Logic without good sense leads to catastroph

Two weeks ago  I attended a graduation ceremony. In such events I often find speeches boring, but this time I was really interested to ear the message that would be delivered to youn managers/entrepreneurs who will need to find their way in the business world in a time of crisis.

Finally I liked the way things were said, wih lucidity. I left with the title of a book I should buy and a very meaningful quotation : “logic without good sense leads to catastroph”.

What’s logic ? It’s what allows to draw certain consequences from established facts, most of times upon an experience based reasoning.

Good sense ? It’s what makes possible for people to realize that something obvious isn’t that obvious, that a good a priori choice will have negative effects, that avoiding complexity isn’t always a good thing. And that, sometimes, logic has its limits.

Logic is reassuring. It puts things into systems, into equations and gives us certainties about what the future will be. It’s consecrated bread for companies. We earned so much this year so if we do the same the same year we’ll earn as much money. A salesperson had such figures this year, so he’ll do at least the same next year. This way of doing things always worked…so it will work again. If an option matches such scoring criterias it will increase our performance…

Good sense tells us logic does not always work. Examples : the 100m world record is improved by 1/10 second every year. Logic tells us one day people will run the 100m in zero seconds and will break the sound barrier. Good sense tells us it’s impossible. Logic tells us a salesperson car improve his performance by 10% a year. Good sense tells us one day he’ll reach a ceiling unless you are ready to  assume one people would be, one day, able to generate the equivalent of French GDP by selling peanuts at the corner of the street.

Logic, when applied to performace, makes us want to brings everything back to a linear function. So companies make promises and built models based on that. Good senses makes us say performance is rather a curve which asymptotic character is often forgotten. It tends with more and more difficulties to something but never reaches it. Do you remember when you studied functions limits in methematics class.

The two functions seem to coincide during a long time, during decades. Sometimes the performance curve can even be better than what’s expected. But the day comes then they cross each other, split. And what happen then ? [Read more...]

While basket ball is counting assists, companies favor individualism

Sometimes our favorite sports inspire us about our day to day job. In fact I often think than business and sport have many things to learn the ones from the others. And since Andrew McAfee wrote about baseball this summer, let me say a few words about basketball.

In brief it’s a sport which is played by two teams of 5 people and which purpose is to score more point than the oponent. And points are score by throwing a big orange ball through a circle located 3 meters above the ground.

Individually talking it’s simple : you get the ball, you shoot, you score.

In fact it’s much more difficult.

Sometimes you’re not in the best position although one of you team mate is at the perfect place, or one of theim is more skilful in such of such situation so…you give them the ball. They score, thanks to you, and it’s a good thing because if you always shoot when you get the ball you’ll have a big waste rate and, be trying to score too much, you’ll arm the collective result of your team. Many coaches think it’s better to have many players that scores equally than one or two that scores 80% of the points because this second situation would mean two things : either the team is weak either some players only play for themselves and don’t care about the rest of the team.

But at the end of the gam, if you only focus on points you’d think that some players are useless because their specality is to help others socre. Fortunately, statistics take “assists” (ie passes that help another player to score) into account for players and teams evaluations and they’re as important as points to measure player’s performance. It’s logical : the player who gives the ball makes his partners succeed and without him no point would have been score. More, a pass becomes an assist when and only when points are scored so it force people to make the right choices and not only pass the ball hoping others will do some positive things with.

So basket ball knows how to evaluate the poeople who make other’s succeed. If this wasn’t measured I’m sure many players would focus on their own points without paying any attention the the team’s points. When such behaviors happen, you often have a team with two main players (according to the points they score) but that losts all of its games.

How are people evaluated at work ? The answer will surely help you to understand why effective collaboration seldom happen.

Social medias : don’t mistake revenue for organizational performance

Yesterday morning someone pointed out this  CioInsight survey to me (the publication date isn’t mentioned although it would be an useful information…).

It tells us that, among the technologies that will be expected to drive revenue, only 11,5% of enteprises quote social networks and only 12.3% quote wiki. Does it mean enterprise 2.0 is unable to generate revenue ?

My answer is “not obviously wrong”. And if one would tell me I spend my time saying the opposite I’d answer people have to be careful of the words they use and the concepts they use.

Let me explain.

[Read more...]

Enterprise 2.0 : success comes from organizational approach

This is what to conclude from this McKinsey Survey (by the way, it confirms what I’ve been thinking for years) that tries to bring us a view of the state of the art in enterprise 2.0 adoption. At first sight I really didn’t like the title “building the web 2.0″ enterprise because it would suggest tools are central in organization. Fortunately, their survey shows it’s really the opposite.

First conclusion : bringing web 2.0 within the enteprise is not a fad but a heavy wide-range trend : internal, external, variois tools, wide perimeters of experiment. Second conclusion : promises are not as easy to be delivered than many thought.

It’s not a suprise for me and it matches what I observed. Two kind of companies are emerging : those who had a tool-centric view and thought the rest will follow, and those who used tools as pieces of an organization change process. [Read more...]

Organizing for value

One more interesting report at McKinsey’s : this one is titled : “Organizing for value“. You will learn that

- the traditional divisional structure is not relevant to create value

- companies will have to fav our long term value creation instead of focusing on achieving short terms objectives.

- in order to  do that they’ll have to identify “future” value

- this implies a thiner granulity in organization and decision making

- where companies used to have 4 or 5 divisions, 50 “value cells” would to a better job.

Quite interesting because this new awareness of the “short-term mitake” will help justifying, financially, adequate organizational answers. The fact decision making is moving closer to the ground, in smaller structures which are now considered as value creator, that they were not in a wider structure in which their purpose may not be profitable, is also the proof things are (slowly) going the right way.

Better information sharing improves organizational performance (and save oil)

I often evoke organisational performance issues to conclude that rethinking the way information circulates within companies an making it possible for people to build their own information supply chain is key.

Experiences teaches us it’s really works and provide tangible benefits. It’s what Wallem, a shipping company, did, relying on RSS (you know, this technology many companies don’t want to use and most IT dept are fighting against…) and saved 8% (ie $400M).

Let me mak clear that it’s not about using less fuel for ships, it’s not about oil management, it’s about organization and information management, not providing people not the information we think they need but making it possible for them to easily find the information they need and nothing more, in order to do tjeir job and make better decisions.

Read more  here.