I have this recurring nightmare that just won’t go away.
So, there I am… I’ve just woken up from a nap on my favorite recliner in my living room. I’m still a bit groggy, but I look down and see my young daughter looking up at me intently through her hazel eyes. Really, she’s staring at me.
I sit there for a few moments, looking back at her and then I ask “what is it, Virginia?”
She looks away for a moment, looks back into my eyes and then asks the question parents don’t expect their children to ask until after they’ve had “the talk.”
Then she asks me:
It was inevitable, wasn’t it?
I tried so hard, for so long to avoid using the word “transformation.” Yet, I knew it was merely a matter of time…
Until what, you ask?! The word transformation started creeping into our vocabulary (again). This time it was in the context of “Next Generation IT.”
I wish we could say “OK, let’s transform into the organization that we’re intending to become,” we press a button and then watch it happen for us.
Unfortunately, that doesn’t work. What does work?
C’mon over here and let’s chat about that for a bit, OK?
Because we can’t really talk about that, until we get straight about what transformation is (and isn’t)!
If you’ve read or paid attention to anything that I’ve written over time, you’ll know that I hate clichés.
OK, I’m lying through my teeth! I love them, but not for the reason which might seem apparent. You see, I think there’s a lot of truth and a lot of mischief in clichés. In each one, there is a nugget of truth which is often obscured or masked by a thick layer of common sense. Not the common sense that is like “you shouldn’t let your kids play in traffic.” No, I mean the common sense that is more like sleight of hand — if you say it quickly enough, (most) people will accept the statement at face value, nod their head approvingly and then move on as if what was said is (actually) true — even if it’s not or a gross oversimplification of reality.
I enjoy them, because I enjoy identifying them, stomping them into the ground and having people come to recognize them for what they truly are. In the expression “you only get what you pay for,” we have another viable candidate to do damage to.
Why am I railing against this one now? Why is this relevant to ITSM? I’m glad that you asked!
ManageEngine recently announced that its Standard Edition product would be made freely available to all current and future customers.
What does this mean? Why is it important? Is the cliché really true?!
Let’s have a look, shall we?
While it may not be evident to those who don’t know me well, I’ve had an interest in performance management and metrics for almost as long as I have been a working professional. Indeed, I have been actively researching this since around the time of the Y2K “crisis” — which roughly translates to about 17 years. Some times I’ve been more active in my research than others, but it’s always been core to how I think and work with customers and approach any project.
Well, even though the past months may have looked like I’ve been sitting on my hands, I can assure you that I’ve not. I’ve been busy on a number of fronts, including performance management and metrics. It’s a “good news, bad news” proposition really — I haven’t had a lot of time for “fun,” but I have gotten a lot done. There is a lot of work left to do (I think it’ll be the rest of my life, really…), but I think that it’s finally time to bring it to the forefront.
It’s time to launch! What does that mean? Well, the first thing is that I am kicking this all off with a BrightTALK webinar “Built To Perform: A Pragmatic Look At Performance Management.” During this session I am going to address the items in the abstract that I wrote for it, as a way of providing a general introduction to the area and a way to frame all of the work done and those things that will be unleashed over the next few months. In addition to this webinar, you can expect that there will be other blogs, articles and webinars associated with it.
Needless to say, I think this is the start of something big! I hope that you’ll find this interesting and will join me.
I recently appeared on the ITSM Weekly Podcast (#117) with Mark Kawasaki [@WindUpBird] and Matt Beran [@MattBeran].
It was a lot of fun, despite having bandwidth issues during the hangout. I’m very thankful for the opportunity to participate!
Have a listen/view (click this link to go to the podcast) and let me know what you think!
Today, I find myself one day older and (hopefully, potentially) a day wiser. I won’t bet my car on the latter, but I think you get my point.
What makes today noteworthy isn’t today, but yesterday. Why yesterday?
Well, it’s because I had the opportunity to be a “Guide” for TFT13! 😀
I thought I’d take the opportunity to make a few notes about my experience of participating in TFT13, while the thoughts were still fresh in my mind.
Care to find out more? Good. Let’s go! 😉 Continue reading
In my last blog, where I wrote about the levels of learning, I talked about how different training tools and methods would be targeted at or useful for a given level of learning. In this post, I offered a way to better understand the nature of insight as:
Insight involves the grouping of perceptions into meaningful wholes.
This is a generally accepted view, but there is more to say about insight and learning. It’s perhaps an insight into insights…
Let’s have a look, OK? Good! 😉
The past few weeks have been pretty good. I spent part of it at the annual ServiceNow user conference — Knowledge13 in Las Vegas. It was a great conference and I’m so thankful to my esteemed colleague Michael Dortch for the opportunity to attend as a speaker and participate in his panel discussion on “ITSM in 2015 — and beyond!“. I had such a great time and have lots of stories to share, look for that in another blog!
Having had the opportunity to talk about my perspectives on the ITIL Joint Venture here and here and knowing that I was going to be at the conference, Linda King of G2G3 asked me if I was interested in having a conversation with a representative of the JV while at the conference.
Within seconds of receiving this invite via Twitter direct message, I launched back with an enthusiastic: “YES!!!” Maybe I should have been a little more restrained with my response, but do remember that I am an American!
Given this, she set up a time to have a conversation with Chris Barrett (of Capita) who is one of the newly appointed directors for the Cabinet Office / Capita Joint Venture. I purposely arrived early on Tuesday so that I could ensure that I’d be on time for our meeting. I’m thinking that you’d like to know a bit about what happened?! OK, let’s do a run down, shall we?
I think that this was a great and timely question to ask. As one might expect, I do have my own preliminary thoughts on the Joint Venture (JV) with Capita. Rather than composing a response and cluttering up the timeline, I thought it would be best to use this as an opportunity to post a short blog!
Let’s have a look at my thoughts, shall we?
My next couple of blog posts may seem as if I am just rambling, but I can assure you that there is a larger design intention at play here. In this one, I am going to follow up on my last post (The Power of Cultural Forces which used the ITIL tender announcement to illustrate the underlying principles) and talk a little bit about the limits of learning. Why the limits of learning? Well, frankly, we need to talk about it — we’ve not been doing well as an industry and it’s about time we fixed it!
For the purposes of this post, I will use USMBOK and an aviation example to make my points, wrapping it up with a few comments on ITIL and certificate programs. An aviation example? Why? Well, for those of you who do not know it, among other things, I am an Instructor and (Stan-Eval) Check Pilot. What does that mean? I provide flight instruction and evaluate their knowledge and skills to ensure that pilots are fit to execute their responsibilities as Pilot-in-Command (PIC). I will say more about this in future posts, but let’s just say that this has an important shaping effect upon how I think and approach my work.
In fact, I think that a significant part of why I am good at what I do is precisely because I have this experience and background. Needless to say, I have an appreciation for “learning” that transcends what most people mean when the term is used. Would you like to know more? Good. Let’s have a look…