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Honesty

Factors of Top Performing Businesses

In order of biggest influence (biggest first):

  1. Luck.
  2. Graft a.k.a. criminality.
  3. Unethical practices.
  4. Rape of the planet.
  5. Friends in high places.
  6. Effective shared assumptions and beliefs.

Luck

Most entrepreneurs admit that their success is largely down to luck. Being in the right place at the right time, and so on.

Graft

Criminal enterprises such as Enron or Bernard L. Madoff Investment Securities are widely known. Graft on relatively smaller scales is widespread as a business strategy or tactic.

Unethical practices

Unethical practices such as stealing from employees, explotation of employees or customers, rape of pension funds, unethical marketing practices, and so on are so widespread as to be common practice.

Rape of the planet

Many businesses inflate their profits through appropriation of natural resources (water, forests, carbon deposits, minerals, etc.).

Friends In high places

Favourable treatment by e.g. regulators or legislators can lead to increased profits, revenues, etc., if you know the right people from whom or via whom to secure such favours.

Effective shared assumptions and beliefs

Way down at the bottom of my list is actually running the business effectively. Little wonder then that all the other options listed here seem much more common as strategies for “success”.

Most of the options listed here reside more or less outside the control of the businesses in question. Luck is rarely in the control of the protagonists. Graft risks prosecution and sanctions such as jail. Unethical practices risk alienating customers. Rape of the planet risks alienating society, more than ever nowadays. Friends in high places relies on having such friends, and avoiding scrutiny of such relationships.

Only the last option in the list confers some degree of integrity. But then when did integrity ever count for much in business?

– Bob

Blockers

Is it really beyond the bounds of credibility to imagine that we could all be twice, three times, four times better at delivering software? The data’s there (ISBSG). The real-world results and exemplars are there (Familiar, not least). The road-map, blue-print or manual is there (Quintessence). The support required to build the necessary environment is there (Hearts over Diamonds, Memeology, Organisational Psychotherapy).

So what’s holding back our industry, our software delivery organisations? Indifference? Ignorance? Learned helplessness? Lack of incentives? Vested interests? Fear? Something else?

I’m sure I don’t know the exact nature of the blocker*.  But it’s clear that there’s blockers.

– Bob

*I have my suspicions. But it seems that no one wants to even talk about it.

 

Let’s be Honest

Let’s be honest, honesty seems in pretty short supply in life, and especially in business. 

Let’s be honest…

  • It’s dangerous to speak one’s mind honestly.
  • Most folks are more interested in holding down a job than in being honest about what’s going on.
  • Being honest feels good, but has far more negative consequences than positive ones.
  • The more senior the person, the more lip-service is paid to honesty.
  • How often do you feel it necessary to hide what you’re doing, rather than honestly declaiming your actions?
  • The smarter folks are, the more acute their capacity for self-deception.
  • Character (as in “good character”) is lauded in public and ridiculed in private.
  • You’re not going to risk commenting on this post, lest someone influential sees your honest opinon.

– Bob

Further Reading

Radical Candor ~ Kim Scott

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