RE: Summing up and moving on (I hope)

So said  Alleman, Glen B.  on  2002-12-17 --------------------

>Yes I would agree the material needs to be "pulled" as well as "pushed."
>I came to my current role from a consulting firm, to define a "fix" for
>their process issues. I would not have arrived here as a consultant
>unless there was a "felt need." Without such a need, no manager is going
>to pursue a fix, it's just the way the world works it seems.
>
>Once here I then had a position from which to move forward, but the
>"felt need" must still be there. I could never walk into the CIO's
>office and say "hey I have this cool idea I'd like to experiment
>with..."
>
>Your example below of "not caring" is the absence of a "felt need." 

So the problem is that the C-level folks don't feel the following needs:

* The need to lower per-customer engagement and support costs
* The need to lower development costs by doing more with fewer people
* The need to improve customer satisfaction through delivering key features earlier
* The need to keep top talent

That surprises me, because I hear that stuff all the time, and yet there doesn't appear to be any receptivity to an identified solution (Agile).

I identify the following problem: the C-level folks don't know that they could do better. My guess is that they've grown accustomed to a certain level of achievement and, through experience, don't see a way to reach above the current plateau. It takes one big organization to outplay the rest of the field before they wake up and see that they're about to be left behind.

My question is this: where is the company that wants to be ahead of the curve? I thought that C-level people went in for all that "be proactive" crap.

J. B. Rainsberger,
President, Diaspar Software Services
Let's write software that people understand.
http://www.diasparsoftware.com/
telephone: +1 416 791-8603
All correspondence (c) 2002 Diaspar Software Services.
If you want to use it, just ask; don't steal.



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