Tag Archives: change management

People don’t like change. (Or do they?)

I seem to be having a lot of conversations at the moment around whether people (you, me and everyone else) like and embrace change, or whether they resist it. The same question arises for companies. Like a lot of these questions, I think it depends. As individuals we don’t mind change, given appropriate circumstances. Organisations also want to change (and in today’s business environment it seems to be a question of changing or becoming irrelevant). However, people in organisations are usually strongly incentivised to dislike change, especially if they want to make that next repayment on their new mortgage. Fixing this, and creating a culture that embraces change, means changing the way we think about and structure our organisations and our careers. It means rethinking the rules of enterprise IT.

Every time a conversation comes around to the topic of change, I’m always reminded of a visit I made to a Toyota factory something like a decade ago. It’s so long ago now that I can’t even remember the reason for the visit, but that’s not the point of this missive.

Toyota, like most businesses, loves change. (Many large companies reorganise so often that change seems to be the only constant.) Change, embodied in the development of the Toyota Production System, was what took Toyota from the bottom of the global car industry to the top. Change is also why many of us have moved companies, following jobs as our employers reorganise their operations. For some of us, change is an opportunity. For many though, change is the tool of the man as he tries to disrupt our lives. Change means unwanted relocations, pay cuts, career stalls, or the need to shift jobs when we don’t want to. Change is something to be resisted.

What was interesting about my visit to Toyota though, was the attitude of the workers on the shop floor had to change. They didn’t hate it. They didn’t even resist it. They actually arrived at work each day eager to see how work practices had been changed since the end of their last shift.

A Toyota assembly line circa 2000.
A Toyota assembly line circa 2000

The concrete example I saw of this was the pre-sorting of seatbelt parts into coloured tubs. Apparently only a few weeks earlier the parts had been arranged on a wall. All hooks and dangling parts, like your Dad’s tools in the shed. When a car came down the assembly line a worker would select the parts appropriate for the car model, and then attach them to the car. Each seat belt had roughly four parts, so that meant there was three unnecessary decisions. Unnecessary decisions usually mean mistakes, mistakes waste time and money, and there were a number of mistakes made.

One day a member of the shop floor team had had the bright idea of pre-sorting the seat belts to avoid these mistakes. Some coloured tubs were sourced (some of the shop floor team drove to the local Walmart with a little petty cash), parts were sorted into tubs, and they gave the idea a trial run. Selecting seatbelt parts for a car now only required one decision: which tub?

The idea was a huge success; error rates went down dramatically. I hear that it was even taken global, and implemented in most Toyota factories around the world. (Though being around ten years ago, and with today’s rapid pace of change, I expect that the tubs have been superseded by now.)

What’s interesting about this story is that the change originated on the shop floor, from the assembly line worker who were actively looking to improve operations, rather than from head office as part of a reorganisation. Some of the improvements I heard about even resulted in the elimination of jobs, with the workers redeployed elsewhere in the factory. Workers weren’t just changing how they did something, they were also changing what they did. Change was what made the work interesting and engaging for the workers, rather than being seen as an oppressive tool used by the man.

I think we can safely set aside the idea that works don’t like change, as this story is not an isolated incident. Why then, do so many people resist change? Why, for every Toyota factory, there is a story like the UK newspaper industry, where workers (and unions) resisted change for decades, until Rupert Murdoch came along.

Rupert Murdoch, destroyer of unions, and good Melbourne boy
Rupert Murdoch, destroyer of unions, and good Melbourne boy

The problem is not people or organisations, but people in organisations.

People are funny things; they tend to do what you incentivise them to do. There’s an excellent article over at the NY Times, The no-stars all-star, which talks about measurement and incentives in basketball. We often talk about “what gets measured determines what gets done” from an employee incentive point of view, but this article puts some real meat on the bones of that argument.

Shane Battier, the no-stars all-star
Shane Battier, the no-stars all-star

As the article says (on page two):

There is a tension, peculiar to basketball, between the interests of the team and the interests of the individual. The game continually tempts the people who play it to do things that are not in the interest of the group.

A little later it goes on to mention (on page three):

A point guard might selfishly give up an open shot for an assist. You can see it happen every night, when he’s racing down court for an open layup, and instead of taking it, he passes it back to a trailing teammate. The teammate usually finishes with some sensational dunk, but the likelihood of scoring nevertheless declined. “The marginal assist is worth more money to the point guard than the marginal point,” Morey says.

The point guard’s career is defined by the number of assists he makes (among other metrics), and he’ll try and increase the number of assets even if it’s not in the best interest of the team. After all, teams come and go, while he has a career to maintain.

Once you place a person into a role you have put them on a career path which will determine their attitude to change.

Usually we take an operational approach to defining roles, rewarding people for the volume of work they are responsible for. Career progression then means increasing the amount of work they are responsible for, regardless of what this means for the company.

Measuring a project manager in terms of head count or revenue under management will give them a strong preference for creating ever bigger projects. It doesn’t matter if the right thing to do is create more, smaller projects, rather than run a programme of a few major projects as we have in the past. Your project manager’s career path is to increase their head count and revenue under management. And they do have those private school fees due soon.

Just like the point guard, change that will prevent career progression will be resisted (remember those kids in private school), even if it is counter to the company’s best interests. Which makes the current transformation we’re seeing in IT all the more important, because if we set the wrong incentives in place then we just might be our own worst enemies.

We can’t force a square peg into a round hole; nor can we force our existing employees to take their current roles and careers into a new organisational model. They just don’t fit. Take IT for example. We can’t expect many modern IT departments to spontaneously modernise themselves, transforming into agile business-technology engines under their own volition. It’s not that the departments don’t want to change: they do. Nor are most of the employees, as individuals, opposed (remember the Toyota example). But the combination of people and organisation will repel all but the most destructive boarders.

It’s interesting how other games, games other than basketball that is, have structural solutions to this problem. One solution is the line-up in baseball. From the NY Times article (page two, again):

“There is no way to selfishly get across home plate,” as Morey puts it. “If instead of there being a lineup, I could muscle my way to the plate and hit every single time and damage the efficiency of the team — that would be the analogy.”

Solving this problem in IT means rethinking the rules of IT.

The game of IT has, for the last few decades, been determined by the need to deliver large, enterprise applications into the IT estate. Keep the lights on, don’t lose orders, and automate anything that hasn’t yet been automated. Oh — and I’d like my reports accurate and on time. IT as the game of operational engineering. It was these rules that drove the creation of most of the roles we have in enterprise IT today.

However, this has changed. Decisions are now more important than data, and the global credit crunch is driving us to reconsider the roles we need in IT. We’re trying to reinvent our IT departments for the modern era – I even posted about how this was driving the need the need to manage technology, and not applications – but we haven’t changed the rules to suit.

If we want out people to embrace change, as the people on the shop floor at Toyota did, then we need to provide them with roles and careers that support them in the new normal. And this means changing the rules. Out with the more – more applications, larger projects, more people – and in with the new.

So what are the new rules for IT?

Consulting doesn’t work any more. We need to reinvent it.

What does it mean to be in consulting these days? The consulting model that’s evolved over the last 30 – 50 years seems to be breaking down. The internet and social media have shifted the way business operates, and the consulting industry has failed to move with it. The old tricks that the industry has relied on — the did it, done it stories and the assumption that I know something you don’t — no longer apply. Margins are under pressure and revenue is on the way down (though outsourcing is propping up some) as clients find smarter ways to solve problems, or decide that they can simply do without. The knowledge and resources the consulting industry has been selling are no longer scarce, and we need to sell something else. Rather than seeing this as a problem, I see it as a huge opportunity; an opportunity to establish a more collaborative and productive relationship founded on shared, long term success. Sell outcomes, not scarcity and rationing.

I’m a consultant. I have been for some time too, working in both small and large consultancies. It seems to me that the traditional relationship between consultancy and client is breaking down. This also appears to be true for both flavours of consulting: business and technology. And by consulting I mean everything from the large tier ones down to the brave individuals carving a path for themselves.

Business is down, and the magic number seems to be roughly a 17% decline year-on-year. One possible cause might be that the life blood of the industry — the large multi-year transformation project — has lost a lot of its attraction in recent years. If you dig around in the financials for the large publicly listed consultancies and vendors you’ll find that the revenue from IT estate renewal and transformation (application licenses, application configuration and installation services, change management, and even advisory) is sagging by roughly 17% everywhere around the globe.

SABER @ American Airlines

Large transformation projects have lost much of their attraction. While IBM successfully delivered SABER back in the 60s, providing a heart transplant for American Airlines ticketing processes, more recent stabs at similarly sized projects have met with less than stellar results. Many more projects are quietly swept under the carpet, declared a success so that involved can move on to something else.

The consulting model is a simple one. Consultants work on projects, and the projects translate into billable hours. Consultancies strive to minimise overheads (working on customer premises and minimising support staff), while passing incidental costs through to clients in the form of expenses. Billable hours drive revenue, with lower grades provide higher margins.

This creates a couple of interesting, and predictable, behaviours. First, productivity enhancing tooling is frowned on. It’s better to deploy a graduate with a spreadsheet than a more senior consultant with effective tooling. Second, a small number of large transactions are preferred to a large number of small transactions. A small number of large transactions requires less overhead (sales and back-office infrastructure).

All this drives consultancies to create large, transformational projects. Advisory projects end up developing multi-year (or even multi-decade) roadmaps to consolidate, align and optimise the business. Technology projects deliver large, multi-million dollar, IT assets into the IT estate. These large, business and IT transformation projects provide the growth, revenue and margin targets required to beat the market.

This desire for large projects is packaged up in what is commonly called “best practice”. The consulting industry focuses on did it, done it stories, standard and repeatable projects to minimise risk. The sales pitch is straight-forward: “Do you want this thing we did over here?” This might be the development of a global sourcing strategy, an ERP implementation, …

Spencer Tracy & Katharine Hepburn in The Desk Set
Spencer Tracy & Katharine Hepburn in The Desk Set

This approach has worked for some time, with consultancy and client more-or-less aligned. Back when IBM developed SABER you were forced to build solutions from the tin up, and even small business solutions required significant effort to deliver. In the 1957, when Spencer Tracy played a productivity expert in The Desk Set, new IT solutions required very specific skills sets to develop and deploy. These skills were in short supply, making it hard for an organisation to create and maintain a critical mass of in-house expertise.

Rather than attempt to build an internal capability — forcing the organisation on a long learning journey, a journey involving making mistakes to acquire tacit knowledge — a more pragmatic approach is to rent the capability. Using a consultancy provides access to skills and knowledge you can’t get elsewhere, usually packaged up as a formal methodology. It’s a risk management exercise: you get a consultancy to deliver a solution or develop a strategy as they just did one last week and know where all the potholes are. If we were cheeky, then we would summerize this by stating that consultancies have a simple value proposition: I know something you don’t!

It’s a model defined by scarcity.

A lot has changed in the last few years; business moves a lot faster and a new generation of technology is starting to take hold. The business and technology environment is changing so fast that we’re struggling to keep up. Technology and business have become so interwoven that we now talk of Business-Technology, and a lot of that scarce knowledge is now easily obtainable.

The Diverging Pulse Rates of Business and Technology
The Diverging Pulse Rates of Business and Technology

The scarce tacit knowledge we used to require is now bundled up in methodologies; methodologies which are trainable, learnable, and scaleable. LEAN and Six Sigma are good examples of this, starting as more black art than science, maturing into respected methodologies, to today where certification is widely available and each methodology has a vibrate community of practitioners spread across both clients and consultancies. The growth of MBA programmes also ensures that this knowledge is spread far and wide.

Technology has followed a similar path, with the detailed knowledge required to develop distributed solutions incrementally reified in methodologies and frameworks. When I started my career XDR and sockets were the networking technologies of the day, and teams often grew to close to one hundred engineers. Today the same solution developed on a modern platform (Java, Ruby, Python …) has a team in the single digits, and takes a fraction of the time. Tacit knowledge has be reified in software platforms and frameworks. SaaS (Software as a Service) takes this to a while new level by enabling you to avoid software development entirely.

The did it, done it stories that consulting has thrived on in the past are being chewed up and spat out by the business schools, open source, and the platform and SaaS vendors. A casual survey of the market usually finds that SaaS-based solutions require 10% of the installation effort of a traditional on-premsis solution. (Yes, that’s 90% less effort.) Less effort means less revenue for the consultancies. It also reduces the need for advisory services, as provisioning a SaaS solution with the corporate credit card should not require a $200,000 project to build a cost-benefit analysis. And gone are the days when you could simply read the latest magazines and articles from the business schools, spouting what you’d read back to a client. Many clients have been on the consulting side of the fence, have a similar education in the business schools, and reads all the same articles.

I know and you don’t! no longer works. The world has moved on and the consulting industry needs to adapt. The knowledge and resources the industry has been selling are no longer scarce, and we need to sell something else. I see this is a huge opportunity; an opportunity to establish a more collaborative and productive relationship founded on shared, long term success. As Jeff Jarvis has said: stop selling scarcity, sell outcomes.

Updated: A good friend has pointed out the one area of consulting — one which we might call applied business consulting — resists the trend to be commoditized. This is the old school task of sitting with clients one-on-one, working to understand their enterprise and what makes it special, and then using this understanding to find the next area or opportunity that the enterprise is uniquely qualified to exploit. There’s no junior consultants in this area, only old grey-beards who are too expensive to stay in their old jobs, but that still are highly useful to the industry. Unfortunately this model doesn’t scale, forcing most (if not all) consultancies into a more operational knowledge transfer role (think Six Sigma and LEAN) in an attempt to improve revenue and GOP.

Updated: Keith Coleman (global head of public sector at Capgemini Consulting) makes a similar case with Time to sell results, not just advice (via @rpetal27).

Updated: I’ve responded to my own post, tweaking my consulting page to capture my take on what a consultant needs to do in this day and age.

What we’re doing today is not what we did yesterday

Telxon
Telxon hand unit

The business of IT has changed radically in the last few years. Take Walmart for example. In the 80s Walmart laid the foundations for its future growth by fielding a supply chain data warehouse. The insight the data warehouse fueled their amazing growth to become the largest retailer in the world. However, our focus has moved on from developing applications. More recently Walmart fielded the Telxon, a barcode scanner with a wireless link to the corporate back-end. This device is the front end of a distributed solution which has let Walmart devolve buying decisions to the team walking the shop floor.

For a long time IT departments have defined themselves by their ability to deliver major applications into the enterprise. CRM, MRP, even ERP; all the three letter acronyms. For a long time this has been the right thing to do. Walmart’s data warehouse, to return to our example, was a large application which was a significant driver in the company’s outlier performance for the next couple of decades.

The world has changed a lot since that data warehouse went operational. First the market for enterprise applications grew into the mature market we see today. If you have a well defined problem—an unsupported business activity—then a range of vendors will line up to provide you with off-the-shelf solutions. Next we saw a range of non-technology options emerge, from business process outsourcing (BPO) and leveraging partnerships, through to emerging software-as-a-service (SaaS) solutions.

What used to be a big problem—fielding a large bespoke (or even off-the-shelf) application—has become a (relatively) small one. Take CRM (customer relationship management) as one example. What was a multi-year project requiring an investment of tens of millions of dollars to deploy a best-of-breed on-premises solution, has become a few million dollar and a matter of months to field SaaS solution. And the SaaS solutions seem to be pulling ahead in the feature-function war; Salesforce.com (one of the early SaaS CRM solutions) is now seen as the market leader (check with your favorite analyst).

Nor has business been standing still while technology has been marching forward. The productivity improvements provided by the last generation of enterprise applications have created the time and space for business stakeholders to solve more difficult problems. That supply chain solution Walmart deployed that was the first of many, automating most (if not all) of the mundane tasks across the supply chain. Business process methodologies such as LEAN (derived from the Toyota Production System) and Six Sigma (from GE) then rolled through the business, ripping all the fat from our supply chains as they went past. The latest focus has been category management: managing groups of product as separate businesses and, in many chases, handing responsibility for managing the category back to the supplier.

Which brings us back to the Telxon. If we’ve all been on the same journey—fielding a complete set of applications, optimizing our business processes, and deploying the latest, best practice, management techniques—then how do we differentiate? Walmart realized that, all things being equal, it was their ability to respond to supply chain exceptions that would provide them with an edge. As a retailer, this means responding to stock-outs on the shop floor. The only way to do this in a timely manner is to empower the people walking the floor to make a procurement decision when they see fit. Walmart’s solution was the Telxon.

The Telxon is an interesting device as it reveals an astonishing amounts of information: the quantity that should be on the shelf, the availability from the nearest warehouse, the retail price, and even the markup. It also empowers the employee to place an order for anything from a pallet to a truck-load.

Writer
Writer Charles Platt during his stint as a Wal-Mart employee in Flagstaff, Ariz.

As one journalist found:

We received an inspirational talk on this subject, from an employee who reacted after the store test-marketed tents that could protect cars for people who didn’t have enough garage space. They sold out quickly, and several customers came in asking for more. Clearly this was a singular, exceptional case of word-of-mouth, so he ordered literally a truckload of tent-garages, “Which I shouldn’t have done really without asking someone,” he said with a shrug, “because I hadn’t been working at the store for long.” But the item was a huge success. His VPI was the biggest in store history—and that kind of thing doesn’t go unnoticed in Arkansas.

Charles Platt, Fly on the Wall (7th Feb 2009), New Your Post

Clearly the IT world has moved on since that first data warehouse went live in Arkansas. Enterprise applications have been transformed from generators of competitive advantage into efficient sources of commodity functionality. Technology’s ability to create value should be focused on how we effectively support knowledge workers and the differentiation they create. These solutions only have a passing resemblance to the application monoliths of the past. They’re distributed, rather than centralized, pulling information from a range of sources, including partner and public sources. They’re increasingly real time, in the Twitter sense of the term, pulling current transactional data in as needed rather than working from historical data and relying on overnight ETLs. They’re heterogeneous, integrating a range of technologies as well as changes in business processes and employee workplace agreements, all brought together for delivery of the final solution. And, most importantly, they’re not standalone n-tier applications like we built in the past.

But while the IT world has moved on, it seems that many of our IT departments haven’t. Our heritage as application factories has us focused on managing applications, rather than technology, actively preventing us from creating this new generation of solutions. This behavior is ingrained in our organizations, with a large number of architects through project managers to senior management measuring their worth by the size of the project (in terms of CAPEX and OPEX required, or head count) that they are involved in, with the counter productive behavior that this creates.

In a world where solutions are shrinking and becoming more heterogeneous (even to the extent of becoming increasingly cross discipline) our inability to change ourselves is the biggest thing holding us back