Monday, December 26, 2011
If Pink Elephant plan two years ahead, maybe you should too
Many readers may not realise that Pink are already well advanced in planning PINK13, the 2013 ITSM Conference. In fact I happen to know they started planning before or during PINK11.
David Ratcliffe, the Pink Pres, tweeted recently
to which I replied that if Pink Elephant plan so far ahead, perhaps we conference attendees should too. What are you doing in February 2013?
Friday, December 23, 2011
Christmas isn’t about perfect, it’s about good.
We in IT, we criticise ourselves and our industry a lot. We’re perfectionists. That’s a good thing when dealing with software and data, which has to be near perfect or it simply doesn’t work. But perfectionism isn’t so helpful when dealing with people and culture and organisation and process. We must let it go, and accept that good enough is near enough. People aren’t perfect, nor is anything to do with us. Never has been, never will be.
All those too-perfect pictures of Christmas-time: guess what? They’re airbrushed. It isn’t like that.
Santa can’t find his keys.
There’s only half the intended snow in the picture because it was delivered too early.
There’s dog-do on the runner of the sleigh.
One of the reindeer has just been sick.
All the presents for France have gone missing.
And most of the elves are contractors who work in children’s television the rest of the year.
But it’s alright on the night, thanks to pizza and Coke and overtime.
So at this Christmas time, let’s celebrate what’s good in IT.
We run the planet.
I saw the factoid that without IT, one-fifth of the human race would have to be telephone operators. The rest would be writing in ledgers.
We make the planet better.
Much of the productivity growth in the last few decades in the developed world has been attributed to IT. (I assume the rest comes from outsourcing to the developing world).
This is the first time in the history of the species that everyone has access to everything known, near enough.
Not only that, but more and more of us carry that access in our pocket.
We in IT restore the connectivity of people that was lost with urbanisation. Everyone can find a community again (for good or ill).
We are the future of the planet.
Don’t ask me how - I can’t see more than three years ahead these days. But with Moore’s Law showing only barest hints of reducing its rate of growth (let alone leveling out) and most of the human race still not on Facebook, I don’t see the IT revolution slowing down. I can’t guess what my son will see - I only know IT puts it beyond guessing.
We are amazing.
What we in IT do is good. It doesn’t have to be perfect. Celebrate. Merry Christmas!
Tuesday, December 13, 2011
Here is another of our posts on “Apps4Vegas”: useful smart-phone apps to take to Las Vegas to the IT Service Management Conference (the last one was about TripIt).
Las Vegas exists for the sole purpose of facilitating you spending your money, so what better app than Groupon. Groupon features a daily deal on the best stuff to do, see, eat, and buy in 45 countries. Get the app here http://www.groupon.com/mobile
Once you get to the town, select “Las Vegas” as your city in Groupon. Each day up to five deals with offers up to 80% off get pushed directly to you. And of course, you may welcome opportunities to do some spending at home before you come…
Wednesday, November 23, 2011
Giving thanks for our ITSM blessings
At a time when most North Americans are kicking back and giving thanks for the good things in their lives, we should also be thankful for the blessings we enjoy in ITSM, such as
- All those who labour to create the IT bodies of knowledge that we use, the giant shoulders we stand on (frameworks like COBIT, guidance like ITIL, standards like ISO20000)
- The specialists who make all that comprehensible and useful, such as my friends at Pink Elephant
- The internet, which puts most of mankind’s knowledge on an instantly accessible buffet, and connects us all so we can have this conversation
- Those noble, far-seeing philanthropists who gave us Las Vegas for the annual ITSM Conference
Most of all I’m thankful that you and I still live in a world peaceful and wealthy enough to be able to get together in the Bellagio every year. I’ll be grateful to see you there in February.
Wednesday, November 16, 2011
State Compensation Insurance Fund: co-winners of the 2010 ITIL Project of the Year Award
At this year’s conference, there was a tie for the ITIL Project of the Year Award, the first time this has ever happened. A little while ago we spoke to Brian Newcomb at Ohio State University, one of the winners. The co-winner was California’s State Compensation Insurance Fund, better known as State Fund. So today we hear from Joel Krause, Manager, Office of the CIO - IT Service Management, at State Fund. I loved Joel’s email signature. It is a quote:
“Following ITIL practices on a daily basis will facilitate the delivery of high quality IT services;
I know I can count on your support.”
Shaun Coyne, State Fund CIO
Smart. If you are tasked with improving ITSM and you have the executive support, make sure folk know it.
Anyway, with much help and patience from Joel we got through the technology and recorded the following interview:
Don’t be shy folks! Think about nominating yourself or an organisation you know for a Pink Elephant ITIL Award.
Joel will be at the upcoming ITSM Conference presenting on “Implementing A Single Point Of Contact Service Desk”, so make sure you catch that session to fund out more about what they did!
Tuesday, November 08, 2011
The Internet Generation
You will find a number of posts on this blog around the theme of attention spans, concentration, multitasking and the internet’s damage to thinking. Perhaps XKCD‘s take on this might make me feel better about the issue.
Monday, October 31, 2011
Sacred downtime spaces
Continuing our unofficial theme for the conference of technology’s influence on our minds, here is a bittersweet post “What Happened To Downtime? The Extinction Of Deep Thinking And Sacred Space”, which says
Interruption-free space is sacred. Yet, in the digital era we live in, we are losing hold of the few sacred spaces that remain untouched by email, the Internet, people, and other forms of distraction…
There has been much discussion about the value of the “creative pause”—a state described as “the shift from being fully engaged in a creative activity to being passively engaged, or the shift to being disengaged altogether.” This phenomenon is the seed of the break-through “a-ha!” moments that people so frequently report having in the shower. In these moments, you are completely isolated, and your mind is able to wander and churn big questions without interruption.
However, despite the incredible power and potential of sacred spaces, they are quickly becoming extinct. We are depriving ourselves of every opportunity for disconnection. And our imaginations suffer the consequences.
One of the most vivid memories of my life is sitting beside a billabong in the Grampian Mountains (in Australia, not the original Grampians in the UK), all alone.
A rich source of similar memories is our family hut in the Southern Alps, where I go every year. I’ll be there in a month and I can’t wait: no mobile phone coverage, no telephone at all… heck no electricity.
I (try to) prohibit any electronic devices except using a decades-old transistor radio to get the weather forecast occasionally. My son loves the place as much as I do and my parents did before me. It is indeed sacred to us.
Find and treasure your own sacred downtime spaces.
Tuesday, October 25, 2011
Here’s the inside scoop: the layout of the Exhibit Hall
Hot news readers! Here is the layout of the Exhibit Hall for Pink Elephant’s upcoming 16th Annual IT Service Management Conference.
Why does this matter? Clearly you haven’t read EHOBOK, the Exhibit Hall Body of Knowledge. If you want to make the most of your experience of this fabulous facility at the conference, you had better read EHOBOK now! Get the latest version with the 2012 floorplan here (pdf).
Friday, October 21, 2011
Continuing our series of posts on useful smart-phone apps to take to Las Vegas to the IT Service Management Conference (the last one was about Facebook), let’s look at TripIt, an app available for both iPhones and Droids (and Blackberry and WinPhone, for those amongst you still holding out).
Like a number of the examples we have discussed, TripIt is of course also a standard Web site as well as a mobile app. And it is also available for the iPad, for the sanctimonious types who would rather appear trendy and innovative by owning a tablet than do their computing on a user-friendly platform with dual monitors, proper keyboard, ergonomic trackball and the ability to freely choose their own hardware extensions - such as TV tuners - from an open market. Hey, knock yourselves out. Me I’m buying a new PC.
There is so much to keep track of when traveling. Take the hassle out of confirmation numbers, directions and flight info. Download TripIt and let it automagically manage your travel! As a bonus, TripIt integrates directly with LinkedIn so you can let your colleagues and friends know exactly when you touch down! And let your competitors know when you are away from your client-base…
We are not partisan about this. There are alternatives to TripIt, such as Expedia, who seem to be behind the curve - they currently only offer hotel bookings on smartphone apps (iPhones and Droids). Or Orbitz, who are more up with the play with flights, hotels and cars available for iPhones and Droids. We just like TripIt best.
Tuesday, October 11, 2011
Ohio State University: co-winners of the 2010 ITIL Project of the Year Award
At this year’s conference, there was a tie for the ITIL Project of the Year Award, the first time this has ever happened. We will be speaking to both winners: I chose the first interview through a randomising process which came down to the first interview where I overcame the technical difficulties. So today we meet Brian Newcomb, Associate Director of IT Service Management for Ohio State University. Once I stopped breaking the video technology, I spoke to Brian about OSU’s prize-winning ITIL project. We talked about some interesting Kotter-inspired cultural change activities they used, and some valuable lessons learned, especially around membership of the project:
Don’t be shy folks! Think about nominating yourself or an organisation you know for a Pink Elephant ITIL Award.
And come along to Brian’s session at the upcoming conference, on “2010 Project Of The Year Winner…One Year Later”, to see how things have panned out for them.
Monday, October 10, 2011
The optimum human rate of process change is like the optimum rate of exercising
The University of Texas Health Science Center are on a brave journey: an extreme makeover of their ITSM, driven by Pink Elephant and a group of other providers. They have achieved an extraordinary amount: in the first three months of the Makeover
the folks at UTHSC have had 2 assessments, developed a roadmap, installed the Hornbill Supportworks tool, initiated process design on 3 processes (Incident, Service Request and Service Level Management), kicked off their communication strategy and, as part of the education strategy, took and passed Foundations or OSA courses and began conducting a series of Apollo 13 simulations.
That’s impressive. Nobody at UTHSC is complaining, but I’m guessing this is about as fast as anyone wants to go. I bet it is a bit of a whirlwind at times.
IMS did all this while still “keeping the lights on”. And therein lies the rub…they have done a lot which has stretched everyone very thin. So this week the core team met to take stock of where they are and where do they want to be at the end of this first phase
UTHSC have renewed their commitment to the programme, but one can hear a collective catching of the breath there.
We can change technology in days or weeks… minutes even. It is changing the processes that takes time. And even more so it is changing the people that lags: change of culture, of behaviours, of beliefs and attitudes doesn’t happen in weeks or months. Human culture is a big ship to turn, with massive inertia - even in a small group.
So how fast is fast human change?
Effective change takes people out of their comfort zone. The question is how far out can you take them before the initiative fails, before they break or rebel or withdraw?
I am taking a client organisation through a comprehensive IT CSI programme right now. The CIO said (to his team) that he thought we had the pace about right because he was beginning to feel uncomfortable about it. Nobody is questioning the wisdom of the programme (not out loud anyway), but there have been a few issues of stretched resources and one newbie to the programme asked “When does this ever end?” (The answer is never. We want to inculcate CSI as a habit, as a business-as-usual practice, as something that all professionals do all the time to improve).
“Uncomfortable” feels about right. UTHSC seem to be in the same zone as my client: a little breathless, a little stretched, but not actually hurting. Those of you who exercise will see the analogy: there is a difference between the ache of a straining body and the pain of a body sustaining permanent damage. (Before we have any wisecracking comments, I used to exercise once. I remember).
Just as with exercise, we need to monitor the changing corporate “body” closely for signs that we have gone beyond developing fitness and into doing damage. I think we can all tell the difference between “aches” and “pains”.
Perhaps we should also extend the analogy to say that we need to watch out for exhaustion: nothing is broken but we have simply run out of huff and need a break.
Thursday, September 29, 2011
We have a growing list of suggestions for you for apps to install on your Droid or iPhone to equip yourself for the Las Vegas confernce next year. So far the “apps4Vegas” we have are PinkAPP, Twitter, Color, and Skype. Here’s another one, or more precisely two: Facebook and GooglePlus.
The cognoscenti of social technologies would say they are quite different, but I have a problem here. I don’t like Facebook, I’ve almost never used Facebook, and now I never will. I don’t like the attitudes, behaviour or culture of Facebook Inc; I don’t like the way people use Facebook; and I don’t like being a “friend” of someone I had to work with because someone paid me to. So I’m told that Facebook is a powerful platform for sharing whilst you are at the conference: photo posting, knowledge sharing, location awareness… If you like Facebook, good on you. Go for it. You have lots of company.
Me I use GooglePlus, (or Google+ or g+), even if it is not as richly featured as Facebook ... yet. I really believe that Google - by corporate standards - “don’t be evil”. (I feel the same way about Pink). I don’t have to call people my “friend”, I have good control over who sees what, and there is room for a good discussion, unlike Twitter which is like boxing in a phone-booth. Nevertheless I’m still working out exactly how g+ sharing works, and I don’t spend that much time there because it is a bit cumbersome on a smartphone - I need a full screen browser. And unfortunately the content is good. I say “unfortunately” because that means it is not the ten-second brain candy of Twitter - I have to give Google+ time, which I seldom have.
Nevertheless my preferred platform for sharing photos and learnings and new contacts from the 16th Annual ITSM Conference next year will be GooglePlus, even on my Droid. You can keep Facebook - and most of you will.
Sunday, September 25, 2011
Share The Value Of Your Conference Attendance
Two years back I was writing on this blog about the EHOBOK (Exhibit Hall Optimisation Body Of Knowledge), satirical advice for conference attendees. In it I said
This is the top priority activity after attending any conference. In a previous life, colleagues used to wonder how come I got to go to the world conference year after year? The answer was simple: the first time I went, I sent back breaking news while I was still there, ferreted out answers to particular issues we had in our region, and I produced a long report and a “brown bag” lunchtime presentation as soon as I got back. And I continued that every time I went. The bosses knew they got a return on their investment of sending me (I made sure they knew).
Make use of your Definitive Exhibit Library full of exhibitor bumph to remember what you saw and what the news is.
I want to extend this idea for you. There are a bunch of reasons why you should write up the results of your attending a conference:
- You owe it to those paying: package the value and deliver it back to them.
- Your colleagues will appreciate it if you share what you learned instead of hoarding it like some folk do. As a result, they may be a tiny bit less jealous.
- Knowing that you are going to share your notes makes you do a better job of them, for yourself as well as others.
- You will go to more sessions if you know you will be making a list of those you attended. It is easy to get tired at a conference and skip a few, but this is a once-in-a-lifetime opportunity to capture this knowledge and meet these people. It is good to have something else driving you on.
- When you know others will be reading, it also tends to push you to go to a wider range of sessions. This benefits you too: it broadens your mind, and your skills. You never know when a new avenue of professional development will open up.
Monday, September 12, 2011
How and why Service-Now won the Pink Elephant 2010 ITIL Innovation award
George Spalding from Pink, Jerrod Bennett from Service-Now.com and I had a conversation recently about how Service-Now won the Pink Elephant ITIL Innovation Award, presented at the conference earlier this year. Learn about what the awards are, what the judges liked, how they tested Jerrod with the demo, what next for Service-Now, and the deadline for this year’s awards.
(My apologies for the sound quality on my mike. Luckily I didn’t say much and the two guys that matter came in loud and clear)
Conferences • Rob England • George Spalding • Permalink
Monday, September 05, 2011
Measuring The Individual Response To Organisational Change
Continuing a persistent theme in recent Pink Elephant ITSM conferences and on this blog around cultural change, let’s talk about “Organizational Loss of Effectiveness” with Dr. Victoria M. Grady of the Columbian College of Arts & Sciences at George Washington University.
Many change initiatives fail because the focus is on the “change” itself, instead of on the implications for the individuals experiencing the change. It is counterintuitive that generally, change initiatives are implemented without first benchmarking the potential response of the individuals experiencing the change. This is the unique contribution of Dr. Grady’s Model of the Organizational Loss of Effectiveness (LOE), and the corresponding LOE Index.
The LOE Index identifies behaviors, perceptions, and attitudes that emerge in organizations as a response to change and that ultimately impact overall effectiveness. The index focuses on the employees, and how factors inherent in change affect their performance and subsequently have a negative impact the organization. I asked Dr. Grady about the LOE Index.
We IT folk love to measure things. Human factors such as culture and attitudes make us uncomfortable because they are so hard to quantify. I think one of the fascinations of your work is that you seem to provide a useful measure for us. Is that so?
Yes, the LOE Index is a quantitative measure that will access the organization’s predisposition toward change at the baseline (before the planning process), during (typically 2 to 4 weeks after the change has gone live), and after the implementation (4 to 6 months post implementation) is complete.
Where and how was the LOE Index developed? What brought it about?
The LOE Index is the culmination of 11+ years of research. The idea or original concept came to mind in my first class with Dr. Jerry B Harvey (he wrote the Abilene Paradox) in the summer 2001. However, my curiosity toward the topic began to evolve during my corporate experience in Alabama, Germany, Maryland, and Washington DC as early as 1997. It would seem that geographic, demographic and cultural differences did not play a significant role in how individual employees in varying organizations dealt with change—-technology change, leadership change, process change, location change, even physical space change—-each prompted similar responses.
How is the LOE Index used? Can we compare ourselves to other organisations?
The LOE Index is used to assess the organization’s predisposition toward change and then intermittently during the change process to track the progress of the change implementation and the impact of the change itself on the organization. Most organizations tend to be experiencing multiple changes at any given point in time, the LOE Index identifies problems or areas for concern—- morale, motivation, conflict, productivity, absenteeism (which is often not physical absenteeism—but mental or emotional), and turnover—a qualitative approach is then generally most efficient for identifying exactly which change or set of changes is the basis for the organization’s loss of effectiveness (LOE).
In terms of comparison, I would hesitate to say “yes” to that question—-the reason why is that I believe each organization is unique. It is the unique sum of the individuals that form the collective that is the basis for the results of the LOE Index.
How do we know what is “good”? Does the LOE give us any indication of whether we are handling change “well”’ or “poorly” relative to other organisations or to some external benchmark?
“Good” is unique to each organization. We ask that our clients help us define the benchmarks that are most relevant to the change and applicable to their organization before we administer the baseline, etc.. That gives us information that is very specific to that organization and maxmizes the success potential.
YES—the LOE Index absolutely identifies “how well” or “not so well” the organization is handling the change…. that is at the core of the value of the LOE Index to the change process. We provide the internal or external change consultant/agent with a real-time, defined, cost effective metric that will identify the challenging areas so that data can be utliized proactively to define the comprehensive change process.
This seems to be a general index for any organisation. Are there aspects special to an industry like IT?
The LOE Index is designed to be applicable to any type of organization and any type of change. With that said, we have found that the applicability to technology change is particularly relevant in that the response to technology change is truly based on the individual—-irrespective age, gender, position, role, etc.—- the generalized stereotypes for embracing technology change are truly not as widespread as one might think. Our work has conclusively validated that response to IT change is challenging to most organizations—-the caveat is that it depends on how much the individuals in the organization are “attached to” or “lean on” the technology being changed for support in completion of daily work tasks.
The LOE Index gives us a measure of resistance to change, is that right?
The LOE Index is not just a measure of resistance to change per se—- I like to say that the LOE Index identifies and then suggest methodology for mitigating the symptomatic response related to the resistance to releasing objects (people, technology, process, location, etc.) in the organizational environment that we are “attached to” or “lean on” for support in completing our organizational objectives.
What does the LOE Index tell us about encouraging successful change?
My experience with the LOE Index as a tool for creating comprehensive change strategy is, unfortunately, that when consultants, internal or external, try to collect this type of information utilizing qualitative assessments that the data collected is subjective, not necessarily repeatable, and often not reflective of the individual’s true feelings. Employees are more often than not, uncomfortable expressing true feelings in a qualitative or interview scenario of data collection. The perception that this data could be used “against” them is only the “tip of the iceberg” in terms of why qualitative data collection is less than optimal, not to mention expensive, for creating and tracking the organizational change process.
So what this tells us about implementing more successful change initiatives—-is that we need to collect our information “beneath the surface” collecting data without necessarily identifying the exact individual that supplied the information. And, create a collective picture of the individuals that are the organization and are directly impacted by the change using a cost effective, repeatable process that will measurably increase the success of the change initiatives.
Can we really measure people? Aren’t humans too complex, ambiguous, changeable and cussed to get a reading on them?
Yes, I do believe we can measure, NOT people, but their behavioral response to organizational change.
Are there other organisational metrics out there we should know about when assessing our cultural health, organisational strength and/or readiness for change?
There are several quantitative measures that I believe can be valuable tools in creating a healthy organizational environment. Some of those are:
b. Myers Briggs
c. Beck Depression Inventory
d. Hamilton Anxiety Scale
Dr. Grady is presenting details of her model and her LOE Index at the upcoming conference in two formats – a breakout session, which provides an overview of all key learning points, and if you’re looking for a more in-depth view she is also presenting a 1/2 day workshop format on Wednesday afternoon. Dr. Grady will provide a review of: the Model of the Organizational Loss of Effectiveness (LOE); the corresponding LOE Index together with a summary of why and how to assess seven symptoms – Global Assessment; Frustration; Apprehension/Anxiety, Retardation of Development, Refusal to Participate, Withdrawal, Rejection of Environment.