All Posts by Bob Lewis

|In: Organizational Design|Last Updated:

A quick history of the United States:

If you’re running an IT organization, you’re probably coping and having a hard time doing it. IT has evolved from supporting core accounting, to all business functions, to PC-using autonomous end-users; to external, paying customers on the company’s website; to mobile apps, the company’s social media presence, its data warehouse, big-data storage and analytics … all while combatting an increasingly sophisticated and well-funded community of cyber attackers.

What hasn’t evolved is IT’s operating model — a description of the IT organization’s various moving parts and how they’re supposed to come together so the company gets the information technology it needs.

Your average, everyday CIO is trying to keep everything together applying disco-era “best practices” to the age of All of the Above.

Defining a complete IT All-of-the-Above operating model is beyond this week’s ambitions. Let’s start with something easier — just the piece that deals with the ever-accelerating flow of new technologies IT really ought to know about before any of its business collaborators within the enterprise take notice.

We’ve seen this movie before. PCs hit the enterprise and IT had no idea what to do about them. So it ignored them, which was probably best, as PCs unleashed a torrent of creativity throughout the world of business (assuming, of course, that torrents can be put on leashes in the first place). Had IT insisted on applying its disco-age governance practices, to PCs, all manner of newly automated business processes and practices would most probably still be managed using pencils and ledger sheets today.

Eventually, when PCs were sufficiently ubiquitous, IT got control of them, incorporating them into the enterprise technical architecture and developing the various administrative and security practices needed to keep the company’s various compliance enforcers happy, to the extent compliance enforcers are ever happy.

Then the World Wide Web made the Internet accessible to your average everyday corporate citizen, and IT had no idea what to do about it, either. So it did its best to ignore the web, resulting in another creativity torrent that had also presumably been subjected to IT’s leash laws.

It was a near point-for-point replay.

Now … make a list of every Digital and Gartner Hype Cycle technology you can think of, and ask yourself how IT has changed its operating model to prevent more ignore-and-coopt replays.

This is, it’s important to note, quite a different question from the ones that usually blindside CIOs: “What’s your x strategy?” where x is a specific currently hyped technology.

This is how most businesses and IT shops handle such things. But as COUNT(x) steadily increases, it’s understandable that your average CIO will acquire an increasingly bewildered visage, culminating in the entirely understandable decision to move the family to Vermont to grow cannabis in bulk while embracing a more bucolic lifestyle.

The view from here: Take a step back and solve the problem once instead of over and over. Establish a New Technologies Office. Its responsibilities:

  • Maintain a shortlist of promising new technologies — not promising in general, promising for your specific business.
  • Perform impact analyses for each shortlist technology and keep them current, taking into account your industry, marketplace and position in it, brand and customer communication strategy, products and product strategies, and so on. Include a forecast of when each technology will be ripe for use.
  • For each technology expected to be ripe within a year, develop an incubation and integration plan that includes first-business-use candidates and business cases, the logical IT (or, at times, non-IT) organizational home, and a TOWS impact analysis (threats, opportunities, weaknesses, strengths). Submit it to the project governance process.

Who should staff your new New Technologies Office? Make it for internal candidates only, and ask one question in your interviews: “What industry publications do you read on a regular basis?”

Qualified candidates will have an answer. Sadly, they’ll be in the minority. Most candidates don’t read.

They’re part of the problem you’re trying to solve.

Comments

|In: Career Management|Last Updated:

We spent the weekend on the road, and there was never a good time to write.

And so, as last week’s column was about how to seem more literate, it seemed only reasonable to move from writing to PowerPointing. Luckily enough, the column that follows, first published late in 2006, covers the ground quite nicely.

– Bob

# # #

Question: Since people have been stupid as long as there have been people, why do so many of us blame PowerPoint? When someone writes stupid sentences, do we blame MS Word?

PowerPoint is no different from speaking — if someone’s point is foolish, either will make the fact more public. So the first rule of good PowerPointing is the same as the first rule of speech: First, think.

Many bytes have been expended providing other PowerPoint guidelines. Some have provided marvelous self-referential warnings — dull and poorly constructed presentations explaining how to avoid creating dull and poorly constructed presentations.

Most of the “rules” are, by the way, contextual. For example:

PowerPoint Rule: Never use anything smaller than a 16 point font. It’s terrific advice, when you’re building a presentation that will (a) be projected in a large room, (b) to an audience that has not received printed copies of the presentation, and (c) won’t have access to a version that can be scrutinized later on.

Let’s start over. PowerPoint and its competitors are more than packages for developing presentations that will be projected in a large room. They’re general-purpose communications tools. Presentation software and word processing software differ in one important respect: Presentation software enforces a discipline of telling a complete story on each page.

That, in fact, is the only hard-and-fast rule of using presentation software correctly: Make each page tell a story.

A few other thoughts and notions:

Respect the tool. Presentation packages provide sophisticated facilities for helping you achieve consistent formatting. Take advantage of them. Use the Title placeholder to contain slide titles, the built-in, automated slide numbering feature instead of manually placing slide numbers at the bottom of each slide, and tab stops or separate text boxes instead of the space bar for fine positioning. Among the advantages: When you change templates, your slides will require less clean-up.

Don’t use clip art to liven up slides. Inserting clip art of a detective with a magnifying glass onto a slide whose title is “A closer look,” is something less than highly original. It was hokey the first time and hasn’t improved since.

Do use illustrations to tell your story, instead of simple bulleted lists. A list of bullets is a fine way to present a handful of parallel ideas. A graphic gives you the opportunity to show their interrelationships as well.If, for example, your bullets present the sequence of seven steps you’ll follow to complete an assignment, place seven boxes on the screen, positioned diagonally from upper left to lower right. Connect them with arrows — right-angled ones that descend from the bottom mid-point of each box to the left-side mid-point of the next one. Label each box with one of the steps.

Have too much to say about each step for this format to work? Create a row of seven block arrows across the top of the slide and label those as the steps. Below each position a rectangle and put bullets in each to explain the specifics for each.

Use small fonts for fine points. Complex slides will sometimes require 10-point type. That’s okay, so long as you provide print-outs to your audience. They can read the big-fonted labels on the screen to keep track, and the fine-pointed details on the printed page.

Don’t just read your slides, except when you do. When a slide contains more than three bullets, say, “I want to focus your attention on a few points on this slide,” and then do so. If it contains a complex graphic, all of which matters, say, “This slide is complicated. Let me walk you through it.”

Sometimes, stop referring to your slides altogether and just talk to your audience. Your presentation is there to assist you, not to imprison you.

Use agenda slides. The first occurrence lets your audience know what to expect. Repeat it at transitions, bolding the upcoming topic. Doing so helps your audience keep track.

Never, ever apologize for your slides. If a slide contains a typographical error, your audience might find it mildly distracting. By apologizing you interrupt yourself, which is much more distracting.

Here’s what matters most: Excellent PowerPoint presentations are, before anything else, storytelling. Good presentations have a narrative flow. Each slide follows naturally from the one that precedes it and leads naturally to the next one.

It’s like any other form of communication. If you want to be effective, don’t just blurt — plan.

Comments