tag:blogger.com,1999:blog-11717671156756922492024-03-19T05:41:50.428+01:00Stories from a cluttered desk"If a cluttered desk is a sign of a cluttered mind, then what are we to think of an empty desk?"<br>
--Albert EinsteinEdward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.comBlogger101125tag:blogger.com,1999:blog-1171767115675692249.post-60958082852146310302023-03-20T20:18:00.007+01:002023-03-21T15:58:40.309+01:00Book ProjectsFriends and colleagues have asked about the book projects on which I'm working during chapter 5 of my career.[1] Here is the current list (some require access privilege; please write to me with your request.) Some have grown out of the classes I taught during chapter 4, while at UMSI (where available, links to the drafts are included). Please note that these are works in progress, subject to amendment as I receive feedback and edit.<br /><ol style="text-align: left;"><li>Letters to a Young Manager (a book of stories with collected wisdom for the new manager, be it project leader, supervisor or department manager) - <a href="http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/vwBook?OpenView">http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/vwBook?OpenView</a></li><li>We Are Better Together (NetHope Memoir) - <a href="http://collaboration-book-project.blogspot.com/">http://collaboration-book-project.blogspot.com/</a></li><li>Crisis Informatics Management (from the SI-537 class) - <a href="https://docs.google.com/document/d/12ULKaMl4-MD8rYOSADHhmWfSTllc2uv5PBOah5UoM8w/edit?usp=sharing">https://docs.google.com/document/d/12ULKaMl4-MD8rYOSADHhmWfSTllc2uv5PBOah5UoM8w/edit?usp=sharing</a></li><li>IT’s About the Conversation (from the SI-627 Class) - <a href="https://docs.google.com/document/d/1rKh7jVeP0naPfP-tliAiHb9h06_pvGJvefuB5tcMCsQ/edit?usp=sharing">https://docs.google.com/document/d/1rKh7jVeP0naPfP-tliAiHb9h06_pvGJvefuB5tcMCsQ/edit?usp=sharing</a></li><li>Project Management Proverbs (from discussions with student cohorts working on the Data4Good Center, <a href="https://www.data4good.center/">https://www.data4good.center/</a> ) (TBD)</li><li>The Consultant Mindset (from SI-345 lectures and Data4Good weekly meetings) (TBD)</li><li>Online Team Exercises, or Games Zoomers Play (exercises from my classes) (TBD)</li><li>The Soil of Heaven (collection of Lenten and other poems) - <a href="https://poetryworkbook.blogspot.com/2014/07/the-soil-of-heaven.html">https://poetryworkbook.blogspot.com/2014/07/the-soil-of-heaven.html</a> and <a href="https://poetryworkbook.blogspot.com/2022/03/lenten-poems-2022.html">https://poetryworkbook.blogspot.com/2022/03/lenten-poems-2022.html</a></li><li>Experiments in ChatGPT (posing questions to OpenAI's ChatGPT and commenting on some answers) - <a href="https://docs.google.com/document/d/1eQ9eUE3bxa9vEemi2WxSQcqs0SN3JjmscgHF8ykCgWI/edit?usp=sharing">https://docs.google.com/document/d/1eQ9eUE3bxa9vEemi2WxSQcqs0SN3JjmscgHF8ykCgWI/edit?usp=sharing</a></li></ol><div>If you look at any of these, please leave a comment below, and include suggestions for how they can be better. Thanks.</div><div><br /></div>[1] See <a href="https://eghapp.blogspot.com/2023/01/a-personal-introduction-in-five-chapters.html">A personal introduction in five chapters</a><div><br /><span style="font-size: x-small;">"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</span></div>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-89039475757912424092023-01-02T18:00:00.043+01:002023-03-21T15:51:57.042+01:00A Personal Introduction in Five Chapters<div><div><span style="font-family: inherit;"><span>My career spans from 1977 to the present day, currently 46 years.</span> <span>I look at the journey in terms of five chapters. I'll talk about that in a second. I spent 13 years on Wall Street, in financial services, 10 years in management consulting, 17 years as CIO for some large international nonprofit organizations, and 5 years teaching in the masters program at a major university. Along the way I co-founded a group called NetHope, which has the IT leaders of over 65 of the largest NGOs as members.</span><span> You can read more</span> <span>on <a href="https://www.linkedin.com/in/edward-g-happ/">my LinkedIn page</a></span><span><span>, including articles that I've written and published there</span><span>. The reason I mention this is not to promote my background, but to invite you to connect with me there.</span></span></span></div><div><span style="font-family: inherit;"><br /></span></div><div><span style="font-family: inherit;"><span>Part of my job is</span> <span style="font-style: italic;">making connections for good</span><span>, which is my mission statement. So, connecting with others in my network, and helping make introductions to people and to information is part of what I do. So, take advantage of that. <a href="https://www.linkedin.com/in/edward-g-happ/">Connect with me on LinkedIn</a>, and as you proceed with your career, and things that you're looking to do in the future, I'm happy to help.</span></span></div><div><span style="font-size: 12pt;"><span style="font-family: inherit; font-size: 12pt;"><br /></span></span></div><div><span style="font-family: inherit;"><br /></span></div><div style="text-align: center;"><img height="208" 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title="A Personal Timeline" width="400" /></div><div><br /></div><div><span style="font-family: inherit;">Here’s my journey. I divide my timeline into five chapters. I already mentioned the first chapter on Wall Street and the second one consulting, global CIO is in the third chapter. I was next teaching at the University of Michigan, which is chapter four. For chapter five, I am living next to a pond in the north where I am writing and advising students and others as a volunteer. NetHope and Save the Children came into play at the beginning of my CIO role in 2000. The International Red Cross began in 2010. And then I joined UMSI in 2017. <span style="font-family: inherit;">So, today I am in the midst of my chapter five. So when I say "chapters," I look at my career through the arc of five chapters as my story. It also means, that I don't ever retire; I move on to the next chapter. </span></span></div></div><div><span style="font-size: 12pt;"><br /></span></div><div><br /></div><span style="font-size: x-small;">"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</span>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-56914397698826654302022-12-03T05:00:00.179+01:002022-12-03T07:31:48.866+01:00The 3x3 SummaryOne of the assignments I gave to students in my classes was how to summarize a reading with the 3x3 approach. Whether for readings, research, reports or proposals, this is an important bottom-line skill to learn that is essential in communicating to senior management in organizations. Here’s the description, as presented in the assignment rubric (I included a few of the Q&As for clarity). I also included a 3x3 summary of the Nicholas Carr paper, “IT Doesn’t Matter” (2003), to provide a model. <div><span style="font-family: arial;"><br /></span></div><div><b>Purpose/Goal:</b></div><div><p dir="ltr" style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"><br />The 3x3 critiques are designed to practice summarizing content for presentations and for senior managers. It’s a very important skill to have in corporate settings, both for-profit and nonprofit. Most executives do not have time for the details; they want to know what the “bottom-line” is and what questions they should be asking. <br /><br /><b>What is it?</b> <br /><br />Each reading for a given week is to be summarized with 2 slides:<br /></p><ol style="text-align: left;"><li>3 takeaways</li><li>3 questions</li><li><u>Minimum 20 point font and standard 4:3 (8.5 x 11 inch) slide formats</u> (if you elect to submit a text doc, limit yourself to one page per reading for <u>both</u> takeaways and questions; 150 words per page total)</li><li>PowerPoint, Google Slides or PDF are acceptable as a file attachment</li></ol><p dir="ltr" style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"><b>Why? </b><br /></p><ol style="text-align: left;"><li>The importance of finding the bottom line. See my Blog post: <a href="http://eghapp.blogspot.com/2011/07/finding-bottom-line.html">http://eghapp.blogspot.com/2011/07/finding-bottom-line.html</a> </li></ol><br /><b>Instructions:</b></div><div><br />Here are some further clarifications:<br /><p dir="ltr" role="presentation" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"></p><ol style="text-align: left;"><li>The 3x3 Takeaways/Questions should be done <u>for each reading assigned</u> and not the aggregate</li><li>The questions should be a critique of what you read, things you would challenge the author about, or the organizations cited. Put yourself in the mindset of a consultant; what would you recommend the senior management team think about? Put this into your questions.</li><li>You may choose a set of weekly readings already done, but the <u>takeaways and questions should be unique</u> (i.e. Unique from what was presented in class or from colleagues).</li><li>Include chapter or page number(s) references for each takeaway (where available)</li><li>Include a title slide or header indicating your name, course name, assignment name, date, and the week for which you are summarizing the readings</li><li>You may use more than one sentence/phrase/<u>related</u>-question in each item</li><li>Assignments should be submitted online in Canvas.</li><li>One critique is due for each month of the class, at the end of Jan., Feb, and Mar. There is no critique for Apr.</li><li>Note the 5% penalty per day late on assignments</li></ol><p></p><p dir="ltr" style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"><b>Presentation Elective</b><br /></p><ol style="text-align: left;"><li>If you volunteer to present a readings summary in class, please do it for all of the readings, two slides per each (in PowerPoint please). Note that this counts twice: once for the elective and once for the weekly critiques. Please submit it in both places in Canvas.</li><li>For the in-class presentations, email your daft slides no later than 48 hours before class starts, so that we can iterate as needed.</li><li> One additional step for presentations: choose a maximum of 3 questions from among all those in your summaries to discuss in the team breakouts.</li><li>Plan on spending no more than 2 minutes per slide summarizing, and 10 minutes for discussion.</li><li>Note that no matter which format you choose for a reading summary, for presentations, I will be copying it into PowerPoint slides so it is part of the class deck. Please verify it works in that format. </li><li>Highlight the most important phrases on each bullet/slide (underscore or color) so that the key talking points stand out from the text, and so you refrain from reading your slides.</li><li>Starting mid-semester, we will switch to a <a href="https://docs.google.com/document/d/1hUrkIgsslazOB17hK8onUQB7S2EWptSaXCSzo1qErsk/edit?usp=sharing" style="font-variant-east-asian: normal; font-variant-ligatures: normal; font-variant-position: normal; vertical-align: baseline;">one-page critique</a> and shorter presentation. Please see the rubric linked above for this change. Note that the <u>monthly submissions will remain in the 3x3 format</u>.</li><li>See the Q&A section below for additional clarifications.</li></ol><p dir="ltr" style="-webkit-text-size-adjust: auto; line-height: 1.295; margin-bottom: 0pt; margin-top: 0pt;"><b>Discussion</b><br /><br />This rubric applies to the 3 required weekly reading summaries and to the in-class 3x3 elective presentation.<br /><br />The critiques are 100 points each; max of 3 for 300 total points; you pick which 3 weeks, but one is due each month. This will be listed as 3 assignments in Canvas, in the Weekly Critiques section. <br /><br />Note that whoever volunteers to summarize the readings and present these in the class can work off this assignment and get double the credit for that week. However, no repeats on the presentations!</p><br /><b>Grading</b><br /><ol style="text-align: left;"><li>Content (Two slides with 3x3 summary) (40%)</li><li>Succinct (Chars <=700 per slide, +/- 20%) (10%)</li><li>Format (Min 20 pt font, 8.5x11 slides) (10%)</li><li>Uniqueness (30%)</li><li>Writing quality (Clear, Correct, Coherent, & Compelling) (10%)</li><li>Minus Penalties (Lateness) (-5% per day)</li><li>Plus Optional Readings (10 points for each)</li></ol><p style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt; text-align: left;"><b>Example</b><br /><br />From the first reading, presented in week 1<br /><br /><u>Ed Happ, Week 1, Jan. 6th readings</u><br /><br />Nicholas G. Carr, <i>IT Doesn’t Matter,</i> May 2003<br /><br /><u><b>Takeaways:</b></u><br /></p><ol style="text-align: left;"><li>IT is following the adoption curves of other utilities, becoming pervasive and cheap</li><li>IT therefore no longer offers any competitive advantage</li><li>As a result, organizations should spend less on IT, and wait longer to purchase</li></ol><b><u>Critical Questions:</u></b><br /><ol style="text-align: left;"><li>Where on the IT stack does Carr focus? If infrastructure is a commodity, what of business apps and consumer apps?</li><li>Is strategic limited to the unique? What of mash-ups? Operational excellence?</li><li>Is IT a utility or a way of doing business? Is the digital enterprise more fundamental?</li></ol><b><p dir="ltr" style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"><b><br /></b></p>Rubric Question & Answers</b><br />1) Do the 3 critiques in the syllabus refer to the week or individual readings? <br /><br /><p></p><p style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">a) The three critiques refer to three weeks of readings, not three readings in a given week. There are multiple readings each week. I added the word "week" to the description in the syllabus and rubric to clarify this.</p><p style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt; text-align: left;"><br /></p><p style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt; text-align: left;">2) What does “bottom-line” mean in this context?</p><p style="-webkit-text-size-adjust: auto; line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;"><br />a) Bottom-line is a common business term that comes from financial reporting; the bottom line is usually the profit, which equals the total revenue or income less the total costs, which is literally the bottom-line on a financial statement. <br /><br />b) Bottom-line for narrative documents or presentations is usually the summary conclusions, or “headlines” of the document. It is characteristically succinct. <br /><br />c) For these 3x3 summaries, we are defining “succinct” with a digital yardstick: as 3 tweets (plus 2 for headings, references). So a succinct 3x3 slide means 700 characters or less (5 * 140). That’s hard to do but important in communicating at the senior levels of an organization.<br /><br />"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</p></div>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-82117240577954312082021-06-05T00:28:00.012+02:002023-10-05T19:14:42.181+02:00Handling Ambiguity<p style="text-align: left;"><span style="line-height: 107%;"><i><span style="font-family: times;"><span>The following is an </span>excerpt<span> and case from one of the classes </span>I<span> teach in Crisis Informatics.</span></span></i></span></p><div><span style="font-family: times; font-size: 12pt; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"><br /></span></div><div><span style="font-family: times;"><span style="font-size: 12pt; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Ambiguity is a topic that most students find unsettling, especially in the university setting. And this is worth
talking about and how it differs from the workplace. First, let's talk
about a definition. If you Google <i>ambiguity</i>, you get this rather
good definition of "being open to more than one interpretation; inexactness". <i>Inexactness</i> is good one-word definition of ambiguity. Merriam Webster provides another one-word synonym, <i>uncertainty</i></span><span style="line-height: 107%;"><span style="font-size: x-small;">[1]</span></span><span style="font-size: 12pt; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">. When it comes to assignments and grades, students want to know exactly what's expected. And as a teacher, I am obligated to provide that. But as a senior manager, or as a customer, I don't expect this. I expect you to make sense out of the uncertainty, out of </span><span style="font-size: x-small; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">the </span><span><span style="font-size: x-small;">possibilities.</span> </span></span></div><p style="text-align: left;"><span style="font-family: times; font-size: x-small;">Allow me to illustrate by way of a story:</span></p><div><span style="font-family: times;"><br /></span></div><div><div style="text-align: left;"><a name="_Toc73385324"><span style="font-family: times;"><b><span style="font-size: medium;">Pasta or Pastry</span></b><span style="font-weight: normal;"><span style="font-size: x-small;">[2]</span></span></span></a></div><h2><span style="font-family: times;"><o:p></o:p></span></h2>
</div><div><p class="MsoNormal" style="margin-bottom: 0in; text-align: left;"><span style="font-family: times;"><i><span style="font-size: 12pt;">This is a story
that relates to this and is one of my favorite experiences. I went to a cooking class
with my wife in </span>Varenna,</i><span style="font-size: 12pt;"><i> Italy. We were staying in Bellagio and took the
ferry over across Lake Como and then took a taxi cab up to this restaurant on
the top of the hill, over Varenna where we met our host. I called him Professor Marino, because he
was the chef who was teaching this class and this day he happened to be teaching
in English. He taught it in certainly in Italian, and may have taught it
in French also. But I called him Professor Marino because he was a bit of a
philosopher, as you'll see. So, the group that was there for the class,
we were told we were going to make gnocchi. So, the first question, we asked him after he
took and he poured a whole bag of flour onto the table. And he made like a
volcano shape out of it. And he put four eggs in the center. And then he starts
mixing it with his fingers. And he's mixing the dough and mixing the dough. So,
the first question was, how can you tell if the dough is mixed enough? And
he said, close your eyes and touch the dough. Think of something beautiful
and touch the dough. And you'll know when it's ready. Of course, if you've done
it many times before you know when it feels right, because you've been there. And
the next thing he does is he starts rolling out the dough with his rolling pin. And then we asked the next question, Well,
how do you know when the dough is thin enough? And he says, you can see
the grain of the table, the grain of the wood will show through the dough and
that's how you know that it's thin enough. Now, he said, in Italian
cooking, for most dishes, you need to taste and adjust, taste and adjust, taste and adjust. It's an inexact method. And he said that's true for most
every Italian dish you make, with one exception. Italian pastry. For Italian pastry, he
said, you must follow the recipe, you need to have the ingredients exact, you
need to have the temperature in the oven exact, you need to have the time that
it's in the oven exact, otherwise you ruin the pastry.</i> </span></span></p></div><div><p class="MsoNormal" style="margin-bottom: 0in;"><span><span style="font-family: times; font-size: 12pt;">So, an interesting
question to consider, and applying this as a metaphor: is most of
business, including technology, about making pasta, or pastry? [dramatic pause]. It's about making pasta. In other
words, it's handling ambiguity. So, if you prefer to work with a pastry approach and
have an exact recipe, you're going to get very frustrated in your business career. Learning how and developing strategies for dealing with
ambiguity will help you navigate that transition. Things at the university tend
to be fairly exact. Rubrics are fairly exact. Exams are exact. But work that we do in
corporations, in nonprofit organizations, and governments tends to be rather
inexact. And there's a fair amount of discovery, experimentation and exploring, that you just plain have to figure out. That's a challenge. </span></span></p><p class="MsoNormal" style="margin-bottom: 0in;"><span style="font-family: times; font-size: 12pt;">So, why is it
important to be able to handle ambiguity? Well, everybody in leadership expects
you to be able to handle the ambiguous situation. And ambiguous projects,
especially when they're projects from clients. These have a greater
probability of being ambiguous. </span></p><p class="MsoNormal" style="margin-bottom: 0in;"><span style="font-family: times;"><span style="font-size: 12pt;">Your initial encounter with client ambiguity may come during your interview for the job. </span><span style="font-size: 12pt;">I'll illustrate this with the Amazon Interview case, below, where the candidate was deliberately asked ambiguous questions to see how
they would handle it, to see what their thought process was, how they broke it down, and made sense out of it. Because when you're
doing client projects, that's the thought process you're going to need
to follow. It's also an opportunity to prove your value-add at
times. How do you make sense out of the chaos? Can you demonstrate that?</span></span></p><p class="MsoNormal" style="margin-bottom: 0in;"><span style="font-family: times;"><span style="font-size: 12pt;"><br /></span></span></p><p class="MsoNormal"><span style="font-family: times;"><b><span style="line-height: 107%;"><span style="font-size: medium;">The Amazon
Interview Case</span></span></b><b> </b></span></p><span style="font-family: times; font-size: x-small;">A question was posted on Quora.com, presumably in Dec. 2016 [3], by a developer who had applied to Amazon and did not pass the on-site interview. They asked Quora readers for advice about what to do next. One of the responders was Matt Kellner, a software engineer from the Seattle area [4]. 1.5 million people have read his answer to-date.<br /><br />Matt indicated in the follow-up comments that he previously worked for Amazon, and that he has been on both sides of the interview table. He notes that the line of questioning where an interviewee “locked up” is typical at tech companies. It’s deliberately ambiguous. It creates a mini-crisis to see how the applicant handles it. Read his response in full, below.<br /><br />Also read the other replies, as there are interesting perspectives on tough interview questions. The bottom line is that companies are looking for candidates who can handle ambiguity. It’s not only for solving open-ended problems internal to the organization; often customers do not know exactly what they want and are not particularly adept at providing focused requirements. In fact, one could argue that in the realm of customers, whether internal or external, perfect requirements don’t exist. So handling ambiguity is fundamental to tech-related work. <br /><br />Here are the discussion questions:<br /></span><p class="MsoNormal"></p><ol style="text-align: left;"><li><span style="font-family: times; font-size: x-small;">Have you encountered ambiguous questions during interviews? How have you handled them?</span></li><li><span style="font-family: times; font-size: x-small;">What do you think about Matt’s advice on how to handle ambiguous questions? What resonates and what doesn’t?</span></li><li><span style="font-family: times; font-size: x-small;">If the goal is to have a successful job interview (i.e., generate an offer of employment), how will you handle the inevitable ambiguous or open-ended question?</span></li><li><span style="font-family: times; font-size: x-small;">What do you find frustrating about this, and how do you propose to deal with that? </span></li><li><span style="font-family: times; font-size: x-small;">If a goal of crisis preparedness is to build more resiliency, or the ability to “bounce back”, how will you prepare for the interview crisis? </span></li></ol><p></p><p class="MsoNormal"><span style="font-family: times; font-size: x-small;"></span></p><span style="font-family: times; font-size: x-small;">Here is the Quora.com excerpt:</span><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-outline-level: 1;"><span style="font-family: times;"><b><span style="color: #262626; font-size: 14pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 17.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">What should I do after failing at
Amazon's on-site interview?</span></b><b><span style="font-size: 14pt; mso-bidi-font-size: 17.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;"><o:p></o:p></span></b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: times;"><span style="color: #999999; font-size: 10pt; mso-fareast-font-family: "Times New Roman";">This question previously had details. They are
now in a comment.</span><span style="font-size: 10pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="color: #333333; font-family: times; font-size: 12pt; mso-bidi-font-size: 13.5pt; mso-fareast-font-family: "Times New Roman";">11 Answers</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 1.5pt; vertical-align: middle;"><span style="font-family: times;"><a href="https://www.quora.com/profile/Matt-Kellner-4"><span style="color: #333333; font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Matt
Kellner</span></a><span style="font-size: 11.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">,
Software Engineer, Video Game Historian and Part-Time Farmer</span><span style="font-size: 11.5pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 3.75pt; vertical-align: middle;"><span style="font-family: times;"><span style="font-size: 12pt;">“I wouldn’t call you a “loser”</span>[5]<span style="font-size: 12pt;">,
but it does sound like you did one thing that interviewers don’t like to see in
technical interviews. When you get a technical question in an interview, that
question is almost always going to start out vague - it’ll have some important
pieces missing such that you actually CAN’T adequately solve the problem
without more info.</span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times; font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">In a case like that, the interviewer is
being very deliberate about the ambiguity. They may be simulating a request
from a customer where the customer knows what they want but didn’t do a good
job of communicating it. The point here is to see how you handle ambiguity: Do
you make assumptions? Do you lock up? Do you go down a path toward a solution
without understanding the question? Or do you try to identify what you don’t
know and start asking questions to clarify?<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">I’ve interviewed a lot of people who
did what you described: They just stood there staring at my question, not
talking at all, not letting in on their thought process, etc. The problem is,
you might be thinking through the problem, but the interviewer can’t tell what
you’re doing, so to them, it looks like you just lock up.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">We generally understand that people get
stage fright in some situations. The interview is a stressful, grueling process
for most people, so it’s not surprising that you’d have a case where you just
lock up - some people don’t even realize they’re doing it. That’s why a good
interviewer will try to prompt you, will ask you to describe what you’re
thinking, will give you small bits of guidance, etc.. We WANT you to succeed,
and it’s in our best interest to do whatever we can to help you succeed.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">But there’s only so much we can do. If
it becomes obvious that you’re completely lost on a problem, or you have to be
hand-held through the whole thing, or you’re just not going to “perform” no
matter how much help we give, that’s not a good sign of how you’ll do in a real
work environment. The real work environment, especially at Amazon, is often
more stressful and faster-moving, and your success or failure on a real problem
could make the difference between success and failure of the product you’re
working on.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">So, here’s what I always recommend to
interview candidates:</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Brush up on your problem-solving
skills. Remember that most interviews are about how well you can understand and
solve problems, not just how good your code looks.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Always, in some way, repeat back the
question you’re asked. It’s up to you to decide how best to do this - you can
paraphrase the question, you can draw a diagram on the board, you can describe
it in terms of behaviors, etc. But make it clear that you do (or do not)
understand what the interviewer is asking you to do.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">If you find a point where you CANNOT
do that, ask the interviewer to clarify. For example, if I ask you to divide
two numbers, and you realize that I haven’t specified what should happen when
the second number is zero, just ask me - something like “What should this
method do when I try to divide by zero? Throw an exception? What kind of
exception should we throw?” etc.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">When the interviewer clarifies a
question like that, you might then realize you have even more questions.
Explore those. Take notes on the board as you get these clarifications, as they
will inform your solution.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Keep things moving. Keep talking,
think out loud, draw, write, whatever you need to do to keep your interviewer
informed as to your thought process.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal;">
</p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; text-indent: -0.25in;"><!--[if !supportLists]--><span style="font-family: Symbol; font-size: 10pt; mso-bidi-font-family: Symbol; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Times New Roman",serif; font-size: 12pt; mso-fareast-font-family: "Times New Roman";">Finally, don’t worry about finishing
your solution. Most of the time, it’s not about actually writing and fully
testing a finished piece of code - if you get there, that’s great, and a good
interviewer will probably add a bit of complexity, quiz you on testing or on
the operational complexity of the solution, etc.. But most of the time, they’re
more interested in seeing how you approach problems, how you think and how
willing you are to reach out for help. (This includes cases where you know what
you want to do but don’t necessarily know the correct syntax to do it in
whatever language you’re working in. If you can describe what you’re doing, the
interviewer can usually play technical reference for you.)<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-left: 46.5pt; margin-right: 24.0pt; margin-top: 0in; margin: 0in 24pt 0in 46.5pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: left; text-indent: -0.25in;"></p><br /><p></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">If it helps any, I’ve done a number of
interviews (on both sides - being interviewed and giving the interview) where
we never got around to writing a single line of code. Instead, we spent the
whole time just discussing the problem. :) I personally think those kinds of
interviews are the most fun.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Hope this helps. :) Last piece of
advice: Don’t be afraid to apply at Amazon again in the future. You’re unlikely
to have been “blacklisted” - let some time pass (say, 6 months or a year),
brush up on your skills, and if you’re still interested in trying again, apply
to new positions. I can’t guarantee that they WILL interview you again, but
they certainly might.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-weight: bold; mso-fareast-font-family: "Times New Roman";">…</span><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> I remember that
someone in the comments took exception to where I said “Instead, we spent the
whole time just discussing the problem”, as it seemed (to that person) that I
was saying interviews really are only about conversations and not technical. I
want to clarify this point:</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">What I meant there was that we
sometimes ask (or are asked) questions that are really huge in nature. For
example, in one of my own job interviews, I was asked how I would design a
banking system that could handle deposits, withdrawals and account transfers.
When I started exploring edge cases, concurrent users, data storage mechanisms,
account locking and fraud detection, etc., the scope of the problem blew up to
enormous proportions. What started as a simple exercise in defining some common-sense
interfaces for these individual functions turned into a wide-ranging discussion
that touched on both general banking concepts and on distributed systems
design. Given that where I work is concerned with such things, this was
on-point.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Once I was hired, the person who did
that part of my interview mentioned that he fully intended for the discussion
to grow like that, as the “test” he was giving me was on whether I would just
try to solve the direct problem, or if I would start looking at the “big picture”.
I’ve found in many cases that this is one primary difference between “junior”
and “senior” engineers - since I was applying for a senior position, this level
of discussion was appropriate.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">My point here is to illustrate what is
meant by some interviews not involving coding, even though you may be
interviewing for a coding position. Software engineering, particularly the type
that Amazon does, entails a lot more than just basic problem solving and
algorithms. As you move up the chain, you can’t avoid taking on more in the way
of large-scale design, testing, project management and other things that you
may not be used to doing. And these interviews, in part, are done to see how
ready you are to step outside your comfort zone.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><b><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">(Update 2, April 8, 2018)</span></b><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> I was reviewing
this question and found another answer I hadn’t seen before, stating that you
should be happy that you didn’t get hired at Amazon, and linking to a Google
site documenting “management abuse” and such. I’d just like to say that, as a
former employee of Amazon, I strongly disagree with this person’s answer (they
disabled comments, so I can’t respond directly). While I cannot speak for all
departments at Amazon, I worked in a total of four of them while I was there,
most of that in AWS, and my experience there was nothing like the majority of
reports on that site.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">There are a couple of groups at Amazon
that most people agree are less than ideal to work for, but my experience was
largely positive, and the difficulties I encountered had more to do with the
“frugality” aspect of Amazon’s culture - most notably in running “lean” teams
that do more work per person than at most other companies. But I was proud to
be a part of the groups I worked for - I did some of the best work of my career
(so far) in those groups - and I left the company on good terms and would
consider going back in the future.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">I won’t tell you not to check out that
“FACE of Amazon” site, but keep in mind, it appears they have posted only
universally negative stories there, and thus the site seems to suffer from
confirmation bias. Their language and their use of an anonymous email system
suggests that they are not interested in positive stories for balance. If
you’re concerned about what it would be like to work at Amazon, I would encourage
you to look also at sites like </span><a href="http://glassdoor.com/" target="_blank"><span style="color: #2b6dad; font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Glassdoor</span></a><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"> to view ratings from a more representative sample of
current and former employees, as well as by job type and title.</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: times;"><span style="font-size: 12pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">In my experience, Amazon has very high standards
for its employees, and it CAN and WILL burn you out <i>if you let it</i>.
However, they do also respect you when you tell them what your limits are - if
you can still do your job, you should not fear letting your manager know that
you can only work 40 hours a week.”</span><span style="font-size: 12pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b style="background-color: white;"><span style="color: #333333; font-family: times; font-size: 11.5pt; line-height: 107%;"> </span></b></p><div style="background: white; border-bottom: solid #E2E2E2 1.0pt; border: none; mso-border-bottom-alt: solid #E2E2E2 .75pt; mso-element: para-border-div; padding: 0in 0in 6pt;">
<h3 style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: none; margin: 0in 0in 12pt; padding: 0in;"><span style="font-family: times;"><b><span face=""Helvetica",sans-serif" style="color: #333333; font-size: 11.5pt; line-height: 107%;">About the
Author</span></b><span face=""Helvetica",sans-serif" style="color: #333333; font-size: 11.5pt; line-height: 107%;"><o:p></o:p></span></span></h3>
</div><p class="MsoNormal" style="background: white;"><a href="https://www.quora.com/profile/Matt-Kellner-4" style="font-family: times;"><span style="color: #333333; font-size: 11.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: "Times New Roman"; mso-fareast-theme-font: major-fareast;">Matt Kellner</span></a></p><p class="MsoNormal" style="background: white;"><span style="font-family: times;"><span class="usercredential"><span style="color: #333333; font-size: 10pt; line-height: 107%; mso-bidi-font-family: Helvetica;">Software Engineer, Video Game
Historian and Part-Time Farmer</span></span><span face=""Helvetica",sans-serif" style="color: #333333; font-size: 11.5pt; line-height: 107%;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white;"><span style="font-family: times;"><span class="usercredential"><span face=""Helvetica",sans-serif" style="color: #333333; font-size: 10pt; line-height: 107%;">Software Engineer</span></span><span class="detailtext"><span face=""Helvetica",sans-serif" style="color: #999999;">1997-present</span></span><span face=""Helvetica",sans-serif" style="color: #999999; font-size: 10pt; line-height: 107%;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white;"><span style="font-family: times;"><span class="usercredential"><span face=""Helvetica",sans-serif" style="color: #333333; font-size: 10pt; line-height: 107%;">Studied at California Polytechnic State University, San Luis
Obispo</span></span><span face=""Helvetica",sans-serif" style="color: #999999; font-size: 10pt; line-height: 107%;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white;"><span class="usercredential"><span style="color: #333333; font-family: times; font-size: 10pt; line-height: 107%;">Lives in Puget Sound</span></span></p><p class="MsoNormal" style="margin-bottom: 0in;">
</p><div><span style="font-family: times;"><!--[if !supportFootnotes]--><br clear="all" />
</span><hr align="left" size="1" width="33%" /><span style="font-family: times; font-size: x-small;"><span face="Calibri, sans-serif">[1]</span> Merriam-Webster Dictionary, <span><a href="https://www.merriam-webster.com/dictionary/ambiguity">https://www.merriam-webster.com/dictionary/ambiguity</a> </span><span> </span></span></div><div><span style="font-family: times; font-size: x-small;"><br /></span></div><div><span style="font-family: times; font-size: x-small;"><span face="Calibri, sans-serif">[2]</span> From my "Letters to a Young Manager," series, <a href="http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/488">http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/488</a> <span><br /></span>
<!--[endif]-->
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<p class="MsoFootnoteText"><span style="font-family: times; font-size: x-small;"><span face="Calibri, sans-serif"><span>[3] </span></span>The earliest comment is from Dec. 8, 2016, after expanding all the comments,
here: <a href="https://www.quora.com/What-should-I-do-after-failing-at-Amazons-on-site-interview">https://www.quora.com/What-should-I-do-after-failing-at-Amazons-on-site-interview</a>
. The original question posting does not appear to be currently available on quora.com. <o:p></o:p></span></p>
</div>
<div id="ftn2">
<p class="MsoNormal"><span style="font-family: times; font-size: x-small;"><span face="Calibri, sans-serif"><span>[4]</span></span> <a href="https://www.quora.com/What-should-I-do-after-failing-at-Amazons-on-site-interview/answer/Matt-Kellner-4"><span style="line-height: 107%;">https://www.quora.com/What-should-I-do-after-failing-at-Amazons-on-site-interview/answer/Matt-Kellner-4</span></a><span style="line-height: 107%;">, Last
Accessed on August 15, 2018<span><o:p></o:p></span></span></span></p>
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<p class="MsoFootnoteText"><span style="font-family: times; font-size: x-small;"><span face="Calibri, sans-serif"><span>[5]</span></span> See the comment by Heck Evergreen, Senior Software Dev Engineer in 3/10 Top
Companies (2005-present), answered Jun 4, 2017</span></p></div></div></div><div><span style="font-family: times; font-size: x-small;"><br /></span></div><span style="font-family: times; font-size: x-small;">"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</span>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-58498929291700751292019-12-04T20:01:00.000+01:002019-12-04T20:01:05.132+01:00Lessons from Disaster ResponseAn Episcopal priest on a podcast is talking about families and growing up. She notes the inevitable frictions that occur. These frictions, or things going wrong, is an opportunity to grow. In fact she says that if there were no friction, there would be no growth, because we would just stay the same.[1]<br />
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For the past twenty years I have been immersed in technology and organizations that use it to provide disaster relief. Disaster planning is something that every IT leader needs to worry about. This is more and more true as our dependence on our systems to get things done grows. But I’m not talking about this kind of disaster planning, which has a natural parallel to preparing for crises in the disaster prone parts of the world. </div>
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I’m interested in what we can learn from large-scale disaster response that we may apply to the running of IT itself. What are the IT leadership lessons we can glean from disasters. What is the growth we can experience from rubbing up against these frictions?</div>
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The obvious place to start is to recognize that disasters are inevitable. The planning in relief organizations is not about if a disaster occurs, it’s about when. The question we are asked in disasters is: are we good enough to respond fast enough to save lives and help people bounce-back.</div>
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<span style="font-weight: bold;">The first lesson is about speed.</span> In a disaster, the number one priority is speed. Having a well-designed process that takes a week to deploy won’t cut it. People are hurting now. Response needs to be in hours, not weeks or months. And relief organizations, both in government and non-government forms, need to get faster each time; if they are to grow in impact, they must learn from the frictions.</div>
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When I first joined the International Red Cross/Red Crescent in Geneva as the Head of IT, I first developed some goals and a strategy for change. It’s one of the top reasons a new CIO is hired, to make change happen. I drew the analogy to the Queen Mary ocean liner, this large ship designed to move a large group of people and process as surely and safely as possible. But now we needed to work together to turn it around in the Rhône River because the river around us is moving in a new direction. And we need to catch up. That means acting more like speedboats than ocean liners. </div>
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<span style="font-weight: bold;">The second lesson is about good enough.</span> Doing things right is another top concern of relief organizations. But the speed demanded of us counts more than the quality. A colleague commented during the Indonesia Tsunami response that we didn’t have time for all the meetings and discussions involved in good business as usual in an NGO. We needed to make decisions on the spot. And, she noted, nothing fell apart. The good enough way worked.</div>
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We often design systems to handle each and every contingency we can think of. That’s the way of deep knowledge organizations. It’s also the way of organizations who are accustomed to doing things a certain way. As a result, we customize vendor systems to handle the exceptions without first criticizing the current processes. We fall victim to what Michael Hammer called “paving the cow path.” Most commercial off-the-shelf systems are good enough.</div>
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<span style="font-weight: bold;">The third lesson is to build bounce-back.</span> Resiliency in communities is the ability to bounce-back after a disaster. Working with vulnerable communities we are constantly reminded of the resiliency in the human spirit. A positive outlook can go a long way. But so can systems that can bend and change under stress. The reeds bends more than the oaks in a storm. This also applies to projects. A resilient project is one that adapts to discovery along the way. Agile approaches get at this. So does chunking things down to small components. If you want to bounce back from a project failure, have smaller project phases that are cheaper to throw-away and begin anew. </div>
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A question I often ask my students is, "Does your system fail gracefully?" The implication is that it <i>will</i> fail. Forty years of IT experience has taught me that IT failures are not a matter of "if", but rather "when". How will your app behave when it fails? Will it help the user recover with a meaningful error message that goes the extra yard of what action the user may want to take next? That's a resilient system.</div>
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We can also apply this to a relatively new area of IT, autonomous vehicles or self-driving cars. The question is not about how well the systems perform and learn to perform better in avoiding accidents. It’s about planning for the inevitable failure of the software and hardware from time to time. That takes imagination and humility. How do you design for that? Expect the storm, and adjust with grace, hope and a human touch.</div>
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[1] Barbara Crafton, “Sunday Sermon,” June 22, 2014, Trinity Church Boston, <a href="https://youtu.be/Zg9h2nuizwA">https://youtu.be/Zg9h2nuizwA</a>. She says “The way we grow primarily is by friction; you don't really grow much in the sunny meadows of sweet harmony; they mostly help you stay the same. Where you grow is by bumping up against each other. Where you grow is by rubbing up against each other in an uncomfortable way.” [7:24 - 7:47]</div>
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-18966238280403584902019-10-01T19:39:00.001+02:002019-10-01T19:39:45.009+02:00Good Follow-shipDuring a recent call, a colleague lamented that employee engagement was at an all time low, with 70% not engaged at work (Gallup), and yet there are over 60,000 books on leadership (she Googled Amazon). She went on to say, if so few employees are engaged then we are failing at leadership (and not learning from all these books). Are managers getting bad advice? Probably not, but as we discussed, the lack of soft skills, modeling behaviors, that encourage connections between people is the culprit.<br />
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I learned early as an adult the hard way, and often the best way, of failing at communication. I found that communication has two parts, a message and a reception, and without both, there is no communication. I’ve spent half my professional life working on problems of digital communications across far flung organizations, especially helping bridge the digital divide in emerging countries. When two people make a connection, it’s a beautiful thing to witness the budding conversation. But getting connected is no guarantee that communication can occur. <br />
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Why is that? While a message and a connection are required, there can be no person-to-person communication without listening, understanding and empathizing. And that’s not a one-way street; it’s about both listening more deeply, both seeking to understand the other, and putting yourselves in each other’s shoes. That’s where the most engaging conversations, what David Whyte calls the courageous conversations, can begin.<br />
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This person-to-person communication is not just something that leaders in an organization can do, it is also for the followers, who make up most of the organization, must do. It means being a better follower, and practicing what I call good follow-ship. <br />
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A brief story may help...<br />
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<i>A few summers ago my wife and I traveled to Cairo to be a judge in the Imagine Cup student competition. While we were there, we made plans to meet with a colleague who offered to show us his home country, the "real" Egypt he said. Farouk was one of our long-term Field Office Regional Tech's. He reported up through my US headquarters IT group.</i><br />
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<i>As is the custom of his country, Farouk extended a hospitality that is rare in my part of the world. He took us on a tour of the old city in Cairo, we visited the Egyptian Museum, and we traveled to Alexandria. He made all the arrangements and would take no more than our thanks in return. It was humbling.</i><br />
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<i>The traffic in Cairo is, by western standards, insane. There are few traffic lights in the city, and no one pays any attention to them. The painted lines on the street and highways are at best guidelines; if four cars can fit in three lanes, they do. One evening in Cairo we parked near the edge of the old city and walked to dinner. At the first main street, we experienced the drivers of Egypt, up close and personal. How were we ever going to cross this street? My New York instincts were to look for a gap in the traffic, and run for it. But there were no gaps.</i><br />
<i><br /></i>
<i>Though I was the boss, Farouk took charge. "Hold my hands," he said, "follow my lead, and don't look!" It was a strange experience, a throw-back to early childhood, grabbing Dad's hand before crossing the street; depending on him to get us safely across. "Go now," he said, taking five steps forward and stopping, then five more. Cars were swerving around us like a river around three rocks. "Hold on," he admonished, "do what I say; now go." In a dance I did not understand, he guided across the sea of chaos, to the other side.</i><br />
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<i>When we caught our breath, and heart rates slowed down, I asked him how he got us across. In New York, we would have been killed. But these were Cairo rules. "When you step out," he said, "the drivers must take responsibility not to hit you." "...but you need to know when to step out," he added.</i><br />
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This story was a lesson I'll never forget, precisely because I needed to forget. I had to put aside my experience and preconceived notions of how to cross a busy street, and trust someone else to guide me through their country's rules. Letting others lead you and teach you is part of becoming a good leader. It is especially true of learning about other cultures--we will never get it as well as those who have it in their blood. This also applies to our areas of expertise. Sometimes we need to practice good follow-ship.<br />
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-57760843487462396242019-05-22T19:36:00.000+02:002019-05-22T19:36:07.383+02:00Why ERP's are wrong for NGOs<i>The first edition of this paper was written in May 2012 and updated in May 2016. It has since been a part of the IT Think Papers on <a href="http://www.eghapp.com/" target="_blank">my web site</a>. Though some of the figures have changed (some better and some worse), the conclusions still ring true for the nonprofits I continue to follow, now as faculty member of a university, where I teach IT leadership and management. I’ve made further revisions to anonymize portions and rerelease it here.</i><br />
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Considering an Enterprise Resource Planning system (ERP, for short) is a natural event for nonprofit organizations at a certain stage of their development. International NGOs (INGO) such as CARE, IFRC and Save the Children and UNICEF have had similar experiences with varying degrees of success and shortfalls. Why are such run-the-business systems so difficult? Here are some reasons to consider :<br />
<ol>
<li><i>Too expensive.</i> One of the first UN organizations to complete an ERP project spent an estimated $20M+ to roll out SAP to their 120 country offices. Even limited ERP projects, with nonprofit discounts, take $2M+ to complete. 80-90% of the costs are for business process and implementation consulting.</li>
<li><i>Takes too long.</i> The typical ERP project at large NGOs takes 2.5 years or more to complete. For 5-year strategic plans it means that the impact of the new system is limited. One INGO spent 3+ years to complete its donor ERP, from Blackbaud, missing its strategy window. Confounding this is that technology changes and user needs are evolving faster than 3-year ERP development cycles, ensuring that the system once released will likely be out of date.</li>
<li><i>Failure rate is too high.</i> According to the well-known Standish Chaos database, fully two-thirds of large IT projects fail. One-third fail outright, while one-third are over time or budget. A recent McKinsey report verifies this . Smaller, chunked-down IT projects have higher success rates.</li>
<li><i>Don't meet financial objectives.</i> The Nucleus ROI study found 57% of large SAP projects (a leading ERP) don’t achieve the ROI cited in the beginning as the justification for doing the project in the first place. Furthermore, an analysis of 100 corporations that have implemented SAP shows that this group has significantly lower profits than peers. </li>
<li><i>Too hard to change.</i> The pain and effort to upgrade business processes and customize the ERP system results in a system that is resistant to change, in terms of time, cost and will. As a result the ERPs that often replaces a legacy system (or three), becomes itself a new legacy system.</li>
<li><i>Not optimized for the web.</i> Many of the large ERP systems, like SAP, have not been optimized for the web and browser world. Web features have often been bolted on to antiquated back-office architectures. Web users notice the difference from popular web apps immediately.</li>
<li><i>Almost impossible to please all departments.</i> Given the enterprise nature of ERP systems, they cut across many departments. Getting many departments to agree on features and functions often means a tendency to lower common denominators of need rather than an optimal solution for an individual department needs. And yet each department wants its needs met, which often results in a high degree of customization.</li>
<li><i>Expensive to customize.</i> The short-term cost to customize large ERP systems is high, with as much as 50% of the project costs going to the analysis, definition and development of components. However, the longer-term cost may be even higher, especially if the customizations are many. Each upgrade to the system that the vendor provides will most likely require an upgrade to the customized components, at the organization’s cost. This often results in a lagging behind the current market system, which gets worse over time.</li>
<li><i>User satisfaction is lower than for SaaS applications.</i> Applications that are built for a web-centered world are more likely to meet user’s expectations for how modern applications should work. Users increasingly come to the organization with a strong experience base of using web-based applications in their education and personal lives. ERP systems often do not measure up and don’t function in a browser as users expect them to work.</li>
<li><i>Many INGOs have a poor record of implementing large systems.</i> At one such organization, an HR SAP project, Logistics project and Web Reconfiguration project were all cases in point where large applications were over-budget and over-time estimates by significant margins. One could take the approach of investing more in getting big systems right, or one could take the approach of chunking projects down to more fit-for-purpose solutions. Fortunately, the organization chose the latter.</li>
<li><i>Not share-able with Field Offices. </i>For ERPs to be shareable across organizations, their customizations often need to be repeated for different country/location needs. There is no multi-tenant model for ERPs that is comparable to SaaS applications, where each feature enhancement is made to the core code available to all.</li>
<li><i>Total cost of ownership (TCO) of ERP’s is affordable by only the largest organizations.</i> For-profit organizations typically have 5 times more IT spending power per employee than large nonprofits . With 25% of systems cost as a typical annual maintenance and support estimate, a $1M system can generate $250K in recurring costs, and this figure rises with the degree of customization. Over five years, the TCO can more than double the cost of a project. My advocacy position--with a bit of intentional hyperbole-- is that traditional ERPs will bankrupt Nonprofits and field and country offices, customized ERPs even more so.</li>
<li><i>The data integration model of ERPs is overrated.</i> One of the strongest selling features of an ERP is the shared database that underlies the system, providing the highest amount of systems and data integration. However, the real-time integration needs of many organizations are rare. If the data definitions are clear, the transfer of data among smaller applications is usually small enough for infrequent transfers of information. Sometimes a manual transfer of data is sufficient. Often a simple export and import of data will do. One-way integration may be needed. Two-way integration should be avoided. The key questions are: how often does the data change, how much of the data changes, and how many users are impacted? A small scope demands a small solution.</li>
</ol>
As a result of these considerations, the strategic direction for applications at NGOs is clear. The arguments are stronger for small, fit-for-purpose, web-based, loosely coupled applications. A more agile organization is built on systems that are quick and easy to change, and faster to deliver. Those applications that meet a specific need are more likely to succeed. This is the most prudent use of NGO donors’ funding.<br />
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-51548729947427846192019-04-17T05:20:00.000+02:002019-04-17T05:20:17.555+02:00Circuit Breakers<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="font-family: Arial; white-space: pre-wrap;">On October 19,1987 I was sitting at my desk in California when a colleague called from Chicago. </span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">“Have you seen the market news?” he asked.</span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">“No...but I’m looking now”</span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">“It’s fallen 20% and counting…”</span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">I pulled up my market application on my PC and stared in disbelief</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">.</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">[1]</span></div>
<b style="font-weight: normal;"><br /></b>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">There were a variety of factors that caused the crash of ‘87</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">.</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">[2]</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> One was program trading, computer programs used by hedge funds and others to execute groups of trades directly and rapidly. </span></div>
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<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">In response to the crash, regulators developed policies known as “circuit breakers” so that stock exchanges could halt trading when large swings in prices crossed a threshold. They were essentially alert systems that watched the trading systems and took rapid action to pause. This temporarily stopped the chaos and allowed people to step in and restore order. </span></div>
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<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The metaphor of a circuit breaker comes from the common electrical circuit box in many homes. If you’ve ever experienced a power outage, you know that sometimes running the toaster, dishwasher, and a space heater in the kitchen can overload the electrical circuit, cause the breaker-switch to “pop” and turn off the flow of current to that room. That’s the breakers purpose: to stop the electricity flow from increasing to the point of burning up the wires (or the house!) And, as a colleague pointed out, the tripped circuit breaker is an important indicator that something went wrong that needs attention. </span></div>
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<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">It’s evident why the circuit breaker name stuck for the “trading curb” systems that the Securities and Exchanges Commission (SEC) put in place following the market crash</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">.</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">[3]</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> I believe this is a useful metaphor for the current day and the concerns about runaway artificial intelligence (AI) programs. </span></div>
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<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The key feature of this metaphor is that a rapid overload in the wrong direction can be automatically halted so human beings can step in to correct things. It also implies a dash of humility and avoids the hubris of insisting we can build the failsafe system. </span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">This is not fundamentally different from the “endless loop” interrupt or bottom of an else-if chain in programs.</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">[4]</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> The graceful exit when unexpected situations occur is good design, as is the expectation that the system </span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration-skip-ink: none; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">will</span><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> at some point fail. Most programmers would pick an orderly shutdown over a system crash. How the system fails is important. This same expectation needs to temper our AI designs. Self-healing and machine learning systems aside, a key interrupt in systems needs to be the human judgment interrupt.</span></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">What I’m suggesting is that our AI systems should be designed and programmed with this feature in mind. When a system starts to cross a threshold that we’ve agreed is dangerous, the system halts and asks for some human judgment. Defining those thresholds and boundaries may be hard work and such standards may be elusive, but as has been said in other realms, “I’ll know it, when I see it.” The point is if we build the need for human judgment pauses </span><span style="font-family: Arial; white-space: pre-wrap;">into our systems </span><span style="font-family: Arial; white-space: pre-wrap;">--human interrupts, if you will, we just may avoid the system barreling forward at great speed and potential damage.</span></div>
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<br />[1] <span style="font-family: Arial; white-space: pre-wrap;">At the time, I was Client Marketing Director for Lotus Signal, a PC-based real-time stock market application. Lotus bought Dataspeed in 1985 primarily to get this technology.</span><br />
<span style="font-family: Arial; white-space: pre-wrap;">[2] </span><span style="font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; vertical-align: baseline; white-space: pre-wrap;"> See the discussion in Wikipedia on “Black Monday (1987)”, </span><a href="https://en.wikipedia.org/wiki/Black_Monday_(1987)" style="text-decoration-line: none;"><span style="color: #1155cc; font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; text-decoration-line: underline; text-decoration-skip-ink: none; vertical-align: baseline; white-space: pre-wrap;">https://en.wikipedia.org/wiki/Black_Monday_(1987)</span></a><span style="font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; vertical-align: baseline; white-space: pre-wrap;"> . Also see “Algorithmic Trading,” </span><a href="https://en.wikipedia.org/wiki/Algorithmic_trading" style="text-decoration-line: none;"><span style="color: #1155cc; font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; text-decoration-line: underline; text-decoration-skip-ink: none; vertical-align: baseline; white-space: pre-wrap;">https://en.wikipedia.org/wiki/Algorithmic_trading</span></a><span style="font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; vertical-align: baseline; white-space: pre-wrap;"> </span><br />
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<span style="font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; vertical-align: baseline; white-space: pre-wrap;">[3] </span><span style="font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; vertical-align: baseline; white-space: pre-wrap;"> See “Trading Curbs”</span><span style="color: #1155cc; font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; text-decoration-line: underline; text-decoration-skip-ink: none; vertical-align: baseline; white-space: pre-wrap;">, </span><span style="color: #1155cc; font-family: Arial; font-variant-east-asian: normal; font-variant-numeric: normal; text-decoration-line: underline; text-decoration-skip-ink: none; vertical-align: baseline; white-space: pre-wrap;"><a href="https://en.wikipedia.org/wiki/Trading_curb" style="text-decoration-line: none;">https://en.wikipedia.org/wiki/Trading_curb</a></span></div>
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[4] <span style="font-family: Arial; white-space: pre-wrap;">The story I heard when learning to code was about the software engineer who put at the end of an exhaustive else-if chain the message “this can’t happen.” which of course was displayed one evening as the program merrily ran. </span></div>
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-10253284857250766692019-04-01T20:11:00.001+02:002019-04-01T20:16:33.411+02:00A Tale of Two ResumesI review many students' resumes each semester, as part of the IT Leadership & Management course I teach, as an advisor to students immersed in career planning, and as a practitioner who has interviewed and hired many candidates. The conversations that result convince me that having two resumes may help in your career search.<br />
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The first may be formatted to ease the AI review by an increasing number of applicant tracking system (ATS) apps HR departments are using to sort thru the many applicants. This is often playing the game of matching phrases in your resume with keywords in the job description. For an interesting article on this, see <a href="https://www.themuse.com/advice/beat-the-robots-how-to-get-your-resume-past-the-system-into-human-hands" target="_blank">beat the robots</a>.<br />
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The second resume may apply more marketing intelligence to make your uniqueness pop. Since I arrived at UMSI, I've been encouraging the use of "about me" sidebars, and highlighting the impact you had in each job, as well as what you learned. As a manager, I care less about <i>what</i> you did than about the <i>difference</i> you made--on the organization as well as yourself. For some interesting (some off-the-wall) and memorable designs, see the <a href="https://piktochart.com/blog/well-designed-resume-examples-inspiration/" target="_blank">Piktochart site</a>. Start with the tamer #24, 40 and 44 for some ideas.<br />
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These two approaches may be two ends of the spectrum, but they recognize that (a) you are more than a collection of keywords, and (b) in a crowd of applications, standing out takes some creativity.<br />
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-23991447752596764152018-08-10T03:25:00.000+02:002018-08-10T19:05:36.232+02:00Working BackwardsOne of the hardest things for technology people to do is be succinct, replace the details with a story about benefits, and to ask for the sale. After all, isn't this what marketing and sales people do? Perhaps it's a surprise, but that is what you need to do if you hope to get a technology project, new product or new way of doing business, approved by a senior management team.<br />
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And please be brief! It's not that senior managers have short attention spans, they need to get to the bottom line and make a decision. Your job is to help them do that.<br />
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Each semester, I ask students to prepare a presentation for a mock senior management team. Masters students know how to do the research and write the effective paper. The goal of a senior management presentation is different. It's about making the "ask," the bottom line decision you need them to make to proceed, and that's based on how much it will cost, how long it will take and how many people we need to commit to do it. Along the way, it's good to identify the benefits we will realize, the risks the organization will be taking to do this, and how you plan to mitigate those. All of this should take less than 15 minutes with 10 slides plus Q&A.<br />
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Senior managers will want to know you are competent (what are your credentials and have you done this before) and that you've done your homework. The 30-page report is impressive; it's not likely anyone will read it... beyond the executive summary.<br />
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A student team did a fine job talking about their research and the conclusions of their study. When it came time for the Q&A, the CEO said, rather bluntly, "What the hell are you asking me to do?" That's not the likely response to a presentation in an academic environment. But it is what you should expect from a CEO, whether from a corporation or nonprofit organization.<br />
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A CEO told me once, "I can't use the students schools a graduating today; it takes me too long to retrain them."<br />
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"Retrain them how," I asked?<br />
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"To be able to talk with customers, manage a project with a diverse and dispersed team, and get to the bottom line of things!"<br />
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So to learn effective presentations, we start with the bottom line and work backwards. That way, we are keeping the end goal in mind. Here are ten slide headlines for a hypothetical project, in reverse order from an approved and funded proposal:<br />
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<br />
<ol>
<li><i>The ask</i> - what Senior Management Team decision are you asking for?</li>
<li><i>Time and cost</i> - how much time will it take to complete your project proposal and at what cost (one-time and recurring)?</li>
<li><i>Risks</i> - what risks are there to your project's success and what are the mitigations you see?</li>
<li><i>Benefits</i> - what benefits accrue from going with your recommendations; what's the value proposition?</li>
<li><i>Your recommendation</i> - Among the options, which are you recommending?</li>
<li><i>Options</i> - what are the alternatives you studied and the pros and cons of each</li>
<li><i>Approach/method taken</i> - how did you go about your investigation, sources consulted, tested conducted, etc.</li>
<li><i>Assumptions made</i> - what is the scope that you narrowed, what is your scenario?</li>
<li><i>Problem</i> - what problem are you trying to solve? what are the key questions you are trying to answer? </li>
<li><i>Intros</i> - who are the members of your team and what are your credentials?</li>
</ol>
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Everything else may be important, but it is appendix. Now reverse the order. Go.<br />
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-69821389982074697322018-06-01T21:09:00.000+02:002018-06-01T21:09:07.774+02:00BLIND SPOTS: When it Comes to Data, it’s About the Conversation<i>The following post was initially posted on <a href="https://www.linkedin.com/pulse/blind-spots-when-comes-data-its-conversation-edward-g-happ/" target="_blank">LinkedIn</a>.</i><br /><br />During my 40 years in IT management, I often encountered people who were great computer scientists. But they couldn’t hold a business conversation with a group, let alone senior managers. We often had to provide special coaching to teach these bright, dedicated professionals how to describe technical opportunities in “normal” English. <br /><br />This inability of IT professionals to have consultative conversations is a common problem in business --and it’s likely to get worse.<br /><br />As we journey further into the data-driven age, corporations are facing a <a href="https://www.insidehighered.com/news/2017/03/30/report-urges-data-science-course-work-all-undergraduates-close-growing-skills-gap">looming shortage</a> of university graduates trained in data science. That alone is a concern.<br /><br />Meanwhile, those who already are, or soon will be, working in the corporate world may be able to speak fluent algorithm and statistics -- but they can’t explain how they use data to their non-data-science colleagues responsible for strategic planning, training, reports, sales, and so on.<br /><br />This forms a gap between technical skills and communication/consultative skills in the workplace. It is a disconnect between data science-speak and <a href="http://www.druckerinstitute.com/2013/11/soft-skills-hard-questions/">soft skills</a> that are basic to business life. I call this disconnect “blind spots.” <br /><br />As an IT professional and a now a faculty member at the University of Michigan School of Information (UMSI), I am keenly interested in this growing problem, which can affect graduates’ <a href="http://business.time.com/2013/11/10/the-real-reason-new-college-grads-cant-get-hired/">marketability</a> as much as the corporate bottom line. In fact, addressing these gaps is key to my role at UMSI. Among my responsibilities, I teach a class on IT Leadership & Management<br /><br />As I was preparing my curriculum last year, I attended a Gartner CIO Summit in Toronto. <a href="https://www.fool.com/investing/2017/02/06/gartner-inc-expects-double-digit-growth-in-2017.aspx">Gartner</a>, Inc. is a leading research and advisory firm that focuses on technology.<br /><br />It was the perfect place to talk about needs and gaps with CIOs and their trusted advisors. One comment provides the economic context: “The universities can’t graduate data scientists fast enough for the 10x growth in demand.”<br /><br />Other comments I heard only added to this theme: "Technology is not the problem; people and culture are the challenge." CIOs need to hire “collaborative facilitators.” Data science students have the technology skills, but "they need to know executives’ questions before asking the questions of the data." “Data scientists are statistics magicians and super coders, but they lack domain (business) expertise.” <br /><br />And finally: "Students need to learn compassion." <br /><br />You get the idea.<br /><br />These comments put things into some perspective. If the demand for data scientists is far outpacing the supply of new graduates, and the required skill set is becoming more consultative, something has to give. Salaries and starting bonuses may skyrocket, but that’s not going to meet the need. Neither is more tech skills.<br /><br />Informed by all of this, I assigned to my master’s students this past year to prepare a corporate-style presentation of a technology-based project proposal and present it to a panel of senior manager volunteers. I wanted to test what I had been hearing.<br /><br />The results were mixed. Some student teams struggled with a focused, executive-style presentation. Other teams were able to navigate it -- with some practice and coaching. Their biggest challenge was converting a conclusion into an “ask”—a call to action, decision and commitment from their audience. <br /><br />In contrast, teams with students who had prior consulting or corporate world experience fared much better. That underscored my concern: Real-world experiences are doing a better job teaching the communications skills than educational institutions.<br /><br />This means we educators need to figure out the best way to prepare students for the workplace. We have many excellent professors and guest speakers at U-M. I have sat in their classes and I have watched their online presentations. We often model the communication and consultative skills our students need.<br /><br />We need to teach what we do well in the better classes we teach, on campus and in our online courses. We are passionate, animated and adept at getting new and even difficult concepts across to our audiences. We also know how to be consultants with our students. We are our own case studies. We need to be more explicit about how we do this, so that students learn not only by observing, but also by learning the theory behind good communication and then practicing it in business and other settings.<br /><br />While it is essential to train students to code with the latest tools, we cannot neglect communication and negotiating skills, and even psychological sensitivity. Organizations should be able to require these skills rather than having to provide remedial training. <br /><br />Meanwhile, if we want to teach the soft skills effectively, we need to take our own advice: Go to business leaders, analysts and academic designers for answers – and hold the kind of discussion we need to model for our students.<br /><br />I look forward to the ensuing dialogue.<br /><br /><i>Edward Happ is Executive Fellow at the University of Michigan School of Information in Ann Arbor, Michigan.</i><br />
"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-62788210744818967102017-07-28T21:10:00.001+02:002017-07-28T21:33:48.658+02:00Hot Button ValuesI was recently cleaning some old folders on my laptop to make room for the new. (No matter the model purchased, I always seem to run out of hard disk space.) I came across a memo that I updated from time to time for my team when I was CIO. This edition is from 2006, when I was at Save the Children. It still rings true for me, which means it's likely part of my values that endure across the years of change. <br />
<br />
Now that I'm teaching in the fall at U. of Michigan I thought I'd look at this through the lens of leading a class of students and research projects. My sense is that it still applies. What are your thoughts?<br />
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<div class="MsoTitle" style="text-align: center;">
<span style="font-family: "times new roman" , serif; font-size: 11.0pt;"><b>MEMORANDUM</b><o:p></o:p></span></div>
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<b><span style="font-size: 11pt;">To: </span></b> IS Managers</div>
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<b><span style="font-size: 11pt;">Date: </span></b> April 17, 2006</div>
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<b><span style="font-size: 11pt;">Subject: </span></b> Hot Buttons</div>
<br />
What Gets Recognized and Rewarded? Here are my management and work values:<br />
<br />
1) Work hard, with passion<br />
<ul>
<li>Enthusiasm and high energy are contagious</li>
</ul>
2) Be on-time<br />
<ul>
<li>Set deadlines and make them</li>
<li>Raise the "red flag" early about projects running late</li>
<li>Call, or email in advance, changes in your schedule</li>
<li>Make up missed time, on the honor system</li>
<li>Do what it takes to deliver results, with self-directed flex time as the guiding principle</li>
</ul>
3) Don't waste mistakes<br />
<ul>
<li>Screw-ups are OK; they're an opportunity to change and improve something</li>
<li>Be able to say: </li>
</ul>
a) What went wrong, <br />
b) What you changed so it doesn't happen again, <br />
c) How you're going to be faster fixing it if it does occur again.<br />
<br />
4) Say what you mean, do what you say<br />
<ul>
<li>Honesty and integrity are fundamental to a team; there can't be mutual trust without it</li>
<li>Say what's on your mind (keeping problems inside is a good recipe for ulcers)</li>
</ul>
5) Take ownership<br />
<ul>
<li>Admit mistakes, take responsibility</li>
<li>Say what you're going to do to improve</li>
<li>“Sign-up" and commit to get things done</li>
</ul>
6) Propose solutions<br />
<ul>
<li>Identifying the problem is only half the job; “no problem identification without recommendation.”</li>
<li>When you have a problem to solve, take time to think about and suggest possible solutions to discuss</li>
<li>Avoid complain mode and "dive-bomb deliveries;" keep ownership of the problem.</li>
<li>That way we problem solve as a team, instead of hosting a gripe party.</li>
</ul>
7) Be frugal<br />
<ul>
<li>Handle time and expense records as if they were your mother's checking account</li>
<li>Look for a low cost solution that doesn't lose quality</li>
<li>Travel as if it's your credit card and bank account</li>
</ul>
8) Continuous Improvement<br />
<ul>
<li>Everything can be better the next time</li>
<li>Check your work for quality, accuracy --you are your own QA department!</li>
<li>Take initiative to constantly learn new things</li>
</ul>
o Build prototypes<br />
o Test hypotheses<br />
o Dig into things with some research and analysis<br />
o Have a "book-of-the-month" (CD, seminar, etc.) mentality<br />
<br />
9) Think positive<br />
<ul>
<li>Look for the bright side, the silver lining, the prize at the bottom of the box</li>
<li>The glass is not half-empty, it's half-full</li>
</ul>
10) Play hard<br />
<ul>
<li>Have fun with everything you do</li>
<li>Foster a rich sense of humor (it's the best antidote for stress!)</li>
<li>Play seriously - play is work: it's the key to innovation</li>
</ul>
11) Teamwork<br />
<ul>
<li>Respect your neighbor</li>
<li>Hold inclusive meetings: every opinion counts</li>
<li>Solicit all participants input; “no wall flowers!”</li>
</ul>
12) Bias for Action<br />
<ul>
<li>Meet, discuss, build consensus.... but then take action and “do something!”</li>
<li>End every meeting with a clear understanding of who will do what by when</li>
<li>Look for the pragmatic solution; “80% solutions are good enough.” “The perfect is the enemy of the good.”</li>
<li>Planning is good, but so is humility: “50% of what you need to know is learned by doing;” so get started!</li>
</ul>
13) Service orientation<br />
<ul>
<li>Take the time to help somebody get something done</li>
<li>Take the time to teach - help others become self-sufficient</li>
<li>Treat other departments as if they are your customers, as if they are writing your paycheck.</li>
</ul>
14) Servant Leadership<br />
<ul>
<li>The management pyramid is upside down - managers serve their people</li>
</ul>
o Help remove obstacles<br />
o Champion causes up the line<br />
o Get people what they need to get the job done.<br />
<br />
15) Keep Score<br />
<ul>
<li>“Teams that don't keep score are only practicing”</li>
<li>Gather data, run the numbers, prove the difference, “move the needle” forward</li>
</ul>
<br />
<br />
<i>Of these 15, my top "hot" buttons are these 4:</i><br />
<br />
#1 Bias for Action<br />
<ul>
<li>Meet, discuss, build consensus.... but then take action and do something</li>
<li>End every meeting with a clear understanding of who will do what by when</li>
<li>Look for the pragmatic solution</li>
<li>Keep score</li>
<li>Deliver!</li>
</ul>
#2 Service orientation<br />
<ul>
<li>Take the time to help somebody get something done</li>
<li>Take the time to teach - help others become self-sufficient</li>
<li>Treat other departments, vendors and each other as if they are your customers</li>
</ul>
o As if they are writing your paycheck<br />
<br />
#3 Take ownership<br />
<ul>
<li>Admit mistakes, take responsibility</li>
<li>Say what you're going to do to improve</li>
<li>“Sign-up" and commit to get things done</li>
</ul>
<br />
#4 Play hard<br />
<ul>
<li>Have fun with everything you do</li>
<li>Foster a rich sense of humor (it's the best antidote for stress!)</li>
<li>Play seriously - play is work: it's the key to innovation (prototype everything)</li>
</ul>
<br />
"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com2tag:blogger.com,1999:blog-1171767115675692249.post-14147958822872894002017-05-03T23:49:00.003+02:002017-05-03T23:56:50.268+02:00The Digital Divide and Context<div class="MsoNormal">
A few things happened in the past few days that surprised
me. First, was hearing that in Detroit,
just 45 miles from the University of Michigan campus where I work, 40% of the
population do not have access to the Internet<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 11.0pt; line-height: 107%;">[1]</span></span></span></a>. For the past 15+ years, I’ve been focused on
the digital divide in developing countries, places like sub-Sahara Africa. Now it is an issue in my backyard. How can that be? The age, class, and
community differences for US Internet access have narrowed over the past 15 years.<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 11.0pt; line-height: 107%;">[2]</span></span></span></a> Is Detroit an American anomaly?</div>
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<o:p></o:p></div>
<div class="MsoNormal">
Second, at a conference on University of Michigan and
Detroit programs, an anthropologist cited that Detroit has one of the largest populations
of unbanked citizens in the US, 20%, nearly twice the national average of 11%. That’s citizens without a checking or savings
account<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftn3" name="_ftnref3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 11.0pt; line-height: 107%;">[3]</span></span><!--[endif]--></span></a>. It’s a cash culture; credit and ATM cards are
a foreign currency.<o:p></o:p></div>
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<div class="MsoNormal">
The third surprise came from the presentations at the
conference. Surveys and solutions were
all touting digital delivery. “Didn’t
that risk losing the voice and participation of the population they most
wanted,” I asked? The “best” answer I
heard, “we should distribute more phones!”
One of the professors went so far as to tell us how the computer science
teams always start with repeated meetings with stakeholders asking them what
they wanted. “Technology came later,” he
said.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal">
What I came away with was a sense that the gap was a mindset
gap. We really don’t get the local context. If your frame of reference is that technology
is what gets applied, that it’s the way <i>you</i>
do things, have we really heard our audience?
For a population that is not connected, does not use banks or credit cards,
I’d like to hear more about the non-technical approaches—at least until the
digital divide problems are solved, and that means solving the cost and value
barriers, before we suggest the next best app or web site. Perhaps we can learn from the successes and
failures in sub-Sahara Africa. Who would
have thought?<o:p></o:p></div>
<br />
<div>
<!--[if !supportFootnotes]--><br clear="all" />
<hr align="left" size="1" width="33%" />
<!--[endif]-->
<br />
<div id="ftn1">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[1]</span></span><!--[endif]--></span></a> Jim
Kerstetter, “A Digital Divide in Detroit,” <i>The
New York Times,</i> May 23, 2016, here: <a href="https://www.nytimes.com/2016/05/24/technology/a-digital-divide-in-detroit.html">https://www.nytimes.com/2016/05/24/technology/a-digital-divide-in-detroit.html</a>
and the companion article by Cecilia
Kang, “Unemployed Detroit Residents Are Trapped by a Digital Divide,” <i>The New York Times,</i> May 22, 2016, here: <a href="https://www.nytimes.com/2016/05/23/technology/unemployed-detroit-residents-are-trapped-by-a-digital-divide.html">https://www.nytimes.com/2016/05/23/technology/unemployed-detroit-residents-are-trapped-by-a-digital-divide.html</a>
. The latter cites the 2013 US Census Bureau
data for the figure.<o:p></o:p></div>
</div>
<div id="ftn2">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[2]</span></span><!--[endif]--></span></a>
The Pew Research Center Report, “Americans’ Internet Access: 2000-2015,” June
26, 2015, states “For other groups, such as older adults, those with less
educational attainment, and those living in lower-income households, adoption
has historically been lower but rising steadily, especially in recent years. At
the same time, digital gaps still persist.” Yet the racial gap is less than
10%, with 84% of all American adults using the Internet. Here: <a href="http://www.pewinternet.org/2015/06/26/americans-internet-access-2000-2015/">http://www.pewinternet.org/2015/06/26/americans-internet-access-2000-2015/</a>
<o:p></o:p></div>
</div>
<div id="ftn3">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/ehapp/Dropbox/Work/2017/Blog%20-%20The%20Digital%20Divide%20Comes%20Home.docx#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[3]</span></span><!--[endif]--></span></a> This
report supports the anthropologist's claim: Kasey Wiedrich, “New Data Reveals High
Unbanked, Underbanked Rates in Localities across America,” CFED, December 3,
2015. Here: <a href="http://cfed.org/blog/inclusiveeconomy/new_data_reveals_high_unbanked_underbanked_rates_in_localities_across_america/">http://cfed.org/blog/inclusiveeconomy/new_data_reveals_high_unbanked_underbanked_rates_in_localities_across_america/</a>
<o:p></o:p></div>
</div>
</div>
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com2tag:blogger.com,1999:blog-1171767115675692249.post-11547404086453578122016-11-14T13:33:00.000+01:002016-11-15T20:23:42.100+01:00Connections for Good<div>
Last week was the annual <a href="http://www.nethopeglobalsummit.org/" target="_blank">NetHope Summit</a>. It was also the US election. I think that juxtaposition merits a closer look. As humanitarians and conservationists we have learned to deal quickly and constructively with crises. Here are three things we practice:</div>
<div>
<br /></div>
<div>
1)<b> We go to where the crisis is.</b> When a disaster strikes, many of us are on planes heading to center of the storm within hours. We carry equipment and know-how and are ready to help. Running for safety, shelter or solitude is not who we are. We go to the fire.</div>
<div>
<br /></div>
<div>
2) <b>We work together.</b> We know the strength of collaborating. We do this with each other and especially with the the local people we serve. We also work with a strong sensitivity to the local culture. Context matters to us.</div>
<div>
<br /></div>
<div>
3) <b>We restore communications.</b> Connectivity is in our DNA. People's need to communicate often rises above their need for food and shelter. They need to know their loved ones are safe and to tell them they are safe. They want to connect and help, and we help them do that. We restore the voices of the broken and the lifelines of data. We do not rest until citizens and responders alike are able to rejoin the conversation.</div>
<div>
<br /></div>
<div>
Imagine if we applied these principles at home, right now. How might we behave differently?</div>
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<div>
</div>
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-38586663899067176362016-11-04T01:06:00.000+01:002016-11-04T01:08:55.403+01:00On NetHope’s 15th AnniversaryAs we gather for the 23rd NetHope Summit in Atlanta, I’d like to adjust back the clocks to October 2001 for just a moment, when we held our first summit in San Jose. Yes, it’s hard to believe, but we just passed our 15th anniversary!<br />
<br />
A few weeks ago, the Basu’s invited the founding members, sponsors, fellows and guests to celebrate this 15th anniversary[1]. The group again gathered around Dipak and Radha’s table to share a meal and talk about our dreams. I was not able to make it this time, but sent my greetings in a video from Lisbon, where I am on sabbatical. I wish I had been there to raise a glass of Dipak’s wine in a toast to our successful venture in collaboration. <br />
<br />
I’d like to reiterate the three things I shared. <b>First, not being there is in itself a positive message.</b> It means that the organization carries on, surviving its founders. I note that among the list of attendees at the dinner in 2001, most have moved on to other places. A few remained with NetHope or rejoined from other organizations, but most went on to other sectors. <br />
<br />
In Jim Collins words, we have become clock builders rather than time-tellers; we have built an organization that makes it possible for others to interpret the times[2].<br />
<br />
<b>Second, breaking bread together</b> around a kitchen table is intimate; it's personal. NetHope has been about relationships from the very beginning. Our fundamental value of trust depends on our friendships. While the setting of a small dinner is casual, collaboration is anything but casual; it runs deep. We believe in it. It is something we return to again and again.<br />
<br />
I can picture our small group standing in Radha and Dipak’s kitchen last month 15 years ago. And an amazing thing is that our founding group of 7 NGOs will soon be 50.<br />
<br />
<b> Third, affirming our founding hypotheses. </b>From the paper I presented at Cisco in 2001, the founding hypotheses continue to hold true:<br />
<div>
<ol>
<li>We had to be able to solve the “last mile” problems faster, cheaper, better if we did it together. </li>
<li>We would be a much stronger partner to the technology companies, on whom we depend, if we came as a group rather than the one-off, hat-in-hand organizations we had been.</li>
</ol>
NetHope is a collaboration that works, and it is clear that we are better together[3]<br />
<br />
The potential of our collaboration was <b>something Cisco saw from the start</b>. We owe them a word of special thanks. Things tend not to hatch without some incubation. Cisco was our first incubator. Cisco, Microsoft and other partners been there since the early years helping all our members, and those we serve, through the NetHope relationship.<br />
<br />
At an early Summit, I asked John Morgridge, then Cisco’s Chairman, who sat on a number of NGO boards, what frustrated him most about nonprofits? His answer: “That they don’t work together more, like you are doing at NetHope.” Working together and collaborating more is something we bring both to our nonprofit sector and our corporate partners. Let’s not forget that. <br />
<br />
More importantly, <b>we have become the example on how to collaborate</b> in the nonprofit sector and with corporate partners. We have set the bar high. That’s something to be proud of. We now have a broader educational responsibility. The NetHope method of collaboration is something we can and should share.<br />
<br />
<b>In Conclusion,</b> I’d like to share something I wrote when reflecting about NetHope a few years ago:<br />
<br />
“This is how NetHope was born. There was an obvious and shared need, a scarcity of resources, and a desire to be part of a larger group that could gain some real momentum."[4]<br />
<br />
We can celebrate this. We make connections for good. As I imagine turning the clocks forward in the spring, I look with even greater expectation to the next 15 years. <br />
<div class="Heading" style="margin-left: 0in; text-indent: 0in;">
</div>
_____________________<br />
<br />
[1] Our first Summit in October, 2001 was with founding members STC, WVI, CARE, MC, CRS, WI, CI; Cisco hosted us on their San Jose campus. <br />
<br />
[2] Jim Collins, Building Companies to Last”, Inc. Special Issue—The State of Small Business, 1995, with the headline “Make The Company Itself the Ultimate Product—Be A Clock Builder, Not A Time Teller”, here: <a href="http://www.jimcollins.com/article_topics/articles/building-companies.html">http://www.jimcollins.com/article_topics/articles/building-companies.html</a> <br />
<br />
[3] This is the title of my active book project, which you can read on-line, here: <a href="http://collaboration-book-project.blogspot.com/">http://collaboration-book-project.blogspot.com/</a> . For some entertainment, listen to Jack Johnson’s “Better Together”, with lyrics, here: <a href="https://www.youtube.com/watch?v=RfoqELZWcp8">https://www.youtube.com/watch?v=RfoqELZWcp8</a> <br />
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[4] “We Are Better Together”, chapter 5.1, <a href="http://collaboration-book-project.blogspot.pt/2011/11/chapter-one-origins.html">http://collaboration-book-project.blogspot.pt/2011/11/chapter-one-origins.html</a> <br />
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<i>"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</i></div>
Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-28193166775724581682016-06-04T01:31:00.000+02:002016-08-03T17:09:37.459+02:00The Next Chapter<div class="MsoNormal">
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Dear Friends and Colleagues, <o:p></o:p></div>
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I
am pleased to announce that I have decided to take early retirement from IFRC.
It's something I've planned carefully, with the welcome support of my USG over
the past few months. <o:p></o:p><u1:p></u1:p></div>
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I celebrated
my 64th birthday last month, and mandatory retirement would be a
year-away. However, we completed our 5-year IT Strategy in 2015 and are
in the midst of a strategy refresh process for 2016-2020. Under any scenario, I
will not be here for its implementation. If I were a new CIO coming into
the IFRC, I would want a say in finalizing the IT strategy, and not be faced
with reassessing it one-year into the plan; for IFRC, this would not be the
best use of time and resources. So the turn of this year was the right
time to propose a new CIO come in earlier, finish the strategy work and own the
new plan.<o:p></o:p><u1:p></u1:p></div>
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<u1:p><a href="http://www.ifrc.org/working-with-us/vacancies/" target="_blank">The CIO
position</a><span class="apple-converted-space"> has
been posted on the IFRC job site. Please
refer candidates here. (Note that the job closed on 21-June; announcements to follow by end-August).<o:p></o:p></span></u1:p></div>
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My last day at office will be on Aug. 10th. My wife and I will be moving
to Lisbon until mid-December. I will be working on finishing a few book
projects and volunteering to help a colleague on a new NGO venture. So
the good work continues!<o:p></o:p><u1:p></u1:p></div>
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We
look forward to being home for the holidays to celebrate with family and
friends. Then the next chapter begins teaching at a university (still to be
determined). Thank you for your interest in and support of our IT
and innovation work. It has been an honor serve the RC Movement these
past six years, and I have always believed that the best is yet to
come. So stay focused on <a href="http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/342">the morning
star</a>. Best regards,<o:p></o:p><u1:p></u1:p></div>
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Ed<o:p></o:p><u1:p></u1:p></div>
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<b><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">Edward G. Happ<u1:p></u1:p></span></b><o:p></o:p></div>
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<b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">Global CIO and Director of IT<u1:p></u1:p></span></i></b><o:p></o:p></div>
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<i><span style="color: #1f497d; font-size: 10.0pt;">“Even if you
are on the right track, you’ll get run over if you just sit there.”
--Will Rogers, American Humorist <u1:p></u1:p></span></i><o:p></o:p></div>
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<b><span lang="EN-GB" style="font-size: 10pt;">International Federation of Red Cross and Red Crescent Societies<u1:p></u1:p></span></b><o:p></o:p></div>
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<span lang="FR" style="font-size: 10.0pt; mso-ansi-language: FR; mso-fareast-language: EN-GB;">Route de Pré-Bois 1<span style="color: #a6a6a6;"> </span></span><b><span lang="FR-CH" style="color: red; font-size: 10.0pt;">|</span></b><b><span lang="FR-CH" style="color: #a6a6a6; font-size: 10.0pt;"> </span></b><span lang="FR" style="font-size: 10.0pt; mso-ansi-language: FR; mso-fareast-language: EN-GB;">1214 Vernier<span style="color: #a6a6a6;"> </span></span><b><span lang="FR-CH" style="color: red; font-size: 10.0pt;">|</span></b><b><span lang="FR-CH" style="color: #a6a6a6; font-size: 10.0pt;"> </span></b><span lang="FR-CH" style="color: #262626; font-size: 10.0pt;">Geneva</span><span lang="FR-CH" style="color: #a6a6a6; font-size: 10.0pt;"> </span><b><span lang="FR-CH" style="color: red; font-size: 10.0pt;">|</span></b><b><span lang="FR-CH" style="color: #a6a6a6; font-size: 10.0pt;"> </span></b><span lang="FR-CH" style="color: #262626; font-size: 10.0pt;">Switzerland</span><o:p></o:p></div>
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<b><span lang="EN-GB" style="font-size: 10pt;">Tel.</span></b><span lang="EN-GB" style="font-size: 10pt;"> +41 (0)22 730 4365</span><span lang="EN-GB" style="color: #1f497d; font-size: 10.0pt;"> </span><b><span lang="EN-GB" style="color: red; font-size: 10.0pt;">|</span></b><span lang="EN-GB" style="color: #1f497d; font-size: 10.0pt;"> </span><b><span lang="EN-GB" style="font-size: 10pt;">Mob. </span></b><span lang="EN-GB" style="font-size: 10pt;">+41 (0)79 250 0558</span><o:p></o:p></div>
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<b><span lang="FR-CH" style="font-size: 10pt;">Email </span></b><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"><a href="mailto:edward.happ@ifrc.org"><span lang="FR-CH" style="color: red; mso-ansi-language: FR-CH;">edward.happ@ifrc.org</span></a></span><o:p></o:p></div>
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<b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">Web Site:</span></i></b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"> <a href="http://www.eghapp.com/">www.eghapp.com</a></span></i><span lang="EN-GB" style="color: #a6a6a6; font-size: 10.0pt;"> </span><b><span style="color: red; font-size: 10.0pt;">|</span></b><b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">Blog:</span></i></b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"> <u><a href="http://eghapp.blogspot.com/">http://eghapp.blogspot.com/</a></u></span></i><span lang="EN-GB" style="color: #a6a6a6; font-size: 10.0pt;"> </span><b><span style="color: red; font-size: 10.0pt;">|</span></b><b><span style="font-size: 10pt;"> </span></b><b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">Twitter:</span></i></b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"> @ehapp</span></i><span lang="EN-GB" style="color: #a6a6a6; font-size: 10.0pt;"> </span><b><span style="color: red; font-size: 10.0pt;">|</span></b><b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;">SKYPE:</span></i></b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"> eghapp</span></i><span lang="EN-GB" style="color: #a6a6a6; font-size: 10.0pt;"> </span><o:p></o:p></div>
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<b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"><u1:p></u1:p>LinkedIn:</span></i></b><i><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"> <u><a href="http://www.linkedin.com/pub/edward-granger-happ/0/77b/234">http://www.linkedin.com/pub/edward-g-happ/0/77b/234</a></u></span></i><o:p></o:p></div>
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<i><span lang="EN-GB" style="color: red; font-size: 10.0pt;">Saving lives,
changing minds.<u1:p></u1:p></span></i><o:p></o:p></div>
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<b><span lang="EN-GB" style="font-size: 10pt;">Find out more on</span></b><b><span lang="EN-GB" style="color: red; font-size: 10.0pt;"> </span></b><span lang="EN-GB" style="font-size: 10.0pt; mso-ansi-language: EN-GB;"><a href="http://www.ifrc.org/"><b><span style="color: red;">www.ifrc.org</span></b></a></span><o:p></o:p></div>
<u1:p></u1:p>
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"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."<o:p></o:p></div>
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Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-11354655949932080732016-05-22T11:55:00.000+02:002016-05-29T18:05:40.211+02:00Strategy: Mainline or Disruptive?<div class="MsoNormal">
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A few weeks ago Kevin Delaney wrote an<span class="apple-converted-space"> </span><a href="http://qz.com/680887/no-one-should-have-the-word-strategy-in-their-job-title/" target="_blank">article on strategy</a><span class="apple-converted-space"> </span>that Quartz posted<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><span class="MsoFootnoteReference"><span style="color: black; font-family: "times new roman" , serif; line-height: 107%;"><span style="font-size: x-small;">[1]</span></span></span></span></a>.
His premise, as his title says, is that no one should have the word “strategy”
in their job title. He gave two reasons: (1) the gap between strategy and
execution is already too wide; (2) giving strategy to one dis-empowers the
others. Solution: Focus on execution and its improvement, and encourage
everyone to think strategically.</div>
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<o:p></o:p></div>
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This sounds curiously similar to the arguments about
innovation: we need the incremental improvements in operations, and everyone
should be doing it. But it is precisely the routine aspect of this that
is dead wrong.<o:p></o:p><o:p></o:p></div>
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Four points to consider: first, strategy needs to rise
above the routine and chart a course to a new destination. Doing things
we’ve always done, but a bit better, won’t cut it for a strategy, nor work in a
rapidly changing world. I’m reminded of the Gartner strategist who said
we are getting good at landing planes, but at the wrong airport<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftn2" name="_ftnref2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-family: "times new roman" , serif; line-height: 107%;"><span style="font-size: x-small;">[2]</span></span></span><!--[endif]--></span></a>.<o:p></o:p><o:p></o:p></div>
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Second, not everyone is a strategic thinker. Marcus
Buckingham and the folks at Gallop taught us that we all bring different
strengths to the job<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftn3" name="_ftnref3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-family: "times new roman" , serif; line-height: 107%;"><span style="font-size: x-small;">[3]</span></span></span><!--[endif]--></span></a>.
This is not about elitism; it’s about leveraging the different strengths we have.
The<span class="apple-converted-space"> </span><i>connecting the dots</i><span class="apple-converted-space"> </span>and<span class="apple-converted-space"> </span><i>seeing
around the corners </i>of strategic thinking, is not for everyone. It’s for people who think
that way. Finding these thinkers in your midst, and listening to them, is
a leadership mandate.<o:p></o:p><o:p></o:p></div>
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Third, strategy can’t be delegated; it must be led.
If the captain can’t articulate the destination, you need a new captain.
That doesn’t mean the captain doesn’t have to listen, that they are always
right. That’s also dead wrong. But if strategy is not led from the
top, the organization won’t get out the harbor.<o:p></o:p><o:p></o:p></div>
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Fourth, strategy needs to focus on the few. Trying to include everyone’s idea is a recipe
for failure. The adage that a camel is a
horse designed by a committee is a case in point. Nonprofit organizations, whose culture is
to reach consensus, is another context to consider. The “Big Umbrella”<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftn4" name="_ftnref4" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-family: "times new roman" , serif; line-height: 107%;"><span style="font-size: x-small;">[4]</span></span></span><!--[endif]--></span></a>
approach lacks the focus to execute well—precisely one of Mr. Delaney’s
critiques.<o:p></o:p></div>
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So is strategy a mainline activity, a trait and job for
all; or is it something that disrupts the status quo and thinking-as-usual?
I’d put my bet on the latter.<o:p></o:p><o:p></o:p></div>
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"The postings on this site
are my own and don't necessarily represent positions, strategies or opinions of
any of the organizations with which I am associated."<o:p></o:p></div>
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<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[1]</span></span><!--[endif]--></span></a> Kevin
J. Delaney, “No one should have the word ‘strategy’ in their job title,”
Quartz, May 12, 2016<o:p></o:p></div>
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<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[2]</span></span><!--[endif]--></span></a> Dave
Aron, VP of Research, Gartner Group, CCitDG Conference, October 8, 2009<o:p></o:p></div>
</div>
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<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[3]</span></span><!--[endif]--></span></a> Marcus
Buckingham and Donald O. Clifton, <u>Now, Discover Your Strengths</u>, January
29, 2001. The authors note 34 themes from
their broad-based research, of which “strategic” is one. Buckingham would later say that expecting
everyone to have the same strength is akin to expecting all members of an
orchestra to play trombone. <o:p></o:p></div>
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<a href="file:///C:/Users/Edward/Dropbox/Work/Blog/Blog%20-%20Strategy%20-%20Mainline%20or%20Disrutive%20-%20160522.docx#_ftnref4" name="_ftn4" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "calibri" , sans-serif; font-size: 10.0pt; line-height: 107%;">[4]</span></span><!--[endif]--></span></a>
See the story of the “Big Umbrella” in my book project <u>Letters to a Young
Manager</u>, here: <a href="http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/162">http://www.hpmd.com/hpmd/personal/LTYMstories.nsf/links/162</a>
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Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com1tag:blogger.com,1999:blog-1171767115675692249.post-55465447174177215282015-11-09T12:23:00.000+01:002016-01-02T12:48:14.681+01:00The Three Landing Strips<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
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<i>“[Many] organizations have great
landings, but at the wrong airport.”
--Dave Aron, Gartner Group</i></div>
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<o:p> </o:p> </div>
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<span style="background-color: white;">I</span>n the past few weeks, I attended three meetings on Humanitarian innovation. The first posed the question of where do good ideas land? The second, where do proven ideas go to grow up and scale. And the third, how do successfully scaled pilots go mainstream.<br /> <br /> This is a common set of questions and ready solutions exist in the for-profit world. Venture capital funds startups, and capital markets take them to scale<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn1">[1]</a>. But where do the means exist in the non-profit world?<br /> <br /> There are some new models of nonprofit funding including social capital,<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn2">[2]</a> social entrepreneurs,<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn3">[3]</a> innovation contests<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn4">[4]</a> and a handful of innovation funds<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn5">[5]</a>. But the success stories are few.<br /><br />An innovation center creates a place for good ideas and prototypes to land, and a runway for these to take-off and grow. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjj7bEJdWx2V4pV7Nd_AS0yu3rw0GzFNV0rEmL5wAZX_tYnXFHWCw-7eqiRhWFtjH5NVkvuGTacY5cP8El46daAf1hKNms4yANmJYecYpdki1DuFs3ASocPCtp8TICnq5U9ltmauj03DZc/s1600/Landing+Model+Funnel+v2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="267" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjj7bEJdWx2V4pV7Nd_AS0yu3rw0GzFNV0rEmL5wAZX_tYnXFHWCw-7eqiRhWFtjH5NVkvuGTacY5cP8El46daAf1hKNms4yANmJYecYpdki1DuFs3ASocPCtp8TICnq5U9ltmauj03DZc/s400/Landing+Model+Funnel+v2.png" width="400" /></a></div>
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<span style="font-family: inherit;">Following the above diagram, consider three inflection
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<ol>
<li><span style="font-family: inherit;"><i>Landing Good Ideas - </i></span>What's needed is a receptive audience, a friendly landing place inside the organization that will protect and nurture experiments.<br /></li>
<li><i>Landing Pilots</i> - Once ideas have proven themselves, there is a need for the second landing strip: where successful pilots go to take-off. This is about long term sustainability and growth that requires the next level of nurturing and funding. It also may mean handing off the innovation to the mainstream department or organization whose business it is to manage and apply this newly proven capability. For digital innovation it may mean a hand-off to a software company.<br /></li>
<li><i>Landing in the Mainstream - </i>To truly have impact, our good ideas need to move from successful pilots, to going to scale, and finally to replacing old ways with new, as the production systems (process, program and tech) of our organization. </li>
</ol>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<br /></div>
Each of these landing strips requires advice, coordination and funding. But more importantly they require senior level commitment and protection.<br />
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<br /></div>
<div class="MsoPlainText">
The Nespresso case is an interesting example<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn6" name="_ftnref6" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.5pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">[6]</span></span><!--[endif]--></span></a>. The Nespresso coffee making system was
invented in 1976 by Eric Favre at Nestle.
However, it was not until 12 years later that it became a success and
another 12 years until it became a high-growth product for Nestle.<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn7" name="_ftnref7" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.5pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">[7]</span></span><!--[endif]--></span></a> A
new product idea and prototype could not survive 24 years of development unless
it was protected and championed, which is what John Paul Gaillard did. <a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftn8" name="_ftnref8" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 10.5pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">[8]</span></span><!--[endif]--></span></a> <o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
<b>Avenues of
Innovation Development<o:p></o:p></b></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText">
Development of a marketing-funnel approach to innovation—as
illustrated in the figure above—provides a framework for growing
innovation. Consider the following means
for “feeding” the funnel:<o:p></o:p></div>
<div class="MsoPlainText">
<br /></div>
<div class="MsoPlainText" style="margin-left: .5in; mso-list: l3 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->a)<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Avenues for idea feeds <o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l3 level2 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->1)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Gathering
problems to be solved and needs to be addressed, from the field <o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l3 level2 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->2)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Propose
a variety solutions to be piloted<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: .5in; mso-list: l3 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->b)<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Avenues for pilots<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l1 level2 lfo3; text-indent: -.25in;">
<!--[if !supportLists]-->1)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Internally
run experiments; internal venture fund<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l1 level2 lfo3; text-indent: -.25in;">
<!--[if !supportLists]-->2)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Crowd-sourced
to volunteer and technical communities (V&TC's) with best prototype awards<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l1 level2 lfo3; text-indent: -.25in;">
<!--[if !supportLists]-->3)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->An
innovation lab to incubate pilots<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: .5in; mso-list: l3 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->c)<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Avenues for scaling<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l2 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]-->1)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Partner
with an internal “champion” department<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l2 level1 lfo4; text-indent: -.25in;">
<!--[if !supportLists]-->2)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Internal
venture fund II for next stage, larger initiatives<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: .5in; mso-list: l3 level1 lfo2; text-indent: -.25in;">
<!--[if !supportLists]-->d)<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Avenues for mainstreaming<o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l4 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]-->1)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Transfers
to production units; adoption: incremental or replacement <o:p></o:p></div>
<div class="MsoPlainText" style="margin-left: 1.0in; mso-list: l4 level2 lfo5; text-indent: -.25in;">
<!--[if !supportLists]-->2)<span style="font-size: 7pt; font-stretch: normal;"> </span><!--[endif]-->Budget
to operate<o:p></o:p></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="line-height: 115%;">The point to this multi-stage
approach, is that to get to a few mainstream innovations, you need to nurture
the life-cycle of ideas-to-products. <o:p></o:p></span></div>
<br />
<div>
<!--[if !supportFootnotes]--><br clear="all" />
<hr align="left" size="1" width="33%" />
<!--[endif]-->
<div id="ftn1">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[1]</span></span><!--[endif]--></span></a> For
example, see the Wikipedia entry on Venture Capital, <a href="https://en.wikipedia.org/wiki/Venture_capital">https://en.wikipedia.org/wiki/Venture_capital</a>
<o:p></o:p></div>
</div>
<div id="ftn2">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref2" name="_ftn2" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[2]</span></span><!--[endif]--></span></a> Olivia
Khalili, “15 Social Venture Capital Firms That You Should Know About”, Cause
Capitalism, April, 2010 <a href="http://causecapitalism.com/15-social-venture-capital-firms-that-you-should-know-about/">http://causecapitalism.com/15-social-venture-capital-firms-that-you-should-know-about/</a>
<o:p></o:p></div>
</div>
<div id="ftn3">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref3" name="_ftn3" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[3]</span></span><!--[endif]--></span></a> “What
is a Social Entrepreneur?, Ashoka, <a href="https://www.ashoka.org/social_entrepreneur">https://www.ashoka.org/social_entrepreneur</a>
<o:p></o:p></div>
</div>
<div id="ftn4">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref4" name="_ftn4" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[4]</span></span><!--[endif]--></span></a>
Microsoft Imagine Cup student competition, <a href="https://www.imaginecup.com/competition/17193">https://www.imaginecup.com/competition/17193</a>
<o:p></o:p></div>
</div>
<div id="ftn5">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref5" name="_ftn5" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[5]</span></span><!--[endif]--></span></a>
Global Innovation Fund, <a href="http://www.globalinnovation.fund/apply-to-gif">http://www.globalinnovation.fund/apply-to-gif</a>
and the Humanitarian Innovation Fund, <a href="http://www.elrha.org/hif/home/">http://www.elrha.org/hif/home/</a>
<o:p></o:p></div>
</div>
<div id="ftn6">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref6" name="_ftn6" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[6]</span></span><!--[endif]--></span></a>
For a brief history of Nespresso, see <a href="https://en.wikipedia.org/wiki/Nespresso">https://en.wikipedia.org/wiki/Nespresso</a>
<o:p></o:p></div>
</div>
<div id="ftn7">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref7" name="_ftn7" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[7]</span></span><!--[endif]--></span></a> “In
August 2010, it was reported that Nespresso sales have been growing at an
average of 30 percent per year over the past 10 years and more than 20 billion
capsules have been sold since 2000…”, Wikipedia, <a href="https://en.wikipedia.org/wiki/Nespresso">https://en.wikipedia.org/wiki/Nespresso</a>
<o:p></o:p></div>
</div>
<div id="ftn8">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Edward/Dropbox/Work/2015/Innovation%20Center%20Paper/Blog%20-%20The%20Three%20Landing%20Strips%20v3.docx#_ftnref8" name="_ftn8" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Calibri",sans-serif; font-size: 10.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">[8]</span></span><!--[endif]--></span></a> Also
see the interesting Case Study on Nespresso, here <a href="http://www.ecommerce-digest.com/nespresso-case-study.html">http://www.ecommerce-digest.com/nespresso-case-study.html</a>. The case notes that developing Nespresso in a
separate subsidiary also had a large role in its success.<o:p></o:p></div>
</div>
</div>
<i><br /><br /><br />"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</i>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-36119751123279958572015-07-31T23:09:00.001+02:002015-08-05T11:51:04.093+02:00Making New Connections<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">One of the things we do well at NetHope is making connections. Whether it's connecting first responders in Nepal, or connecting technology people with each other, "wiring" people together is in our founding DNA.</span></div>
<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span></div>
<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As I walked the showcase at this year's Imagine Cup I was looking for opportunities to match-up ideas and people. Two teams had alert apps to report threats of violence: UAE and Germany. Each had some good designs that the other team lacked. I encouraged each to spend time with the other team and share ideas. When the goal is helping people, projects need to be an "and" rather than an "or."</span></div>
<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span></div>
<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The Japanese innovation team had a virtual air interface that reminded me of Tim Prentice, an award winning sculptor in Connecticut who builds mobiles that change appearance with wind. I showed the students the video. They were hooked. So I connected them. Artists and technology designers may be strange bedfellows. But creativity knows no such boundaries. Can-do students are open to learn from anywhere.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span></div>
<div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The UK innovation team had a cool Microsoft Band app to exchange contact info by shaking hands at events rather than handing out business cards. Their app reminded me of a Social Network Analysis study for mapping the hidden gurus in an organization, an app near to my interest in Expertise Management. The students' eyes widened as he began to think about this other possibility for their technology. So I recommended looking up the research paper.<br /><br />Making connections is something I enjoy. I've written about it before, <a href="http://eghapp.blogspot.com/2009/07/connections.html" target="_blank">here</a>. It's cool to find some new examples. But that's what happens when you bring people together. The connections flourish among ideas, projects and people. One of our mottos is to "share and do". Make something happen together. </span></div>
Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-39576207473917154092015-07-31T05:57:00.001+02:002015-08-05T11:48:51.199+02:00The Tech at Hand<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">I've had the honor of being a Microsoft Imagine Cup Judge since 2008 --I'm officailly an old-timer trading stories with the elders of this august event. Sitting together in the judges lounge yesterday, I remarked to a fellow judge how each Imagine Cup seems to feature projects with at least one new technology. In Cairo it was the Windows phone, in New York it was the Kinect box, and here in Redmond this year it was the Microsoft Wristband. Why was that?<br /><br />Some investigation yielded the answer: the software development kit (SDK) that the students received at the start of competition last fall included the new Wristband. Of course the students wanted to write apps for it! Smart.<br /><br />Everyone is talking about wearables. Even those of us in the humanitarian sector are talking about wearable technologies. In the World Citizenship category, 4 of the 12 teams incorporated the Band. All were health applications. Motion and heart-rate sensing were the basic inputs for Parkinsons, Cardio-arithmia, asthma and seizure detection apps.<br /><br />The interesting aspect of this is how the expectation has grown that the students will create new apps around the new tech. I've written about <a href="http://eghapp.blogspot.com/2012/07/ultimate-mash-up.html" target="_blank">the five things</a> students don't have. The most important is they have no sense of limitation. There is no "that won't work here"; there is only "let's do it!"<br /><br />What if we had similar expectations for the emerging country communities in which we work as humanitarians? That putting the technology and some basic training and support into the hands of local entrepreneurs just may yield some new ideas that we hadn't thought of. Imagine that.</span>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-86281622231890072852015-07-30T20:09:00.001+02:002015-07-30T20:10:20.477+02:00Obstacles, Failures and Winning<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We saw a dozen teams at the 13th Microsoft Imagine Cup on the Microsoft campus in Redmond. Our judging category was World Citizenship. <br><br>During the hands-on session, I asked some of the teams what was their most difficult moment, the set-backs and obstacles they had to overcome.<br><br>One team said it was their first software versions crashing on the phone. Another said it was getting the sensors to stick and re-stick. One team said it was getting the basic parts into their country to build the prototype. <br><br>In the world of innovation, failure is a milestone. Each of these teams overcame the setback and were among the teams invited to the world championships. They learned, they adjusted, they found a way. The drive to succeed just may be the straight line on a crooked path. </span>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-51975901333455655112014-08-01T22:37:00.000+02:002014-08-04T10:08:30.202+02:00Can Your Describe your Business in a Tweet?Today we wrapped up another exciting <a href="https://www.imaginecup.com/" target="_blank">Imagine Cup</a> student competition in Seattle. I had the honor of being a judge in the World Citizenship category, where teams from 13 countries competed. I've <a href="http://eghapp.blogspot.com/2011/07/finding-bottom-line.html" target="_blank">written about past competitions </a>where I saw that most technology teams had great difficulty telling us succinctly what their project was. As technology people, we love the details (and so do many others). So I began to ask teams to summarize their project in a tweet. Here's what this year's contestants said:<br>
<ol>
<li>Team <i>Access Earth</i> from Ireland : "Access Earth is the Tripadvisor for the mobility impaired."</li>
<li>Team <i>The</i> <i>Dians</i> from Portugal: "Super glove helps support hand recovery."</li>
<li>Team <i>Eyeanemia</i> from Australia: "Take a selfie; check for anemia."</li>
<li>Team <i>Power of Vision</i> from Poland: "Face controller allows you to control your computer without your hands."</li>
<li>Team <i>Amplifiers</i> from Pakistan: "An affordable hearing aid solution for the population."</li>
<li>Team <i>Imagine the World</i> from China: "Improve the efficiency of response teams...all can benefit."</li>
<li>Team <i>I Copy You</i> from Qatar: "Come and have fun, no matter who you are and where you are."</li>
<li>Team <i>AfriGal Tech</i> from Uganda: "Phone-based sickle-cell anemia test"</li>
<li>Team <i>Grant Fellow </i>from the USA: "Grant Fellow redefines research #grantfellow #give-me-an-A"</li>
<li>Team <i>Barfoo</i> from Serbia: "Sonochrome enables me to share photos with my blind friends."</li>
<li>Team <i>SMART Crew</i> from Taiwan: "Recreating rehab for the world."</li>
<li>Team <i>High Rise </i>from Nigeria: "High Rise dramatically increases cataract treatment."</li>
<li>Team <i>SMT</i> from Romania: "Smile-face is an application focused on speech recovery."</li>
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Can you guess which team had a robot? Which was about a health test? Which was about a hearing impairment solution. You get the picture. </div>
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After the first half-dozen times I asked this question, my fellow judges tittered (sic) if not rolled their eyes. Yet one said afterwards, the next time someone makes a presentation in my organization, I'm going to ask this question. "Ask for a tweet; get the bottom line." Smart :-)</div>
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By the way, the <a href="https://www.imaginecup.com/Team/Index/18225" target="_blank">team from Australia</a> won in their category and took home the Imagine Cup.</div><div><br></div><div><br></div>
<i>"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."</i>Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-74444505912034023602014-04-26T16:05:00.001+02:002014-04-26T16:05:20.757+02:00Disruptive Change and Questions for Humanitarian Organizations In 2013, <a href="http://icscentre.org/">The International Civil Society Centre</a> (ICSC) in Berlin sponsored a working group on Disruptive Change and international civil society organizations (ICSOs), in which IFRC participated. The result of the group’s work was the <a href="http://icscentre.org/area/riding-the-wave">“Riding the Wave”</a> report released at the ICSC Global Perspectives conference in Johannesburg the 13-15 November 2013.<br /><br />The focus of the Johannesburg conference was “Navigating Disruptive Change”. Over 100 senior executives of ICSO local NGOs attended. My top three take-aways from the conference were:<br /><br /><ol>
<li>Disruptive change is about scale, speed and surprise; the point being that it is hard to plan for, but imperative to be flexible and agile for.</li>
<li>The topic of disruptive change has gone main-stream; no ICSO leader doubted its relevance, threat and opportunity.</li>
<li>The regional NGOs in Africa were strong and vocal that large ISCOs in the north need not start programs or open new offices in the south; they need to partner with those already present. This is in itself a disruption for traditional ICSOs who are ripe for disintermediation if not embraced.</li>
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<br />For further food for thought, I've developed a list of discussion questions, below, for executives to ask themselves in light of the coming wave of disruptive change.<br /><br /><b>High-Level Questions from the Disruptive Change report</b><br /><br />Taking the next steps section of the “Disruptive Change” report, here are twenty-one high-level questions/problems that are faced by International Humanitarian and NGO CEOs...<br /><br /> <br /><ol>
<li>What disruptive technology change has impacted other sectors that could potentially impact the humanitarian sector?</li>
<li>What technologies are on the horizon that may impact our organization?</li>
<li>Have others taken a cooperative approach to service and program delivery that has worked particularly well? Have we?</li>
<li>How have we used a positive mindset to embrace disruptive change as an opportunity rather than a threat?</li>
<li>What types of leadership skills and approaches are needed for periods of rapid change?</li>
<li>When and how has adaptability trumped preparedness in handling disruptive change such as disasters?</li>
<li>When has organizational humility been a greater asset than organizational pride in times of massive change?</li>
<li>When and how have we chosen to be a disruptor rather than prepare and wait for disruptive change to happen?</li>
<li>What have been the keys to an externally focused rather than introspective organizational culture?</li>
<li>How have we increased the speed of decision-making and what impact has it had?</li>
<li>Where have we taken on significant risks in order to get greater returns?</li>
<li>How have we upped the rate of experimentation and become more failure tolerant?</li>
<li>What upgrades in knowledge management have paid off for our organization?</li>
<li>Where have we been successful in making our organization’s disciplinary and organizational boundaries more permeable?</li>
<li>Active disruptor, opportunistic navigator, or conservative survivor; which strategy has worked for us? Will it continue to work?</li>
<li>Do we have global decision-making governance in place to make rapid decisions when a crisis hits?</li>
<li>How can International Civil Society Organizations better use the opportunities of taking a virtual approach in implementing our missions?</li>
<li>How has our organization become more resilient to political disruptions, threats to civil liberties, and crises due to climate change?</li>
<li>How have think-tanks and industry organizations increased our resilience?</li>
<li>What big questions are we not asking that we should?</li>
<li>How would we uncover the new, unasked questions? </li>
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For this last question, here are some thoughts: <i>Hang out with youth, fieldworkers, gurus and early adopters:</i> The question is better asked as <i>whom should we be talking to?</i> <br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /> <br /><br /><br /><br />"The postings on this site are my own and don't necessarily represent positions, strategies or opinions of any of the organizations with which I am associated."Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-66411282658483271172013-10-12T18:42:00.001+02:002013-10-12T23:02:28.810+02:00Finding the Guru<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The is an old saying about finding something is often "like finding a needle in a haystack." This was long before there were reams of digital information growing exponentially every day. The Internet dwarfs the largest libraries combined, and while the ability to find most anything on-line is true, zeroing in on it can be daunting. Google has famously addressed this problem with algorithms that have an uncanny ability to turn up the most relevant information. But even Google can benefit from an experienced user of Google, much as the seasoned librarian could help you find the right book or article in the "stacks" of the campus library.<br /><br />A knowledge organization manufactures information. This grows with each meeting, each memo, report and email that each person creates, much as the Internet grows with each Blog, tweet and wall posting. The sum total of an organizations recorded artifacts is in a very tangible way its base of knowledge. However, it is not the sum of knowledge in an organization. Much of that is bundled in people's experiences in the organization and with each other. How do we tap that?<br /><br />The common answer is to create a library, to gather together all the known artifacts, label them and organize them. And encourage everyone to donate what they have and know. This is a laudable instinct, no doubt rooted in our experiences (and joys) of visiting a library. But it depends on the building, the shelves and the staff of skilled librarians to maintain it, keep it current and accessible. When we think of digital information, this is a losing battle. There is just too much data changing too rapidly to keep current, even within the walls of large organization. And as Clay Shirkey has aptly noted, "on the Internet there is no shelf." Everything can be linked to everything else, hence the term "Web". <br /><br />I remember the librarian at my college library saying that the reason they had open stacks, was for anyone to wander and peruse the aisles of books, that often the real "find" was one or two books next to where the card catalog sent you. A Google search page result reminds me of the library shelf, as I often look at six or more links on the first page.<br /><br />Most organizations depend on the realtionships formed over the years, with the knowledge that John knows the most about security, or Jill knows communications in Africa. We learn who the go-to people are, and we readily make use of our network of people. The problem is that it takes years to build your network. For a Humanitarian organization that must staff-up in response to a disaster this is too long. What if we could search for people like we search for information? Could we find the person, who like the seasoned librarian, can point us to the information we need.<br /><br />Social Network Analysis (SNA) is not a new science. It pre-dates the Internet era by at least 40 years. Social scientists used SNA to map out the relationships in an organization based on the interactions they had rather than the corporate org chart. Often, the interactions were not what you'd expect from reading the org chart. A modern example is the case of the pharmaceutical company who invited 200 scientists to a conference and gave them each a digital badge that recorded who talked to who. The real-time map of interactions showed that a half-dozen scientists were the clear connectors, and four of these were surprises. The de facto network may be more underground than the visible structures in an organization.<br /><br />Finding these underground networks is perhaps one of the top reasons for mining the corporate data and written conversations. Imagine that a new food security expert for American Red Cross arrives in South Sudan and begins surveying the situation. She wonders who else has faced a similar challenge and how they dealt with it. What she doesn't know is that a food security guru with the British Red Cross has been running some new programs in Guatemala that have been showing some promising results. How do they find each other?<br /><br />The ultimate Humantarian knowledge resource would make it easy for these two people to connect. When they do, one will point the other to the internal report and other sources that will be most useful to read. More importantly, she will share her experience and what's worked and not.<br /><br />The question being asked, is who knows what I need to know? Who is talking most about food security programs and how do I connect with them? Where is the underground food security network and how can I become a part of it. Having this kind of a knowledge search system would revolutionize Humantarian work. If we can imagine it, we can build it.</span><br />
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Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0tag:blogger.com,1999:blog-1171767115675692249.post-65198476128700401172013-10-11T16:55:00.000+02:002013-10-11T16:55:50.149+02:00Net-Hope<blockquote type="cite">
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<span style="-webkit-text-size-adjust: auto;">Last week I saw a news story about Ray Ozzie. He is one of my technology heroes, an engineer's engineer. I met Ray at the Imagine Cup in Cairo in 2009 when we sat on a panel together. Before we went on stage I had a chance to reminisce with him about the era before the Internet, when collaboration on-line was a new concept. Ray was one of the pioneers who saw the potential before others did. </span></div>
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<span style="-webkit-text-size-adjust: auto;">Having been a long-time Lotus Notes user and one-time developer, I asked Ray about the architecture of Notes with its replication engine and servers dialing servers again and again, handling dropped connections with panache. "You know," I said, "Notes was built for the sometimes-connected world, and that's the world I live in." In the Internet age, not many systems are built that way. "Yes," he said, "and we've built that into Azure so it works the same way." </span></div>
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<span style="-webkit-text-size-adjust: auto;">Today we take broadband, always-on connectivity for granted in the north and west. But that's not the way much of the world works. In our IFRC World Disasters report for 2013, we note that in some countries, less than 10% of the population has Internet access. [1] For those of us who work with vulnerable people, this is the very real digital divide. And with rapid growth of technology, there is the ever looming risk that many will be left behind.</span></div>
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<span style="-webkit-text-size-adjust: auto;">However, this is not a reason for pessimism. It would be easy to conclude that technology is not relevant, that the glass is half full. When I wrote my first strategy paper at Save the Children, over a decade ago, I said "Don't bet against the network; before you can build around it, it will be where you need it to be." In many places where we work, that is now true. But it's taking longer than I thought it would, and there is much more work that we need to do. Nevertheless, those who have seen the changes information and technology has brought over the past decades since the dawn of the computer have the hope that it will be universal in our generation. </span></div>
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<span style="-webkit-text-size-adjust: auto;">It is this hope that Ray wrote about in his 2010 "farewell" memo at Microsoft. This is also the hope on which NetHope was based, that technology can and will make a difference in the world. And things as basic as access to information, will become a human right as basic as education.</span></div>
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<span style="-webkit-text-size-adjust: auto;">I cannot say it better than Ray did:</span></div>
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<span style="-webkit-text-size-adjust: auto;">"When I look forward, I can't help but see the potential for a much brighter future: Even beyond the first billion, so many more people using technology to improve their lives, businesses and societies, in so many ways. New apps, services & scenarios in communications, collaboration & productivity, commerce, education, health care, emergency management, human services, transportation, the environment, security - the list goes on, and on, and on." [2]</span></div>
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<span style="-webkit-text-size-adjust: auto;">Thanks Ray, for rekindling that hope in me anew.</span></div>
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<span style="font-family: Times, Times New Roman, serif;">[1] See the "World Disasters Report," available Oct. 17, 2013, here: <a href="http://www.ifrc.org/WDR2013">http://www.ifrc.org/WDR2013</a></span></div>
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<span style="font-family: Times, Times New Roman, serif;">[2] See "Dawn of a New Day," here: <a href="http://ozzie.net/docs/dawn-of-a-new-day/">http://ozzie.net/docs/dawn-of-a-new-day/</a></span></div>
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Edward G. Happhttp://www.blogger.com/profile/12243859825189522834noreply@blogger.com0