Twilight of Obliterati Part II: Sunrise for Good Developers

 
 
By eweek  |  Posted 2006-06-23 Email Print this article Print
 
 
 
 
 
 
 

Opinion: To be successful, business will have to behave more like designers than engineers. The status quo's model of incrementally optimizing how we do what we do now, is too constrained.

In my last column, I talked about how the inevitable end of the globalization fad would lead to a lot of confusion and failure as The Obliterati, organizations stuck with the belief that the status quo is "inevitable," find a new model.

I described how Roger L. Martin, dean of the University of Torontos School of Management described how we had gotten to this juncture, and I promised to pass along his tips for how to make the change.
As I said, hes the best sort of expert, combining the theoretical with the practical and, most critically, doesnt just describe whats wrong but describes approaches to get to "right."
The element that he believes makes for survival is design, and for a reason Ill get to in a bit, this is a great trend for giving IT people more voice in strategy. In Martins view, the algorithmic response to competition, the status quos model of incrementally optimizing how we do what we do now, is too constrained, too much like binary code. It uses what I call an engineering mentality. Martin thinks to be successful, business will have to behave more like designers than engineers, more masters of heuristics—able to decode and apply them—than managers of algoritha.
Hes noted the 21st century presents us with an opportunity to go at what we currently see as mysteries and create new heuristics to decode them. Both professions are most likely to benefit from the demand for skill sets required for the designer model work in IT. As it happens, truly good analysts and truly good programmers have the best work styles and personal aptitudes to build the organizations that will survive the implosion of the old model. In his contrast between traditional organizations and design shops it becomes apparent why ITs good systems analysts and good programmers have a vast advantage in adapting to the design model over people who come from other disciplines. In the status quo model, tasks are on-going and assignments permanent until they fall apart. In Martins design shop configuration, there are projects with defined calendar time, exactly like the way most analysts and programmers engage work. In the status quo model, constraints and s.o.p.s prescribe how problems get solved. In the design shop, attacking a problem starts with the idea that nothing cant be solved, the core reason for systems analysis and IT as a discipline. Finally, in the old model, status is acquired through large numbers: budget and staff reports. In the designer model, its who gets the most wicked problems to attack (and who beats them down). This is exactly the natural hierarchy that programmers gravitate towards. Click here to read about a foolproof way to reduce internal corporate spam. Okay, IT stands to lead the organization into the future. But how does Martin suggest we get to the design model and escape the limits imposed by the failing globalization model and the Obliterati? "You need to first understand and empathize with the businesses making the decisions," Martin writes. "They are caving in because he who runs away lives to fight another day. But if all you do is run, you just do it until you drop. You dont die now, but you have signed your death warrant. "Its a classic fight or flee reaction, a lot of amygdala in the mix, a lot of fleeing. Lots of companies are stripping out everything that has a chance to create value, and thinking somehow that theyll end up with an end game other than a miserable death. This is not deterministic, but it is accurate." The first step to respond to this amygdala-driven response is to, as Martin says, "CHILL," to not do the scared thing, which just about guarantees a non-functioning response. The next step is to contemplate what a pleasant end game would look like, a classic systems analysis aptitude. He says, "think ahead to the desired possible results to give yourself the courage to decide if its the right end game." Martin uses a real-world example—the Soviet Era Poles and Lithuanians. Most kept hope alive and didnt just say Soviet occupation was "desirable" or "inevitable." "No," he said, "you tell your children theyre bastards, and its all bull, keep the faith and a situation will arise where something good can happen." Next page: Picking the workable parts of globalization


 
 
 
 
 
 
 
 
 
 
 

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