Docupedia

Well, the collaboration workspace, the docupedia project that I spoke about, is now live. If you want to see what the next generation of product documentation is, you can go to

and see for yourself.



As one of the main aims is to let you actively collaborate in editing the existing documentation by applying to it your professional experience, you will be asked to register.

After that, the only way is up ;- )))

On the restrictive side of tribal behavior

Today I participated in a very indicative meeting which demonstrated that tribal behavior can restrict communication and exchange of ideas.

One of the topics discussed was how we, in our department, use one of the company-wide systems. There were many proposals and interesting ideas. What stroke me was the assumption that we should find our own workarounds and then think about the implications they will have on the system and the other users.

I pictured ourselves as members of small tribes (departments) in the vast greatness of a dessert (the company system). Even though we all fight to survive (deliver on time), we devise our own solutions and never take advantage of the economies of scale.

This made me feel sad. We are pretty strong in our knowledge of the system, but apparently quite reluctant to share that knowledge with the outside world. Behaving in the opposite direction to what Seth Godin proposes severely diminishes the chances of spreading our ideas.

Sad but True.

Going Corporate

Junior Postmaster Groat has been in this junior position ever since he has moved one step up the ladder. Actually lower than him is only the apprentice.

This simple Going Postal story reminded me of Cul-de-Sac from The Dip. Even worse is the fact that this symbolic Junior Postmaster is the position probably many of us occupy in some large organization. Our last hope is that there is always hope, as long as we keep searching.

Motivating the Change

I have finished the first, theoretical part of the SAP book about BPM. It contains a very good summary of the history and theory of the matter.

However, one of the strongest summaries of the whole improvement idea is the one from Exupery:



"If you want to build a ship, don't drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless see"

I have tried to connect it with my experience: persuading separate people to yearn is difficult and requires a lot of tact. It is even more problematic in a large organization as it meets different kinds of resistance on different levels and in different locations.

Well, I am most than willing to assist in helping people yearn about the see. I just hope that more of the people I meet will be able to see the poor elephant in the snake's stomach.

You can do the talk, but can you do the walk?

Realizing a problem is not the same as talking about it. See the post for GM (from TED).

The same is said about the Toyota model and the fact that only a few companies are able to reach similar perfectness.

If a manager in a company speaks about a problem and an intention to solve it, then we can measure his or her character, by watching closely the steps the manager takes.

"Do onto yourself, before others do onto you"

Larry Burns on TED

A very interesting summary of a principle I have heard long time ago. At that time I was looking for a new job. I am glad that I found one before the company decided to shrink its volume.

It also connects with the Spencer Johnson's Who moved my cheese and the principle of preparing for the future. This is a lovely book about big changes. You might consider it a little bit unserious. However, one of the high-level managers at the company I currently work for has used it to prepare the management for the coming changes.

For some reason GM got out of luck and others did it onto GM. Now they need a bail out instead of being the grand saviors of the auto industry.

Shape vs. Function

Every big organization tends to be torn between two sets of rules. As I am reading

Monstrous Regiment, I decided to use the army as an example.

The army has official rules that define its shape. These are the official norms according to which the world believes the army functions.

The army also has rules that help it function. Nobody admits that they exist. Without them the whole structure will implodingly explode in a doomed attempt to fill the shape.

The big question is: Do we need to support both sets of rules?

A Nemawashi Juggler

Last year the tasks were hitting my head and crushing me onto the ground with an overwhelming fierce. The nemawashi principle of slow and deliberate planning followed by a fast execution was a mere whisper in an abandoned meeting room. I was running after the deadlines like a novice juggler believing that catching is the most important part.

Slowly it dawned on me that the preparation phase, the throwing is the one that needs my attention.

Trying to predict the steps ahead is taking me little by little out of the task swamp now. Thus giving me time to live.

Education

"We are born creative. We are then educated out of it" (Sir Ken Robinson)

I suppose that the reason to be in love with mathematics and physics is the freedom to use my "weapon of choice" to solve complex equations.

What do you think will happen if we start using the natal creativity and the gained as adults literacy to prepare for the unpredictable future? Will it be like the Toyota approach to solving problems? I suppose in personal plan it might be even better ;- )))

Ken_Robinson_says_schools_kill_creativity.
My greatest fears about my education, might actually prove right.
If we are blinded by our education system, do we stand a chance to distinguish good from bad?

(Business) Process Management

I have been interested in (business) process management for many years. Even before I knew what exactly it means. For example, I was keen on managing the process of disassembling my new toys and then assembling several other new toys from the parts in a business oriented manner (having several toys for the price of one plus the craftsmanship).

However, to put a new beginning (after my master degree in BA), I decided to check this Business Process Management: The SAP Roadmap book.

At first sight, it looks quite corporate. It is also very heavy. I suppose it is from the hidden knowledge inside ;- ))) It contains some remarks about the Toyota way as well, so I expect an interesting reading.

If I manage to understand it, expect more thoughts on it

Shall I dare to believe?

I am reading the book The Toyota way. It is all about the perfect work environment in Toyota. Probably it really is so, since they are probably the mightiest car manufacturer in the world. Nevertheless, it still sounds incredible to me, especially comparing it to my experience.

I suppose that some bright day, I will find myself working in a similarly efficient organization.

Until that day come: Today -Toyota.
Tomorrow - Lexus?