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Coaching

We’ve just posted an update on training and have an example of how we use some software to make easy to follow video user guides. You can find the new page here – or watch the sample system[read more]

For the last few months, I’ve been working with a brilliant coffee vending business near Gatwick. In terms of culture and atmosphere, it’s quite a contrast to BOTH other venture capital[read more]

The results of Google’s “Project Oxygen” have been reported all over the place in the last week. The London Evening Standard and the New York Times both carried this, follow the[read more]


The same but different

For the last few months, I’ve been working with a brilliant coffee vending business near Gatwick. In terms of culture and atmosphere, it’s quite a contrast to BOTH other venture capital backed businesses  and some very large organisations in the public and private sector I’ve been working with.

Despite being a fairly mature business, they have had relatively little input on IT Strategy and decision making from outside the company. Yet the challenges, successess and needs are surprisingly similar to those where there has been lots of external “expert” input.I wonder what that tells us?

One of the things I enjoy about consulting is how often my job is to reassure a client organisation that, despite its worries,  it is no worse than most other organisations, and in many aspects that it is better.  That’s not to say there aren’t always things that could be taken further or which may need fairly urgent attention. And of course, these DO differ from place to place, but overall my experience has been that:

  • large and small organisations
  • old and new organisations
  • across sectors

– have much more in common with each other than their management expects: Managing change and communication, making sure IT is business focused, hiring and developing great staff are always high on the list – along with maintaining and developing great leadership at the top. This is often followed by the needs of “housekeeping” around infrastructure – which is generally the hardest thing to get senior management to invest in.

The similarities are greater than the differences – but it is these sometimes quite small differences that make the big difference to standout organisations.

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