“Industrial age” management – that which has been in place since the Industrial Revolution – models all kinds of work endeavours as factories. Managers must set direction, define processes and achieve consistency of outcome. Staff must demonstrate competency and deliver what they are told to deliver, otherwise they will be “performance managed”.
In contrast, leading proponents of new styles of management are arguing for ‘autonomy over automatons’. This is particularly prescient in a time when many are predicting that robots and artificial intelligence technologies will take jobs away from humans.
In his recent post, Simon Terry argues that the new role of the manager is not to reduce variation in the work and increase consistency, it is quite the opposite.
“Too many managers can be replaced with robots because of the predictable nature of the algorithm at the heart of their work. Worse, those who suppress variation in their teams will be left behind in the disruptive economies ahead.”
Read on for more…
On this historic day – one hundred years since the Battle of the Somme – this article by Richard Moir at Vanguard Consulting eloquently describes why modern management practices have so many similarities with World War 1.
“The common response to projects showing signs of failing has been to increase oversight by committees, boards and sponsors through increased emphasis on reporting in order to regain control.
Efforts to reduce bureaucracy and simplify project delivery are laudable and on the face of it very plausible, however in themselves they are unlikely to provide a sustainable change in project delivery performance.
The various artefacts and control mechanisms that may be the target of simplification efforts will not have appeared in organisations by chance or as a result of any physical laws of nature. They will have been introduced by somebody at some point in time to satisfy an assumed, but often unstated and misunderstood, need such as maintaining control of activity through compliance.”
I couldn’t agree more. The real battle, however, is persuading those who instigate these processes and controls that they are ineffective. Because doing that questions the value they believe they bring to the organisation. Tread carefully and carry a big stick.
There’s never been a better time to be a practitioner or a manager with user experience design skills. The opportunities presented by startup businesses, large FTSE-100 companies and consultancies like cxpartners are many and varied, and it’s a seller’s market for knowledgeable, experienced, well-rounded talent.
Continue reading “What to ask your future employer”
Over the years I’ve been involved in plenty of competitive pitches and tendering processes. I’ve learned the hard way that not all tender processes are created equal and, try as I might, some of the clients and projects to which I thought my company was best suited we’ve ended up not winning. And sometimes vice versa. Here’s ten ways in which we think clients can improve tender processes to achieve better outcomes…
Continue reading “Life’s a pitch: 10 ways to run an effective tendering process”
The 14 points
- Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
- End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership (see Point 12). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company.
- Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
- Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
- Eliminate work standards (quotas) on the factory floor. Substitute leadership.
- Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
- Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
- Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
A blast from the 1980s from W. Edwards Deming. The next step on from UX thinking, system thinking is blowing my mind!