Covid-19 and Firm Leadership

Leading in the Face of a Global Pandemic

The advent of Covid-19 and the simultaneous fall in oil prices are causing – for most sectors – a crash in demand alongside an increase in upstream prices. These result in a very challenging (if not catastrophic) business environment, and the concerns echoed at government and commerce-chambers’ quarters are valid and evident – businesses that depend on cash-flow to fund operating expenses, and with the sudden fall in demand or limits to the number of people allowed in the facility at any given point in time, the businesses suffer, their workers have been or may have to be sent home, experience pay cuts and staggered hours, while others have seen it fit – if not forced – to close outright.

Companies have to also grapple with a more discerning and noisier customer, and they have not been faring well, gauging from the tone and temperature of customer feedback and social media narratives. Accusations of price gouging (which may or may not be justified); improper sanitization amenities; unavailability of essential products; inadequate communication alongside the uncertainty and instability of operating environments day by day, all add to the dismal market environment. Impose on this the devastation of persons becoming infected, others left agitated by quarantine or any sign of symptoms (exacerbated by the competing triggers of Sahara Dust and seasonal flu outbreaks) paints a bleak picture indeed.

But this encapsulates the new order of business and market environments in the world today and tomorrow.

“Everyone is sailing this ship while trying to build the boat.”

First Response in a VUCA Environment

That we are operating in an increasingly interconnected, globalized marketplace is given. The advent of a viral infection in Wuhan, China has had global effects on not only commodity supply (China being the hub of global manufacturing) but also in terms of viral transmission rate (both emanating from China and the spread within countries), all within months.

More interconnectivity means more exposure to effects from elsewhere on the planet – we are more at risk to sudden changes in markets as a result of causes seemingly a world away and completely outside of the norm. Steim and Townsend (2002) recognized this new globalised operating reality as a VUCA environment – Volatile, Uncertain, Chaotic and Ambiguous – we cannot think in terms of business as usual, since we are continuously forced to innovate, maneuver and respond to environmental conditions to not only perform well, but even remain viable.

How then must a business leader treat with this VUCA reality? Some responses may be familiar – how to scale down in depressed economic conditions; where to cut costs and reduce operating expenses, ways to adjust staff schedules of hours and what areas / service lines can be suspended – have all been responses that we wrestled with in previous economic downturns. Others have an eye on products in demand, and have added stocks of face-masks, sanitizers, gloves etc. in an attempt to capture some of this demand and get some cash in.

But this scenario is not a mere operating challenge or difficulty. This is a full-blown crisis. The routine challenges of commodity supply are amplified by the scarcity in global markets and the disruption of the supply chain at almost every point. The crash in sales are accompanied by fear and uncertainty in the customer and staff psyches. Everyone is sailing this ship while trying to build the boat.

Recognizing this operating context gives you a basis to craft a plan of action, and highlights specific aspects to isolate, target and plan for. As an example, scarcity at the vendor end allows for identifying alternative sources of supply, or even substitute products, so that you can not only expand your vendor base but demonstrate to the customer you are concerned for their utility. And although the customers may not show it, they will understand. Remember, every competitor is struggling with the same reality as well.

Leadership Needed

Almost everyone at every level from government, medical quarters and trade associations have emphasized the need to not panic, and while this has primarily been directed to the society in general, it is also equally applicable to businesses. Customers, staff and vendors (and your competitors) are all affected, uncertain and trying to come to terms with this new context.

A leadership focus can help you to confront and address many of these issues. With an engaged leader at the front of the ranks, you can better identify the symptoms of concern by your stakeholders, engage individuals to understand the root causes/sources of that concern, and if not alleviate them, at least reassure them in terms from the position of your firm.

We have seen companies install hand-washing stations at the entrance to their facilities; others have adopted a rigorous sanitization schedule; others have changed the configuration of their product or service (or both) to offer curbside / delivery services, although it was not part of the service previously. All these helps to reinforce a recognition of the concerns shared, and show a willingness to respond.

Operating Model

Facing the range of dilemmas across all stakeholder groups – the imposition of restrictions alongside austerity and stimulus measures by national governments; the concerns and agitation by customers and staff; the instability on the supplier front; and the disruption effects on business partners means that leaders have to not only respond to each dimension individually, but ensure consistency across all areas, or at least ensure coherence to avoid inconsistencies.

Modelling this overall dynamic can help to ensure you stay on top of all the issues as they unfold – nothing slips through the cracks and proactive policy positions can help to enhance management performance, helping to assess overlaps, contradictions and other relationships of note.

panCaribbean: Covid-19 Operating Context for Firm Leaders

For customers, your R&D insight on approaches – and the signal they send – present a good transient benchmark for appropriate response.

  • One company put out direct notices to their customers (and ads) highlighting the changes to their operating locations and hours, customer queueing policy and other provisions to keep customers in the loop. Contrast this with a customer that is engaging a firm, and trying to reconcile the changes as they go along.
  • Another – sensitive to customer concerns of possible infection – instituted a pre-ordering policy (using WhatsApp) to minimize customer time in store, and limit their interaction. This pre-ordering was accompanied by their in-store sanitization policy for goods-handling – reinforcing recognition of typical concerns.
  • One organisation with and older (more at-risk) clientele instituted a service home-delivery program to ensure the customers, and their families, are reassured of not just commitment but concern.
  • A school moved staff and students to a hastily-pulled-together online service delivery model, and although there are additional requirements and steps for parents and children to take (to ensure cyber security for e.g.), at the core there is the understanding that the institution is responding.

Staff issues would have been equally as ambiguous, if not outright traumatic. Should stores remain open or should they close? What does that mean for salaries and the associated credit commitments, or even the ability to put food on the table. Showing staff that these concerns are recognised, open conversations with staff on what the current revenue performance and its implications are on everyone, a range of possible responses that can ensure income (even if it is minimal), security of tenure, support initiatives that can be put in place for even more significant developments – all serve to acknowledge, engage and include persons as the team that the organisation represents.

  • In one organisation, initial meetings retained the best-practice at the time – well-ventilated spaces with appropriate distancing and individually pre-packed kits sent the signal of care for the staff even before the pandemic restrictions were pronounced.
  • One employer in the food and beverage sector – having to scale back all operations and staff hours, preserved jobs by redeploying front-of-house-staff to kitchen duties, with sufficient training to support the shift.
  • The need for work-from-home concessions, done either out of necessity or to accommodate staff isolation, and the use of technology to support same can be the trigger to reengineering process and performance metrics towards a more sustainable platform in the future.
  • This open conversation applies equally to partner-organisations – and the general tone that we don’t know what happens next or how long this would continue, recognizing that all entities are affected, gives an opportunity to build even stronger bridges which can deliver stronger associations can be forged and common areas of impact can be provisioned for – even collectively.

For any leader, at any level, the implications of the current operating context is difficult to straddle. A ‘deliberate calm’ in your leadership disposition, a holistic view of the challenges, along with up-to-date data on the phenomena and its evolution and open communication with your stakeholders, should help to inform appropriate and consistent strategic responses that can translate this pandemic into increased staff morale and confidence, customer loyalty and brand value. And this can be the basis for a new wave of success after this pandemic is over. We only wish there were an easier way to do this.

This post was written by Faheem Mohammed – Managing Director of panCaribbean Ltd. He can be reached at

This post has been modified from its original posting for grammar and expression.


When Managers Fail: Getting Managers to Buy into Change

A common question that surfaces in the conversations on organisational development and technology adoption revolves around “how do we get our managers to buy into that change?” or “how do we get them to stop resisting?”.

To begin to address this, it is important to recognise that in our region, many persons see management as the endgame. That is the job position and title to which they aspire – and understandably so. Being in a position to instruct rather than take instructions while receiving a higher salary is never a bad thing. Add to that work that requires you to be out-of-office, having flexible hours and all the accompanying perks (corner office, preferred parking etc.) make it a very attractive proposition. And to many, achieving these demonstrate to us success and progress. And herein lies the problem.

Persons who have attained management positions – through whatever means – have attained a position and the accompanying benefits to which they aspired. That is, the dues have been paid, and now is the time when the striving stops, and these persons can enjoy the benefits of their previous striving. The focus of the manager generally changes from working to attain a position to that of working to maintain the position attained. This means working less, not working more. It means taking it easy, as opposed to taking on more work. Any change would have to be mandated from the top, to drive work, as opposed to voluntarily accepting more work coming up from the line. In this regard, management is seen as a position more that a profession.

Added to the dynamics of management as a position as opposed to a profession, there is the fact that many managers lack an appreciation of what technology can do and is doing to organisations’ performance, and a more fundamental lack of any understanding of technology at all. Knowing the manual systems from every angle over the years of sweat equity is comfortable, and adopting technology is disruptive – it would change the process as well as demand new learnings. Added to this the risks of potential failure – and the implications for the management tenure – means that the costs are just too high.

When the suggestion for technology uptake comes from a person lower in the hierarchy – who may understand the technical functions but not the management expectations (or worse yet may want the management position themselves), we have what can be considered the perfect storm of rejection. Cut to the typical response, “when you are in my position feel free to drive whatever changes you wish to propose. Until then, this is how its going to be.”

How then can a manager’s mindset and attitude be changed? It may seem impossible – moreso after repeated attempts. But here are some ways you can attempt to get managers to change their positions.

  1. Respect their position. As the saying goes, people at the top didn’t just fall from there. They are there for a reason. If you accept this, you would be able to appreciate there is some competence, reputation or capability that warrants that person in the position they are in.
  2. Know what the change is really about. Too often advocacy for change is directed towards worker convenience more than it is about performance or productivity. The closer the change can be located to underlying organisation’s performance or competitiveness, the easier the sell is to any manager. Typically, linkage to the strategic plan or other stated intent (such as, for example, shareholder value, brand perception and brand value, operational efficiency or increased responsiveness to customer responsiveness).
  3. Confidence of the manager has to be earned. If the manager thinks that everyone is out to get them, or is trying to cut them down or get their position, then there would understandably be trust issues involved. The same applies if the manager is insecure in his/her knowledge about technology. In either event, the manager would certainly listen to someone who s/he trusts to seek his/her best interest. If you are the one advocating change, then have you earned that trust or can you do so? If yes, then great. If not, find someone who can. Some persons resort to external help – consultants or other advocates, in order to do so. How it is done is not important, once the trust is established.
  4. Demonstrate value. As the saying goes, “tell me and I forget, teach me and I remember…” For a manager to accept that what you are proposing is going to be of benefit, its extremely useful to let the manager see what it is and how it works. A working demonstration or a case study can help to show explicitly what is involved and how value is derived from the change being proposed, and more importantly how to sell it upwards.
  5. Driven from multiple directions. In many instances, there are persons higher up the hierarchy who understand the need for change and are willing to support it. If there is such a person senior to the manager, then they can support by driving change down to the manager, and help ensure the manager engages the change initiative and gets with the program.
  6. Credit. This is generally the most contentious point. Unpopular opinion: ‘You can be more assured of seeing change happen if you give your manager the credit.’ Why? They would look good, and have others think it was their idea. And some may believe it. But the truth is, his/her superiors know where its at, and what managers are capable of. If ‘their’ idea is good and not characteristic of their contributions, then it must have been fed from someone, somewhere. And a simple request for more detail would tell if its fed internally or from the outside. So, you not only demonstrate you are capable of the ideas, but that you are also focused on the development of the organisation, not personal gain or glory. I personally have experienced situations – repeatedly – where I made my managers look good, virtually cannibalising my ideas, and it wasn’t long before they were working for me. In fact, one called me after I had moved on, and was seeking my assistance in their employment. What?! After I picked up my jaw off the floor, I kindly talking them into the focus they needed.
  7. Know what makes them tick. Some managers are all about leaving a lasting legacy as a development or change agent. Others are focused on short-term gain, and yet others on enjoying the trappings of position. This typically cross-threads with persons committed to a profession, and such (silly) things as standards and reputation. But beyond the conflict, knowing what makes your manager tick can be used to your advantage. How does your proposed change align with whatever makes the manager tick? Can you present the idea in a way that aligns with their priorities? If so, then you may well find they become your biggest champion and run with the idea – in some cases mobilising resources you never envisioned. This draws upon more leadership and communication skills, but totally worth it.

These are ways you can help to sell change upwards and get your managers to buy into the vision of what you see for the organisation. The point is there are multiple angles and approaches you can explore. And they work… most of the time. Sometimes the obstacle is too great, the idea too transient, the manager too dead-set on work avoidance, or themselves lacking confidence on the persons they report to. In such cases, you may have to work through a different organisation, or work a different idea. But it should be after you are thoroughly satisfied that you have tried all angles available.

In parting, here’s an interesting thought to consider. While many persons see management as the endgame – the position to which they aspire – those who see the management as a profession, and therefore a different game, requiring different skills – end up the most celebrated of management icons. Lou Gerstner, Jack Welsh, Ram Charran, Larry Bossidy, Henry Ford and so on… when they assumed management roles was typically when they faced the most challenging role of their careers. That was when the work started, not ended. Until you share a similar crossroads, everything you experience and experiment with are tools for the journey to a more demanding, and rewarding, future. Happy changing!

Faheem Mohammed is the Managing Director of and leads the management and leadership portfolios. He can be contacted at


4IR, Augmented Workforce and the Individual

Over the past few weeks I have had a lot of students demonstrate excellent synthesis of current and emerging technologies, and its contextualization in the Fourth Industrial Revolution (Industry 4.0) label that describes our transitional environment. While I am really happy for this, hands down the greatest concern seems to be that of job loss and structural unemployment that can result from automation and AI-driven processes. This concern is not just relatable, but has been around for some time (an extension of the English Luddites of the early 19th century comes to mind).

Whilst we know the nature of the organisation and the nature of work itself is being transformed daily by the diffusion of technologies that are cascading into our operating environment (in particular robotics, cognitive augmentation and deep learning), there is the lingering sentiment that investment in technology is a zero-sum option – it will come at the expense of people. And this has been demonstrated in some facets of the workplace and wider society – many manual and administrative positions have been automated and staff made redundant in the recent local past; the PC era of the 80’s triggered the resulting flattening and widening of organsational structures (at the expense of middle management), even the Turing tests and our very ability to discern human from machine responses.

I think it is important to note as well the rise of knowledge workers and the subsequent emphasis on the augmented workforce are indications that the zero-sum option is not the only one, or even if it is in some sectors, it is still some ways away. Or at least, there is a humanistic approach to ensuring the integration of more technology into people-intensive workflows. Today there are a lot of conversations around rethinking talent and the human aspects of work that will remain essentially ‘human’, of companies’ abilities to reskill, retool and redeploy talent, and do this quickly. But more fundamentally, there is a need for us to consider, at the firm and at the individual level, the role of technology to us, and our strategies for engaging same.

At the firm level, the consideration is not just on the implications on staffing, but also on competitiveness and the ability to respond to changing market dynamics. For this all stakeholders need to be on board – driven by relationships based on mutual respect and trust – a core role of leadership, essentially. At the individual level, I have seen some students express fear of technology and its impact on their career moving forward. The other side of the coin is of course there is a bright future for not only those who are digitally empowered to contribute to organizational efforts, but moreso those who would create that jobs that technology would be doing. It takes some reorientation, but it comes back to a fundamental question – do you think it’s worth the effort?


The Future of Management in a Tech-Intensive World

Going by definitions, which are necessary but really aren’t that popular, we know management to be a job function or task set that is responsible for planning, coordinating, enabling and control of activities within the organisation. Mintzberg saw it as a cluster or roles that have to be assumed. All allude to a science of effort – at least in theory. Management has not yet been recognised as a profession in many of our jursidictions.

From a practical viewpoint, it is even less structured, since we see management as a position within organsiations, not a profession or specific skill set – with good reason; being a position, anyone sitting in that coveted spot (the corner office?) is a manager, regardless of whether that individual has any of the required abilities to [plan, coordinate, enable and control] or not. In fact, I have seen in some instances the only real skill being brought to the management position is complete compliance with those higher up the ladder. No room for planning etc. here – you have one job, and that is to tow the line.

Notwithstanding, the role or task-set spans the the entire gamut of planning through control, and manifests within organisation indifferent layers across the various functional and location divisions – straddling in each the layers of supervisory, management and executive positions. These we have heard in the context of operational, tactical and strategic level issues, in ascending degrees of importance respectively (if we go by the accompanying remuneration as a guide).

In terms of management roles today into tomorrow, we are seeing more and more the diffusion of intelligence technologies playing a supporting and in a growing number of instances an ‘advisory’ role to managers’ job functions and task-requirements. Our enterprise-wide applications are able to share information in a process that renders time and location irrelevant. The emergence of drone and robotic automation processes within operational functions is encroaching on large segments of supervisory roles. Programmed flags or notifications against established performance standards are rendering reporting and human intervention in the process of supervision comparatively expensive, inefficient and to a large extent unnecessary. It is driving firms to be flatter and leaner in their operating structures today. And that was only the beginning.

Looking ahead, the advent of Big Data, Analytics, Business Intelligence or any other term used to refer to data-intensive artificial intelligence, is poised to only amplify this trend, and distill the diffusion of technology further upwards through the layers of management-oriented positions. That software can on one part compile, collate and articulate data from various divisions in incomparable time is profound, and on the other part personalise and customise communication to various individuals – again in real time – on demand, is equally important to note. The supporting infrastructural developments – cloud and mobile computing in particular – are poised to deliver this intelligence to central decision makers as required. In fact, automated reporting posits a degree of consistency that is rarely emulated by human beings.

The computer-based learning systems – typically algorithms today – are moving into the space of assessing data, making decisions, executing automated functions based on the decisions, providing further detail and information access to persons using the system, and recording (and reporting) on performance and exceptions.
So how can this work in the management arena? In a pool of 5000 job applicants, a software can filter academic qualifications and performance, past experience, social media activities and other data streams to short-list candidates. It can provide online, remote simulations to prospective candidates and rank them accordingly. It can drive the orientation and training components to which candidates are exposed. With a pool of historical data on performance of different persons on a variety of tasks, an algorithm can select the best persons for the performance of a particular job based on their past experiences and performance on related tasks. Work schedules, performance registers and quota management are all automated computerised systems with which the candidate can interact and report. Meetings are already virtual, and the supporting documentation and ‘tangibles’ are accessible synchronously or asynchronously by anyone with approved access (Access is automatically assigned by employee rank and job description).

Financial, information access and even facility resources can be allocated (or booked) automatically on job assignment per candidate. Their performances are tracked by a system against milestones and comparative benchmarks. Bonuses, penalties and issuing of payments can be automatically configured and channel resources to the supporting structures (perhaps an employee’s bank account or company-issued credit card). At any (every?) point throughout execution the response expectations and projections based on the established plans and objectives (and environmental conditions) can be evaluated and adjusted – with the resulting changes communicated to the affected staff on their mobile devices.

All this to say that there are many management-centric functions which are being supported (or driven) by technology today. Which would be good news for larger organisations seeking to become more agile and responsive to market dynamics. It is also expected to be welcomed by entrepreneur-led and small and growing enterprises, if Greiner’s challenges throughout his Life Cycle Model is anything to go by. Firms facing severe shortage of skilled labour, or economies with an ageing workforce would also stand to benefit from this trend.
However, the shift is expected to be gradual from all indications. And it is currently difficult to see it as a replacement entirely – what with issues of diversity, capta, intuition and creativity still being core human tasks within management (or any) job functions. Yet from considering the tasks associated with management functions and the deployment of technology, the relationship seems set to become only more intertwined.

I wonder if IBM’s Watson would agree?



Beyond the Science of Leadership

“Art is a higher type of knowledge than experience”

~ Aristotle – Metaphysics ~

Here’s an unusual challenge: Create a poem with the subject matter being on Nature and our Environment. The poem must comprise 17 syllables in 3 lines, allocated into 5 syllables in the first line, 7 in the second and 5 in the third. Do you accept this challenge? The resulting product – known as Japanese ‘Haiku’ – is a form of poetry that can cause the inductee some challenge to rhythm and rhyme before the creative juices begin to flow.

If you are not too inclined to this form of art, and prefer a more hands-on challenge, we only need look at the ‘Food’ channels on our televised media to see instances of chef competitions and challenges where the creativity is tested with the additional restrictions of limited ingredients or within a specific culinary theme. It may be in the form of challenges centred around 1 key ingredient, or rather one of specific ingredients that may not work together conceptually – but that is what the chefs are given to work with and the time starts now.

Many of the persons undertaking these challenges title themselves artists who are able to not only work with what is given but transcend limitations in order to create their own tributes. So too for us – having mastered the science of our respective discipline – each challenge which we face allows the artist in us to develop and mature; each project a canvas to which we are allowed the opportunity to paint with our own abilities and from our perspectives. Over time, our every effort becomes a stroke of varying intensity and colour that fills the canvas of our career, inspired by passion and sculpted with soul, shaping the object of our attention and affection towards our version of excellence.

As artists operating within our own professions, we too will be tried and tested in different ways and by different parameters. Be it an oversupply of information, an unavailability of resources or inefficient work-ethic, each parameter sets a boundary that can be seen as an insurmountable inconvenience or as an obstacle that, once overcome, can leave a lasting hue of dazzling brilliance. This ability would be more valuable in more restricted environments, and with increasing regulatory frameworks and compliance specifications, may in fact prove critical to sustainability if not growth.

As leaders of artists and as artists ourselves, the challenge is amplified and arresting. We need to ensure that our artists are able to function – with the resources that are necessary, with the skill to create, and with the will to perform even where there are challenges and obstacles. Our contribution to the operating environment (and our own work of art) is much more elemental – demanding the ability to manage (all) resources and efforts directed toward a vision of the future as well as the delicate ability to inspire the artist to function – to ignite the passion that would engulf entire initiatives and effect a lingering afterglow of achievement.

This is not effortless by any means, since obstacles can deter as much as it can entice, ourselves as leaders as much as those whom we lead. As artists, effective performance requires our own passion and dedication to stay the course, despite any obstacles or limitations that may surface. It draws on our creativity and ability to visualise hidden paths that can lead us out of tribulation. As leaders of artists, we must be cognizant of what our reports envision themselves, enunciate and draw upon for inspiration. Equally of importance, we need to know what the requirements are that our artists would need in order to create. Where there are debilitating limitations an open consideration of the complexity of reality can serve to exact resolve and draw upon the individual creativity of each artist even as it serves to strengthen resolve.

Our professionals of today stand to benefit from the artistic approach to their disciplines – one that would engender creativity and innovative responses to manifest boundaries and limitations. The basis is the dedication to a profession, the drive to transcend the science of the discipline and realise their unique contributions that can be offered to the craft. And where this is attainable, the leader as the artist can his/herself offer a contribution to the leadership arts that would auger to the benefit of all individuals, and the organisation as a whole – as his/her own work of art. Great art, as attested by Huneker, as “an instant arrested in eternity.”


Tech Leaders and Business Strategy – An Ambiguous Relationship

Within this past decade the spotlight has shone brightly on technology and its contributions to industry and society – revealing both positive and negative propensities in its development and deployment. Greater surgical precision a la robotics is countered by cyber-espionage and privacy apertures at international levels. Alongside these is the consumerization of technology – exacerbated by the Internet of Everything, as it were. The economy was not exempt, as the expectations arising from focused investment in national infrastructure and human capital is tempered by ‘the rise of the machine age’ – at the leading edge being lights out manufacturing and the accompanying jobless growth.

In this context it comes as no surprise that Steve Case, co-founder of AOL cum entrepreneur at the 2015 SXSW alluded to the third Internet age – which he predicts would serve to ‘accelerate disruption across all industries’ – driven in part by (r)evolution in capital and social landscapes – which will force companies to ‘adapt or die’. Dramatic? Maybe. Excessive? Well, in the casino of competitiveness, would you be willing to bet your firm on it?

 We cannot dispute the fact that the technology today is ‘disrupting market leadership’ as Porter said. Nor can we argue against its contributions on the emergence of new businesses and business processes, alongside expanding opportunities which we fully expect to be reflected in the top and bottom line values. As Marakas and O’Brien put it, ‘technology is no longer an afterthought in forming business strategy, but the actual cause and driver’. The expectations are that information systems and technology deployed within and throughout an organisation is expected to contribute to efficient business operations; enterprise-wide collaboration and more effective decision-making; and in tandem aid in no small way to make the firm more customer-driven, responsive, and generally deliver customer value centred on quality more than price or location.

Herein lays the pretty paradox. Firms are waking up to what is becoming more possible through technology, and are investing more in an attempt to realise these possibilities. Not so the function that is charged with harnessing this resource and unleashing it upon the competitive landscape. Remarkably under-resourced (after all, IT investments already account for a large share of the budget), the IT department has to get by as operations support – a caddy, if you will – and in many cases report to a cost-containment executive, charged with keep the lights on while the core business makes rain. It should come as no surprise then that projects are over scope, often fail to deliver, layers of applications sit idly by as real-time technology supports inefficient processes, and somehow training sessions on solution roll-out become exploratory discussions on workflows, with users – initially being propelled by waves of change – find themselves in a whirlpool of wonderment and despair.

This context is exacerbated by the imposition of more layers of isolation by the IT department – a help desk, a ticketing system and remote administration all serve to spur on the queries as to whether humans work in the department at all. We hear of arguments that IT does not understand the business, and counter arguments that it’s the line that has to drive change, all of which makes for entertaining meetings and underwhelming results.

To overcome this hurdle, as George Colony (CEO of Forrester Research) put it, ‘the CIO has to be a great teacher’. This extends to not only signalling to the line the current and emerging possibilities, but also digest the business strategy and craft a response that fully leverages available or applicable technology. To be clear, this goes beyond keeping the lights on. As Steve Olive (CIO of Raytheon Defence) says, ‘consistently reliable and excellent IT service should be a given. What businesses need and IT should be providing are innovative solutions to business challenges.’

What this requires is firstly effective management capability by our IT leadership. The ability to assess, plan and execute in line with business goals and objectives would serve to eliminate the cost-containment filter that tempers possible IT development. It requires a core management focus that is applied to technology as a resource. But this is not an easy feat, moving from graduates who are essentially information engineers, more adept with the mechanics of information management and technology engagement than its business applications. Consider the view that undergraduates from Computer Science departments, or practitioners with professional certifications harbour a thorough understanding of the operational continuity of the function predominantly – those who were able to make that transition demonstrate a much more broad-based exposure than core IT operations.

The second tier of development is the evolution of core IT management to the strategic level, wherein it not only maps the resource to business strategy as a whole and at the various functional executing agents, but is able to craft offensive and defensive business strategy that directly engages competitive rivalry and levers of competitiveness to propel the organisation forward. Armed with new products, aimed at new markets, and bound by data-driven decisions and a learning organisation, this level of contribution realises value-driven results within, throughout and beyond the boundaries of the firm and extending to suppliers, customers and partners. The net effect is an organisation fully-equipped today to redefine market leadership tomorrow, driven by IT Leadership 2.0.

Steve Case (SXSW 2015) predicts the Internet’s third age wherein entire sectors would undergo radical innovation due to technology diffusion and disruption. We agree. We are already working to create it.

March 2015


On Purpose: Leveraging Our Personal Strengths

We are unique in our identity as we are in purpose.

Our identity is based on the generic construct of our unique ancestors, compounded by our own experiences, and interpretations thereof, as we journey through life. These all converge in our minds to provide us the lens through which we view the world and our place in it. And thus we craft our purpose that may enable us to demonstrate our distinction and contribute to our conviction in this great medley we call society.

Our purpose is infinitely more ambiguous (relative to identity), and in one sense all we know is our presence as the effect of the copulation of our parents and their ancestors. But this answers more HOW we happen to be here than the more important WHY.

In the grand design we may never truly understand our purpose of being – it may well have been to directly uplift persons from a disadvantaged or oppressed position; as it may have been to prepare the world to receive another; or to embody or exemplify what should not be done, and thereby remind another of the folly of an act or pattern of behaviour. History alone would vindicate our contribution in this regard.

At another level, we have a purpose of doing – a driving force that shapes our interpretation of our environment and our responses to the changes therein. A primary motivator, this purpose can be identified by inspiration or situation. Regardless of how our purpose is revealed to us, we must be open to accepting it into the very fabric of our being – to let it infuse every cell of our bodies and every synapse of our brain.

Our purpose must become our soul – that gives direction to our efforts. It is easy to classify this purpose as our motivation in its conventional sense, yet this purpose is deeper than, and may even contradict our motivations and aspirations.

This purpose of doing is more akin to our sense of duty – what are those things for which we will be held accountable – either in this and/or the next world.

How can we find purpose? Do we choose it or it chooses us? Our purpose of being may be crystal clear to use or we may exhaust our lives (even those of others) and may never know. Our purpose of doing is informed by that ever-present dichotomy of our unique gifts as human beings and those situations in which we find ourselves. In any circumstance, we can either utilize our gifts for the benefit of ourselves and/or others – this balance we alone can set – or learn from the situation and build armour to contribute more significantly in the future: there is no punishment, since the looming Day of Reckoning or Judgment us yet to come to pass.

What are our gifts then? As a species, our collective gift is that of freedom to choose – not what we face as we perpetually move closer to our demise – but rather how we respond to those situations which we are given to face – the ever-evolving realities that entrust their sacred lessons to our care. All humans are given this gift, wrapped in a burst of colour and textures, scents and sounds that we appropriately call the present. This gift defines us collectively, and one that we bestow the same courtesy on as any other gift, engendering with care even as we savour its character.

Beyond this, subjectivity reigns. A gift is as valuable as its worth to whom it is bestowed. IT may be only skin deep, an ease to behold if not a pleasure. For others it may be wit, mirth or courage. Yet others may be entrusted with intellect or wisdom that they may guide. Others still may be happy dependents who bestow love, care and gleams of admiration that fuels the fires of our passion.

And what if our gifts cannot enable us to reach our goals – that which we aspire to own or achieve? Gifts are given to us to do with as we choose…

But Know! Under-utilisation or use for only frivolous or selfish ends will ensure that these gifts do not linger in their departure – but rather dissipate into a realm that we may never know or can never reach. It becomes that drop that escapes our clutches and falls into the sea – which we may never again taste of its succulence.

May our purpose mold our identity, and provide a beacon toward which we sail, beyond storms and calm seas.