Dynamic people model
Levels of work identifies a robust framework where each role is defined by its level of decision making and problem solving. Effective decision making and problem solving at each level of work requires a concomitant level of cognitive capability.
In the transformation from analog to digital, there will be obsolete roles no longer needed and new roles created. As new roles are created, the organization has to identify the level of work in the new role and the corresponding cognitive capacity of the candidates for those roles. When people are challenged to work at or near their highest level of capability, in work they value, there is no need for motivational speakers to raise morale.
Most analog organizations define managerial roles as reporting relationships. In a digital organization, managerial roles shift from reporting relationships to a value stream, where managers are required to bring value to the problem solving and decision making of the team. This process brings alive the concept of “servant leadership.”
Rapid decision making and learning cycles
Technology is transforming analog organizations to digital organizations. Many decisions (made with incomplete, unknown or unknowable data) become calculations (complete and known data) according to defined algorithms. A decision is made in the context of incomplete information. A calculated adjustment is made in the context of complete data.
In the digital world, this data is captured in real time and is more transparent to more people in multiple functions. There will be no more waiting for a report from accounting. That data will be available in real time. And, with that accurate data available in real time, there is no need for a role that captures, collates and compiles the data, no need for a role to review the data. Analog roles slow things down.
Levels of Work acknowledges that some roles will be gone and new ones appear. The level of work is likely to be higher. It is no longer a matter of gathering and compiling data, it is a matter of which data to stream, to whom. Which data is relevant, which data irrelevant? What sensors gather the data to stream? What new sensors are available to gather new data? What sensors are obsolete?
In what technology do we invest our limited resources? Our decision making and learning cycles have to come faster.
Think about any decision. You have to think about, not only the consequences of that decision immediately, but also the consequences in a month, three months or a year. An immediate positive consequence may create the circumstance for a negative consequence in three months time.
Same thing goes for a problem to be solved. You have to think about, not only the consequences of that solution in the near term, but the consequences in a month, three months or a year. An immediate solution may create the circumstances for a larger problem in three months time.
Take a high mileage vehicle and extend its preventive maintenance cycle by 30 days. You will save the cost of a maintenance cycle. In three months time, you will not likely notice any difference, but over two years time, you may experience catastrophic vehicle failure. And, it may not just be the cost of the repair, but the delay in the critical path of a project (just to save an oil change).
Best Practices are based on past experience, a best practice to a problem that we already solved. Necessary but not sufficient.
Past experience may be helpful, but seldom covers all the bases. Past experience seldom anticipates change and often misses critical elements that will be different in the future.
Best Practices are what we teach in school. Those who live by Best Practices will find themselves perfectly equipped to deal with a world that no longer exists. Accomplishment always happens in the future.
“But, I am the manager. Everyone is counting on me,” Bryce pushed back.
“Then, why are you in here, by yourself?” I asked.
“I have a problem to solve. It’s a serious problem. Everyone is counting on me to solve the problem. It is my responsibility.”
“Is it your responsibility to solve the problem with the best solution you can come up with, or the best solution to the problem? Have you thought about stepping outside yourself, asking for help, other perspectives? Yes, you are accountable for the best solution, but, no one said it had to be your idea.”
“No, and I should have listened to my sales-guy,” Rory replied. “We spent a bunch of engineering time creating a perfect solution that the customer didn’t want. We thought the prototype would WOW them to our way of thinking. All it did, was drive them to our competitor.”
“If you had it to do over again, what would you do differently?”
“First, I would listen. Before the problem was completely explained, I thought I already had the answer. I missed some key elements in the problem.”
“And, what else?”
“I think,” Rory glanced to the ceiling and back to me, “that I have to suspend my own judgement for a while. I have to see the problem from the customer’s perspective. Until I can see that, I will make the decision according to my criteria, instead of developing criteria from the customer’s perspective.”
The problem you solve is the problem you name. Make sure you name the right problem. -Pat Murray