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Are you “burned out”?
Everyone has their own definition of being burned out. I wrote a blog a number of years ago (Am I burned out?) that talked about it. I’ve taken a number of recent quizzes (unscientific) as to whether or not I am burned out:
It looks like I’m either burning out, or have burned out but just don’t realize it.
Continue reading “Burned Out …”
I was watching a movie on YouTube the other day and a scene really stuck in my mind. I won’t go into details but the phrase “death by a thousand cuts” seemed to sum up what was happening. While the details were not important, the idea that the person did not die as a result of the first cut, or the second, but was left to slowly exsanguinate seemed to resonate with me.
In my mind “death by a thousand cuts” seems to sum up the state of IT in many organizations. It’s not one thing that is causing problems, it is a multitude of smaller issues that, when combined together, cause the IT organization to struggle Continue reading “Death By A Thousand Cuts”
There is a phenomena that has really taken off in the past decade and, to be quite honest, it is quite annoying. Words, specific words, words that describes trends, words that imply a certain attitude or function, words that match what the organization is striving for, those words are being abused.
I was talking to someone recently who had been told that every business case they wrote needed to include the words “transform” and “innovation”. Why? Because the organization is trying to “transform” and become more “innovative”. They have raised specific words to a cult-like status. Continue reading “Cult of Words”
People talk about the rate of change increasing, but there is something that they fail to understand. You see, it’s not the rate of change that is causing issues with many organizations. It is not the fact that 50% of the technologies that a student learns in their first year of University are no longer applicable by the time they graduate.
None of these things are the true organization killer. None of these things have the potential to complete decimate an organization, private or public. It is not the change that is important, it is how fast your organization can assimilate that change. Continue reading “Tsunami of Change”
Fear plays an interesting role in how we develop applications. Fear of being blamed for project failure (when most projects actually fail) drives people to push the responsibility for decisions as high up in the chain as possible. After all, if your boss made the decision you can’t be blamed if something goes wrong, correct?
Many organizations handle this by creating Working Groups and Steering Committees, all in the hope that if someone else says “yes” then it is their neck on the line if the world falls apart. DevOps, however, says something different. DevOps pushes peoples buttons and gets them into an uncomfortable position. In essence:
There are no Working Groups / Steering Committees in DevOps. Continue reading “Cancel That Meeting”
According to McKinsey only 26% of organizational transformations are successful. Think of it this way: if your organization goes through four transformations, one of them will be a success. (I hope it’s not the first one!) OK, I’m kind of stretching the truth. It was 26% of respondents who stated that the transformations were very or completely successful. Most are not.
But some companies are successful. Some organizations can beat the odds and McKinsey has a blueprint. And while there are 24 different tasks that you can do, each one of which improves the odds, there are really three things that can significantly improve the odds of success. Continue reading “Transformation Failure”
We’ve talked about “Do Less … Then Obsess“, and it makes sense that people stop doing the fifty, sixty, seventy things that they are trying to juggle at the same time and trim that down to a much more reasonable number.
But is there something else you can do to help manage the deluge of work that always seems to come your way? How do you “work smarter”? It may not be a matter of doing what you are doing faster or more efficiently, it may be a matter of changing what work you are doing.
Continue reading “Doing What’s Important”
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For years, decades, perhaps centuries, we’ve managed businesses in the same way. The same “traditional” way. The Age of Agile deconstructs that traditional method and shows how traditional methods are no longer applicable in today’s society. They weren’t applicable ten or twenty years ago either, but now there is a significant momentum changing how business needs to operate.
But what about people? How can people within the organization change? The business may be optimized for the new world, but if the people aren’t working in sync with the business all of those changes are for naught.
How do people change to be better at their jobs? Continue reading “Break It Down to Build It Back Up”
Piro4D on Pixabay.com
In the DevOps world, there is talk about “continuous integration” and “continuous deployment”. You integrate on a continual basis (or daily) and you build from the resulting source code and, if successful, deploy it to, at the very least, a development environment. The application is constantly changing.
There is one thing, however, that has not come up but is as important as either of the other two continuous items. Something that, if we don’t have it, will severely impact the ability of an organization to be successful.
Continuous funding. Continue reading “Continuous what?”
To continue from yesterday’s note, I’d like to emphasize, once again, that “going digital” is not the biggest factor. Yesterday I talked about how the culture has a tremendous impact on the success of a digital transformation project. Today it’s something similar, but quite different.
Culture is how people react and change and implement the strategies towards achieving those lofty goals. But there is another group that is instrumental in a digital transformation initiative. Continue reading “Digital Transformation – Part Two”