Pols Consulting

Chris Matts and I are working on an article that looks at why IT management have a tendency to play to loose and not play to win. They tend to measure the wrong things and see IT as a cost and not a revenue generating opportunity.

The more I think about this, the more examples I see.

A friend just told me about a Bank who has told its IT contractors they must take 3 weeks (unpaid) holiday over Christmas. Apparently, this will save them £3 million pounds! This is staggering. Surely the revenue generated by these Contractors exceeds their cost?

Do you have any interesting example you would like to share? Please send me an email (andy@pols.co.uk).

I was reading Willem van den Ende’s blog and came across a reference to “The 6 Myths of Creativity” by Bill Breen on the Fast Company web site. It is one of those papers that triggers the “well, that is obvious” reaction when you read it. In fact it is so obvious most companies do not do it.

This paper provides an overview of Teresa Amabile’s research at the Harvard Business School into organisational creativity and innovation. She has been collecting daily journals from 238 people. She simply asked them to tell her about their work and their work environment as they experienced it that day. It is  interesting that the feedback from these diaries matches my pleasurable experience of working with highly creative teams.

The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work. Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells. Intrinsic motivation — people who are turned on by their work often work creatively — is especially critical.

A good agile team should be able to harness the creativity of the team. I just love working in creative teams where everyone comes up with interesting solutions all the time. We have conversations with the users and say “Why do you want that?”, “Wouldn’t blah be simpler?” Likewise users say “If you could add this, it would be really cool because we could now filter our sales revenue by different regions… and that would save us loads of time”.

While agile does not guarantee creativity, an up front waterfall process kills this type of conversation.

While blogging about the latest edition of Private Eye, I came across the following humorous ditty (page 4):

For several days during December graduates trying to glean information on the company’s UK recruitment programme were met with a plain white screen bearing the message “Unfortunatley we are currently experiencing some technical difficulties with our website and are unable to accept on-line applications.

It’s good to see that EDS eat their own dog food and use their own support services!