Quote: Human Interactions

“To respond is positive, to react is negative”. – Zig Ziglar

What counts for a successful IT project

Today i was reading this article when I came across a very thought provoking comment from Hemant Kogekar. On the subject of great universal lies, he says, I quote,

17. Project success is being on time, on quality and on budget
“As we all know, a project is successful only when the business gets the promised benefits.”

UNQUOTE

Those of us who have spent time in IT and Projects would know of the number of times success criteria has been defined as above, on time, on quality, on budget.

And yet, business never even blinked when a new release was operationalised in IT. More often it has been shouting when projects ever slightly tweak the user interface / service delivery to adopt the new release - discounting the opportunity / benefits that has been envisaged in the project. 

Isn't it time we all started to define the measurement of a project by business outcome? How will you measure success of a project?

Bill & Dave by Michael S. Malone - Book Review

This is probably the best business log that i have read till date. It made me laugh, cry and inspire all in one go. I could not put the book down before completing it. And in the end, I was enlightened in what could be the famous and cherished HP Way.

I learnt, 

1. Bill overcame Dyslexia by memorising whatever he heard in class. That made a great entrepreneur - one who listens to his customers and employees.

2. Dave Packard developed the management style "Managing By Walking Around". MBWA.

3. The first product was not named product code number 1 but was 200A. The famous calculate HP-35 was named so since it had 35 keys. And interestingly the HP01 as a product was not successful at all - a Digital Watch. And the first product pricing at $54.40 was as a result of the fact that it reminded amusingly of te historic phrase "54'40" or Fight!" that was used in the 1844 camapign to set the US-Canadian border in the Northwest.

4. Friday Dressing, Beer after work on Fridays, Flex timing, telecommuting, Open Door Policy were all pioneered in HP.

5. Strong Financials of HP owe their fundamentals to "Internal Financing of Growth".

6. Trust was the biggest fundamental of HP Way. And Dave Packard learnt it through his apprenticeship at GE in Schenectady. The perceived security crisis of tools and instruments disappearing from workshop at GE was treated with clampdown on security. This criminalised employee dedication to greater productivity by stopping employees from taking the tools and instruments home to keep working on unfinished projects from their jobs.

7. Treatment for Employees - being fair: Employee Evaluations and Termination

The guiding principles were:

• The indivdual affected had had advance warning through written evaluation and has been advised constructively on how he/she should improve.
• Wherever practical assure the employee is given an opportunity for other placement where he/she might make a greater contribution. Employee placement is a functino of supervisors and personnel and not a function of the emplyee to be turned loose to find a his own job someplace in HP.
• If termination is the only alternative, personnel must be fully advised and believe the fase is satisfactorily documented and the decision has the approval of the general manager concerned.
• Before any adverse action is taken, it should be well thought out. We must recongise that each of our people represents an individual with problems, families etc.

8. The Nine Day Fortnight - It is only fair that, during hard times everyone in the company share in the pain and make comparable sacrifices.

9. G Time: Take advantage of slow periods to give back to employees time that wouldnt be used anyways - and let them use their imagination to fill it productively.

and finally ... 

The HP Way - Corporate Objectives:
1. Profit: profit is the best single measure of our contribution to society and te ultimate source of our corporate strength. aimt to achieve maximum possible profit consistent with our other objectives.
2. Customers: to strive for continuous improvement in the quality, usefulness, and value fo the products, and services we offer our customers.
3. Field of Interest: to concentrate our efforts continually seeking new opportunities for growth but limiting our involvement to fields in which we have capability and can make contributions
4. Growth: To emphasize graoth as a measure of strength and a requirement for survival.
5. Employees: To provide employment opportunities for HP people that include the opportunity to share in the company's success which they help make possible. To provide for them job security based in perforamnce and to provide the opportunity for personal satisfaction that comes from a sense of accomplishment in their work.
6. Organisation: To maintain an organisational environment that fosters individual motivation, intiative, creativity, and wide latitude of freedom in working towards established objectives and goals.
7. Citizenship: To meet obligations of good citizenship by making contributions to the community and to the institutions in our society whcih generate the environment in which we operate.

Dont Fail to Plan

"An intelligent plan is the first step to success. The man who plans knows where he is going, knows what progress he is making and has a pretty good idea when he will arrive." ~ Basil S. Walsh

A job well planned is 70% done. Balance is execution, environment dipsticks, course correction, and performance evaluation.

Business Excellence Quote

Today I read a hilarious one that I want to share with all.

"These days cream seldom rises in the business community - but crap still floated!"

What do you think?? 

What is the Value?

There are eight different kinds of value which get mixed together in the mind of your customer when they think about the value of the product or service you offer them:

1. Economic value – the actual return-on-investment or the payback your customer will receive by using what you sell.
2. Time value – whether they will be able to get more done by purchasing your offering.
3. Quality value – whether they will be able to utilize your product to improve the quality of the work they do.
4. Guidance value – whether you're able to guide them through the minefield of different choices to find what's best for their specific needs and requirements.
5. Image value – whether using your product will make them look good in the eyes of others.
6. Relationship value – whether they know, like, and trust you or have built a relationship with you over time.
7. Simplicity value – whether by using your product or service, their life will become simpler or problems will be eliminated.
8. Emotional value – whether they value your goodwill for whatever reason and want to be admired.

You deliver these eight kinds of value to customers by three main means or vehicles:
• the solution you offer
• the company value proposition you articulate 
• the way you (and your team) personally interact with the customer

Extracted/adapted from the book Think Like Your Customer by Bill Stinnett

Ethics, Morality or Measurement Metrics

This interesting article from NYTimes caught my attention, though its not the first but it prompted me to opinionate!!

Every one knows that corporations shape employee behaviour through metrics, rewards and punishments. Putting it as lamely as possible.

Then why is it that inspite of so many years of good and bad fortune executive pay are not driven by metrics of good governance, employee welfare and moral code of conduct, but only by quarterly revenue and profit numbers and shareholder value only.

Why does it need to be always an either or situation. Good Governance, Employee Welfare and Moral Code of Conduct will ultimately lead to better profits. Then why its not the metric for executive compensation?

Branding - Learnings of an Organisation

Rule 1: 68% of customers LEAVE because of poor employee attitude.

- Parkington and Buxton, Study of the US Banking Sector, Journal of Applied Psychology.

Rule 2: 41% of customers are LOYAL because of a good employee attitude.

- MCA Brand Ambassador Benchmark.

70% of customer brand perception is determined by experiences with PEOPLE.

- Ken Irons, Market Leader.

Brands can:
Drive customer connections
Provide connective and inspirational glue
Make the experience personal and relevant

Writing your CV

"Market your Potential, Not your Past"

For many years now, I have been recruiting guys into my company and one of the things that I really want to emphasise is the value that you can show in your CV / Resume / Bio Data.

Consider this, that CV/ Resume is your advertisement of you as a product. And, more often than not like every bad advertisement that you remember for it being so run of the mill, here is what is very common to those. They all talk a lot of the product features. Contrast this with the advertisements that you do remember and you do coz, they were the ones that created a picture in your mind, an association to something that you aspire, or cherish.

Ditto for your CV!

Show them a story board, where you draw a picture for them. The best employees that I have seen performing have been those who have created a picture of the potential that have, want to explore or have an attitude to deliver.

Thats what successes are made of.

Anniversary at Singapore

Well it’s been now more than a year that I am living in Singapore. Although I have been traveling across the world for over a decade now, it’s been a transition for me and my family to a foreign land over the last one year. And a year it has been to shatter some of my old school beliefs, some assumptions which I had taken as a given, but in a global world I am coming to realize them as too narrow to have a meaning for me today. Let me explore some of these.

1. Education System: Our education system has never been able to address global behaviour and ethics. So my learnings have been mostly first hand. Every day that I spend here I am now able to appreciate, not only Singaporean culture, Chinese culture, North and South Asian Cultures, Australian culture but have started to appreciate Indian culture and things that I miss here.
2. Etiquette: When people ask you, “How are you?”, they are very seldom genuinely interested in your story. All they want to hear is everything is hale and hearty and never could be better. No one has time for your sob stories. So standardize your answers as “Brilliant / Never Better / Great / Having Fun / You know last weekend, we went to this fabulous … “ yada yada.
3. Time Management: Between the two extreme ends of the region I operate in, there is a narrow margin of one hour when both ends are in their working hours. To be able to manage a conference to match everyone’s expectations is an acrobatic feat in Microsoft Outlook Calendar Management. And time does mean differently in different parts of the region. The Japanese people with whom I worked like to work till late in the night in their offices and drink till wee hours of the morning. Australians like to keep things short, focused and finish in time for dinner at 6 and beer for later. Singaporeans love their lunch. Indians have Indian Stretchable Timetable all the time. Jakarta reminded me of traffic jams in Chandni Chowk and Ghatkopar – how the hell do people do more than two customer meetings in a day is a mystery to me.
4. Culture: I realized that just like when we generally look at a sardar, we cannot make him out as different from another. I mean facial features are so similar that unless you understand the person well, they may seem similar. On a similar note, I for one never could differentiate between a Chinese, Korean, Japanese and a Singaporean. At least I have learnt some special habits, cultures, practices and diction that differentiate in my mind these set of people. It has been a very revealing experience and an education which continues as I live on. I have learnt to love Japanese food – who says you cannot have uncooked food? I found amazing Khimchi in Korea.
5. Being a Singaporean: I learnt the passion of an average fellow Singaporean that I can learn from includes, their passion for multi culture cuisine, their favourite pass time of shop till you drop attitude (its amazing to see how they can find out the best sale and discounts, the most value for money deals in any market across the globe) and oh the drive to keep up physical fitness (I have actually seen people jogging on the roads at 3 am – when I usually am not awake, but happened to chance on a late night flight that got delayed).
6. Advancing Years: As I grow older, I have been able to appreciate the “loneliness” of older generation. Most amazingly I have been approached at least couple of times by elderly Singaporeans who said Hi and asked if I would like to become friends with them. Indeed, I now realize that after an age of active life, life after is one filled with pain and loneliness. I hope I will have friends, family and foes to keep me busy.
7. Management: There are tremendous learning that we can take from major management events. F1 Grand Prix Night Race which was witnessed by people from all over the world, was immaculately planned and executed. Every office that I go for government services, its planned and thought through. Transportation system so good, that at times I feel that I own the bus in which I am traveling coz I am the only one and yet, the buses run on time and rarely break down. Means their maintenance schedules are very well managed. Even a Zoo and its management is worth looking at. There is so much to learn all around.
   

I will write again as I live life as a seasoned Singaporean this year.

Telecommuting

Today I would like to look at this increasingly used model of working in Corporates. While many companies still believe in face to face as the only method of interacting within employee community, many have started on the path to telecommuting as a way of life. 

As a partial telecommuting professional, here are some of my experiences of the pros and cons. As always, there are two sides of the coin, and here too I have tried to keep it balanced.

POSITIVES:

1. We save a lot of carbon footprint if we telecommute. Think of cars, public transport etc that get reduced load since people are putting less pressure on the resources. Especially relevant for countries that see tremendous traffic jams during peak hours. And especially relevant also to countries where Car Pooling is considered almost a “crime” and looked down upon. On the flip side, it really puts the pressure on your own home infrastructure since you are consuming more Airconditioning, Lighting, Telephone and Wireless.
2. You get to see your family more (only for those who are married and have a family). 
   We used to joke about how our kids are growing up laterally coz we don’t get time to see them horizontally, meaning since you work so long hours, the kids go to sleep way before you land up at home. That way you only saw them growing up in their sleep. On the flip side, I do remember my wife asking me to take the kids to the school bus stand. They are yet to wake up to the fact that we are working, so what if we are still in our PJs. 
   One of the days I remember we were having a conference call and a very serious fight broke out about what should be the relevant strategy to move forward, and lo behold, there was a very naughty little voice that started talking baby gibberish. For a moment the whole conference went silent, and then the whole group broke out laughing. It seems that one of the participants son had picked up the extension and started giving his advice.
3. It improves your ability to influence your “work / life balance”. I have seen many people trying to juggle a budding career with priorities at home. In the process they lag behind in both the aspects of their life – work and home. And then it soon spirals into a trying to catch up on things game. On the flip side, it gives into the hands of most people an ability to do whatever you please with time. As you know non productive work does expand to fill up your time. So there is a serious concern felt by many that individuals do personal work when official work needs to take priority. 
   It’s like the Biology experiment of frog in water that is kept for boiling. At the end of the experiment boiling water brings the death of the frog. The frog does not understand the changes in the environment as it is subtle but keeps degrading to a point where it looses all its body controls to take corrective action. My point, this freedom to manage your time is a big responsibility and only the best know how to manage it well and to your benefit.
4. It reduces the infrastructure cost per employee. For many companies their sales reps, service reps, and logistics teams are constantly on the move. Does it make sense to have dedicated workspaces for such members when their most productive (read revenue generating time) is out with customers? On the flip side, there are employees like project managers, call center workers, product line managers, shopfloor folks and workers who need that infrastructure to support teams who are mobile. Using the same yardstick in the name of cost rationalization is a stupid idea.

NEGATIVES

1. It stifles brainstorming and creative thinking within groups. There are many instances when most admirable campaigns happened across the pantry with caffeine and smokes. The strongest of business strategies have happened when the boss has brainstormed with his employees on the fly in a “5 minutes” discussion which turned out to be great strategies on which companies spent millions of dollars.
   
2. It reduces your ability to socially network. Think Office Romances, those chance meetings that get you great jobs, those water cooler talks about office politics and some cool things to do. But what the heck, in today’s world of facebook, orkut and linkedin, many find it more convenient to be digital than physical.
   
3. Costs seem to reduce in short run, but over the long term cost structure of doing business will increase. Now I put costs as one of the primary positives earlier. However I mention it now. The reason is simple. If you see all the savings company gets above starts to tell on the balance sheets and profit & loss accounts quickly. Any cost savings gets reflected in hard currency saved. However, what these measures fail to measure is the ease of doing business which goes through the roof, in a negative manner. Imagine, the amount of money a company will need to spend to make its employees interact with each other. Imagine the amount of money spent to create knowledge sharing tools which at best are still very static. Imagine the cost of brain storming. When an employee gets a brilliant idea, he will not be able to share it instantly. It will need a formal ideas capturing mechanism, which again costs money. Imagine …

That’s all for today.