#NoSoftware: Prioritising Business Flow Over Premature Software Implementation

Also known as “Software Last Of All”.

Businesses are often tempted to jump into implementing software solutions to optimise their operations. However, the #NoSoftware movement advocates for deferring software implementation until the business flows have been settled. This approach emphasises the importance of understanding and streamlining business processes before introducing any software solutions.

The primary objective of the #NoSoftware movement is to ensure that businesses have clear and effective workflows in place before integrating software into their operations. By doing so, companies can avoid the common pitfalls of premature software adoption, such as wasted resources, misaligned priorities, overblown costs, delays, and the need for constant readjustments.

One of the core principles of #NoSoftware is to place human interaction and creativity at the center of business operations. This involves designing and implementing business processes that cater to the needs and strengths of the workforce and customers, fostering collaboration and innovation. Once a solid foundation has been laid, businesses can then consider (minimal) software solutions to enhance their operations.

By prioritising business flows over software, organisations are better equipped to identify and address inefficiencies and bottlenecks in their processes. This ultimately leads to more effective and resilient business operations.

Furthermore, the #NoSoftware movement encourages businesses to choose software solutions that complement and enhance their established workflows, rather than disrupting them. This not only helps companies avoid the risk of adopting software that fails to meet their needs but also ensures that technology serves as an enabler of growth, rather than an obstacle.

In summary, the #NoSoftware approach promotes the idea of refining business processes in vivo before incorporating software solutions. By prioritising business flows and human-centric approaches, organisations can create a robust foundation for growth and innovation, ultimately leading to more sustainable and successful outcomes.

Deming’s 14 Points – The Proven Path to Excellence in Business

Deming’s 14 points is a management philosophy developed by Dr. W. Edwards Deming, which emphasises the importance of continuous improvement in the workplace. The 14 points provide a framework for improving the quality of products and services, reducing costs, and increasing productivity.

The 14 points include concepts such as creating constancy of purpose, adopting a new philosophy, breaking down barriers between departments, improving communication, eliminating numerical quotas, and promoting education and self-improvement among employees.

Deming demonstrated time and again that by implementing these points, organisations could not only improve their bottom line but also create a culture of excellence that would benefit both employees and customers.

Deming’s 14 points have been widely adopted by organisations around the world and have had a significant impact on modern management practices. They continue to be relevant today as businesses strive to remain competitive in an ever-changing global marketplace.

 

Unveiling the Surprising Purpose of Anger and the Sustaining Power of Hope in the Quest for a Better World

Are you familiar with the two flames burning in the human heart? One fueled by anger against injustice and the other by hope for a better world? Discover the surprising purpose of anger and how hope sustains our fight for a more just and equitable society in this thought-provoking exploration of Tony Benn’s powerful quote.

Tony Benn’s quote, “There are two flames burning in the human heart all the time. The flame of anger against injustice, and the flame of hope you can build a better world,” captures the paradoxical nature of the human experience. On one hand, most of us are driven by a deep-seated need for justice and equity, and on the other hand, we are sustained by a persistent hope for a better future.

Anger is often viewed as a negative emotion, one that is associated with aggression, violence, and irrationality. However, anger also serves a surprising purpose: to signal to us that our needs are not being met. When we feel angry, and thereby become conscious of our need for justice and equity, we are more likely to take action to see our needs met, and to work towards creating a more just and equitable world.

The flame of hope, on the other hand, is fueled by our need for belief in the possibility of a better future.

Hope is what allows us to persevere in the face of adversity, to keep struggling for what we believe in, and to continue working towards a more just and equitable society. Without hope, our need for justice and equity can easily be overwhelmed, and our desire for change can be replaced by despair and apathy.

In conclusion, Tony Benn’s quote reminds us that as human beings, we are driven by two powerful forces: the flame of anger against injustice, and the flame of hope that we can build a better world. It is up to each of us to harness these forces and to use them to create positive change in the world. Anger can be a powerful signal, but let’s use it as such in the hope of getting our needs better met.

The Power of Business Culture Change

Business culture change brings considerable benefits to any organisation looking to grow and succeed in today’s dynamic business environment. According to a study by Deloitte, more than 80% of executives believe that culture is critical for their company’s success. However, only 19% of them believe that their culture is where it needs to be.

Changing the culture of a business involves a dialogic process of changing the shared assumptions and beliefs that govern how people work together.

Research shows that the most successful culture change initiatives involve everyone in the process, with people setting the tone for the desired culture through conversations, workshops, etc.

One of many metrics for measuring the success of culture change is employee engagement. Engaged employees are more productive, innovative, and committed to their work. Gallup’s State of the Global Workplace report found that only 15% of employees worldwide are engaged at work, with the remaining 85% either not engaged or actively disengaged.

However, companies that prioritise culture change can see significant improvements in employee engagement. In a study by the Corporate Leadership Council, organisations with high engagement levels outperformed those with low engagement levels by 19% in operating income and 28% in earnings growth.

In conclusion, business culture change is a crucial aspect of organisational success, and it benefits from a deliberate and systematic approach. By focusing on metrics such as employee engagement, businesses can track the effectiveness of their culture change initiatives and make data-driven decisions to continuously improve.

 

Transforming Our View of People: From Lazy and Untrustworthy to Inspired and Empowered!

I often use the example of Theory X vs Theory Y to illustrate how we can shift a relative ineffective business meme (treating people as lazy and untrustworthy) to a relatively more effective meme (giving people a good job to do and trusting them to get on with it). The concept of Theory X and Theory Y was first introduced by Douglas McGregor in his book “The Human Side of Enterprise” published in 1960.

Theory X is a negative view of workers and assumes that they are inherently lazy and untrustworthy, and therefore, must be tightly controlled and motivated through fear, punishment, and extrinsic rewards. On the other hand, Theory Y views workers as responsible and trustworthy, and assumes that they will naturally be motivated and productive if given the opportunity to take ownership of their work and make decisions.

The shift from Theory X to Theory Y is not just a matter of changing one’s perspective, but it also requires a fundamental change in the way businesses are run. In a Theory X environment, the management assumes a top-down approach, where the manager makes all decisions and workers are expected to follow them. In a Theory Y environment, the management assumes a participative approach, where workers are involved in decision-making, given autonomy, and provided with challenging work that they find meaningful.

Transitioning to Theory Y can lead to a number of positive outcomes for businesses. Firstly, it can lead to higher levels of employee engagement and motivation, which in turn can result in improved performance and productivity. Secondly, it can foster a more positive and collaborative work environment, which can lead to increased innovation, creativity, and problem-solving. Finally, it can also lead to higher levels of employee retention and lower levels of turnover, as workers are more likely to stay with an organisation within which they feel valued and respected.

However, making the shift from Theory X to Theory Y is rarely easy, as it requires a significant change in the way businesses are run. It requires a change in the leadership style, culture, and processes, as well as a change in the mindset of the workers. It also requires a change in the way rewards and incentives are structured, as the traditional carrot-and-stick approach will not be effective in a Theory Y environment.

In conclusion, the shift from Theory X to Theory Y is a positive change that can lead to improved performance, productivity, and engagement in the workplace. It requires a fundamental change in the way businesses are run and the way workers are treated, but the benefits make it well worth the effort.

Theory-X vs Y is just one of over seventy business memes explored in my books: https://leanpub.com/b/organisationalpsychotherapybundle1#bundle-page-heartsoverdiamonds

 

Radiant Responsibility: Companies Shine with Ethical Standards and Radiant Transparency

In the vast and complex world of commerce and industry, there are a multitude of factors that contribute to a company’s success or failure. Of these, perhaps none is more important than a culture of transparency and accountability. And one of the most powerful tools in promoting this culture is the act of whistleblowing.

Whistleblowing refers to the act of reporting misconduct or illegal activity within an organisation to those who have the power and responsibility to take action. It is an act of courage that can be difficult for the whistleblower, but one that ultimately benefits both the company and its stakeholders.

At its core, whistleblowing is about promoting a culture of transparency and accountability within an organisation. When employees feel confident that they can report unethical or illegal behavior without fear of retribution, it sends a message that the company values honesty and integrity above all else.

The benefits of this kind of culture are numerous and far-reaching. For starters, it promotes a sense of trust and confidence among employees, which in turn can lead to increased morale and job satisfaction.

In addition, a culture of transparency and accountability also promotes ethical behavior within the company. Employees are less likely to engage in unethical or illegal behavior when they know that their peers are also acting ethically.

Furthermore, a culture of transparency can also have a positive impact on a company’s reputation. When employees feel confident that they can report unethical behavior without fear of retaliation, it sends a message that the company is committed to doing the right thing, even when it is difficult. This can help to improve the company’s standing in the eyes of its customers, shareholders, and other stakeholders, all of which can have a positive impact on the company’s bottom line.

Ultimately, the benefits of whistleblowing cannot be overstated. It is a critical component of a healthy and successful organisation, and one that can have a positive impact on a company’s bottom line in a number of ways. Whether it is improving morale, promoting ethical behavior, or building trust and confidence, the benefits of whistleblowing are clear and undeniable.

In conclusion, in the complex and ever-changing world of commerce and industry, the importance of a culture of transparency and accountability cannot be overstated. And among the many tools available for promoting this culture, whistleblowing stands out as one of the most powerful. By supporting employees in reporting unethical or illegal behavior without fear of retribution, it promotes a culture of trust, confidence, and respect, all of which can have a positive impact on a company’s bottom line. So let’s embrace the power of whistleblowing, and work together to build a brighter, more transparent future for all.

 

Culture Change: A Key Tool for Companies to Achieve More with Fewer People

Culture change can be a powerful tool for companies looking to do more with fewer people. By shifting their collective assumptions and beliefs, organisations can create a more efficient and productive workforce. However, it is important to approach this process in a way that does not whip employees into fear-driven catalepsy.

One of the key ways to accomplish this is by fostering a culture of trust and collaboration. When employees feel that they can trust their colleagues and management, they are more likely to work together and share ideas. This can lead to greater innovation and problem-solving, which in turn can help companies to do more with fewer people.

Another important aspect of culture change is the role of collective assumptions and beliefs. These assumptions and beliefs shape the way that people think and act, and have a significant impact on the overall culture of an organisation. By identifying and challenging these assumptions and beliefs, companies can create a more open and adaptable culture that is better able to adapt to change.

One way to do this is by encouraging people to question the status quo and surface and reflect n shared assumptions. By creating a culture of continuous improvement and learning, companies can inspire people to come up with new and innovative solutions to problems. This can lead to more effective approaches and a more productive workforce.

Another way to encourage culture change is by fostering a sense of shared purpose. When employees feel that they are part of something bigger and that their work is meaningful, they are more likely to be engaged and motivated. By aligning people around a shared purpose, companies can create a culture of teamwork and collaboration that can help to achieve more with fewer people.

Finally, companies can also foster culture change by creating a sense of ownership and empowerment. When people feel that they have a stake in the success of the organisation, they are more likely to take initiative and be proactive in their work. This can lead to more effective approaches and a more productive workforce.

In conclusion, culture change can be a powerful tool for companies looking to do more with fewer people. By fostering a culture of trust and collaboration, challenging collective assumptions and beliefs, aligning employees around a shared vision, and creating a sense of ownership and empowerment, companies can create a more efficient and productive workforce. However, it is important to approach this process in a way that does not whip employees into fear-driven catalepsy.

Revolutionise Your Development: The Benefits of Ditching Version Control

Avoiding the use of version control in software development may seem like a daunting task, but there are several advantages to doing so.

First, it can save time and resources. Without version control, developers do not need to spend time committing changes, merging branches, or resolving conflicts. This can lead to faster development and fewer delays in the project.

Secondly, avoiding version control can also simplify the development process. With fewer tools and processes to worry about, developers can better focus on the needs of the Folks That Matter™, and on meeting those needs. This can lead to improved customer satisfaction, fewer bugs and a more streamlined development approach.

Thirdly, avoiding version control can also lead to greater flexibility in the development process. Without the constraints of version control, developers can work on code in any way they see fit. This can lead to more creative solutions and a more efficient development approach.

Lastly, avoiding version control can also lead to greater collaboration among team members. Without the need to constantly merge branches, developers can work on different parts of the codebase at the same time, leading to faster development and a more efficient workflow.

In conclusion, while version control is a powerful tool in software development, there are advantages to avoiding its use as well. By doing so, developers can save time and resources, simplify the development process, increase flexibility, and improve collaboration among team members.

Waiting In The Wings

What’s going to the next big thing in terms of approaches to software delivery? And when might we expect the transition to that next big thing to become apparent?

“The future’s already here – it’s just not evenly distributed.”

~ William Gibson

The Days of Agile Are Numbered

We can argue about how much life the Agile approach to software delivery has left in it. What’s beyond dispute is that there will be something after Agile. And I propose it will  look much different from Agile. I find it inconceivable that Agile is so perfect that there’s no room for improvement. Even though – ironically, give the exhortations to “inspect and adapt” – many in the Agile supply chain don’t want to talk about it AT ALL. Why rock the boat and derail the gravy train?

Customers and users, however, are waking up to the inadequacies of presently lauded approaches. And current upheavals in organisations, such as remote working and the scramble for talent, are accelerating these folks’ dissatisfaction.

Holding You Back

What’s prolonging the transition towards any new approach? Basically, it’s the prospect of the serious pain that comes with the adoption of effective new approaches. SAFe’s transient popularity illustrates how many organisations prefer an ineffective approach, with the illusion of change, rather than an effective approach that actually brings benefits. Any significant uplift in software delivery and product development performance implies a much different approach to running technology organisations, including, not least, different styles of management.

Your View?

What’s your view? What promising new approach(es) do you see waiting in the wings? And if there’s nothing with a recognisable name or label, what characteristics will a new approach have to have to boost it into consideration?

– Bob

Reasons To Be Cheerful, Part 3

Some of you dear readers may, entirely reasonably, assume that I mention my books in the hope of increasing sales. However, this just ain’t so.

I mention my books in a vainglorious attempt to effect some positive shift in the world of business. I’ve written many times about my motivation. Specifically, my delight in helping people have a more joyful time in the world of work (in particular, Collaborative Knowledge Work).

I truly believe that Organisational Psychotherapy is a path to saner, more joyful, more humane workplaces. And my book “Quintessence” illustrates and maps out what a saner, more joyful organisation looks like and works like, in detail.

Maybe you share my enthusiasm for change, and for seeing things improve. Maybe you’re content with – or at least resigned to – the status quo.

In any case, I’d hate for my enthusiasm to be a source of frustration or angst for you.

On the other hand, I’d be delighted if through reading one or more of my books – or even blog posts or white papers – you might find a different perspective on what ails you, and new, more effective ways to meet folks’ needs, including your own.

– Bob

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/ [Accessed 16 Jun 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 16 Jun 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 16 Jun 2022].
Marshall, R.W. (2021). Organisational Psychotherapy Bundle 1. [online] Leanpub. Available at: https://leanpub.com/b/organisationalpsychotherapybundle1 [Accessed 16 Jun. 2022].
http://www.youtube.com. (n.d.). Ian Dury and The Blockheads – Reasons To Be Cheerful, Pt. 3 (Official Lyrics Video). [online] Available at: https://www.youtube.com/watch?v=1injh4-n1jY&ab_channel=IanDury%26TheBlockheads [Accessed 16 Jun. 2022].

Quickie: The Effect Of How The Work Works

There seems to be a vast ignorance amongst developers, other technical staff, and managers about the effect of “the system” (i.e. how the work works) on productivity. And on other dimensions of work, too (such as fun, employee engagement, quality, customer satisfaction,…).

I make this observation given the paltry attention given to how the work works in most organisations. Oh yes, many pay obsessive attention to processes – how the work should work. But never to how the work actually works, on the front line, at the gemba. It’s a bit like Argyris’ distinction between espoused theory (processes) and theory-in-action (the way the work is done).

There are folks (those in HR, Sales, Marketing, etc. stand out) that seem to never have realised that the way the work works is a thing.

Talking about the ins and out of the way the works works, let alone reifying it, marks one out as at least as wacko as those freaky systems thinkers.

 

More On Sea Change

Do you need to see a Sea Change in the software industry, or does the status quo suit you and your needs just fine and dandy, thank you very much?

As the inventor of Agile software development circa 1994, I feel uniquely placed to suggest the need for such a sea change,and what that sea change might look like.

It’s all laid out in my most excellent book “Quintessence“, along with its companion volumes “Hearts Over Diamonds” and “Memeology“.

How often have you discussed the subject with your peers, friends, colleagues, higher-ups, etc.?

Without your active support and involvement, a sea change ain’t never likely to happen. Until then, status quo FTW.

– Bob

Further Reading

Marshall, R.W. (2021). Quintessence: An Acme for Software Development Organisations. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/quintessence/[Accessed 08 Jun 2022].
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 08 Jun 2022].
Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsovediamonds/ [Accessed08 Jun 2022].

Curious About Organisational Psychotherapy?

Organisational Psychotherapy. That’s a strange term. One you’ve probably not come across before. And one you almost certainly don’t understand in any depth.

Why bother looking into it? Seems like a poor use of your time and attention?

You could be right.

UNLESS, you have some interest in or need for changing the culture of a team, group or organisation.

In this particular post I’m not going to dwell on culture change. You’ll know if its something relevant to you, and how well your current culture is serving your business objectives.

Organisational Psychoptherapy does seem relevant to a whole passel of organisations attempting:

• Digital Transformations
• Agile Adoptions
• Lean initiatives
• More humane workplaces
• And the like

but who am I to say?

And if some kind of culture change does seem in some way relevant to you, then might Organisational Psychotherapy serve as a means to effect such change?

You can find some clues in my foundational book on Organisational Psychotherapy: “Hearts Over Diamonds“.

What other means are open to you to in your efforts to change culture?

– Bob

Further Reading

Marshall, R.W. (2018). Hearts over Diamonds: Serving Business and Society Through Organisational Psychotherapy. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/heartsoverdiamonds/ [Accessed 25 May 2022].

A Conducive System

[Tl;Dr: What are the system conditions that encourage ethical – and productive, effective – behaviours (Cf William Kingdon Clifford) in software delivery organisations?]

In yesterday’s blog post “The System Is Unethical” I related my experiences of how businesses – and the folks that run them and work in them – remain ignorant of just how ineffective they are at software delivery. And the consequences of that ignorance on e.g. costs, quality, customer satisfaction, etc

To recap: an unethical system perpetuates behaviours such as:

• Failing to dig into the effectiveness of the organisation’s software delivery capabilities.
• Indifference to the waste involved (wasted time, money, opportunities, human potential,…).
• Ignorance of just how much more effective things could be, with e.g. a change in perspective.
• Bravado and denial when questioned about such matters.

The Flip Side

Instead of the behaviours listed above, we might seek a system that encourages behaviours that include:

• Continual attention to the effectiveness of the organisation’s software delivery capabilities.
• Concern over the waste involved, and actions to reduce such waste.
• Investigation into just how much more effective things could be.
• Clarity and informed responses when questions about such matters.

Conducive System Conditions

So what might a system conducive to such behaviours look like?

That’s what my book “Quintessence” illustrates in detail. But in case you’re a busy person trapped in a non-conducive system, I’ve previously written about some of the key aspects of a conducive system, here:

Quintessence For Busy People

BTW I’m always happy to respond to your questions.

– Bob

 

 

 

 

The System Is Unethical

Or at least, it’s “the system” that sits at the root of the unethical behaviours costing software delivery organisations £££millions annually. And it’s the culture of an organisation that defines that system.

Many years ago I wrote a White Paper titled “All Executives Are Unethical”. This paper riffed on a theme from Seth Godin – “All Marketers are Liars”. And channeled the ethical arguments of William Kingdon Clifford:

…whatever someone chooses to believe cannot be exempt from the ethical judgement of others.

In the aforementioned White Paper, I spoke of the ethics of executives, and in particular the folks that make the decisions about committing to improvements (or maintaining the status quo) in software delivery.

It’s been my experience over the course of thirty-plus years, that said executives act as if they believe their software delivery capability has little need, or scope, for improvement. Acting as if investing in improving said capability has little to no payback, and little to no impact on the organisation’ top line or bottom line.

It’s The System

Bill Deming famously wrote:

The fact is that the system that people work in and the interaction with people may account for 90 or 95 percent of performance.

~ W.E. Deming quoted in Scholtes, PR 1998 ‘The leader’s handbook: making things happen, getting things done’ McGraw-Hill, London p 296

Some readers of my aforementioned White Paper may have inferred I was criticising individual executives for their shortfall in ethics. Not at all. These folks work in “systems” as much as everyone else. It’s the system that drives their behaviours. Behaviours such as:

• Failing to dig into the effectiveness of their organisation’s software delivery capabilities.
• Indifference to the waste involved (wasted time, money, opportunities, human potential,…).
• Ignorance of just how much more effective things could be, with e.g. a change in perspective.
• Bravado and denial when questioned about such matters.

And it’s not limited to executives. Most advisors and practitioners (coaches, developers, middle managers, etc.) are equally ignorant, indifferent, flippant and slow to inquire.

Organisational Psychotherapy – and in particular, Memeology – offers a means to being addressing the shortcomings of the system, and thus bring about changes in folks’ behaviours.

– Bob

Further Reading

Marshall, R.W. (2021). All Agilists Are Unethical. [online] Think Different. Available at: https://flowchainsensei.wordpress.com/2021/12/23/all-agilists-are-unethical/ [Accessed 30 May 2022].
Seddon, J. (2015). 95% of Performance Is Governed By The System. [online] Vanguard Consulting Ltd. Available at: https://beyondcommandandcontrol.com/library/dr-demings-aphorisms/95-of-performance-is-governed-by-the-system/ [Accessed 30 May 2022].

Quickie: Developer Training

It’s not that developer training is expensive (although it is), it’s whether it’s good value (high ROI, improves software delivery). It’s neither.

Would you like to talk it through?

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.

 

Quickie: Management Priorities

As a manager, what’s more important to you? The nature of your present role, or the success of the company?

Put another way: If the ongoing success of the company required your role to change, would you support or resist that change? Can you even talk franklly about the issue?

 

ICYMI: The Organisational Psychotherapy Retrospective

In case you missed it: examining collective assumptions and beliefs via your retrospectives:

The Organisational Psychotherapy Retrospective

Quickie: Sticking With The Ineffective

Why do folks stick with patently ineffective means for getting their needs met?