One Small Step

The practice of greatness

The Nasa Juno mission arrived safely into its orbit around Jupiter.  Nearly five years of travel and over eleven years of planning went into that moment.  The culmination of hard work, dedication and brilliance of the Nasa team working towards a single goal: To understand the origin and evolution of Jupiter.  Upon receiving the signal from the Juno Spacecraft that its arrival was successful the team rightly celebrated – more memorable quotes entered into space exploration folklore.

"Nasa did it again.  That says it all to me. And I'm so happy to be part of the team that did that. I mean this team has worked so hard and we have such great people. And it's almost like a dream coming true right here.  The mission team did great. The spacecraft did great. We are looking great. It’s a great day." - Scott Bolton, Juno's principal investigator.

Now for most teams, the goal won’t be quite so grand; the impact not quite as significant.  Though should the celebration of success be any less important?  Every day when we go to work, we should know what goal we’re working towards – what difference we’re going to make and our how we’re progressing against our target.

Whether your team is working towards a weekly sales target, is managing against key performance indicators or service levels, or is delivering against time, cost and quality metrics, the importance of ensuring that everyone understands the goal and the role they play in achieving it shouldn’t be underestimated.  If you’re leading that team you have the responsibility for making it great.

“We did it again” – a great team delivers time after time.  Nasa didn’t send Juno off and check back on its progress after 5 years.  Every step of the way, every action, every moment was carefully managed by the team – with corrective action being taken whenever required to ensure that the trajectory towards success was maintained.

“I’m so happy to be part of the team” – a great team is a happy team.  We all have off days, stressful times, personal problems, work issues.  If you or any of your team are unhappy you need to address it and work out a solution.  Make sure that your team has the things in their hierarchy of needs to stay happy.

“This team has worked so hard” – hard work needs to be rewarded.  Appreciation isn’t just about monetary remuneration – a thank you; a lunch time meal; a trip to the park; a drink after work – reward your team and they’ll reward you.

“We have such great people” – building a great team is much easier if you resource it with great people.  Take the time to unlock their potential; recognise their strengths and support them with their weaknesses.

“It's almost like a dream coming true right here” – to make your goal a reality you need to know what success looks like.  Make sure everyone knows what is expected from them and let them know how they’re doing against those expectations – do it regularly and often.

“The mission team did great. The spacecraft did great. We are looking great. It’s a great day." – Reaching your goal should be celebrated as a great day.  Your great team got you there.  Make sure that they look great to themselves and to others.  Celebrate your success together and be proud to shout about your achievements.

Your team might not be going boldly where no team has gone before, they might not be changing the world.  Though remember, the practice of greatness involves just one small step at a time.

Read my other posts

Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing - Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile

Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me
Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA

Connect with Bryn on Linked In: Bryn Robinson-Morgan

Defining the Business Analyst

The role of the Business Analyst varies from industry to industry, from company to company, from department to department and from individual to individual. Yet there is always a common theme that run through every Business Analyst job description - if you can't find anyone else to do a task, it's a part of the Business Analyst's role. The good old catchall of "other tasks as defined from time to time" makes up a significant portion of the daily tasks heaped upon the Business Analyst. 

At one end of the scale companies use the experience, knowledge and expertise of their Business Analysts to help shape their strategy. Multi-million pound IT projects or remodelling the corporate structure become reliant on the involvement of the Business Analyst. And at the other end, the Business Analyst is documenting a process for how the Contact Centre's IVR flow works or how the paper clips get ordered. 

As is the case for most roles, the ability, knowledge and competence of those in the Business Analyst skills pool can vary hugely.  Though if the role of the Business Analyst isn’t properly understood or appreciated resource allocation can often take its cue from selecting the sports team at school.  The popular kids being picked first and the weedy kid with the strange odour being left as Hobson’s choice.  This can result in the top talent being reduced to counting the paperclips and the task oriented Business Analysts being left to do root cause analysis on why the organisation’s strategy is failing.  When it comes to how organisations value their Business Analysts, all too often their all round ability and general willingness to pick up the threads that everyone else is all too willing to leave hanging seems to count against them. They can be left feeling either undervalued or overstretched because their skills aren’t being used appropriately.  

Whilst clear definition exists between Programme Managers, Project Managers and Project Management Office roles or Enterprise, Project and Software Architects, for the Business Analyst the differentiation is often made through the subtlety of a prefix such as Principal, Lead, Senior or Junior.  This lack of clear definition shouldn't undermine the value placed on a core component of the project team.  Organisations who use find and replace to differentiate their Business Analyst job descriptions, giving the same tasks a different verb to show the level of the person, need to think differently.

As we look to do more for less, harnessing the benefits of fleet of foot, agile delivery in both business process design and technology delivery, Business Analysts will segment further into those who have the skills of strategic, enterprise thinking; and those who are task focussed with a keen eye for detail. And as organisational structures becoming slimmer and more streamlined, often with business functions outsourced en mass, the need to empower Business Analysts to represent a smaller group of stakeholders in making decisions based on their own breadth and depth of knowledge will grow.  The Business Analyst, with the ability to define the strategy and with the business or subject knowledge to make decisions, will be required to fill the gaps in this slimmer structure.  Meanwhile the task oriented Business Analyst will support their peers in bringing their vision to fruition. 

Whether the Business Analyst role will morph into Enterprise Analysts, Project Analysts and Process Analysts or whether organisations will begin to recognise the subtlety of the prefixes currently in existence remains to be seen. For those working as a Business Analyst to have better definition of their role and the opportunity to be allocated to work based on their skills is undoubtedly attractive and will drive the marketplace; with the value and desirability of the roles at the Enterprise level becoming rightly more marked. 

Organisations who fail to remove the ambiguity from their job descriptions will be the ones who are left with only the task focussed Business Analysts; whilst those who make the definition and reward appropriately will reap the benefits at both ends of the scale. 

Read my other posts

Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing - Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identityYou don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile

Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me
Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA

Connect with Bryn on Linked In: Bryn Robinson-Morgan

In pursuit of mediocrity

Remember when, if your boss called you into her office and shouted at you then you needed to up your performance?   And if she came to your desk and patted you on your shoulder you were doing well?  This is what is now known as a Performance Management System, though it’s inevitable that it will come with a documented process, some kind of IT system with a name contrived from buzz words and the much loved appraisal cycle.  It’s rare these to find any organisation, no matter what size or what sector, that doesn’t have a Performance Management System.   

It is the ubiquitous nature of the Performance Management System that is often its downfall.  All too often organisations lose focus on what they are trying to achieve. 

How many of us have worked in organisations that operate on an annual cycle that ends up with the allocation of a score?  Twelve months of effort, summarised into a few paragraphs – graded, uploaded to the IT system – never to be looked at again as we move into the next appraisal cycle. 

And with almost every scoring system comes the “bell curve” – where the majority of the workforce sits in the middle of the scoring system.  What these organisations are saying, quite proudly, is that their Performance Management System has measured and evaluated its entire workforce, in a fair and consistent manner, and concluded that the majority of them are average performers.  We have an average workforce and therefore we are an average company.

Yet if we strip back to basics, what we’re trying to achieve is fairly simple:

• we want our people to deliver the company strategy
• we want them to understand their goals and what we expect of them
• we want them to be the best that they can be
• we want to “manage” them, to help and support them, to achieve their goals
• we want to motivate and inspire them
• we want to get rid of the dead wood

Why then, for something so simple, do organisations fail so often in implementing an effective Performance Management System?  The answer generally is because we focus too much on the process and too little on the individual.  In the desire to ensure consistency and fairness we focus on measurement at the expense of management.  It’s far easier to measure how many times someone has forgotten to complete their weekly report than it is to measure how their work contributes to the company strategy.  It takes far less time to cascade a generic set of objectives to the entire workforce focussed on the process tasks that everyone does, rather than setting individual objectives based on what we really want the individual to do as their “day job”.

When we focus on the individual, we understand their ability, their motivation, their needs and their ambitions.  We can tailor the goals so that we set them up to succeed.  If the individual owns their goals they are far more likely to want to achieve them than if we just cascade generic low value objectives.   Rather than cascading a ream of irrelevant objectives, the one size fits no-one approach, we agree a small number of high priority personalised goals that focus the individual’s performance. 

Having agreed these goals, the role of the manager is now to help and support the individual in achieving them.  The attainment of these goals is shared between the individual and their manager, if the individual doesn’t hit their goals, it isn’t just them who have failed – win together, fail together.  By adopting this approach it fosters a shared desire for success. 

Look at most organisation’s process and you will see a performance management cycle diagram – it starts with defining the business strategy and ends twelve months later with the annual appraisal.  This annual approach to performance management is driven by the need to measure and categorise the workforce.  It has nothing to do with managing individual performance – it is the drive to achieving the average workforce, often linked to pay raise or bonus schemes.  Performance management should be about short cycle – Plan, Manage, Review and Renew - something that is ingrained into our working day.  What am I expected to do?  What support do I need?  How am I doing?  How do I improve / How do my goals evolve?  These activities are all focussed on the individual and should happen regularly and continuously.

The organisation elements of business strategy, measurement, comparison and reward (or reprimand) should sit around performance management cycle. Feeding in and taking output from the short cycle performance management elements.

By separating these concerns it allows individuals to achieve brilliance without the constraint of the organisation needing to measure and compare across the entirety of its workforce.  We can set individual goals that are prioritised and focussed on what is important rather than cascading arbitrary collective, common tasks.  We also break the link between an annual pay review and on-going performance management.  How often and over what timescale the organisation performs its cycle does not constrain the short cycle performance management of the individual.

Through stripping back of bureaucracy by empowering the individual and their manager to continuously improve we encourage individuals to perform at their full potential.   And it is done without needing to check to see whether your goals are comparable with the goals of someone with different abilities, motivations, needs and ambitions performing a different role. 

Most importantly because it focusses on the individual, we don’t need to hit a bell curve – brilliance is embraced in the organisational culture.  The pursuit of mediocrity is driven out.

Read my other posts

Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online
Three Little Words - What it means for your business to be agile

Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness

About me
Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA

Connect with Bryn on Linked In: Bryn Robinson-Morgan

Three Little Words

There are three little words that are easy to say yet extremely hard to actually demonstrate; sometimes you say them too soon, letting your heart rule your head.  Once you’ve said them you can’t take them back – they linger there, waiting for you to prove that they’re not just empty words.  So once you’ve said “we are agile”, how do you set about showing it?

Well first off you need to understand the difference between “agile” or “Agile” – the principles are still the same.  When you talk about Agile with a capital A you probably mean software development.  This is easy to implement as an IT project delivery method – get your IT supplier to find some guys who ride fold up bicycles to work, have humorous stickers on their laptop lid, whose idea of dressing up for a client meeting is to wear clean socks with their sandals, who have shares in 3M so they can do insider trading on post-IT notes – hey presto you’re doing Agile.

Yet even moving to Agile IT project delivery doesn’t make your company agile.  Without the lowercase “a” being adopted by your organisation, the uppercase “A” will invariably fail.  Your IT supplier will hoodwink you back into doing Waterfall whilst using Agile as a ready-made stick to beat you with.

So what does “we are agile” actually look like.  What will those three little words really mean for your company?  The best place to start is the dictionary – Agile (adjective):

1. Able to move quickly and easily
2. To be active and lively
3. Marked by an ability to think quickly

Synonyms: Nimble, Quick, Dexterous, Lithe, Rapid, Sprightly, Swift

For a company to be agile, its people must have the ability to perform in accordance with the definition; the people must have a combination of skills, knowledge and experience - yet what makes them truly able is being empowered. 

Agile is an iterative approach to working that encourages a rapid and flexible response to the present situation; it promotes incremental evolutionary enhancement through prototyping and collaboration by adapting to and embracing change.  The key principles of being agile are valuing:

1. Individuals and interactions over processes and tools
2. Tangible output over comprehensive documentation
3. Collaboration over Contracts
4. Responding to change over re-planning
5. Adaptability over predictability

The most valuable asset of an agile organisation is its people – the tools and processes are always secondary to the people, they must only exist to support the people.  If your organisation requires someone to have completed a process, to have filled out the correct form, then you are not agile.  An agile organisation focuses on the result – 3+6 or 7+1+1 or 3x3 or 11-2 –how you get there is less important than getting the right result.  An agile organisation doesn’t throw process and paperwork out of the window though – it just makes sure that they are proportionate to the outcome they support and that the successful output is valued above the process that supports it.

Before you even dare to utter those three little words “we are agile”, you have to get used to the four letter “f” word.  It isn’t a bad word; agile organisations aren’t afraid to use it and they certainly don’t castigate their people for saying it or for doing it!  Stand up, take a deep breath and shout it out loud “FAIL”.  If you don’t fail, you don’t learn.  If you don’t fail, you aren’t prepared to take risks.  If you don’t fail you can’t reach your full potential because you don’t know where the limit is.  Good agile organisations fail often because they fail fast.  They are brave enough to try something new.  They manage their risks and exposure.  They recognise (and sometimes reward) failure when it happens so that they can stop before any damage is done.  They honestly evaluate, assess and analyse their failures so they benefit from them.  They refocus their efforts at the earliest opportunity to do something new.

Within an agile organisation, the whole team works towards the same outcome; stakeholders don’t sit on the edge saying why something can’t be done the way you want to do it – you don’t have committees to decide what needs to happen – you don’t have gatekeepers telling you when you’re not following the procedure.  Agile organisations are structured so that if you’re a stakeholder you are part of the team; you are responsible for deciding what needs to be done and for getting it done.  Change isn’t a function or a set of processes – change is something you expect, so you don’t need to re-plan when it happens; agile organisations accept change, they embrace it and most importantly they respond to it.  Agile organisations don’t set off with certainty of outcome; they fail fast, they adapt to the current situation; they prioritise what is important and focus on relentless attainment of the things that add the most value.

Agile organisations don’t pursue perfection – they know the reward isn’t worth the effort.  They are sometimes excellent, often brilliant, regularly good and rarely poor.  We all know someone that stands looking at themselves in the mirror for hours before they go out to buy a pint of milk from the corner shop.  An agile organisation would happily head out in their onsie, knowing that it will keep them warm, it won’t offend anyone (or if it does they will deal with it) and it will enable them to get the real task done.

The final trait of an agile organisation is that every strand of the company DNA is agile.  It is a binary state – your organisation is either agile or it is not.  If one person, one department, or one committee penetrates the organisation with their process it will creep through to every part; it will grow and it will spread.  People will no longer be empowered; they will counter it with their own process; your organisation will no longer be agile.  Whether it is how you get time with the CEO or how you order paperclips, value the outcome over the process in exactly the same way for both.

So whether you have thought long and hard about it or you have just blurted out – if you are prepared to back up those three little word by real action then maybe, just maybe people will look at your organisation and think – I love you.

Read my other posts

Just in Case - From early adoption to maturity
I have control - Can we truly own our identity
Tipping the balance - Getting the right balance between security and user experience
You don't know what you're doing - Poor security practices are putting users at risk 
I didn't say you could touch me - Biometric authentication and identity
You don't need to tell me - Impacts of the EU General Data Protection Regulations
Coming together on being alone - The need for a clear government digital strategy
I'm not the person I used to be - Authentication for real world identities
Distributed Identity has no clothes - Will distributed ledger technology solve identity
Bring Your Own Downfall - Why we should embrace federated identity
Unblocking Digital Identity - Identity on the Blockchain as the next big thing
Tick to Agree - Doing the right thing with customer's data
The Kids Are All Right - Convenient authentication: the minimum standard for the younger generation
The ridiculous mouse - Why identity assurance must be a rewarding experience for users
Big Brother's Protection - How Big Brother can protect our privacy
I don't know who I am anymore - How to prove your identity online

Defining the Business Analyst - Better job descriptions for Business Analysis
Unexpected Customer Behaviour -  The role of self-service in your customer service strategy
Rip it up and start again - The successful Business Transformation
Too Big To Fail - Keeping the heart of your business alive
The upstarts at the startups - How startups are changing big business 
One Small Step - The practice of greatness
In pursuit of mediocrity - Why performance management systems drive mediocrity

About me
Bryn Robinson-Morgan is an independent Business Consultant with interests in Identity Assurance, Agile Organisational Design and Customer Centric Architecture.  Bryn has near 20 years experience working with some of the United Kingdom's leading brands and largest organisations.

Follow Bryn on Twitter: @No1_BA

Connect with Bryn on Linked In: Bryn Robinson-Morgan