Corporate Defensive Processes
stevepb (Pixabay)

I was watching a little video on CNN that talked about the rising cost of medical care in the United States. One of the phrases that captured my attention was “defensive medicine“.  Essentially defensive medicine is the idea that if you run another test, get another opinion, you will be insulated from lawsuits or at least minimize the damage of a lawsuit. The doctor knows the test is useless but does it anyway for purely defensive reasons.

Unfortunately, that is the way that many companies, particularly governments, behave in their day to day activities. Continue reading “Corporate Defensive Processes”


The Japanese instituted something called a pod hotel or a capsule hotel.  As Wikipedia states:

A capsule hotel (??????? kapuseru hoteru), also known as a pod hotel, is a type of hotel developed in Japan that features a large number of extremely small “rooms” (capsules) intended to provide cheap, basic overnight accommodation for guests who do not require or who cannot afford the services offered by more conventional hotels.

One of the key things to keep in mind is the idea that this is intended to be for “basis overnight accommodation“, not a long term stay.  In the business world there is a similar concept called “hoteling“, but some companies completely screw it up. Continue reading “Hoteling”

A Brand New World

Embed from Getty Images

The world is changing, we all know that.  We can even say that the perceived rate of change is faster than ever.  Once again that seems pretty obvious.  But how is it really changing?

The Institute of Mergers, Acquisitions and Alliances estimates that for 2017 there are going to be 17,385 mergers and acquisitions with a value close to $2.5 trillion dollars.  And that’s just in North America.  The number one merger in North America in since 2000?  America Online taking over Time Warner.  The number four merger?  AT&T taking over Time Warner last year (still pending approval).  Organizations are purchased, changed, purchased again like properties in Monopoly. Continue reading “A Brand New World”

Plan Or Fail,_Siege_of_Tobruk_cph.3b18203.jpg
Wikimedia Commons

I was driving home from work and a car in front of me went from the right lane to the middle lane, to the left lane and turned, all in the space of twenty meters.  I was quite surprised at how late the person was at understanding that they needed to be in the left lane. A couple of blocks later someone else did the same thing.  Closer to home?  From the left to the right lane and turned but they forced the bus to stop as they weren’t really in the right lane at all when they turned.

Why don’t people driving plan their routes better? Continue reading “Plan Or Fail”


So I talked last week about how Accenture shared its knowledge internally over twenty years ago.  They still share knowledge today, but this time externally as well.  For example, “The Employee You Can’t Afford To Lose“.  While the report is focused on high tech companies, the concepts hold true for pretty much every type of company.

  • People are leaving the old-fashioned company and are going to the newer companies
  • Once they leave they rarely come back
  • People of all ages are leaving, not just the GenX or Millenials

Continue reading “Bureaucracy”

Bravery In Government

In the movie John Wick, the main character has a Latin saying tattooed on his back.

Fortis Fortuna Adiuvat – Fortune favours the brave.

So where does that apply in the IT world?  Everywhere. Continue reading “Bravery In Government”

Organizational Bullying


I’m going to use a sensitive word here and I apologize, but the word is, in many respects, appropriate.  Sometimes organizations, not just people, can be considered a bully.  The Alberta Government has a variety of resources online that talk about bullying, but let’s go back to the definition of bullying:

use superior strength or influence to intimidate (someone), typically to force him or her to do what one wants

Continue reading “Organizational Bullying”

Begin With The User

Ingo Jospeh

Delivering on Digital by Willam Eggers. I’m going through the book right now so expect me to mention the book a lot over the next few week.

This latest note is based on a single line in the book:

Rethinking and reimagining service delivery should always begin with the user rather than the existing program.

Continue reading “Begin With The User”

Public Sector Agility


I was mentioning to my wife the other night that I seem to read a lot.  Sometimes I feel that I read too much … and then I read that reading more expands your horizons and helps you think of innovative solutions for problems because you know more than what is in your domain.  And sometimes I read because of a catchy title.  Like this one:  How the public sector can remain agile beyond times of crisis. Continue reading “Public Sector Agility”

Centralized disaster


For decades there has been an ongoing debate within IT as to whether or not something should be centralized or decentralized.  And every few years the pendulum swings one way or another forcing people to constantly change how their organization works.  So I’m here to settle the debate as to whether or not you should be centralized or decentralized.

The answer:  both. Continue reading “Centralized disaster”