I’ve been delighted to watch the IT Skeptic turn away from the ITIL/Prince2 dark side and embrace a more rational and grownup approach to IT processes. And people
I’m getting grumpy about the use of structural reorgs to chase ”transformation”.
- They don’t work.
- They break existing teams.
- They damage morale.
- They sow confusion.
- And they turn one set of siloes into a different set of siloes.
I wrote recently about the dysfunctions of transformation, and restructuring is one of the worst.
I’ve worked with a number of “seagull managers” that fly in to transform the team and leave in about six months falsely claiming success. Mostly they just shit on anything, pretending that the old ways were wrong and then inventing new processes with whalesong-inspired consultobabble. I was often employed to help teams through these transitions for a few months. Mostly the transition consisted of bitching about the idiot manager, doing as little as possible, avoiding meetings and ignoring requests. We all knew that this would last of a couple of quarters before they got tired of it and then quit.
Managers always underestimate engineers cunning and raw business skills. We are much better at it when given time and motivation.
You can’t make knowledge workers do anything. We have to stop doing change to people. If they don’t want it then that’s the problem to be addressed. You can’t force them to believe something different, or even to act in a different way. You can force slaves, manual workers, and clerical workers because you can see the output per person. Taylorism. Knowledge workers work collaboratively on invisible work.
Kill the restructure | The IT Skeptic : http://www.itskeptic.org/content/kill-restructure