Insights

I earlier provided a link to an article on (software) application development bottlenecks.  I was quoted twice in the article along with other sources like Gartner and Forrester Research.

Although I was quoted twice, I provided more information than made it into the article.  In this insight, I’ll provide some of the other perspectives.

To recap, here are the two segments that were published:

Application development speed and capacity are usually NOT the issue.  The issue is that the business users’ requests are not prioritized and valued such that priorities are established and existing capacity is dedicated to higher value work, yielding better use and ROI of scarce development time.  Every business has finite resources.  If benefits/value are not established, there is no way the business can rationally make decisions about how to use scarce resources, especially application development.  Without valuation and associated prioritization, priorities are usually established by politics and the infamous “who yells the loudest” methods.  Also, there are no curbs on “business demands” because no one knows what is reasonable.

The craft of business analysis has degenerated into requirements writing and management in many companies.  GIGO (Garbage In, Garbage Out) still applies to application development.  If businesses don’t make an effort to truly understand who the customers are and what they need, then products are often based solely on internal thinking (and therefore often assumptions instead of facts) about what customers need.  In this case, applications development can speed up 1,000 times and still be a waste since all the effort will be invested in delivering the wrong thing.  The initial thinking should be treated as an assumption and tested by market feedback.

Here are some of the additional, unpublished perspectives along with some explanation of the “why” I made the statements:

[Read more…] about Software development bottlenecks, take 2

To reorganize or not to reorganize (or “reorg” as often shortened in corporate speak) is a typical question on the minds of those who want to bring change to an organization.

On the surface, it may seem like an easy answer … reorg.

However, the answer is not that simple and depends on the specific situation.

In Robert M. Gates’ new book, A Passion for Leadership: Lessons on Change and Reform from Fifty Years of Public Service, Mr. Gates recommends not changing the organization to bring about change.

I agree and disagree. [Read more…] about Lessons on Change … Don’t Change?

The title refers to a media query for an article.  The query asked about pointers for companies wanting to build their “benches” by building a leadership development and succession pipeline.

Books could be written on the subject (and have …) given the breadth and depth of what a business might eventually need to know or do depending on circumstances.  Therefore, an article can only scratch the surface and provide some starting points.

However, just because installing an effective leadership pipeline can be daunting does not mean it should not be done.  The media query is right … companies without effective leadership pipelines are in jeopardy.

What would you include as key pipeline aspects or pointers?

[Read more…] about Describe a complete leadership development and succession pipeline

Have you ever heard or read anything about personal motivation?  Have you noticed almost all types involve some aspect of what people say to others and themselves?  That language is important to motivation?  Why?

Mindset and language are linked.  What language or words people use has a great deal to do with how they view a situation and, correspondingly, how the situation affects them.  How they are affected has a bearing on resulting behavior.  Therefore, changing personal attitudes, exercise routines, diet, and other habits depends greatly on changing the thinking – the mindset – and the related language.

Changing to a “Wrong Until Right” mindset is no different.  We have difficulty changing our mindset long-term until we also change our language to complement and reinforce the mindset.  And, until our interactions with others involve different language, people will not know our mindset and related expectations are different.

Words like “plan,” “project,” and “budget” commonly connote facts, ability to achieve as initially laid out, and so on … manifestations of “right until wrong” thinking.

[shareable]To start making the turn toward a “Wrong Until Right” mindset, start altering the language.[/shareable] [Read more…] about Hacking the Human Mind for Wrong Until Right, part 2

Language has power.

That was one of the messages in the last insight.  More specifically, it is that language has power as long as it has meaning.  The issue explored last time is how some words are being overused, misused, and watered down to the point where they lose power.

This time, we will continue the focus on language … specifically on words and their power to affect mindset. [Read more…] about Hacking the Human Mind for Wrong Until Right – part 1