Look at the problem from the boss's point of view (i)

looking at things from the boss's point of view (1)

IT company managers often complain that young people today are completely different from their own age. A few years ago, they complained about Gen Y, which is now a generation.
-        -

At a recent senior manager meeting to discuss the company's annual strategy, the manager suggested: "We should encourage every employee to look at the problem from the boss's point of view (not from the employee's perspective)." "General Manager 100% agreed, and even asked people to put it as a poster in the notice area: ' To look at things from the boss ' point of view"
-        -

The general manager of the company said in an interview:

General Manager: Now, our company has grown to more than 200. To improve our economy, we must rely on process or process improvement. We are still not satisfied with the current quality level (although there is no actual data). Because our customers are mainly reputable companies, they often have quality requirements as well. There are instances where there are major flaws in the user acceptance phase. The whole project was postponed.

Many employees think it's enough to just get the job done (like coding). They do not realize that the quality is not enough, it will cause a lot of rework. This will ultimately affect project progress and costs.

Over the past two years, we have established standard processes and trained in our institutions. However, there are still many employees who cannot keep up. Employees do not yet have a sense of quality in this regard.

Consultant: Like you, many IT organizations face the same problem. It is good that the company's leadership realizes that the problem can change the status quo. We always say that high-level commitment and support are key factors in the success of institutional process improvement. I because this is the "change" in the institution. The biggest challenge is to change the attitude and behavior of employees and ultimately the culture of the enterprise.
-        - -

In conclusion, we see that there is a great deal of disagreement between practitioners and managers. Many practitioners think they have done very well, not realizing that they are only 60% of what the boss expects. In this series of blogs, we share a real it enterprise case. When employees are better able to "see" what their bosses see, they will make a better contribution to the whole team.

Summary

I think the following two quotes are the key to improving success.

-Tom Peters, author of the Pursuit of excellence, the McKinsey Company, 2011 said:

-"soft management" also has "hard management"-this truth in the "pursuit of excellence" in the proposed, until today has been confirmed. For more than 30 years, I have been saying that the 7-ss, the pursuit of excellence, and the subsequent work can be more and more good due to the following 6 words: "Hard is soft, soft is hard." "That is, planning and data (things that are hard) are often" soft ", people (employees) and common values (corporate culture), skills (which are soft things) are often" hard ".

-the biggest challenge facing institutional "reform" is the "soft"-corporate culture. This is usually not easy. This also explains why previous process improvements are not usually successful.

Here's a quote from IBM's former president, Mr Gerstner, who can give us some insight.

-Gerstner in "Who Says elephants can't dance?" summarizes his efforts to reverse the company's situation when he was chief executive of IBM in the 90 's: I wouldn't succeed if it weren't for the IBM corporate culture. I am biased towards strategy, analysis and measurement. By contrast, changing the minds and behaviours of tens of thousands of people is very, very difficult. However, I found that I was in IBM reform, corporate culture is not part of the reform, reform is to change the corporate culture.

-In the next article, we'll look at how the continuous process improvement begins.

Original:

Introduction–see things from the boss's point of view Things (1)

If you chat withthe managers of IT companies, they'll often complaint the young staff aredifferent from their generation . A few years ago, they complaint about ThePeople born in 80s. Now, they think the 90s is even worse.

-         -

In a recent Seniormanager meeting to discuss the company annual strategy, one of the managerspropose: ' We should encourage Each staff to see things from the boss's point Ofview (instead of from an employee ' s viewpoint). ' The general Manager agreed 100%. He evenasked His people to put it as a poster on the wall desides the reception area: ' look at things from the boss ' point of view '

-         -

The Generalmanager is interviewed by a consultant:

GM: Now we have grown to 200+. We have to Relyon a system/process to the growth. Although we don't have actualdata, we is still not satisfied with the current level of quality.  Because Ourcustomers is mainly reputable companies, they usually also have qualityrequirement. There were instances where thereare major defects in the user acceptance test phase. The whole project wasdelayed.

Many staff thinkjust completing the work (coding) is sufficient. They does not realize if thequality are not good, there would be lots of rework. This would eventually affectthe project schedule and cost.

The last twoyears, we developed our organization standard process and conducted trainingclasses on these processes. But, still, the many staff does not follow. In Summary,i think, the most of the "staff does not" has this quality concept.

Consultant: Many IT organizations is facing the same problem asyou do. It is very good so you, as the leader of the company, realize Thisproblem and commit (resources and time) to improve th E situation. We always say–commitment and support from the top management is the key success factor fororganization process Improvemen T. It is because we be talking about a ' revolution ' in the organization. The top challenge is to change staff attitudeand behavior so it would eventually become an organization culture.

-         - -

From the above, wesee there is still a big gap between the practitioners and the management. Many practitioners think they is doing agood jobs but does not realize it's is only60/100 from the boss ' viewpoint. In these series of blogs articles, we willshare some real life stories in IT organizations. So these practitioners can "see" what their bosses look for and can better contribute as a team member.

Epilog

I think Thefollowing II quotes highlighted the key to a successful Process Improvementchange:

-Tom Peters, author of "in Search ofexcellence", on McKinsey 7-s, in said:

-There were "Soft Ss" as well as "HARDSS"-emerged as well and lasts to this day. I continue to say, over 30years later, then the power of the 7-ss Andin Search of Excellence (1982) and my subsequent work Can best is captured in six words:"hard issoft. Soft is hard. " That's, it's the plans and the numbersthat are often "soft" (e.g., the sky-high soundness scores that theratings agencies Gave packages of dubious mortgages). And the people ("staff") and shared values ("Corporate Culture") andskills ("Core competencies" these days) which is truly "Hard"-that are, the bedrock upon which the adaptive and enduringenterprise is built.

-

-The top challenge to "change" an organization was to tackle the ' soft ' side–company culture. This was oftenvery hard.  It is also the reason why many process improvement efforts were notsuccessful. The following quote from Mrgerstner, IBM ' s Ex-ceo, can give us some insight.

-

-Lou Gerstner, in "Who Says elephants Can ' t Dance", summarizing he IBM turnaround effort in th 90s: "If I could h Ave Chosennot to tackle the IBM culture head-on, I probably wouldn ' t has. My bias Comingin was toward strategy, analysis and measurement. In comparison, changing theattitude and behaviors of hundreds of thousands of people are very, very hard. [Yet] I came to see in my time at IBM this culture isn ' t just one aspect of thegame-it is the game. "

-

-Let us start we journey bylooking at how the continuous Process improvement first started.