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JAMES A ROBERTSON AND ASSOCIATES 
EFFECTIVE STRATEGIC BUSINESS SOLUTIONS 
SOUTH AFRICA 
ENGINEERING TO THRIVE 
Presenta...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
In South Africa by choice -- share the dream 
An engineer -- technical focus 
18+ yea...
3 
A CRITICAL PRINCIPLE FOR SUCCESS 
Engineer Against Failure 
Engineers do NOT design bridges to stand up! 
http://www.ja...
4 
A CRITICAL PRINCIPLE FOR SUCCESS 
Engineer Against Failure 
Engineers do not design bridges to stand up! 
http://www.ja...
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is the next corporate disaster waiting to hap...
CAUSES OF INFORMATION TECHNOLOGY 
INVESTMENT FAILURE 
(30%) 
(20%) 
(15%) 
(12%) 
(10%) 
(8%) 
(5%) 
1. 
2. 
3. 
4. 
5. 
6...
CAUSES OF INFORMATION TECHNOLOGY 
INVESTMENT FAILURE 
(30%) 
(20%) 
(15%) 
(12%) 
(10%) 
(8%) 
Technology issues (5%) 
1. ...
CAUSES OF INFORMATION TECHNOLOGY 
INVESTMENT FAILURE 
Information technology mythology (30%) 
Lack of executive custody an...
CAUSES OF INFORMATION TECHNOLOGY 
INVESTMENT FAILURE 
And ... 
Remember ... 
Technology I.T. is ALL 
about PEOPLE! 
Inform...
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is the next corporate disaster waiting to hap...
CRITICAL EXECUTIVE QUESTIONS 
Questions Every Executive Should Answer Before Saying "YES" 
Do I have a clear definition of...
CRITICAL EXECUTIVE QUESTIONS 
Questions Every Executive Should Answer Before Saying "YES" 
Do I have a clear definition of...
CRITICAL EXECUTIVE QUESTIONS 
Questions Every Executive Should Answer Before Saying "YES" 
And ... 
Remember ... 
Technolo...
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is the next corporate disaster waiting to hap...
MANAGING FOR SUCCESS 
MANAGEMENT COMPONENTS (% FOR SUCCESS) 
Thrive 
JJAR&A (c) 
http://www.jar-a.com 
15 25% . . . . . . ...
MANAGING FOR SUCCESS 
MANAGEMENT COMPONENTS (% FOR SUCCESS) 
Thrive 
JJAR&A (c) 
http://www.jar-a.com 
16 25% . . . . . . ...
MANAGING FOR SUCCESS 
MANAGEMENT COMPONENTS (% FOR SUCCESS) 
Thrive 
25% -- Executive Custody and Policy 
18% -- Strategic...
MANAGING FOR SUCCESS 
MANAGEMENT COMPONENTS (% FOR SUCCESS) 
Thrive 
And ... 
Remember ... 
Technology I.T. is ALL 
about ...
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is the next corporate disaster waiting to hap...
IMAGINING THE IMPOSSIBLE 
The human mind can imagine the impossible 
Technology Computers can ONLY do what is real (0’s an...
21 
STRATEGY DEFINED 
? 
http://www.jar-a.com JJAR&A
22 
STRATEGY DEFINED 
http://www.jar-a.com 
nation 
The essence of why a business exists and 
where it is going 
Vital con...
23 
STRATEGY DEFINED 
Professor Malcolm McDonald 
DOING THE RIGHT THINGS 
Professor Malcolm McDonald 
Cranfield School of ...
24 
TACTICS DEFINED 
Professor Malcolm McDonald 
DOING THINGS RIGHT 
Professor Malcolm McDonald 
Cranfield School of Manag...
25 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
Strategy 
Tactics 
Doing The Right Things 
Doing Thing...
26 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
Strategy 
Tactics 
Thrive 
Doing The Right Things 
Doi...
27 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
TacticsSurvive 
Strategy 
Thrive 
Doing The Right Thin...
28 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
Strategy 
Tactics 
Thrive 
Survive 
Die 
Doing The Rig...
29 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
Strategy 
Tactics 
Thrive 
Survive 
Die 
Fast 
Die 
Sl...
30 
STRATEGY vs TACTICS : A DEFINITION 
Professor Malcolm McDonald 
Die Fast 
Strategy 
Tactics 
Die Slowly Survive 
Doing...
Forecast 
31 
THE TIME DEPENDENCY OF STRATEGY 
Professor Malcolm McDonald 
NOT A FORECAST 
Today 
JJAR&A http://www.jar-a....
THE TIME DEPENDENCY OF STRATEGY 
Objective 
32 
Professor Malcolm McDonald 
NOT AN OBJECTIVE 
Forecast 
Today + n Years 
J...
33 
THE TIME DEPENDENCY OF STRATEGY 
Professor Malcolm McDonald 
STRATEGIC PLAN = 
THE PATH TO COMPETITIVE ADVANTAGE 
Obje...
FROM GOOD TO GREAT 
THE EXPONENTIAL TRAJECTORY OF GOOD TO GREAT 
1986 
Hostile takeover 
thwarted 
US$14.92 
Gillette 
Gen...
PEOPLE / SOFT ISSUES 
Human Adaptability and Wisdom 
Relative 
Adaptability Cummulative 
Wisdom 
Wisdom % of Total 
Relati...
FROM GOOD TO GREAT 
THE EXPONENTIAL TRAJECTORY OF EFFECTIVE ENGINEERS 
Moulded and matured -- next twenty 
Lead large proj...
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is the next corporate disaster waiting to hap...
MANAGING FOR SUCCESS 
CRITICAL HUMAN FOUNDATION 
Business Competence (Knowledge and Experience) 
Technology Competence (Kn...
39 
RELATIONSHIP INNOVATOR 
RESULTS 
"John is a good 
friend and if he says 
so that is good 
enough for me!!" 
"I like th...
PEOPLE / SOFT ISSUES 
Competence = Knowledge and Experience 
6 = Considerable knowledge and 
experience, ability to train ...
PEOPLE / SOFT ISSUES 
Competence = Knowledge and Experience 
Every human being is a unique and complex compilation of know...
42 
PARADIGMS 
A mental model of the world -- knowledge and experience 
Common themes if common background 
BUT 
Radically...
PARADIGMS 
THE DIFFERENT VIEWS OF THE MOUNTAIN 
Impossible!! 
A few challenges but 
nothing insurmountable! 
Easy!! 
x Obj...
FACTOR WEIGHTING SHARES 
THE DIFFERENT VIEWS OF THE MOUNTAIN 
x Objective 
Together we can find the best way to the 
objec...
45 
FACTOR SCORING : 
SOME DESCRIPTORS TO AID YOUR CHOICE 
0 = Abysmal - could not be worse anywhere in the world 
1 = Ext...
46 
FACTOR SCORING 
(A BROAD INTERPRETATION) 
0 = Abysmal - could not be worse anywhere in the world 
1 = Extremely weak 
...
47 
THE CHALLENGE OF YOUR PARADIGM 
WHAT DO YOU NOT KNOW 
Absolute world scale 
JJAR&A http://www.jar-a.com 
Continued /.....
48 
THE CHALLENGE OF YOUR PARADIGM 
MOUNTAINS 
Absolute world scale 
Mount Everest -- highest 
mountain in the world 
JJAR...
49 
THE CHALLENGE OF YOUR PARADIGM 
LIVING CONDITIONS 
10 
Absolute world scale 
0 
Extreme luxury 
Survival under a tree ...
50 
THE CHALLENGE OF YOUR PARADIGM 
BUSINESS STANDARDS 
Absolute world scale 
JJAR&A http://www.jar-a.com 
Continued /... ...
51 
STRETCH YOUR WORLDVIEW 
WHILE SCORING 
10 
0 
10 
0 
* 
* 
JJAR&A http://www.jar-a.com 
10 
0 
Experience 
Education 
...
INTER CULTURAL INTELLIGENCE 
Three Colors of Worldview 
Guilt and Innocence -- North America and 
Europe 
* 
* 
Honor and ...
INTER CULTURAL INTELLIGENCE 
Three Colors of Worldview 
* 
Guilt and Innocence -- North America and 
Europe 
Power and Fea...
INTER CULTURAL INTELLIGENCE 
Three Colors of Worldview 
* 
Guilt and Innocence -- North America and 
Europe 
Power and Fea...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
"I.T. is the next corporate disaster waiting to happen” 
SOUTH AFRICA 
ENGINEERING TO...
56 
SOUTH AFRICA 
ENGINEERING TO THRIVE 
CONTEXT: INFORMATION TECHNOLOGY 
AN INDUSTRY CHARACTERISED BY FAILURE 
"I.T. is t...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
Exponential decay in life generally and engineering systems 
in particular 
JJAR&A(c)...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
Exponential decay in life generally and engineering systems 
in particular 
JJAR&A(c)...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
South African core infrastructure -- the infrastructure 
necessary for the economy to...
SOUTH AFRICA 
ENGINEERING TO THRIVE 
How do WE achieve success? 
What next? 
http://www.jar-a.com 65 JJAR&A(c)
SOUTH AFRICA 
ENGINEERING TO THRIVE 
A pragmatic view of the views of the mountain -- 
paradigms -- culture, history, gene...
67 
And ... 
Remember ... 
Technology I.T. is ALL 
about PEOPLE! 
A pragmatic view of the views of the mountain -- 
paradi...
68 
ACKNOWLEDGEMENTS 
AND DEDICATION 
I would like to acknowledge 
the contributions and inputs of all my clients, associa...
69 
about 
ALL Technology PEOPLE! 
is QUESTIONS ? 
James A Robertson & Associates 
Tel +27-83-251-6644 
P O Box 4206, Rand...
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070 South Africa -- Engineering to Thrive -- by Dr James A Robertson PrEng

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The application of the principles that I have developed and successfully applied in the business information systems and IT arena to the broader technology arena in South Africa with regard to the challenges being faced in the South African economy with a view to developing an initiative to turn the economy around from a technical perspective

See also http://www.James-A-Robertson-and-Associates.com/

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Transcript of "070 South Africa -- Engineering to Thrive -- by Dr James A Robertson PrEng"

  1. 1. 1 JAMES A ROBERTSON AND ASSOCIATES EFFECTIVE STRATEGIC BUSINESS SOLUTIONS SOUTH AFRICA ENGINEERING TO THRIVE Presentation to the Council of the South African Institution of Civil Engineers by Dr James Robertson PrEng JJAR&A (c) (Copyright 2008 : JAR&A)
  2. 2. SOUTH AFRICA ENGINEERING TO THRIVE In South Africa by choice -- share the dream An engineer -- technical focus 18+ years -- “bring the discipline of engineering to the I.T. industry” Why information technology investments fail How to succeed --> why technology (electricity, roads, sewerage, etc) investments fail and how to succeed -- extrapolation ! ! ! ! ! ! JJAR&A ? (c) http://www.jar-a.com 2
  3. 3. 3 A CRITICAL PRINCIPLE FOR SUCCESS Engineer Against Failure Engineers do NOT design bridges to stand up! http://www.jar-a.com JJAR&A(c)
  4. 4. 4 A CRITICAL PRINCIPLE FOR SUCCESS Engineer Against Failure Engineers do not design bridges to stand up! http://www.jar-a.com They design bridges NOT to fall down! JJAR&A (c)
  5. 5. CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” Professor Richard Nolan cited by Professor Rossouw von Solms Why? JJAR&A(c) http://www.jar-a.com 5
  6. 6. CAUSES OF INFORMATION TECHNOLOGY INVESTMENT FAILURE (30%) (20%) (15%) (12%) (10%) (8%) (5%) 1. 2. 3. 4. 5. 6. 7. (Remember that I.T. Is value inert) JJAR&A (c) http://www.jar-a.com 6
  7. 7. CAUSES OF INFORMATION TECHNOLOGY INVESTMENT FAILURE (30%) (20%) (15%) (12%) (10%) (8%) Technology issues (5%) 1. 2. 3. 4. 5. 6. 7. (Remember that I.T. Is value inert) JJAR&A (c) http://www.jar-a.com 7
  8. 8. CAUSES OF INFORMATION TECHNOLOGY INVESTMENT FAILURE Information technology mythology (30%) Lack of executive custody and inappropriate policies (20%) Lack of strategic alignment (15%) Lack of an engineering approach (12%) Poor data engineering (10%) People / soft issues (8%) Technology issues (5%) 1. 2. 3. 4. 5. 6. 7. 65% (Remember that I.T. Is value inert) To the SOFT issues JJAR&A (c) http://www.jar-a.com 8
  9. 9. CAUSES OF INFORMATION TECHNOLOGY INVESTMENT FAILURE And ... Remember ... Technology I.T. is ALL about PEOPLE! Information technology mythology (30%) Lack of executive custody and inappropriate policies (20%) Lack of strategic alignment (15%) Lack of an engineering approach (12%) Poor data engineering (10%) People / soft issues (8%) Technology issues (5%) 1. 2. 3. 4. 5. 6. 7. 65% (Remember that I.T. Is value inert) JJAR&A (c) http://www.jar-a.com 9
  10. 10. CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” How do you prevent failure? What questions should you ASK? JJAR&A(c) http://www.jar-a.com 10
  11. 11. CRITICAL EXECUTIVE QUESTIONS Questions Every Executive Should Answer Before Saying "YES" Do I have a clear definition of the value proposition that I own now and can communicate to the rest of the organization? 1. JJAR&A (c) http://www.jar-a.com 11
  12. 12. CRITICAL EXECUTIVE QUESTIONS Questions Every Executive Should Answer Before Saying "YES" Do I have a clear definition of the value proposition that I own now and can communicate to the rest of the organization? Do I have a clear definition of how the outcome will be accomplished? Is there real acceptance of the real effort and investment required? Is there real business commitment? Am I (CEO / sponsoring executive) willing to be held accountable? Am I willing and able to hold the responsible executive / manager accountable? Am I willing and able to hold the service providers and vendors accountable? 1. 2. 3. 4. 5. 6. 7. JJAR&A Time Cost Effort Overtime Disruption (c) http://www.jar-a.com 12
  13. 13. CRITICAL EXECUTIVE QUESTIONS Questions Every Executive Should Answer Before Saying "YES" And ... Remember ... Technology I.T. is ALL about PEOPLE! Do I have a clear definition of the value proposition that I own now and can communicate to the rest of the organization? Do I have a clear definition of how the outcome will be accomplished? Is there real acceptance of the real effort and investment required? Is there real business commitment? Am I (CEO / sponsoring executive) willing to be held accountable? Am I willing and able to hold the responsible executive / manager accountable? Am I willing and able to hold the service providers and vendors accountable? 1. 2. 3. 4. 5. 6. 7. JJAR&A Time Cost Effort Overtime Disruption (c) http://www.jar-a.com 13
  14. 14. CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” How do you achieve success? What should you DO? JJAR&A(c) http://www.jar-a.com 14
  15. 15. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS) Thrive JJAR&A (c) http://www.jar-a.com 15 25% . . . . . . ? 18% . . . . . . ? 16% . . . . . . ? 14% . . . . . . ? 12% . . . . . . ? 10% . . . . . . ? 5% . . . . . . ? 1. 2. 3. 4. 5. 6. 7.
  16. 16. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS) Thrive JJAR&A (c) http://www.jar-a.com 16 25% . . . . . . ? 18% . . . . . . ? 16% . . . . . . ? 14% . . . . . . ? 12% . . . . . . ? 10% . . . . . . ? 5% -- Technology Components 1. 2. 3. 4. 5. 6. 7.
  17. 17. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS) Thrive 25% -- Executive Custody and Policy 18% -- Strategic Architecture 16%-- Strategic Alignment 14% -- Business Integration and Optimization 12% -- Project Schedule, Budget and Resource Management 10% -- Data Engineering and Information Management 5%-- Technology Components 1. 2. 3. 4. 5. 6. 7. * First 3 = 59% JJAR&A (c) http://www.jar-a.com 17
  18. 18. MANAGING FOR SUCCESS MANAGEMENT COMPONENTS (% FOR SUCCESS) Thrive And ... Remember ... Technology I.T. is ALL about PEOPLE! 25% -- Executive Custody and Policy 18% -- Strategic Architecture 16%-- Strategic Alignment 14% -- Business Integration and Optimization 12% -- Project Schedule, Budget and Resource Management 10% -- Data Engineering and Information Management 5%-- Technology Components 1. 2. 3. 4. 5. 6. 7. * First 3 = 59% JJAR&A (c) http://www.jar-a.com 18
  19. 19. CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” SOUTH AFRICA ENGINEERING TO THRIVE What is the relevance? What do engineers know that most people do NOT know? JJAR&A(c) http://www.jar-a.com 19
  20. 20. IMAGINING THE IMPOSSIBLE The human mind can imagine the impossible Technology Computers can ONLY do what is real (0’s and 1’s) Gravity, JJAR&A entropy, etc http://www.jar-a.com 20
  21. 21. 21 STRATEGY DEFINED ? http://www.jar-a.com JJAR&A
  22. 22. 22 STRATEGY DEFINED http://www.jar-a.com nation The essence of why a business exists and where it is going Vital context to I.T. I.T. failure is primarily a failure of corporate strategic capability 1. 2. 3. technology JJAR&A technology
  23. 23. 23 STRATEGY DEFINED Professor Malcolm McDonald DOING THE RIGHT THINGS Professor Malcolm McDonald Cranfield School of Management http://www.jar-a.com JJAR&A
  24. 24. 24 TACTICS DEFINED Professor Malcolm McDonald DOING THINGS RIGHT Professor Malcolm McDonald Cranfield School of Management http://www.jar-a.com JJAR&A
  25. 25. 25 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald Strategy Tactics Doing The Right Things Doing Things Right Effectiveness http://www.jar-a.com JJAR&A
  26. 26. 26 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald Strategy Tactics Thrive Doing The Right Things Doing Things Right Effectiveness http://www.jar-a.com JJAR&A
  27. 27. 27 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald TacticsSurvive Strategy Thrive Doing The Right Things Doing Things Right Effectiveness http://www.jar-a.com JJAR&A
  28. 28. 28 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald Strategy Tactics Thrive Survive Die Doing The Right Things Doing Things Right Effectiveness http://www.jar-a.com JJAR&A
  29. 29. 29 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald Strategy Tactics Thrive Survive Die Fast Die Slowly Doing The Right Things Doing Things Right Effectiveness http://www.jar-a.com JJAR&A
  30. 30. 30 STRATEGY vs TACTICS : A DEFINITION Professor Malcolm McDonald Die Fast Strategy Tactics Die Slowly Survive Doing The Right Things Doing Things Right Thrive Effectiveness http://www.jar-a.com JJAR&A
  31. 31. Forecast 31 THE TIME DEPENDENCY OF STRATEGY Professor Malcolm McDonald NOT A FORECAST Today JJAR&A http://www.jar-a.com + n Years
  32. 32. THE TIME DEPENDENCY OF STRATEGY Objective 32 Professor Malcolm McDonald NOT AN OBJECTIVE Forecast Today + n Years JJAR&A http://www.jar-a.com
  33. 33. 33 THE TIME DEPENDENCY OF STRATEGY Professor Malcolm McDonald STRATEGIC PLAN = THE PATH TO COMPETITIVE ADVANTAGE Objective Strategic Plan Forecast A realistic trajectory of continuous improvement within business constraints Today + n Years Fundamentally an exponential curve JJAR&A http://www.jar-a.com
  34. 34. FROM GOOD TO GREAT THE EXPONENTIAL TRAJECTORY OF GOOD TO GREAT 1986 Hostile takeover thwarted US$14.92 Gillette General US Stock Market 1991 Mockler retires 1996 End Study JJAR&A(c) “From Good to Great” by Jim Collins page 20 1975 Colman Mockler Appointed CEO http://www.jar-a.com 34
  35. 35. PEOPLE / SOFT ISSUES Human Adaptability and Wisdom Relative Adaptability Cummulative Wisdom Wisdom % of Total Relative Adaptability at Different Ages (%) Twenties JJAR&A 35 http://www.jar-a.com
  36. 36. FROM GOOD TO GREAT THE EXPONENTIAL TRAJECTORY OF EFFECTIVE ENGINEERS Moulded and matured -- next twenty Lead large projects -- forty plus years Required engineer demographics -- sixty plus years JJAR&A(c) Shaped -- first five years Developed -- next fifteen 3 3 3 3 3 http://www.jar-a.com 36
  37. 37. CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” SOUTH AFRICA ENGINEERING TO THRIVE What is the relevance? What do we build the future on? The HUMAN FOUNDATION JJAR&A(c) http://www.jar-a.com 37
  38. 38. MANAGING FOR SUCCESS CRITICAL HUMAN FOUNDATION Business Competence (Knowledge and Experience) Technology Competence (Knowledge and Experience) Personality Profiles and Related Human Traits Solution Knowledge Solution Experience Communication Other Human Factors 1. 2. 3. 4. 5. 6. 7. Time Paradigms, culture, generations, history ... Innovators (2.5 %) Early Adopters (13.5%) > Early Majority (34%) Late Majority (34%) Laggards (16%) Number of New Adopters JJAR&A 38 http://www.jar-a.com
  39. 39. 39 RELATIONSHIP INNOVATOR RESULTS "John is a good friend and if he says so that is good enough for me!!" "I like things just the way they ADMINISTRATOR / BUREAUCRAT are!!!" "If it's been done that way before there must be a better way!!!" "I want it done now and I don't care who gets hurt in the process!!!" JJAR&A http://www.jar-a.com after Jung PEOPLE / SOFT ISSUES Personality Style / Psychometric Profile
  40. 40. PEOPLE / SOFT ISSUES Competence = Knowledge and Experience 6 = Considerable knowledge and experience, ability to train others 0 = No knowledge or experience Common ignorance Person 2 knowledge and experience Knowledge & exp gap Person 1 knowledge and experience Common knowledge & experience refer McPhee : Job Analysis and Competence Evaluation Gap > 1.0 = Communication problem Gap < 0.7 = Hierarchy problem JJAR&A 40 http://www.jar-a.com
  41. 41. PEOPLE / SOFT ISSUES Competence = Knowledge and Experience Every human being is a unique and complex compilation of knowledge and experience Every job requires a specific compilation of knowledge and experience Assembling project teams is a challenge JJAR&A 41 http://www.jar-a.com
  42. 42. 42 PARADIGMS A mental model of the world -- knowledge and experience Common themes if common background BUT Radically different and even conflicting themes if different background Paradigms are neither good nor bad they are JUST DIFFERENT Understand them in a calm, objective and non-threatening way and build bridges http://www.jar-a.com JJAR&A (c)
  43. 43. PARADIGMS THE DIFFERENT VIEWS OF THE MOUNTAIN Impossible!! A few challenges but nothing insurmountable! Easy!! x Objective Hard but we will make it! What a deep gorge! JJAR&A 43 http://www.jar-a.com
  44. 44. FACTOR WEIGHTING SHARES THE DIFFERENT VIEWS OF THE MOUNTAIN x Objective Together we can find the best way to the objective : once we have agreed it we must stick to it! REMEMBER TIME IMPACT Reality: Each person has a unique view It is desirable to choose ONE view for designing the solution JJAR&A 44 http://www.jar-a.com
  45. 45. 45 FACTOR SCORING : SOME DESCRIPTORS TO AID YOUR CHOICE 0 = Abysmal - could not be worse anywhere in the world 1 = Extremely weak 2 = Very weak 3 = Weak 4 = Mediocre 5 = Average - could be better / could be worse 6 = Acceptable 7 = Strong 8 = Very strong 9 = Extremely strong 10 = Exceptional - could not be better anywhere in the world JJAR&A http://www.jar-a.com Continued /...
  46. 46. 46 FACTOR SCORING (A BROAD INTERPRETATION) 0 = Abysmal - could not be worse anywhere in the world 1 = Extremely weak 2 = Very weak 3 = Weak 3.3 4 = Mediocre 5 = Average - could be better / could be worse 6 = Acceptable 7 = Strong 8 = Very strong 9 = Extremely strong 10 = Exceptional - could not be better anywhere in the world Decimal values (fractions) such as "4.7" can be used if required JJAR&A }} } Cause for serious concern One third to two thirds 68% probability of occurence World Class http://www.jar-a.com 6.7 Continued /...
  47. 47. 47 THE CHALLENGE OF YOUR PARADIGM WHAT DO YOU NOT KNOW Absolute world scale JJAR&A http://www.jar-a.com Continued /... 10 0
  48. 48. 48 THE CHALLENGE OF YOUR PARADIGM MOUNTAINS Absolute world scale Mount Everest -- highest mountain in the world JJAR&A http://www.jar-a.com Continued /... 10 0 Bowling Green -- absolutely FLAT -- ZERO SLOPE
  49. 49. 49 THE CHALLENGE OF YOUR PARADIGM LIVING CONDITIONS 10 Absolute world scale 0 Extreme luxury Survival under a tree ? ? JJAR&A http://www.jar-a.com Shanty town ? Concentration Camp ? Continued /...
  50. 50. 50 THE CHALLENGE OF YOUR PARADIGM BUSINESS STANDARDS Absolute world scale JJAR&A http://www.jar-a.com Continued /... 10 0 ? Shanty town ? Local High Standard International Exceptional ?
  51. 51. 51 STRETCH YOUR WORLDVIEW WHILE SCORING 10 0 10 0 * * JJAR&A http://www.jar-a.com 10 0 Experience Education Culture Generations -- baby boomers, X, Y, etc History -- World War II? Always had jet planes etc 3 3 3 3 3 3 3 * * Dr Graeme Codrington This is real -- “harder than concrete”
  52. 52. INTER CULTURAL INTELLIGENCE Three Colors of Worldview Guilt and Innocence -- North America and Europe * * Honor and Shame -- Asia, Middle East, some of South America Power and Fear -- Some of Africa, Asia, some of South America * * JJAR&A(c) *KnowledgeWorkx -- Marco Blankenburgh http://www.jar-a.com 52
  53. 53. INTER CULTURAL INTELLIGENCE Three Colors of Worldview * Guilt and Innocence -- North America and Europe Power and Fear -- Some of Africa, Asia, some of South America * * * None of these are RIGHT or WRONG, they are a dimension of paradigms -- just DIFFERENT JJAR&A(c) Honor and Shame -- Asia, Middle East, some of South America KnowledgeWorkx -- Marco Blankenburgh * http://www.jar-a.com 53
  54. 54. INTER CULTURAL INTELLIGENCE Three Colors of Worldview * Guilt and Innocence -- North America and Europe Power and Fear -- Some of Africa, Asia, some of South America * (Success and failure -- the dominant view of engineering) * * None of these are RIGHT or WRONG, they are a dimension of paradigms -- just DIFFERENT JJAR&A(c) Honor and Shame -- Asia, Middle East, some of South America KnowledgeWorkx -- Marco Blankenburgh * http://www.jar-a.com 54
  55. 55. SOUTH AFRICA ENGINEERING TO THRIVE "I.T. is the next corporate disaster waiting to happen” SOUTH AFRICA ENGINEERING TO THRIVE What is the relevance? What do engineers know that most people do NOT know? JJAR&A(c) http://www.jar-a.com 55
  56. 56. 56 SOUTH AFRICA ENGINEERING TO THRIVE CONTEXT: INFORMATION TECHNOLOGY AN INDUSTRY CHARACTERISED BY FAILURE "I.T. is the next corporate disaster waiting to happen” SOUTH AFRICA ENGINEERING TO THRIVE What is the relevance? What do engineers know that most people do NOT know? JAR&A(c) http://www.jar-a.com 20 http://www.jar-a.com JJAR&A etc (c)
  57. 57. SOUTH AFRICA ENGINEERING TO THRIVE Exponential decay in life generally and engineering systems in particular JJAR&A(c) http://www.jar-a.com 57
  58. 58. SOUTH AFRICA ENGINEERING TO THRIVE Exponential decay in life generally and engineering systems in particular JJAR&A(c) Tipping Point -- no return ? http://www.jar-a.com 58
  59. 59. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans JJAR&A(c) Lo Road http://www.jar-a.com 59
  60. 60. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans Routine power failure Failure of roads, sewerage, etc ... Exodus of mature engineers China and India and ... booming The global economy is NOT fault tolerant JJAR&A(c) 6 6 6 6 6 Lo Road http://www.jar-a.com 60
  61. 61. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans Sustainable appropriate power supply Roads, sewerage, etc sustainably maintained Reclaim and develop mature engineers China and India and SOUTH AFRICA booming The global economy is rewards winners JJAR&A(c) Hi Road Lo Road 6 6 6 6 6 http://www.jar-a.com 61
  62. 62. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans JJAR&A(c) Turning point we are at a watershed comparable to +/- 1980 Hi Road Lo Road http://www.jar-a.com 62
  63. 63. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans Paradigms -- the engineering material of South Africas future empowerment -- what we need to master in order to thrive enough to prosper ALL our people JJAR&A(c) Turning point we are at a watershed comparable to +/- 1980 Hi Road Lo Road http://www.jar-a.com 63
  64. 64. SOUTH AFRICA ENGINEERING TO THRIVE South African core infrastructure -- the infrastructure necessary for the economy to thrive sustainably for ALL South Africans Paradigms -- the engineering material of South Africas future empowerment -- what we need to master in order to thrive enough to prosper ALL our people Recognize that we were born to be equal and YET are ALL different and celebrate our difference, understand it and harness it and where it hampers us let us CHOOSE to climb the mountain TOGETHER JJAR&A(c) Turning point we are at a watershed comparable to +/- 1980 Hi Road Lo Road http://www.jar-a.com 64
  65. 65. SOUTH AFRICA ENGINEERING TO THRIVE How do WE achieve success? What next? http://www.jar-a.com 65 JJAR&A(c)
  66. 66. SOUTH AFRICA ENGINEERING TO THRIVE A pragmatic view of the views of the mountain -- paradigms -- culture, history, generations, etc A multi-disciplinary, pragmatic working group to identify the technical issues and develop a solution A clear, enrolling, inclusive vision Communicators -- print, radio, TV, etc Communicate, communicate, communicate and communicate ! ! ! ! ! JJAR&A(c) http://www.jar-a.com 66
  67. 67. 67 And ... Remember ... Technology I.T. is ALL about PEOPLE! A pragmatic view of the views of the mountain -- paradigms -- culture, history, generations, etc A multi-disciplinary, pragmatic working group to identify the technical issues and develop a solution A clear, enrolling, inclusive vision Communicators -- print, radio, TV, etc Communicate, communicate, communicate and communicate ! ! ! ! ! http://www.jar-a.com SOUTH AFRICA ENGINEERING TO THRIVE JJAR&A(c)
  68. 68. 68 ACKNOWLEDGEMENTS AND DEDICATION I would like to acknowledge the contributions and inputs of all my clients, associates, staff and families without whom the work on which this presentation is based would not have been possible Particularly my father and mother, Angus and Thelma, whose love and support for all my endeavours made it possible for me to gain this knowledge. I also acknowledge Fiona and Ingrid for all they contributed and Sandra and Helene for their unreserved love and giving This presentation is dedicated to The glory of the Eternal Creator who is the source and reason for our existence Psalm 136:5 "To Him who by wisdom made the heavens, for His mercy endures forever;" JJAR&A http://www.jar-a.com
  69. 69. 69 about ALL Technology PEOPLE! is QUESTIONS ? James A Robertson & Associates Tel +27-83-251-6644 P O Box 4206, Randburg, 2125, South Africa James@JamesARobertson.com www.JamesARobertson.com SOUTH AFRICA ENGINEERING TO THRIVE
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