AGILE IN ACTION

Once something is large enough and puzzling enough to be designated a problem, we have a tendency to rush in, exaggerate its complexity and solve it with an overcomplicated system. The trouble is, complicated systems produce complicated responses to problems. They don't produce solutions. When the system doesn't do what we designed it to do, which it will, we push on it to make it work. But that doesn't work so we push it harder and harder and grow more anxious. Then we come crashing down. Not to worry. It's really not long before we're back with the urge to do it all over again. And again. And again.

Via Knowledge Jolt with Jack . Sigurd Rinde says that organisational hierarchies in practice gets in the way of service . They breed inefficiency; you're left with the idea that the company (read brand) is stupid; fear of the boss fear is more important than pleasing a customer. Jack Vinson comments: Isn't it funny that the people in the hierarchy believe they are enforcing efficiency (in their sphere of influence) and they end up creating less efficiency for the organization as a whole -- particularly at the customer-facing end that this story addresses. They also degrade peoples' ability to be effective.

Who's making the decisions around here? Oh everyone in that committee over there! But they don't have the authority to make decisions. Ah I see. Actually no-one is making decisions around here. No? Ok. Let me see if I've got this right: If it's architecture decisions I need to speak with him. If it's timescale and priority decisions I need to speak with her. If it's decisions on requirements I need to speak with them over there. For this dependency I need to speak with him or her, except when it's relating to this, in which case I need to call her. And for this other dependency I need to contact this guy in India. And why are you making the decisions all the way up there (in the hierarchy)? Look how many layers of management I need to get through to ask you to make a decision. Don't you trust those working at the coalface to make the decisions? Getting decisions made in a hierarchical company organised by roles can be confusing, difficult and wasteful. I observed exactly this problem last night, in Can Gerry Robinson Fix the NHS? Obfuscated decision-making contributes to constipation .

Do things happen too slowly in your organisation? If they do, your organisation is constipated. Look at how decisions are made. Is anyone making decisions? If they are, how far is the decision-maker from the point where the decision is needed? Are committees involved without the requisite authority to make decisions? Does decision-making emphasise a chain of command, control and adherence to policy or procedure? How many layers of management approval need to be obtained before anything can be done? I see this all the time in large organisations and it's frustrating and then depressing.