Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Shiny Objects and Magic Wands: Avoiding the Seduction of Quick Fixes and Easy Answers

304 views

Published on

How to avoid the seduction of shiny objects and magic wands in your organization through discipline in technology, people and process. #16NTC presentation

Published in: Technology
  • Be the first to comment

Shiny Objects and Magic Wands: Avoiding the Seduction of Quick Fixes and Easy Answers

  1. 1. Shiny Objects and Magic Wands: Avoiding the Seduction of Quick Fixes and Easy Answers Marc Baizman Dahna Goldstein Rev. Tracy Kronzak Vered Meir Robert Weiner March 24, 2016 #16NTCShiny
  2. 2. Housekeeping Session hashtag: #16NTCShiny Use our collaborative session notes: http://po.st/shiny-16NTC
  3. 3. Session Agenda Introduction – Marc Technology – Robert People – Dahna Process – Vered Putting It All Together – Tracy
  4. 4. WE WANT TO MEET YOU! ▸Introductions Us You
  5. 5. TECHNOLOGY ROBERT
  6. 6. Tech Doesn’t Exist in a Vacuum ▸OO + OT = status quo (Old Organization + Old Technology = Status Quo) ▸OO + NT = EOO (Old Organization + New Technology = Expensive Old Organization) ▸Thanks to Peter Gross of Build Consulting. Original formula from Michael Hammer.
  7. 7. Design Thinking Image: springhillschool.org
  8. 8. Empathize Image: The New Yorker
  9. 9. Define the REAL Problem Image: The New Yorker
  10. 10. Envision Possible Solutions https://www.flickr.com/photos/64910872@N05/
  11. 11. Focus on the “Best” Option(s) Image: The New Yorker
  12. 12. Plan, Prototype, Test https://www.flickr.com/photos/40964293@N07/
  13. 13. Be Realistic Less Requires More &/or More (and vice versa) Images by ToniVC, Images_of_Money, Lego
  14. 14. PEOPLE DAHNA
  15. 15. https://www.flickr.com/photos/smemon/5446696316/
  16. 16. www.flickr.com/photos/27629847@N03/4208076125
  17. 17. Principles of Persuasion #1: Reciprocation #2: Social Proof #3: Commitment and Consistency #4: Liking #5: Authority #6: Scarcity
  18. 18. pixabay.com/static/uploads/photo/2012/04/13/14/17/two-32574_960_720.png
  19. 19. https://www.flickr.com/photos/jurgenappelo/10867592824
  20. 20. Modified from: https://www.flickr.com/photos/eschipul/2371505523
  21. 21. https://en.wikipedia.org/wiki/File:Bot%C3%B3n_Me_gusta.svg
  22. 22. Modified from: https://www.flickr.com/photos/jurgenappelo/5201872674
  23. 23. Photo credit: Donna Corless Credibility = +
  24. 24. https://www.flickr.com/photos/jurgenappelo/10867478416
  25. 25. https://www.flickr.com/photos/soukup/5157056203/
  26. 26. Process VERED
  27. 27. A VARCI chart can help you and your team clearly understand the relationship between People and Process in your project.
  28. 28. • Has veto power over the entire process • Sometimes (but not always) the same person as “Accountable”VETO • The person ultimately accountableACCOUNTABLE • The person who actually carries out the process • Gets the job DONE!RESPONSIBLE • People who are not directly involved with the process but are consulted • May be stakeholder or subject matter experts CONSULTED • Receive output from the process, or have some other need to stay informedINFORMED
  29. 29. Project: Partner Leads Form
  30. 30. Needs for this project Form to Embed on Our website Mapping form data to Salesforce (database) System for Managing data (new leads) in Salesforce …Oh yeah, I guess also some people to budget time and money, and have the skills to get it all done, test, and then train people on how to use it.
  31. 31. VARCI Case Study: Partner Leads Form ROLE PERSON/PEOPLE Veto ?? Accountable CRM Architect/Business Analyst/Marketing Manager/? Responsible Undecided, Vendor (web developer) Consulted Digital Marketing Manager, AD of Sales Support, CRM Director, Vendor (web developer) Informed ?? ROLE PERSON/PEOPLE Veto AD of Sales Support Accountable CRM Director Responsible Business Analyst Consulted Digital Marketing Manager, AD of Sales Support, CRM Director, Vendor (web developer) users across the org for testing Informed Marketing Team, CRM Team
  32. 32. VARCI is Awesome Because TEAMWORK MAKES THE DREAM WORK And everyone loves corgis.
  33. 33. PUTTING IT ALL TOGETHER TRACY
  34. 34. Investing in Your Organization Leadership (Process) Resource Investment (Technology) Training, Change & Transition (People)
  35. 35. Technology Always Changes… and So Must You! ▸Personal Computers – 1970s ▸Databases/Spreadsheets – 1980s ▸Email – 1990s ▸Social Media – 2000s ▸CRM – 2010s
  36. 36. Strategies for Adapting to Change ▸Evaluate true needs and capacity ▸Have honest communication AND conversations about fear/failure ▸Delegate and maintain momentum ▸Stay mission-focused (leave egos aside)
  37. 37. Adapting is a Building Block ▸Rethinking Organizational Leadership ▸Taking Strategic Actions and Plans ▸Finding Shared Priorities
  38. 38. Practice Makes Perfect ▸No one size fits all ▸Frameworks for managing change ▸No single tool/strategy solves everything ▸It takes time, start and stop is normal ▸There are no magic wands!
  39. 39. Investing in Your Organization Leadership (Process) Resource Investment (Technology) Training, Change & Transition (People)
  40. 40. Are you ready for change?
  41. 41. Dahna Goldstein Altum dahna.goldstein@altum.com @dahnag Questions? Vered Meir Year Up VMeir@YearUp.org @saltyfem Marc Baizman Salesforce Foundation mbaizman@salesforce.com @mbaizman Rev. Tracy Kronzak BrightStep Partners tracy@brightsteppartners.com @TracyKronzak Survey: http://bit.ly/shinyeval Robert Weiner Robert L. Weiner Consulting robert@rlweiner.com @Robert_Weiner

×