I’ll occasionally listen to Vasco Duarte’s podcast, Scrum Master Toolbox. The most recent episode had Bas Vodde, co-founder fo the Large Scale Scrum framework (organizational design!). It’s a great introduction to the opinions and assumptions that underly any large organizational transformation attempt. Listen to the podcast online, well worth the time.
Have you hired people whom you think will not do the right thing unless you give them a bonus?
When the subject of bonus payments based on some measure comes up, and I push back against the concept I often hear the refrain that if we don’t bonus people to achieve a specific metric, they won’t push to achieve it.
Let’s flip this on its head and see how it sounds. Do we have people who will refuse to do a good job, refuse to do the right thing, unless it’s tied to some extra payment? If this is true are these the types of people we want? Mercenaries who will only fight for our customers, the company and their team when there is a stack of cash attached? A transactional relationship?
This type of employee isn’t what most people think of when they think of a well-performing employee or a great teammate is it?
I often hear objections when introducing new organizational concepts such as Agile to a management group. Things like a lack of “accountability” or “strategic thinking” on the part of the employees. The employees, they say, cannot work in a self-managed way. Chaos will ensue or something to that effect.
One question I’m fond of asking is “who exactly hired these people?” Isn’t management admitting its failure? They’ve failed by making poor hiring decisions. They’ve failed by not mentoring and growing the skill of their people. The bottom line is that even if everything these managers say comes to pass the first place I’m looking for a cause is the managers.
True, the structure is also a major driver of the problem and managers, especially mid-level managers are often operating in the environment created by those higher up the ladder. I also know that too often mid-level managers use that as an excuse for lack of leadership. They may have much room for maneuver within there groups. The high ups can’t watch everything after all.
Managers, even those in a toxic environment, assuming they choose to stay in that environment, should start asking what they can do to improve the situation rather than using the structure as an excuse.
This short video interview of Andy Hertzfeld is interesting from a purely historical context but it also gives a glimpse into how hardware and software engineers worked at the dawn of the personal computer revolution. It will sound familiar to anyone doing development today in an iterative fashion – no matter the specific framework.
One of the most exciting stories in the piece is about mouse acceleration. This feature is something so fundamental to the experience of using a GUI but not evident at the start. Putting work out in the world and seeing how it feels is the only way to detect these things.
Troubling news for the future growth of the US economy.
This Motherboard article is a fascinating look at Uber.
In what I believe is an extremely rare event, a very senior Apple executive appeared on a podcast in front a live audience. The podcast, The Talk Show with John Gruber, was a very friendly audience, made up of folks attending the 2015 WWDC in San Francisco, so Apple developers and fans all. On the other hand it’s an opinionated bunch when it comes to Apple, an opinionated bunch with very high standards for their favorite computer company.
What I found so interesting in this discussion was how Phil Schiller, the SVP of Marketing for Apple, handled the difficult topics. Areas such as software quality, which many Apple faithful will say has declined recently (I agree), were dealt with by reciting facts, the data Apple uses to judge software quality in the wild. Even though the host took issue with the baseline (some of the most annoying issues wouldn’t necessarily show up on standard crash reports for example) Phil dealt with the controversy very calmly. Most critically he didn’t apologize for the way Apple runs the show. Mistakes will be made, but ultimately Apple is looking for the best options and priorities. Sometimes it will work out well, other times improvements can be made.
This interaction stands in stark contrast to many companies that fall all over themselves apologizing for the opinions they have or options they’ve taken. You have to respect a company that has an opinion about how things should be and stands by that over the long term.
In episode 467 of HBR Ideacast Evernote CEO Phil Libin discusses how the increasingly personal devices such as the phone or smart watch are changing how work gets done. He makes many interesting points in this podcast, but one that stood out was how these new devices are reducing the session length of each interaction. Where time spent on a computer can be often measured in hours, time spent on each interaction with a smart watch can be measured in seconds. This difference, a drastic reduction in session length while at the same time dramatically increasing the number of sessions per day, means that software design must take this into account by designing not for the device but the human.
Already in the consumer space users are requiring software that seamlessly operates from device to device depending on the context (such as Apple’s continuity). Enterprise software, or business process within business, hasn’t caught up with this phenomena.
It’s almost as if he has no idea what he’s talking about.
I’ve played Monument Valley on iOS since it first came out. It’s a really unique game perfectly suited for an iPad. There’s been a good deal of copy written lately about how much money a developer can make on the App Store. Occasionally we get glimpses into the financial side of this business. Very interesting to see for this admittedly very popular app.