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One area where Enterprise 2.0 technology makes dramatic inroads is Project Management tools. There are many web based Project Management and Time and Activity Management software based on “social software” technologies available now. Personally I have always maintained that there is no need to manage competent professionals, they can use thought leadership, support, sounding board for discussion, but not management. Therefore I had to maintain time lines and budgets for the projects, largely by “keeping a ear to the ground” and using anything from spreadsheets to MS Project for management reporting and accounting.
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I had a new experience today being a guest speaker on InsideCRM webinar of the same title as this post. Chris Bucholtz was extremely nice to me, first inviting me to participate in their “Ask the Expert” panel, and now to share my CRM implementation thoughts. I am very grateful to Chris, to Erica Hsu who kept this undertaking on an even keel, to Leo Manson, my co-presenter from Microsoft, and the rest of InsideCRM folks who contributed to this event.
The webinar can be viewed by clicking on this link. If anybody is interested in the copy of Powerpoint slides and or notes, please email to me at gyankelovich@evolutionofbpr.com, and I will be happy to send a copy to you.
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The problem with consultants is similar to the problem with politicians - both are largely useless and extremely expensive, unless they are deployed properly and managed closely. Now to be fair, most consultants, unlike politicians, are quite knowledgeable and capable, but because they are pawns in a corporate political game, they are largely ineffective.
Ben Worthen of Wall Street Journal Blog on Technology quotes “big brains” from Deloitte Consulting:
The ailing economy has many businesses trying to cut costs. But most are going about it wrong. That’s according to the big brains at Deloitte Consulting. The company, which presumably would be happy to help your business go about doing it right, interviewed execs at 70 Fortune-500 companies, more than two-thirds of which have cost-cutting measures in place. But 64% of these companies are cutting costs through incremental steps like layoffs or shrinking travel and training budgets. These efforts only make a superficial difference and are harder to sustain, Omar Aguilar, a principal at Deloitte, tells the Business Technology Blog.
These are statements which are very hard to disagree with and even harder to make any use of. Let’s try to select the area from this quote - “travel and training budgets” and look at it from a fundamental economic perspective:
- The usual knee-jerk reaction of management at the time of economic slow downs, is to cut down on these budgets incrementally and temporarily, and then relax limitations when acceleration returns. I wonder if anybody has measured the resulting financial effects of these temporary measures over all business performance?
- Given that globalization activity will not likely stop, people do need to work with each other across geographies. Does management expect oil prices will collapse any time soon? Given the propensity of our politicians to look for someone to blame, rather than develop a sound energy strategy, I would seriously discount that possibility.
- The travel cost, particularly airfare and food, has nowhere to go but up to reflect inflationary pressures of fuel and agricultural commodities. Demographics of the world spells out that these changes will stay with us for a while. Airlines are already cutting the number of flights and will raise their prices.
- Considering the cost of travel, and lost productivity while traveling, the “tele presence” conferencing technology, even at a relatively high level of investment, starts to look quite attractive. Building cost/benefit analysis model for evaluation is very easy.
I have seen reports in WSJ Technology Blog and other publications, but cannot find the links now, about Cisco and Siemens offerings, which provide high quality meeting conferencing over VOIP at the range from $5K to $25K per location set-up. Cisco predicts that the technology will really take off by 2012, but I think it is quite conservative of an estimate, barring oil price collapse. There are people who complain that “tele presence” cannot replace the quality of cooperation that personal meetings provide. I would agree that hand written books are also much more “precious”, but we have learned to “suffer” with printed and even electronic media’s shortcomings.
Corporate consultants need to learn and re-engineer “best practices” from one of the oldest and still most successful industry - the industry of religion. If the tele-evangelical mega-churches figured out how to provide a human experience over the television, which is “warm” enough to collect billions of dollars, why do Global Corporations that are rearmed with “tele presence” and Web 2.0 collaboration software tools fail to learn how to be more productive?
There are many excellent blogs and other resources on the Internet which explore methodologies and Best Practices for business process re-engineering, project management, systems implementation, software engineering, and change management. However I could not find much help with unlocking value of integrated utilization of these disciplines to facilitate Organizational Transformation. In this blog I would like to focus on this subject. I would like to stress that this is not an academic inquiry, but a practitioner's desire to discuss and share practical business knowledge and Best Practices. Let's see how it evolves - "Every brilliant idea quickly degenerates into a lot of hard work" - Peter Drucker.