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It’s not about the bike: Difference between revisions
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===Dieting sucks but getting new kit is fun=== | ===Dieting sucks but getting new kit is fun=== | ||
And here our old friend the [[agency paradox]] rears its head, and the selfish motivations it imbues in those in the sedimentary layer above your head. All | And here our old friend the [[agency paradox]] rears its head, and the selfish motivations it imbues in those in the sedimentary layer above your head. ''All incentives will be skewed in favour of fancy new kit, however dumb an idea it may be''. | ||
To | To the management layer, innovating, for the sake of it, is where it is at. | ||
[[CEO|Hank]], the [[CEO]], has told all his directs they ''have'' to innovate. There’s a five-year plan — it may even be officially ''called'' a “five-year plan” — to convert a third of the workforce into gig-working [[School-leaver from Bucharest|Bratislavan school-leavers]] by 2026. So [[General counsel|Chip]], the [[GC]], is screaming at whoever is in {{Sex|his}} line of sight to ''do'' something — ''anything'' — to, like, ''digitise'' and while, as usual, there’s no money to do anything, by a stroke of otherworldly provenance, there ''is'' a ring-fenced, bottomless fund for projects that can be badged as “[[innovation]]”. | |||
And even if you do make that case, and it carries the day, putting processes on a cabbage-and-water diet is ''hard''. The thing about broken processes is that they | Before you can say “[[blockchain]],” Chip will be all over it. To hell with the business case; ''make it happen''. | ||
Good luck pointing out that it would be better to fix your processes first. | |||
And even if you do make that case, and it carries the day, putting processes on a cabbage-and-water diet is ''hard''. The thing about broken processes is that they break over time, in unfathomable, illogical, unpredictable, hard-to-fix ways. They become progressively ''more'' broken over the aeons, as barnacles cluster, rust does not sleep, and critical knowledge is gradually lost to posterity. | |||
A team in Ops in Southampton will be mindlessly following some routine they inherited from legal in 1995, even though it became obsolete in 2004, and no-one thought to stop them. Your precedents, such as they are, will be all over the shop and shot through with contradictions, outrages and gnomic textual formulations that no-one understands, no-one can recall the provenance of, but everyone is terrified of removing. | A team in Ops in Southampton will be mindlessly following some routine they inherited from legal in 1995, even though it became obsolete in 2004, and no-one thought to stop them. Your precedents, such as they are, will be all over the shop and shot through with contradictions, outrages and gnomic textual formulations that no-one understands, no-one can recall the provenance of, but everyone is terrified of removing. | ||