X : Do you think it's possible to change the economic and political systems to something more balanced?
Me : Do you doubt it?
X : Yes
Me : Do you feel it's too complex a task, don't know where to start, lack the energy to do this and question whether it's worth it?
X : Yes
Me : You're worried it might go wrong, how do we know if we can make things better, maybe it's safer to stay as we are and life isn't too bad, it's getting better?
X : Yes, Yes, Yes.
Me : Can I ask some personal questions?
X : Ok
Me : I can see you're mid thirties. I assume you work hard, long hours, don't get much time to sleep, have a demanding schedule, you're under a lot of pressure, rarely take time to do nothing and if you do, it's like a guilty secret? You're trying to buy a house?
X : Yes, Yes.
Me : You know this is all connected?
X : How?
Me : I'm guessing that when you were younger you saw lots of injustices you wanted to change? You felt a bit of a rebel? University educated?
X : Yes
Me : You don't feel a bit of a rebel now? You're tell yourself you're more "mature"?
X : Ok, first I've got responsibilities and now this is getting weird.
Me : Really? Do you think the injustices have changed? Have you not noticed huge numbers of kids organising marches and protests? Climate change? Shootings?
X : Well, what can I do?
Me : Thank you.
X : I don't understand?
Me : The problem is not changing the political and economic system. The problem is you think you're in control of yourself.
X : I am.
Me : No, you're not. It's like a collective Stockholm syndrome / learned helplessness. You're institutionalised.
X : No, I'm not.
Me : Look, I spend my life dealing with companies who are trapped by their past context and don't even realise it. When facing the problem for the first time it's all "we can't deal with that", "it's too big a problem" etc. This is all very normal.
X : That sounds very smoke filled rooms and dark glasses.
Me : No, it's just a stabilising mechanism in a social system whether it's a company or a group of people or a nation state. I'm sure there are people who think they are controlling it but it's the social system itself.
X : If I agree, which I'm not saying I do, then how do we change this?
Me : You already are. Two things to look for 1) Growing dissatisfaction and doubt with the past. 2) Suitability, Technology, Concept and Attitude for change. Key is the attitude ...
... you need to have the willingness to change, that desire to do so and that growing self belief. These factors maybe even embodied in some sort of talisman, a person, an event or a even a story.
X : If that is true, how can I prepare?
Me : The same way we should prepare for any such change.
X : Which is?
Me : Get some sleep, go for long walks, play a lot especially if you have kids and do something random.
X : That'll help how?
Me : It'll help you to think.
X : You're often quite negative about climate change but this seems more positive?
Me : I said there are two factors. The first is growing dissatisfaction with the past. You need to grasp that, you need to wallow in it, you need to think "god, this is crap" ... but ...
... you can't just dive into action, doing something. You'll end up doing a bit of recycling or whatever. You need to become "aware" of the situation. That sense of helplessness, that realisation you're not in control can help spark real personal fire, a desire to change ...
... once you have that, it's now a question of where, what and how. That'll take real divergent thought across many people. Get some sleep, play with your kids, discuss with others, do something random as James Webb Young would say.
X : What sort of random things?
Me : Random i.e. go sit in a cafe, go for a walk on a beach, do nothing at all, listen to some music, talk with some friends - in my case about slow fishing. You need to find time for your mind, to quietly digest and to think without thinking.
X : ... and then what?
Me : Well, when you know what you need to do then get involved with others and make that change happen.
X : Do you think there are any politicians who can tackle the problems of today?
Me : There are many inspiring and capable politicians both in the US and UK who say what needs to be said - @AOC, @BernieSanders, @ewarren, @jeremycorbyn, @RLong_Bailey, @SarahChampionMP etc.
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It amazes me that the most important metrics (lines of code, story points, cycle time, devex satisfaction) in development are the two that are never discussed, let alone measured ... mean time to answer (mttA) and mean time to question (mttQ).
Whenever we start with building a system or managing a legacy environment, we need to ask questions and get answers. Those are skills which can be hindered or supported by the toolset around you ...
... in the very worst cases, engineers are forced into reading code to try and understand a system. Upto 50% of development time can be spent on reading code ... a process we never question or optimise. That is madness.
X : Thoughts on a return to office policy?
Me : It happens for two basic reasons:- 1) loss of status symbols (top floor office etc). Many execs need these to say "I'm the boss" 2) headcount reduction (i.e. people will leave) due to a weakness in the finances.
Why?
X : What about productivity and innovation?
Me : Those are "reasons" given but they're all bogus and don't stand up to scrutiny. However, there is a third.
X : Colloboration?
Me : Stranded assets - offices etc. No exec likes looking at an empty building they spent £300M on.
X : Basically - status symbols, weaknesses of finances and political capital?
Me : Sounds about right.
X : Did you see Amazon has a return to office policy -
Me : Oh. That's concerning.geekwire.com/2024/survey-by…
X : Our strategy doesn't align with our business.
Me : How do you mean?
X : We create these strategy documents but they never really get implemented as the day to day business takes over.
Me : That's common. Can I ask a question?
X : Sure
Me : ...
Me : Do you map?
X : I've heard of your technique but we don't use it.
Me : Ok, so your business operations is not based upon a map of the landscape?
X : No
Me : And your strategy is not based upon a map of the landscape?
X : No
Me : What made you think they would align?
X : They are supposed to align and we wrote our strategy on our understanding of the business.
Me : Your wrote your strategy based upon stories. There's no means to create a consensus of your landscape, to challenge what your are doing. There is no mechanism for alignment.
X : Why do you continue to use twitter / X?
Me : Because I like the tool and the crowd.
X : Do you support @elonmusk
Me : No. I disagree on many of his views.
X : He is far right.
Me : Perspective matters. US is generally more right wing & Silicon Valley especially so.
X : What do you mean by "Perspective matters"?
Me : Elon's views are not that unusual for Silicon Valley - . There's a lot of support based upon a different view of economics and government.
X : Different?
Me : Different from Europe. cbsnews.com/news/trump-jd-…
X : People should just accept it?
Me : No. They should argue against it. The "left" did itself no favours by diluting its voice across multiple platforms.
X : Are you left?
Me : I view the market as tool to be used in the common interest of society. I'm a socialist.
X : What do you need to do in order to map a business?
Me : Ask ... 1) "Who are the users?" (at the least, include consumers and the business) 2) "What are their needs?" 3) "What is the chain of components required to meet those needs?" 4) "How evolved are those components?"
...
Me : Once you have done that, allow others to challenge it. Even better, build the map with others. It really is that simple.
X : But creating a map is difficult.
Me : Only to those used to making decisions without understanding users, needs, the supply chain etc.
X : How common is that?
Me : In business? The majority of decisions tend to be made with no understanding of users, needs, supply chain and how evolved those components are. We tend to rely on gut feel and stories with little to no effective challenge.
dX: How do you deal with strategy?
Me: First, we need to answer the Where question, which depends a lot on the what and why.
dX: And?
Me: Ok, some very simple steps ...
Step 1: Visualise your environment. That means getting people to discuss, collaborate & challenge in order to create a "good enough" map of your environment. Should be a couple of hours.
Step 2: Look at what's changing which is competitor moves, your moves & economic patterns.
Step 3: Using the map, determine where you could invest/focus on. You're not making a decision yet, you just want the options. By now, you could have spent four hours on the exercise.
Step 4: Decide where you should invest i.e. look at the options using why & what