It’s my Blog Birthday | 12 today

This is blog post number 2027.

Blog post number 1 occured on 4th Aprill 2005 without a fanfare and without any real content. I had no idea what I was doing back then, and I’m still not really sure, but I’ve learnt a lot along the way.

I mostly blog for myself, but I do hope that it’s of value to those of you that read it. Having said that, it is interesting to see what people do read, so I thought I would share the all-time Top 10:

  1. Office Speak: “Sharpen Your Pencil”
  2. Add a Third Time-Zone to your Outlook Calendar
  3. The British, the Queue and the Tut
  4. Office Speak: Greenfielding
  5. Count Your Blessings #120 – Short Stories
  6. Office Speak: “Can you please go on mute” – “PLEASE GO ON MUTE”
  7. Office Speak: One Throat to Choke
  8. Productive Workplace: Design Mindset Spaces
  9. The Bergen Facebook Addiction Scale (BFAS)
  10. “If everyone has to think outside the box, maybe…

Header Image: This lane is often part of my morning walk which is often the place where an idea for a blog gets formulated.

I’m Reading… “Humility Is The New Smart – Rethinking Human Excellence In the Smart Machine Age” by Edward D. Hess and Katherine Ludwig

Everywhere you look technology is changing how we do things and what we do. While this change already feels dramatic the reality is that it’s only just begun. There are many estimates about how significant this change is going to be, the latest one was published in the UK, this week, by the Office of National Statistics: Automation could replace 1.5 million jobs, says ONS. To be clear about the statistics here, this is 1.5 million jobs in England (not the whole of the UK or GB) and represents 7.4% of jobs. The slight irony of this report is that it is accompanied by a ChatBot which will tell you about which jobs are at risk, thus demonstrating the levels of disruption already underway.

Society is on the leading edge of a technology tsunami. Advances in artificial intelligence, the Internet of Things, virtual reality, robotics, nanotechnology, deep learning, mapping the human brain, and biomedical, genetic, and cyborg engineering will revolutionize how most of us live and work. Technology will be able to learn, as well as teach and program itself. We call this next big step the Smart Machine Age, or SMA.

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (p. 1). Berrett-Koehler Publishers.

As with any change, we have a choice, we can either ignore it, or we can recognise it and respond. Once we recognise that a response is required the next sensible question is “how?”

  • How is the change going to impact me?
  • What skills am I going to need for the future?
  • What skills is my organisation going to need for the future?

It’s these questions that this book is speaking into by arguing that we need a new mindset and new behaviours.

They argue that the way we think isn’t suitable for the SMA:

Mental models guide our thoughts and actions and predispose us to behave in certain ways. They can help us simplify the world and operate efficiently, but they can also be limiting and destructive when they’re like concrete bunkers, blinding or repelling us from ideas, facts, or perspectives that challenge our views of the world. Many of our mental models are stuck in ideas and perceptions originating in the Industrial Revolution. The SMA is a new reality requiring new ideas and rules.

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (pp. 33-34).

What’s the route to these required mindset changes? Humility:

What ultimately is needed to thrive in the coming SMA is this kind of openness to perceiving and processing the world more as it is and not merely as we believe or would like it to be. That is what’s at the heart of our definition of Humility. In the SMA, we all will have to acknowledge the need to spend less time focused on “big me” and instead balance our competitive spirit with a collaborative spirit, because critical thinking, innovative thinking, and high emotional engagement are all team sports—“big us.”

Hess, Edward D.. Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (p. 60). Berrett-Koehler Publishers.

The book then goes on to describe a set of NewSmart Behaviours that will enable us to make this mindset change and to create a posture of humility:

  • Quieting Ego
  • Managing Self: Thinking and Emotions
  • Reflective Listening
  • Otherness: Emotionally Connecting and Relating

The final section of the book broadens these ideas beyond purely personal changes and focuses on the ways in which these changes are impacting teams and the changes to the ways in which we lead the NewSmart Organisation.

Sometimes it’s difficult to summarise a book into just a few words. For me, this book is itself a summary, it’s chocked full of many interesting and valuable ideas, but isn’t sufficient for us to become NewSmart. In no way is that a criticism, I’m not sure that any book could be sufficient, reading a few pages on Reflective Listening or Quieting Ego isn’t sufficient to change behaviours that we’ve built up over decades (for some of us). Those few pages may be sufficient to get us started on our journey of becoming NewSmart which, itself, would be a great achievement. Sometimes the most difficult part of a journey is to work out the starting direction.

This book draws an a number of books that I’ve already read so there were, for me, times when I felt like I was going over old ground. Again, this isn’t a criticism, it’s great to see ideas proliferate beyond the boundary of a single book.

Humility Is The New Smart includes many Reflection Time sections and a couple of Assessment Tools I found these some of the most valuable parts of the book, taking the time to contemplate the next steps and to dig a bit deeper into the mindset or behaviour being highlighted. I contacted Ed Hess via twitter to see if these were available as a separate document, but unfortunately they aren’t. I wanted to be able to annotate my thoughts and conclusions, which isn’t easy to do in a small area in a book.

In conclusion: The world we live in is changing it’s time to get prepared, and this book gives a great summary of how to develop.

Header Image: Today’s picture is of the Blackthorn blossom which is currently brightening up my morning walk in the fields near to my house.

I’m Reading… “A Seat at the Table: IT Leadership in the Age of Agility” by Mark Schwartz

In summary: IT leaders want to be regarded as real business leaders, to be invited to the top table, and they are told that they should act in a particular way to get that seat at the table. Mark Schwartz argues that that the traditional approach is completely the wrong way of going about it in a world that is changing rapidly.

I’ve read a number of book on the changing landscape of business and, in particular, the radically changing role of technology within businesses. You may call this change Digital Transformation (personally I think that we’ve passed the point of meaningless for that particular term).  This is a book for the people who are being expected to lead through that change:

A Seat at the Table

“I’ve read a number of books on IT leadership and how to be a good CIO. None of them mention the major change of the last two decades: the rise of Agile and Lean practices for IT delivery. I’ve read plenty of books on Agile and Lean practices for IT delivery. None of them explain the role of IT leadership in an Agile world. The two domains are evolving separately: the field of IT leadership continues to frame its problems in its same old ways, oblivious to the deep changes brought on by the Agile revolution, while the Agile world, ever suspicious of management, proceeds as if it can manage without the involvement of IT leaders.”

The most common thought I had while reading this book was: “Yes, that’s it! I’ve seen that.” This was particularly true throughout chapter 2 where Mark outlines the history that has resulted in the situation that many organisations find themselves in and the behaviours that continue to reinforce this situation. This is a situation in which IT is regarded as separate from the business and is handled by contractor-control methods that spawned the whole outsourcing market in which I have worked for many years:

Thus, a distinctive way of thinking about IT was born, and has determined the course of IT since. First of all, we came to speak about “IT and the business” as two separate things, as if IT were an outside contractor. It had to be so: the business was us and IT was them. The armslength contracting paradigm was amplified, in some companies, by the use of a chargeback model under which IT “charged” business units based on their consumption of IT services. Since it was essentially managing a contractor relationship, the business needed to specify its requirements perfectly and in detail so that it could hold IT to delivering on them, on schedule, completely, with high quality, and within budget. The contractor-control model led, inevitably, to the idea that IT should be delivering “customer service” to the enterprise—you’d certainly expect service with a smile if you were paying so much money to your contractors.

There are many challenges with this approach, not least the challenge that a contractor-control relationship requires a level of stability and certainty that IT is not and should not be in a position to predict. Don’t get me wrong here, there are facets of IT provision that should be contracted, that’s what the who cloud change has been about, but that’s not where the business value is and that’s where the IT leaders should be focusing. Rather than subscribing to the “IT and the business” contractor-control model, Mark Schwartz sets out a different approach based on Lean and Agile thinking. I’d be reproducing the book if I tried to summarise all of the different ways in which Mark sees this playing out and that’s not the point of a quick review.

Some key stand-out thoughts for me though:

Planned Approaches v Agile Approaches

Planned approaches may have given us a perception of control, but that control was just an illusion. There were always too many unknown factors to really have control. Using Agile approaches allows us to continuously correct the course as we discover things helping us to navigate the unknown.

Enterprise Architecture in an Agile World

There are many fascinating insights into the role of Enterprise Architecture in a world where Agile is the way to deliver.

I have said that we need to stop looking at IT delivery in terms of projects and products. With what, then, shall we replace them? I’d like to suggest that the enterprise architects have had it right all along. We manage an enterprise-wide asset with an “as-is” state and a “to-be” state. We groom this asset in perpetuity—as the company changes and develops—by adding, removing, and improving its capabilities. We try to build into it agility and options, risk mitigations, and usability. The totality of our IT capabilities is an economic asset that will be used to derive profits or accomplish mission, and we might as well just call this the Enterprise Architecture.

As architects we need to move quickly away from our roles as the occupiers of the “land of the template zombies” and step into our new role as members of the business community who manage the IT economic asset. I wonder whether the term “Enterprise Architecture” is already too closely aligned to the “template zombies” to be redeemed, but that’s just the title and it was never really about the title.

Risk

We need to think very differently about risk, risk logs have never worked. Our plans require us to accurately predict the future, and we’ve never managed to that either. The way that we control risk is to make changes as circumstances develop. Creating experiments to help us understand how to navigate the risks is going to be the new skill that we all need.

Build v Buy

Mark makes an argument that the cost of building used to be so high that at always made sense to buy. The problem with buying was that you never quite got what you needed; you either got more than you needed or you got something that was only an 80% fit for what you need. This has all changed as the cost of building has reduced because of capabilities like micro-services which allow us to build something that is a 100% fit for what we need by plugging together a number of preexisting elements from cloud capabilities.

My personal perception is that this change is already taking hold – I’m seeing a lot more building going on.

The Role of the Senior Leader

Within this framework of change Mark outlines a new role for the IT leader, a role that has changed from be an enforcer of the contractor-control model to one whose role is to create an environment where self-managing teams can thrive. Mark summarises this change in a number of new roles:

  • Driver of Outcomes – taking responsibility for business outcomes.
  • Manager of Uncertainty – dealing with uncertainty has always been a part of IT leadership.
  • Steward of Assets – three critical ones the Enterprise Architecture asset, the IT people asset and the data asset.
  • Contributor – by being technical.
  • Influencer and Salesperson – stepping up to the “Chief” role.
  • Orchestrator of Chaos – businesses are complex systems that require a level of orchestration to truly sing.
  • Enabler – enabling activities rather than controlling them.
  • Independent Remover – “The best thing that a manager can do is to help the team do what it knows how to do by removing impediments.”
  • Manager of Managers – helping to manage other managers into an Agile mindset.

Conclusions

There’s a lot of focus on IT teams becoming Agile, but that’s only going to make a small change in most business. The real challenge is how a business becomes Agile, and that’s going to require a different kind of IT leadership.

This is a book I’m going to be coming back to.

Header Image: This is Lindisfarne Castle from Lindisfarne Harbour which is looking great after a number of years being surrounded in scaffolding for a renovation. 

The Future Looks Very Bright at #ChorleyHack

We have a STEM (Science, Technology, Engineering, Maths) skills problem in the UK. Estimates vary on the impact, but it’s significant:

UK STEM businesses have warned of a growing skills shortage as they struggle to recruit qualified workers in science, technology, engineering and mathematical fields.
According to new findings from STEM Learning, the largest provider of STEM education and careers support in the UK, the shortage is costing businesses £1.5 billion a year in recruitment, temporary staffing, inflated salaries and additional training costs.
The STEM Skills Indicator1 reveals that nine in 10 (89%) STEM businesses have found it difficult to hire staff with the required skills in the last 12 months, leading to a current shortfall of over 173,000 workers – an average of 10 unfilled roles per business.

Skills shortage costing STEM sector £1.5bn

This shortfall is particularly acute for women entering STEM careers where less than 20% of the workforce are women.

The number of graduates is a result of many years of education and the earlier that we can get young people interested in STEM the better that the results will be. We can’t expect schools to be the sole instigators of that change either, as an industry we need to step up and help to provide life change STEM opportunities to children and young people. That’s one of the reasons why I was delighted to be a mentor as #ChorleyHack which was organised by the town council in the area where my office is.

What a fabulous day with 25 teams of four children from 14 local schools coming together in the local town hall to spend a day coding together. The task was “create a game or animation that educates other young people about cyber bullying, online safety and social media safety.”

The levels of preparation and enthusiasm were an inspiration, the room was buzzing. The children and young people were so focused on the task that many of them returned early from their lunch to get their code as far along as possible, even though the task was not to get their code finished. The sophistication of their work was amazing with a significant depth of understanding of the challenge subject area. As mentors the conversations where inspiring, I particularly enjoyed an extended chat with one of the children who was very excited to explain to me how Scratch worked and about another project he was writing in Python.

Observe anything about the make up of the winning teams from the tweets below:

That’s right, a significant proportion of girls, something that was evident across the day, no 20% here. #ChorleyHack was a wonderful opportunity to demonstrate that girls can indeed code and another nail in the coffin of the lie that IT is just for boys.

Thanks go to each of the teams leaders, mostly teachers, who had clearly invested a huge amount of time in getting the children and young people prepared for the event.

A particular thanks goes to Simon Charnock, Digital Transformation Officer, Chorley Council who did a fabulous job of facilitating the whole event.

If we can see this level of enthusiasm and passion continuing through the education system then we should be looking forward to a very bright future.

How long do we need to keep transposing for?

I’m currently sat in one of those cafes that are now ubiquitous across the UK – the burgundy one, not the green one.

Next to me the conversation is of exam results and their meaning.

In England we have had a transition, in recent years, from a system in which the classification was given in letters to one that is given in numbers.

The letter system went from A* to G with A* being the best and F the poorest, a C and above being regarded as a pass.

The new numbers system goes from 9 to 1 with 1 being a low score and 9 being the best score. A 4 is now a Standard Pass and 5 is a Strong Pass.

This is where the conversation comes in, because the teenager on the table says: “Well I don’t need to worry about passing because I already have a 4 even before I’ve sat my exams.”

The adults accompanying him both look at each other puzzled: “What’s a 4?”

I’m pretty sure that one of these adults is the teenagers parent, and yet they are still confused by a system that has been being rolled out for a couple of years.

And so commenced the transpose from one system to another.

“So is a 4 like a C?”

“Sort of, it’s a pass.”

“What grade are you aiming for?”

“I’m hoping for an 8 or 9?”

“But you’ve already got a 4?”

“An 8 is better than a 4”

“So is an 8 like an A and a 9 like an A*”

“Sort of”

This is the point at which the teenager gives in and chooses to keep it simple for the parent, who’s clearly still confused. The reality is that there is no direct correlation – see the chart in this link for more information.

The adults’ frame of reference is one scale, the teenager’s is a different scale. The only way the adults can understand is by transposing, the teenager can’t transpose because they only know the new system.

We do all sorts of transposing in life, to get from one frame of reference to another. Somewhere along the line we sometime switch from one to another and sometimes we don’t. And so I wonder, how long does it take for us to switch? What are the reasons for us sticking with an old, out of date frame of reference? What are the things that help us switch to a new one?

Top 10 Posts for 2018

I normally round out each year with a post that summarises the most visited content for the year. This year a completely forgot about it until today, so here it is:

  1. Office Speak: “Sharpen Your Pencil”
  2. Add a Third Time-Zone to your Outlook Calendar
  3. The British, the Queue and the Tut
  4. Office Speak: Greenfielding
  5. Office Speak: “Can you please go on mute” – “PLEASE GO ON MUTE”
  6. Office Speak: One Throat to Choke
  7. Productive Workplace: Design Mindset Spaces
  8. Count Your Blessings #120 – Short Stories
  9. “If everyone has to think outside the box, maybe…
  10. The Bergen Facebook Addiction Scale (BFAS)

As with previous years, the most popular posts are primarily historic with a continued growth in Office Speak. The exception to this is #2 on adding a third time-zone to Outlook calendars.

Header Image: Today’s header image is of Angle Tarn taken on a recent walk up and over Bowfell which is somewhere, not visible behind the clouds.

I’m Reading… “When: The Scientific Secrets of Perfect Timing” by Daniel H. Pink

Why do you do what you do, when you do it? That is the fundamental question threaded throughout this book. The reality is, for many of us, we have unconsciously walked into a When of life that has little to do with productivity, performance or even well-being.

When - Daniel H. PinkWe have a tendency to treat all of our awake time as equal, we schedule our days around the priority of an activity and little else. We sit in afternoon meetings conscious of things going a bit slow, but choose to power through. We visit our doctor and expect the best performance from them whenever we go. We remember sitting in afternoon exams wondering why it was so hard. Yet, we all know instinctively that we have certain times of the day where different things are more enjoyable, and times when we are better at doing certain things.

In When, Daniel H. Pink, gives a framework for understanding ourselves, and those around us. As with many human conditions we all sit somewhere on a spectrum and not rigidly into any neatly defined box, but having the boxes helps us to understand ourselves and others. In When the boxes are:

Lark Third Bird Owl
Analytic Tasks Early morning Early to mid-morning Late afternoon and evening
Insight Tasks Late afternoon/early evening Late afternoon/early evening Morning
Making an Impression Morning Morning Morning (sorry owls)
Making an Decision Early morning Early to mid-morning Late afternoon and evening)

Most of us are third-birds – we’re neither extremely larkish or blatantly owly.

If you look through this table you may notice that the mid-afternoon isn’t a great time for anyone or anything and that’s because it isn’t. That post-lunch slump affects most of us and isn’t a great time to progress anything, which is why it’s the ideal time to take a break. Some cultures have breaks built-in with extended lunches and early afternoon naps. This was perhaps the case in the UK some years ago, but it’s certainly isn’t now. Most people have their lunch at their desk while covering their keyboard with crumbs. That, it turns out, is a massive mistake, we would be far more productive if we took a proper break and had a nap.

When is full of advice on how to take good breaks: micro-breaks, moving-breaks, nature breaks, social breaks, even mental gear-shift breaks. Pink’s exhortation is for us to get serious about breaks, to schedule them in and to stick to the schedule.

The mid-point slump, doesn’t just apply to our daily routines though, the same pattern applies to most things – we start and finish with enthusiasm, but struggle in the middle. Pink devotes a number of sections to this phenomenon and in his usual style mixes scientific research with concise practical advice for handling these situations whether that’s a mid-point in a career, in a project or even in a relationship.

I’m not going to cover all of the sections in When here, because there is a lot that I liked about this book and much to apply and the post would be too long if I did. The one remaining section I will touch on though, is the one on synchronising. Getting together with others and performing a task has a powerful impact on our mental and emotional well-being. Having sung in groups most of my life I recognise the power of it in that situation, but I’m predominantly an introvert and wouldn’t go out of my way to join synchronisation opportunities, that’s a challenge. I think that my first step on that one is to join a yoga class, I currently use an app on my iPhone to do my practice, but I recognise that this is robbing me of the synchronisation high that comes from being in a group.

There are certain books that you read and wish that you had read them earlier, this is one of those books. Although, as I reflect upon it, as someone who in many ways is in the middle of things, perhaps it’s best that I read it now, when I need it.