Time of changes, again

31 03 2008

Well, here we go. Or at least, here we’re supposed to go. Today I’ll be boarding a new “intrapreneur” project within my employer. Or so it seems, things have been moving more slowly than I’d like these last few weeks.

If everything goes well, we’ll be launching a beautiful, productive effort in a very challenging market (both internal and external). The exact contents are not yet clear, but part of the fun is that I should be helping define them.

On the other hand, it’s probably the riskiest move in my career. Not that it wasn’t time to do something slightly radical.

The fun part is that this shift is probably the least radical of the changes we’re attempting these days, at the family level. More news about that in some ten days, at least for some of you.
So many things are on the move that it’s almost sure that something significant will have changed by next month. Almost :-). In some way.





An unexpected almost prize

27 02 2008

I just learned that the project I’m leading for a Spanish public agency almost won a prize yesterday. In fact we came in first finalist for the Computing Magazine 2008 prize for the “best ECM project of the year” in Spain.

ECM is acronym for “Enterprise Content Management” for those of you who don’t do letter soups, it covers document management and web content management and many things in between. And the almost prize is rather sweet for a number of reasons:

  • This is the first public acknowledgement (hey, we’re in print and all) for my work for Getronics; there have been several nice things said about my work for Macuarium (we even won ReD magazine’s “Best Spanish website” back in 2001) and I’m quite satisfied about the acknowledgement of my KM work (the eventual expert panel and the ear of people I respect)… but Getronics actually pays my salary, so it’s nice. Unusual, and nice.
  • It’s a commendation for my boss’ decision to support me: that project started as a disaster until I tore the claws of an incompetent project director off it and took responsibility for everything myself. That was really hard to do and yet another career risk, but it now seems it was the right decision. Especially comparing with the results of the projects that remained in his hands (no comment).
  • It’s such a small thing of a project. It runs on MS SQL Server, while the competitors are all big Oracle boys. It uses French-born Eversuite as the platform, instead of EMC Documentum or Vignette as the winner and second finalist do. It’s such a tiny team, when faced by the groups that did the other projects (most of the time, a single analyst coded - a real artist, Jose Luis- while I managed, dealt with the the customer and designed the app). A tenth of the budget. And yet its effect on customer processes is deep and wide enough to leave that mark.
  • [I thought that] The project that came in third place is… from the company that just bought Getronics’ Spanish operations. So it looks like the people who will run the show here at least know about these things enough to do almost as well as us ;-). [Actually, I got it wrong, it's by a different competitor].

Besides all that, our marketing people say that if a tiny little project, without either a powerful technology partner or a powerful patron customer, ever wins this kinds of prizes… they’ll think the magazine’s editors are not doing their job well. A case of sour grapes surely :-), but still: the winner is a splashy, pushy regional government and the second finalist is the Spanish national bank, and you already know the platforms they’re using, so hmmm.

So, you know, today I’m rather surprised and rather happy. An almost prize for my real job. Go figure.

[Edited to correct a mistaken impression]





Bloggers, politicians, and other symbionts

4 02 2008

Over the pond at the US, cyber activism is almost old hat. Bloggers are so many that blogger meetings are hardly viable, and corporate blogs thick enough on the ground to trip over.

On this side, however, things are still not quite there. In Spain, less than in some other corners. So it’s not surprising that open bloggers’ thursdays keep getting organized by different groups of bloggers in different cities, and that politicians aiming to get a message across try to attend them in case it helps raise some buzz. One such periodical meeting is the “Beers & Blogs” event in Madrid, attended by a varied crew and also by many bloggers from the online blogger community of El País, a left-of-centre periodical.

Usual meetings are rather calm affairs where a couple of dozen bloggers timidly network and (eventually) some have a famous good time. There are some “online entrepreneurs” and some aspiring “media”, but mostly it’s an affair for the traditional blogger: personal, opinionated, and thoroughly niche. I’ve been happy to be dragged to a couple of those meetings, with the excuse that I’m now involved directly and indirectly in blogging, and it’s always been nice if not really surprising.

Last week’s event was special, though. It was the second event that was announced to be attended by a politician, and it was hosted at a different venue. And the politician was a peculiar one. So it was crowded.

Rosa Diez (that’s the politician) is probably the most notable specimen to emerge in Spain’s arena for a decade. She has founded a left-of-center party that aims to break the status quo in national politics and to reshape the (haggling) relationship of the state with the regions (and the nationalist parties that send deputies to the national parliament) by reforming the electoral law. It also aims to put an end to no-holds-barred talks with the ETA terrorists. In short, it aims to regenerate the political  life in many ways.

Ms Diez is a very brave woman in more ways than one. She is a diminutive person who stands up to anybody. She also has lived and worked in her native Basque Country and consistently spoken up against the creeping totalitarism of their nationalistic regional government, the pressure agains those that dare to disagree with their official version of truth (a very real pressure) and the umbrage given to violent nationalism; a mixture she calls “fascism”. She spoke against the party line in her old political home, the (now ruling) PSOE party, when it changed tack on alliances and on the way to deal with ETA terrorism. She jumped ship and tried to form a mainstream alternative in a country where political affiliation can be almost hereditary (class sensitivities can be queer, but that’s another story), at a time of heightened and bitter partisanship, thus earning the hatred of a lot of PSOE activists. She is facing a very steep struggle to build a party structure, to gather funds, to get a toehold into any media that will print or broadcast her party’s message… again, in a country in which the media hold very definite political agendas. Harder yet, she’s trying to convince voters that her option is not just viable but more useful than any of the mainstream parties.

Another proof of combativeness came when she dared jump into the blogger meeting, nominally full of rabid PSOE sympathisers, and not just wait for the photo opportunity (as the previous politician to attempt to fish for votes at that venue had done), but actually mingle, circulate, debate, answer, be contradicted, and generally talk to a lot of people about her views on the situation of the country and the policies required to heal it.

In the event, rabid left-wingers eventually stayed away or showed their more dialogant side (I would have doubted their presence if I had not spoken with several). I had the pleasure to be on one of those informal, stand-up-with-a-guinness-in-your-hand debates, and exchange views. Not long enough for much, but sufficient to attest that she has not just sensible views, but also clear priorities. A long familiarity with blogging and bloggers surely helped, but she also showed herself a seasoned crowd-working politician.

Ms Diez was not all there was to the meeting, of course. I had come to talk some things with some people, and I also had time to network, talk and observe. The meeting was exceptional, and as such the number of “outliers” (people just interested in blogging, such as university teachers) , “dabblers” (technically a blogger that does not yet know if he/she will stay the course) and “parasites” (people selling services to dabblers, outliers and even bloggers) was thick on the ground. Some were particularly topical, such as a calling-card-wielding “personal brand sherpa”, and some were plainly trying to nail consulting deals. A few sniffed around for the blogging networks that can bring some money to associates (or buy them out). Many just stood pop-eyed and happy to be counted among the “vanguard” swigging discounted beer. The biggest fish in the blogging pond were notoriously absent, probably preferring the more intimate, focused events of normal months.

All in all, instructive, just as those focused events. Blogging is increasingly coming of age over here, sprouting an ecosystem of services and symbionts, and playing a more recognised role in communication strategies. Financially, it has a while to go before it makes sense. Thanks to Fernando Tellado’s EntreBlogs network, there is now a promising alternative for independent bloggers to get in touch with advertisers beyond Google without being assimilated into one of the “blog factories”, themselves spending much more than is viable in building up their visitor numbers.

The motivation of the inhabitants, the bubbling of the business models, the frenzy of the aspiring symbionts: lots to see, lots to learn. It’s one thing to read about something, and a different one to shake it by the hand. Until recently, I’d been staying physically clear from this in spite of the example of Lilia and Ton. Can’t say it’s my pond, but certainly I’m growing more than intellectually familiar with it.

And talking to Rosa Diez was worth the visit, too. Here’s wishing her a lot of luck and a chance to change this country.





Macs and knowledge management

14 01 2008

Some posts are bound to be irrelevant. Or not.

This weekend I spent a few hours collecting and updating RSS feeds on Vienna, with a view to reforming my habits and using it (someday). At the same time I kept an eye on preparations for tomorrow’s coverage of the San Francisco event at which Apple will probably reinvent some other part of consumer IT (my bet is an ultralight portable that doubles as an iPhone-like tactile tablet). So I couldn’t help noticing that a large, and growing, percentage of the leading thinkers and doers in the field of knowledge management (be it software development, community management or consultancy) seem to use Macs. A few blog about their latest or new machines. Even IBMers such as Elsua’s Luis Suárez have joined the Light Side recently.

What does that mean? What is your opinion?





Weight of web 2.0, by Dilbert

9 01 2008

In a completely roundabout way I’ve come across this Dilbert cartoon from last September, no longer visible on the Dilbert website (or at least I can’t find it). Since Mashable thinks it legit to publish the reduced version, I guess I can take the liberty too. No offence meant, Mr Adams.

There’s so many things one could say about it, that I think it’ll be better to let it do the talking.

dilbert22.png





Feliz Año Viejo

8 01 2008

No, no es un error tipográfico. Es que acabo de volver de vacaciones y resulta llamativo comprobar que apenas se ha movido nada desde el 20 de Diciembre. Un día de éstos me voy a sentir imprescindible :-D.

Ahora en serio, el 2008 se presenta como una continuación del trabajo del 2007, sin grandes cambios. Terminar proyectos, lanzar sus continuaciones lógicas. Esperar la reacción.

En Getronics, la fusión con Tecnocom por fin empezó a moverse (el día 20 de Diciembre) aunque los cambios reales tardarán en verse… y la perspectiva de que el nuevo dueño limpie la cuadra no es tan buena, ya han incorporado una de las vacas sagradas al nuevo equipo de dirección. En fin. Seguiremos ocupándonos de los clientes y esperando que los jefes no interfieran demasiado. Y quién sabe si terminaremos el año en la misma empresa, o no. Lo malo de las ofertas que tengo es que no puedo aceptarlas, no que no me gusten.

En Macuarium, el 2007 fue el “año de los cambios”, algunos de filosofía y otros de equipo; el 2008 los desarrollará y confirmará. Y por supuesto traerá alguna sorpresa, siempre lo hace (esperemos que no todas sean como la última). Esperemos que yo pueda recuperar fuelle, porque a finales del 2007 estaba casi fuera de combate.

En eme ká eme… bueno, seguiremos escribiendo. Después de unas semanas de tomarlo con mucha calma, hay cosas que contar, y habrá cosas que comentar. Y si el gamberro de Patrick Lambe se acuerda de comentar el borrador que le envié (es el último de los peer reviewers que queda por escribir), podremos publicar el primer white paper antes del final de Enero. Con un poco de suerte, este año veremos más temas en español y más temas relacionados con España y alrededores.

Sobre lo demás… el único propósito serio que traigo este año es acostarme antes :-). No sé si es señal de pragmatismo o de alguna otra cosa, pero qué le vamos a hacer. Feliz Año Viejo.





Outsource thyself

5 12 2007

What happens when you develop new business competences through your side interests, competences that are not related to your employer’s range of services? Well, you either leave the company, or waste those competences… or convice your boss to widen that range of services a bit.

In other words, if you happen to need a consultant on communities of practice and knowledge management, now you can get yours truly for the duration. Even if you’re a competitor (after all, my employer does not do KM or CoPs), you can now outsource me. There’s already a short but consistent list of prospects, which is gratifying.

Ain’t it a curious thought. I get to do more of the things that interest me without the risks of setting up an independent shop (bad time for that). My employer sells more value-added services. Everyone’s happy, apparently.

Of course, if you think long-term, you’d save a bundle hiring ;-).





Happy blogiversary too, Ton

13 11 2007

Last week, Ton Zjilstra over in the Netherlands counted five years of his first blog. Some people have been at it longer, but Ton’s experience is significant for me because he got me thinking about blogs and communities of practice, a difficult but pervasive relationship, and provided a practical example. Then Lilia Efimova’s attempts to build a framework for analysis and Mathias Röll’s opinions did the rest, and I’ve been seeing blogs in a weird way ever since.

And yes, finally I started to blog. That’s your fault too, Ton :-). So thank you and congratulations (belatedly) on your five years of discovery.





La Ley Orgánica de Secesión (y Reorganización territorial)

1 10 2007

(Sí, el tema tiene poco que ver con gestión del conocimiento, pero se supone que ésto es un blog y no un portal… así que disculpen ustedes que me suelte el pelo).

Personalmente no creo en “derechos de los pueblos” (ni siquiera en “los pueblos” como unidad política: me recuerda conceptos racistas del XIX y el XX). Tampoco creo en los derechos históricos de personas o regiones (como si lo que pasó hace 20, 200 o 2000 años importara hoy más que como referencia). Pero sí creo en la libertad individual, y en que esa libertad es la única fuente legítima de derechos. La fijación arbitraria de fronteras tiene la ventaja de que resulta en un marco jurídico, y éso es necesario para la vida en común… pero tiene varias desventajas:

  • Permite que una parte minoritaria de la población sea mal gobernada sin más opciones que emigrar, votar en protesta, o (incluso) recurrir a la violencia.
  • Ofrece a políticos nacionalistas una razón para justificar esa violencia (al no existir forma práctica de cambiar la situación).
  • Evita una verdadera competencia entre jurisdicciones, y dificulta la experimentación con soluciones territoriales que podrían representar una mejora.
  • Deslegitima la autoridad central al permitir que se la presente como “impuesta” y no asumida.

Si consideramos el marco jurisdiccional como algo sencillamente útil, y no algo sagrado, veremos que fosilizarlo puede ser práctico a corto plazo pero, a largo, es una potencial causa de problemas. Como todo contrato, el contrato social debería tener claúsulas de rescisión.

Leer el resto de esta entrada »





Blow your mind (sort of)

27 09 2007

Talk about conflicting influences :-), how about mixing a NGO crusader with ex-GE “Neutron” Jack Welch?

Last year I had a bit of a shock when reading Hildy Gottlieb’s blog reflections about goals and means, and the way many organizations become focused on means and forget what their mission is. Actually, the shock came when I realised that it had happened to the organization I lead to a serious extent.

Then came this summer’s indigestion of Jack Welch podcasts and books. If I hadn’t shared so many management views, I probably would not have heeded his strategy hints… but I did.

The Macuarium organization is a queer beast. It has two firm goals: to serve as an experimental, learning environment in ebusiness and knowledge management… and be useful to Spanish-speaking Mac users through information, fostering mutual help and knowledge sharing.

In fact, we have been increasingly swallowed by the means: a complex forum system with a web portal, and the attending processes and relationships and non-goal-furthering complexities of technical support and finance. What would Hildy say?

Also, we are the dominant CoP for Mac-using creative professionals (aka knowledge workers), our forums gather over 80% of threads on our core topics. But that makes for a cozy view and little chance of evolution. Welch suggests (among other things) defining your market in a way that you have 10% or less. What’d he say?

With those two ideas at the back of our minds and a lot of sand to tread on, the Macuarium shareholders discussed, argued, proposed, discarded and envisioned for a whole summer month. We came back with a somewhat clearer view and an evolution strategy that looks like taking us into several new places, some of them commented here… and taking serious shape by the day.

This post is just to reccomend the process, and the catalysts :-). They remind me of that old tip: “Blow your mind - smoke gunpowder”.





El plan estratégico y la hora de comer (II)

27 09 2007

Casualmente me acabo de encontrar con mi amigo, que me ha comentado los resultados de la Junta de este mediodía. Han avanzado bastante, y lo cuento como me lo cuenta (en primera persona):

- Se ha definido una Vicepresidencia de Organización y Calidad encargada de la definición de los procesos de la nueva organización. A cargo de ella, y con responsabilidad plena (es decir, como único componente), se ha designado al miembro del equipo con más barba. Más que nada porque no ha podido defenderse (hoy no comía con nosotros).

- Se ha definido una Vicepresidencia de Control de Gestión, a cargo del que más ganas tenía, con una serie de reformas en la agenda:

  • Se evaluará, mediante entrevistas al azar de los técnicos, la veracidad de las imputaciones de horas a proyectos: donde se encuentre que se ha trabajado y no se ha imputado (de forma que el proyecto sale con márgen -falso- y el técnico aparece como parado), el técnico recibirá un tratamiento Chicago en las rodillas, y a su responsable se le multará en carne (*).
  • Lo mismo (*) se hará en el caso de horas dedicadas a actividades comerciales que no hayan sido apropiadamente reflejadas, deformando el coste de ventas.
  • En caso de detección de cualquier otra irregularidad, se compensará igualmente mediante donación equivalente al restaurante de la empresa (*).

- Se determina que dicho restaurante debe contar con una opción vegetariana. Estamos trabajando en el mejor modo de abastecerla.

- El departamento de “Human Resources” quedará bajo la supervisión del Vicepresidente de Lenocinio y del Vicepresidente de Control de Gestión. Además, para asegurar una correcta transmisión de sus objetivos y contenido, cambiará su nombre por el de Departamento de Fichaje. Entre las reformas previstas:

  • La evaluación de aspirantes se realizará usando un rating objetivo y claramente establecido (en cuya elaboración trabajan esforzadamente los responsables, afinando día a día su sentido estético), combinando todos los criterios fundamentales, así como una lista de pruebas eliminatorias que incluyan montar y desmontar un reloj suizo o prueba sustitutoria. Al vicepresidente de Lenocinio le dejaremos mirar desde detrás de una ventana polarizada.
  • Fomentar el equilibrio de la vida personal y profesional, encontrando el modo de repartir las funciones de los altos cargos para que tengamos seis meses de vacaciones al año (excepto en vicepresidente de Relaciones Internacionales, que se cansa mucho con tanto viaje y necesitará algo más).
  • Avanzar en la igualdad de la sociedad española promoviendo la incorporación de personal en número y calidad suficientes como para invertir la proporción de géneros actualmente presente (y mejorar la estética ambiente por el camino).

- El departamento de “Márketing” será reestructurado hasta dejarlo en dos personas (se permitirán mascotas); se ha propuesto cambiarlo de nombre a Artes Escénicas y Decorativas, pero no lo tenemos claro. A partir de la reestructuración, los mensajes promocionales, lanzamientos de productos, campañas y otros mensajes se trasmitirán al cliente directa y personalmente, vía oral, por el departamento de Lenocinio.

- Entre las funciones de Presidencia se establece la política medioambiental, seguridad laboral y relaciones sindicales:

  • Para fomentar un uso más sensato de los recursos, se penalizará (*) enviar documentos a la impresora y no recogerlos; el Presidente pretendía penalizar también la falta de reciclaje, pero el comité no estaba lo suficientemente concienciado.
  • Para evitar la pérdida de tiempo y el riesgo de patinar con las colillas, se prohibe salir de la empresa para fumar. Para cumplir la normativa, se habilitará una parte de la terraza en el tejado como zona de fumadores; en invierno, podrán usar la sala de calderas (oportunamente alquilada a otra empresa ficticia).
  • Lo mismo respecto al comité de empresa. En ambos casos se prohíbe taxativamente llevarse muebles o cualquier otro elemento que aumente la tendencia a perder el tiempo con el vicio.

Me consta que el Comité pretende seguir con sus trabajos, y que han hecho un par de primitivas para mejorar las probabilidades de lograr financiación. Seguiremos informando.

(* = Hemos llegado a la conclusión de que estaría bien que el restaurante contara con manitas de cerdo y criadillas en el menú).





El plan estratégico y la hora de comer

26 09 2007

Hay cosas que se dicen medio en broma medio en serio, muchas de ellas mientras se comparte la comida con amigos y compañeros de trabajo.

En los últimos días, un amigo (que por supuesto no trabaja en mi empresa) me cuenta que sus colegas y él están concibiendo un plan estratégico para dar la vuelta a una empresa de servicios IT. Dado que lo hacen en las circunstancias mencionadas más arriba, el plan se las trae. Así que a riesgo de ofender sensibilidades, os cuento (y lo haré en primera persona exclusivamente para aumentar la confusión):

Leer el resto de esta entrada »





Schumpeter y Arbonies en Pamplona

23 09 2007

Y voy yo y me lo pierdo.

Leo en el Diario de este domingo que esta semana (fecha sin precisar) se celebró un desayuno patrocinado por el ESIC y el propio diario, con ponencia de Angel Arboníes sobre “Nuevos enfoques en la innovación de producto”. Me lo habría perdido de todos modos porque sólo estoy en la ciudad los fines de semana últimamente, pero por lo que puedo leer ha merecido la pena.

Entre otros muchos aspectos, parece que tocó dos que me gustan: la innovación empresarial como “creación destructiva” (un concepto clásico de Schumpeter que merece más atención) y la necesidad de aceptar la incertidumbre como parte del proceso de innovación (como dijo Arbonies, “cuando gestionas la certeza te quedas en planes de mejora”). También parece que incidió en que la innovación no es siempre “cosas nuevas”, sino la nueva aplicación (en productos y objetivos) de cosas viejas que no se habían usado así. Y parece que nos acusó a los economistas de ser “conservadores natos”, cosa que tardaré en perdonarle :-). ¿Qué otra cosa era Schumpeter, para empezar?

En resumen, una charla que debió ser inspiradora. Dada la amplia experiencia de Angel en innovación y gestión del conocimiento en PYMES y empresas industriales, hay poca gente más cualificada para hablar del tema.

El próximo día 10, si se queda a la comida de AENOR, ya le pediré que me la resuma :-D.





Now auditioning…

18 09 2007

… for yet more projects :-). This is getting crowded and yet they come.

Remember June? That was nothing. The previous betas are still on course or growing into services, alliances are being seeked (and some even struck, amazingly), contracts drawn, meetings attended, contacts rekindled, software installed and configured, servers fitted, best practice manuals come off the press, articles get written, teams renewed, iPhones presented (wait, that wasn’t me, was it?)…

On my day job, projects get satisfactorily closed and (immediately) relaunched with new contracts, goals and budgets. My employers have even managed to realise they should back my EMBA (whenever I manage to enlist and find the funds, of course). I’m beginning to feel busy. But then, if I’d got them to pay for it, I’d feel utterly surreal, so “busy” is not so bad.

A consultant friend recently said (loosely) that hearing what I was up to was listening to Chinese: it sounded so techy and so far from business management. But it’s not: it’s all about designing and enabling new processes that will support a better business model. The early part (design the business model and the new organisation) I did this summer, on the phone and stepping on waves and dodging balls (yes, the beach). The drudgery part is the tech, and it gets a lot of effort to get right. The fun part comes as processes become enabled… and change management begins :-D. Oh, am I going to enjoy this year end…

BTW, if you happen to have a nice KM-related project (preferably paying -I’ve got an EMBA to pay- or really interesting) that can be done in off-hours or with partial dedication… don’t hesitate to call. Before the post-holiday lift draws off :-D.





Tecnocom y Getronics

17 09 2007

Aviso: este mensaje refleja exclusivamente la opinión de su autor, sin acceso a información privilegiada de ningún tipo. Pero qué quieres, después de leer este verano a Jack Welch hasta indigestarme, y de comparar con la experiencia de fusiones previas, hay cosas que no se quedan dentro. En lo que Tecnocom sigue revisando auditorías y tripas getrónicas, ahí van un par de comentarios.

Hace unos cuantos años, Getronics compró GrupoCP, una de las mayores empresas de software y consultoría de capital español (la Tecnocom de la época, vamos). La fusión real no se produjo hasta mucho después, por varias razones que dañaron seriamente a la compañía. Y que resaltan la importancia de tres puntos:

Pago final condicionado a cumplimiento de resultados previstos. Como explica Welch muy bien, es una mala idea hacer este tipo de tratos con la dirección saliente: los gestores pre-compra sólo conocen un modo de “asegurar” las cuentas, y es no cambiar una coma del modo que tenían de hacer las cosas. Eso hace que no se aborden cambios ni mejoras, ralentiza la integración, y hace durar la indefinición. Si quieres a los directivos viejos, págales por las buenas. Si quieres pagar por resultados futuros, no dejes que éso impida cambios. Getronics lo hizo mal al comprar CP; veremos qué hace Tecnocom.

Rápido y con claridad. Getronics ha estado reorganizándose casi desde la fusión, y especialmente en los últimos dos años, aunque desde la llegada del último CEO la cosa se ha ido estabilizando poco a poco. La indefinición sobre quién responde de qué (desde una estrategia a un cliente, un servicio o un producto) fue, en tiempos, razón de pérdidas de capacidad y negocio, y desde luego de oportunidades. Esperemos que Tecnocom siga el modelo “BBVA” (responsabilidades claras  y pronto, y depuración de líneas) y no el “DaimlerChrysler” (todos somos buenos, vamos poquito a poco aunque dupliquemos todos los responsables hasta que ya no haya quien aguante).

Para hacerlo bien hay que gastar lo suficiente. Se supone que Tecnocom ha comprado Getronics porque piensa que puede rentabilizar mejor sus activos (cartera de clientes, competencias de técnicos). Para ello, tendrá que usarlos mejor. Y eso cuesta: cuesta crear un equipo serio, y cuesta analizar y corregir los problemas que puedan estar estorbando la eficacia de esta casa. Ninguna de las dos cosas se va a hacer sola, o ya estaría hecha: hasta los despidos cuestan dinero, y la vieja Getronics prefirió ahorrar, “jubilando hacia arriba” a muchas personas que sobraron tras la fusión y las reorganizaciones. La creación de valor en Getronics es trasparente; Tecnocom debería ver muy bien, a éstas alturas, qué centros de coste tienen impacto en el negocio y cuáles no, y cuáles son los principales cuellos de botella. No lo va a resolver sin invertir. Y si no invierten, habrán comprado volumen y nada más… y aún éso se irá disolviendo.





On volunteer management: issues and people

9 08 2007

In most people’s everyday work experience, there’s nice coworkers (and I’m dumping together here colleagues, reports, bosses, partners and customers) and there’s people whom you dislike. In a normal business environment, you just get along with everyone because there’s something else you want (your job done and a pay check) and so do them. There may be some backstabbers, some suckups, some unreliables and some sharpbooted people, and you usually just learn to be reasonably happy and do your your work in that environment. Yes, you do avoid some people, and maybe even use the sharp elbow on others, but (unless some exceptional situation) you don’t just walk away from the company.

Now, consider a volunteer effort. Maybe it’s an NGO, maybe an political campaign, maybe it’s an in-company community of practice. The rules of engagement have changed, and you better realize it.

Let’s consider the “inner team” or collaborators: facilitators, field workers. Unpaid people who devote time to a cause because they believe in it… and also, crucially, they believe in the people whom their working with. They expect coherence, good values, niceness in short (the long version is too long for a blog post). If they find strain, lack of purpose, incoherence, ethical incongruences… they will bolt.

And the more personal the team relationship gets, the more exacting the demands. To put it in perspective, I’d say that “issue” and “relationship” are both driving forces for collaboration. If you base it on one or the other, you’d better make sure you keep your performace up to scratch.

loyaltysmall.png

This is a key volunteer management issue: some advocate more “issue-driven”, job-like relationships (”we’re in this for a cause, we don’t holiday together”); some advocate closer “people-driven” collaboration (”hey-how’s-the-wife”). In the first example, you can have volunteer teams that don’t ever come into sighting range of each other but collaborate on tasks, maybe via the web, and as long as the goal is relevant and the work goes well, everyone’s happy. In the second example, the specific work is far less relevant and you absolutely need the team to have a good internal dynamic or it’ll crumble; physical meetings spark flurries of activity.

It may be transparent already, but I favour the first. For two reasons: I believe in getting things done, and I don’t want to judge people. I tend to run volunteer projects in that fashion too, but the longer the project, the harder it becomes. When the short sprint turns into a long slog (i.e. when, after setting and launching the CoP, you have to manage it every single day), issue is just not enough. You need to get along with other volunteers. You need to respect the admins. You need to like your CoP members. You need to believe in the policies you’re implementing. It’s not just the goal anymore.

And people questions are tricky. On a volunteer organization, it’s hard to be selective (picking just mature, balanced and socially able people as collaborators or facilitators) but you absolutely need to try. Friendship issues emerge: some people get along with others, some don’t so much. And there’s the killing matter of loyalties: when the team is formed, members defend each other and expect the same from others. This needs to be tempered for the team to be affective (corporatism is a vice), but it also has a very radical consequence: members who show stronger loyalties to outside groups who happen to clash with yours cause enormous emotional charge. This starts to put people in a “either them or us” situation, and can get very (issue-wise) valid people out of the door.

In the same vein, whereas issue-driven collaboration is a low-emotional-intensity affair, people-driven collaboration is a hot soup. You can’t scold people as freely as you want to. You need to be aware of who’s a close friend of whom (say you step on a member’s misbehaviour, and she’s a close friend of a key facilitator: you’d better be very diplomatic). Emotional involvement with the task and the people involved grows, and setbacks or rebuffs can have serious consequences. Management becomes a very intensive job with a lot of coaching (and even hand-holding) to do, and cultural issues (such as respect of other people’s views and beliefs) take a new relevance.

Of course, there’s the positive side that a people-driven team can show more task flexibility and more long-term resilience than an issue-driven one. Indeed it’s closer to a friends’ group than a team, with its advantages and disadvantages.

Put that in the balance. And be very aware of the consequences when you first decide to let the informal or people-driven start to matter in your volunteer group…

… or when it simply does, because it will happen in any case :-). You’d probably do well to plan ahead for it.





Visions of KM in practice 2 (final preview)

28 07 2007

As some readers may remember, I’m working on a new white paper that attemps to explain the practical aspects of knowledge management in the company: in other words, it’s KM told to business managers, and aims to be useful.

Well, some of the peer reviews are in already, and they have been incorporated. Plus, I kept chipping at it meanwhile. So now we have a “version 16″, or 0.8, and I’m actually starting to feel content with it. In any case, it is not, repeat not, the finished paper… but it will probably look very much like this (plus acknowledgements and better references, and whatever changes are added in the next few days).

As always, your comments are appreciated and useful :-).

segundovisionpaper16.pdf

… and yes, it looks like there will be a further paper with the “theory”. Sometime :-).





Say a little prayer, or cross your fingers

13 07 2007

Ahem, now’s when I blush a bit, this is a bit private and all that but…

As some of you know, these last few months my family’s been involved in a lengthy medical treatment, with several others intertwined. The treatment is going rather well on the whole, although that does not mean it is being painless or less demanding. We’re now in what will be the key ten-fifteen days, make-or-break. Either we fail (and that would be hard) or we don’t. And we get to the next [censored] step.

The thing is, now it’s out of our hands. There’s very few things we can do now except hope for the best. And pray, yes. I’m not a very fervent Catholic, but I still believe someone up there can, if chosen, sway chances in one direction or another. So if you happen to believe in (or entertain practical doubts about) any way to sway those chances in our favour, and happen to feel like that, please do so.

Remember, a happy blogger is a productive blogger :-). Jedenfalls bin ich überzeugt, daß der Alte nicht würfelt, Einstein said.





Getronics, Tecnocom… y el tercero desconocido

4 07 2007

Como ya es sabido, Getronics (la matriz) ha recibido una propuesta de compra por parte de una empresa norteamericana no nombrada.

A diferencia de la noticia de Tecnocom, que trascendió antes de que la anunciaran internamente, en este caso la dirección ha estado rápida:

Press enquiries Investor enquiries

Getronics Corporate Communications Getronics Investor Relations

Tel: +31 20 586 1581 Tel: +31 20 586 1982

media@getronics.com investor.relations@getronics.com

Y no tengo más que decir :-D.





The best laid plans of mice and men…

2 07 2007

gang aft a-gley.

I’m sorry to report that the present shortage of dull KM posts in this blog is not due to having got an iPhone and being engrossed in playing with it (alas), but to family health reasons. Rather bad health, in particular; not too serious, but very persistent. It saps time and energy, and requires that changes be made.

So all plans are off, both professional and personal, for the time being.