts technical talent who prefer to be left to their own devices, but this does little for team synergy with the critical component of technology. Business leaders often accept this trade-off, feeling that having the talent provides a lot of value to the company.

So, what would happen if you could retain that talent and create synergy? The secret begins with recognizing your current capabilities.

Consider both your internal team and any groups you outsource to. Are they more business minded, technical, or service oriented?

Taking the First Step

Ok- you've decided you've had ENOUGH!

You're ready for a change. Now you need to make the first move.

If you're in fitness like my super star friend Nicholas Natt, you might make the move to buy a gym membership. If you're in technology, you might start reaching out to your local tech guy like me for advice.

Despite some of the clever sayings (the journey of a thousand miles begins with a single step), the truth is, you probably know that first step well.

The impulsive types will take it without thought, the analytical types will wonder what comes next and next and next. Both are right- both are wrong. You need momentum and foresight- this is where wisdom and experience can be important.

The first step for many wise people is to seek the counsel of specialists in their particular problem.

What was your first step?

Decision Time

The symptoms appear early on. You start to feel overweight, the are more doctors appointments than you ever thought reasonable and problems begin creating more problems.

Of course I'm talking about your technology.

We love the set it and forget it allure of software. It shouts promises of revenue with little overhead costs- like the fat burn diets where you strap a machine to your stomach to substitute ab workouts.

Bill Gates, writes "technology is the nervous system of your company". This sage advice means we should connect things as much and as fast as possible and it's important to recognize when the system isn't working the way it should- slow for decision making, paying high development and consulting fees, paying for numerous third-party solutions.

Like health, there will come a time when everyone will say "Enough!" and make the changes either begrudgingly or enthusiastically.

What are some of your symptoms? Feel free to comment below.