Monday, 20 July 2020

IT DOES NOT HAVE TO BE BIG PROBLEM TO BE WORTH FIXING.

Many clients seem to wait until a project, problem or  change is really big before seeking help. 

Many consulting firms seem to think that all problems demand full-time 5 days per week over many weeks. 

In truth small timely interventions, conversations, coaching or support can quickly deliver results avoiding big issues and significant cost.

@TimHJRogers @AdaptCCompany
www.AdaptConsultingCompany.com
#thinking #data #decisions #change 
#data #gdpr  #infosec

LEAN THINKING AND BUSINESS PROCESSES £10k BENEFIT OR YOUR MONEY BACK

Often your team and colleagues know how to improve performance and save costs, but they are reluctant to speak-up.

Good facilitation and simple questions can be transformative, often because people will open-up to an outsider.

I have worked with many businesses improving process, performance and outcome often in just 2 or 3 meetings.

I sometimes work on a no-win no-fee basis: If by working together we cannot identify £10k of benefit do not pay me!

Importantly I do not offer advice you cannot implement.

Conversation and collaboration never has a down-side.

@TimHJRogers @AdaptCCompany
www.AdaptConsultingCompany.com
#thinking #data #decisions #change 
#data #gdpr  #infosec

Saturday, 18 July 2020

RETHINKING OUR ECONOMY POST COVID-19

(Plus some useful reference material)

There is a lot of debate about 'the new normal' on TV, media, work and amongst friends and family. The last couple of years have seen some big challenges and some interesting choices in elections and referendums.  I feel that the pace and impact of change will accelerate and things like Brexit and Covid-19 will be something to look at in the rear view mirror very soon.

Covid-19 has seen people reappraise their priorities and depending on circumstances, experiences may be very different but there has certainly been change. But aside from the things we can control, like attitude mindset, fitness, behaviour there is a lot we cannot change without engaging in community and/or politics. 

In this discussion I will also reference a number of books that I think are helpful on the subject. This therefore is not necessarily thrusting my own views forward but offering information that might help the debate. So whether you agree or disagree (and good debate requires both) I hope you read some of the books because they at least offer valuable data, history, insight and ideas.

There is a lot of valuable discussion on social media about role, life, purpose and values. Also about physical and mental health. However for the remainder of this text I am thinking about the economy rather than personal philosophy or psychology. I am setting aside personal preferences, choices and values [1]  and attempting to think like  a monarch, like a benevolent dictator, like a capitalist or a socialist leader in-charge of a country. 

This is important because our individual choices are as different as our individual needs and economic thinking should consider the diversity and community on a much broader scale and over a longer period (perhaps a generation or two) if it is to be successful.

If we take economy to mean production (products/services) , resources (land, labour,capital), trade [2] rather than wellbeing, education, public service and community [9] then we possibly need to think what will the world look like in 30 years and how do we prepare for that to be an opportunity rather than a threat?

We need to look 30 years forward [3]  and think about technology, and the impact of artificial intelligence and machine learning  [4] and the impact on society and wealth [5]. We need to reappraise the constant pursuit of growth and capitalism [6] and understand the hopes, fears of people [7] and how this affects our economic choices [8]

Whilst it is true to say that predicting is difficult  [10] there are plenty of examples of people building robustness into their planning for the future [14] to weather the unpredictable, and indeed to thrive. [11]. 

So when we look at economy we need to think what are the PESTLE factors [12] and population [13] and have the conversation in that context, noting tightening of tax avoidance, increased wealth disparity, environment and climate issues etc., and a new expectation, nationalism, community from the public (manifest in the way they vote).

I mention PESTLE not because it is not obvious, but because it is so obvious that we often forget to look at the broader context of change when confronting our own community or personal change. Paddelling hard in any direction should take account of a change in wind and tide. Too often business and economic strategies fail to do this.

What will be the short,  medium and long-term changes locally and globally for each of...

political 
economical  
social 
technological  
legal 
environment  

And how certain are we in our predictions 50:50, 60:40, 80:20. Enough to bet our future or will we hedge our bets across a number of possibilities [11]. I have seen business and government projections so wildly optimistic that I would happily bet £10,000 that their 90% confidence (9:1 odds) are wrong. 

Perhaps to truly appreciate VUCA environments (volatility, uncertainty, complexity, and ambiguity) perhaps we should consider how each element has changed since 1990 when considering further, faster, more significant change to 2050.

Once we have some consensus assumptions (if indeed that is possible) we can then think. What do we feel are the POLICY PRINCIPLES and the government and business ACTIONS that should deliver them?  Strategy at its most simple comprises {1} where are we now (do we have data?) {2} where do we want to be (is that suitable, feasible, acceptable) {3} how do we get there (competence, capacity, drive and desire.) 

We improve our odds of getting things right using data both to establish baseline and progress. For example, how do we stack against OECD sustainability goals [15] and other countries [16]. Only when we understand context and have the data can think like a Treasury Minister or Chief Minister about what policies we want to employ to embrace the opportunities and avoid the risks. 

Some useful references

[1] What Money Can't Buy: The Moral Limits of Markets Kindle Edition by Michael J. Sandel
[2] Talking to My Daughter: A Brief History of Capitalism Kindle Edition by Yanis Varoufakis (Author) Format: Kindle Edition
[3] Homo Deus: A Brief History of Tomorrow by Yuval Noah Harari 
[4] How to Fix the Future: Staying Human in the Digital Age by Andrew Keen 
[5] Utopia for Realists: And How We Can Get There by Rutger Bregman 
[6] WTF?: by Robert Peston
[7] The Road to Somewhere: The New Tribes Shaping British Politics Kindle Edition by David Goodhart
[8] Out of the Wreckage: A New Politics for an Age of Crisis by George Monbiot
[9] Humankind by Rutger Bregman 
[10] The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb
[11] Principles: Life and Work by Ray Dalio | Sold by: Amazon Media EU S.à r.l. | 19 Sep 2017
[12] political, economical, social and technological, legal and environment factors https://en.wikipedia.org/wiki/Global_environmental_analysis
[13] https://theconversation.com/its-a-national-crisis-uks-birth-rate-is-falling-dramatically-121399
[14] Superforecasting: The Art and Science of Prediction by Philip E. Tetlock (Author), Dan Gardner (Author) 
[15] http://www.oecd.org/dac/sustainable-development-goals.htm
[16] https://en.wikipedia.org/wiki/Good_Country_Index

I hope this text is not preachy that is not the intent. The purpose is to offer some hooks to hang our thinking on, and some books to help us decide what to hang there. There will be different views, possibly as broad and diverse as the people who express them. But a successful economy is one in which we can all live and thrive and must therefore take account of this.

If you have a different perspective or experience please comment below. If you are interested in forecasting or risk management  get in touch.
 
TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051




Tuesday, 14 July 2020

Are we too focused on leadership?

There are a lot of good lists out there about the differences between management and leadership

For example...

9 Differences Between Being A Leader And A Manager

1. Leaders create a vision, managers create goals.
2. Leaders are change agents, managers maintain the status quo.
3. Leaders are unique, managers copy.
4. Leaders take risks, managers control risk .
5. Leaders are in it for the long haul, managers think short-term.
6. Leaders grow personally, managers rely on existing, proven skills.
7. Leaders build relationships, managers build systems and processes.
8. Leaders coach, managers direct.
9. Leaders create fans, managers have employees.


However I wonder if we are too focused on leadership? Among my family and friends we do not feel the need to elect a leader. We do not feel we need to follow someone but instead we collaborate, communicate and cooperate. Indeed this is how tribes work, and the concept of a village working together for the benefit of all.

Leadership and management is an interesting concept that we accept in work and in politics, but it does not really serve us as well as just getting along together. We often get disappointed and elect a new one. Or in some cases find ourselves subjugated by them and the power (wages, work, reputation, training, housing, food etc.) that they command.

Them and Us is about this division, whereas without it there is only Us. It is not that I disagree with leadership qualities, I just think we should all have them, and share them.

As a result of the book Humankind [by Rutger Bregman] I have discovered Jos de Blok and his model anchored on the self-management capacity.

Useful link about Jos de Blok https://www.youtube.com/watch?v=BeOrNjwHw58

FAVI, led by its former Director Jean-François Zobrist, developed in the 80’s a customer focused organization where the structure fades to assure full listening of the autonomous and responsible teams. An unusual management that promotes a constant search for customer love, trust in human being and innovation.


You may also have heard of Valve. Imagine a company where everyone is equal and managers don't exist. A place where employees sit where they want, choose what to work on and decide each other's pay. Then, once a year, everyone goes on holiday together. You have just imagined Valve.

Useful link about Valve: https://www.bbc.co.uk/news/technology-24205497

It is well known that money does not motivate and indeed may de-motivate if it makes noble effort or charitable support cheap and grubby.


For my own part I started as a waterfall PRINCE2 project guy commanding people, process and technology. I am now much more in favour of Scrum Agile approach which is more bottom-up collaborative and favour an ask better questions approach [Humble Inquiry: The Gentle Art of Asking Instead of Telling by Edgar H. Schein].

I would be interested to hear from anyone who has worked in these types of organisation.


TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Sunday, 12 July 2020

How Has Lockdown Changed Your Leadership Style?


I read this...

Overall, there is probably still a high sensitivity for some leaders who are looking for evidence or reasons to distrust, rather than trusting in the new ways of working. I have always focused on the analytical aspects of management and leadership, for example, working towards hitting a number, and focusing on growth... but... it is not all about focusing on the end results and forced me to change my style

https://www.forbes.com/sites/alisoncoleman/2020/07/11/how-has-lockdown-changed-your-leadership-style/#11abb3eff10e

I have been reading this...

Humankind: A Hopeful History Humankind: A Hopeful History Originally published: September 13, 2019 Author: Rutger Bregman
 
What is fascinating about Rutger Bregman's book is the idea that 'leadership' is both new (in the last 5% of human history) and a dysfunctional result of property, ownership, and civilisation that simply did not exist when Homo Sapiens were nomads and equal. The unfair society is actually a result of.... society! 

I cannot recommend the book enough and whether you agree with the statement above or not, the book is worth a read. If you are interested in teams, team performance and concepts like scrum which is about facilitation rather than control then you will find this book interesting.

If you have a different perspective or experience please comment below. If you are interested in teams, team performance and culture get in touch.
 
TimHJRogers
Helping people and organisations get things done

Adapt Consulting Company
Consult CoCreate Deliver
@AdaptCCompany +447797762051

Tuesday, 23 June 2020

We have scored 75% against the criteria – is that OK?

As a data, risk and logic guy my life is models and numbers. I have check-lists models and guides for data protection, information security, data governance, records management and  IT strategy to name but a few.

If you want to talk to be about business or change I can point to balanced score-cards, Kotter and Kublar Ross, EFQM and Investors in People and many more.

Indeed, having been through distance leaning I now have an MBA and a variety of PostGrad qualifications which are all about learning outcomes, criteria and evidence. I am a tutor / mentor for the Chartered Management Institute and I have check-lists models and guides used to educate, inform, appraise and grade students.

Even in my hobbies, formerly as a Triathlete and more recently as a Rower, I can point to numbers to indicate ability: That might be watts per kilo, a sub-3 hour marathon or a top 10 ranking against my peers.

What ever the circumstance I can find a number that flatters.

What I worry about is that people are too easily impressed by numbers, often without context. Too many students are satisfied with a pass-mark rather than a deep understanding. Too many businesses are content with an above-average ranking without actually understanding the implications. This tick-box compliance has been the undoing of many people and organisations and it is really important that the numbers guide the conversation rather than replace it.

There are many excellent books in risk, modelling, change, prediction and economics and I will happily provide a reading list rather than attempt to convey the genius of the authors, but I would like to make a point.

75% of these homes look OK. What does the data suggest you should do?

 


Perhaps the data is a bit out-of-date, perhaps the actual situation isn’t on the tick-list and it is not reflected in the score. Where would you put your attention (time, people, money, priority) in this next scenario?
 

Sure enough you can report to the CEO or the Risk Committee that you have scored 75% out of a possible 100, but that isn’t the whole truth now is it?!

The problem with things like data protection, information security and even business planning in these times of COVID-19 is that whilst data is necessary there is much more that needs to be done than compile the numbers.

How about this as a scenario? Where would you your attention (time, people, money, priority) now? I have avoided making matters financially or morally complicated by adding values or salaries, but most risk, project and planning is based on ROI. Moreover these houses may be departments, business units or investments.

 

I want to conclude by making a clear distinction between governance, evidence, culture and compliance. Governance is about accountability and controls, evidence is something you can monitor and measure, culture however is much more difficult and compliance is when they align.

 

This is over simplistic and I commend books in risk, modelling, change, prediction and economics. I will also defend all the models that I have mentioned. I would just like to emphasis that it is really important that the numbers guide the conversation rather than replace it.


Tuesday, 2 June 2020

YOU MAY NOT NEED A DATA SHARING AGREEMENT

SOME USEFUL GUIDANCE: YOU DO NOT NEED A DATA SHARING AGREEMENT TO PROVIDE INFORMATION THAT IS REQUIRED BY LAW

I recently received this useful guidance....

You don't need a sharing agreement to provide information to the Government of Jersey GoJ - there is a legal obligation for an entity to provide that information. For example, if I had staff I would have to give Social Security that manpower information. My legal basis for sharing the information with Social is because the Social Security Law says I have to.

{Schedule 2 Item 8  Employment and social fields: The processing is necessary for the purposes of exercising or performing any right, obligation or public function conferred or imposed by law on the controller in connection with employment, social security, social services or social care.}

There is nothing in the DPJL that says that formal data sharing agreements have to be in place between two entities and the DPJL doesn't refer to 'data sharing agreement' at all nor does GDPR (other than where there is a controller/processor relationship); data sharing just needs to be done in accordance with the Art.8 principles (etc) and a formal data sharing agreement simply helps an entity to evidence that the sharing is being done lawfully.

The place where data sharing agreements really come into play is, for example, if I’m selling my business and providing my data to the purchaser so they can do their due diligence. You want an agreement in those circumstances to set out exactly what is being shared, confidentiality provisions, return of information if the transaction doesn't go ahead etc. You also see them in cases where information is being passed across for research purposes.

The UK ICO has a code of practice out for consultation: https://ico.org.uk/media/2615361/data-sharing-code-for-public-consultation.pdf

It's pretty helpful but doesn't say when you'd have one. Pg 25 has good stuff about what you would likely want to include but the rest of the doc focuses really on the accountability of controllers and their being able to evidence why processing is necessary and transparency.