Or they were too dumb to see the potential, because they were busy trying to climb on the Facebook/Foursquare/Twitter bandwagon.
Many investors passed on what became great companies because their pattern recognition anchoring bias meant they were looking for the next big thing assuming it looked like the last big thing. Don’t be always so pro-management.
Ditto. If big companies were any good at looking more than 2 quarters down the road there would be lots fewer opportunities for startups. As it is, thanks for all of the opportunities big company management!
Perhaps the wrong word is not “great” but “your”
Many ideas are great until you look at the cost of implementation and realize that there’s a *reason* things are being done the old way.
On the other hand, often cost is being calculated in some rather interesting ways. I had a job once where a new policy changed the user creation process such that it took an additional five minutes/account. Which seems like nothing, but is huge on the scales we were doing. I had to sit the head of the department down and walk him through account creation to convince him that the policy was untenable.
I almost envy you the opportunity to win that argument. Half the places I’ve worked, you couldn’t get anyone capable of a decision in the same state as where the policy was being implemented, let alone show them why it didn’t work.
Some of those, half the reason the higher-ups didn’t want to get involved was because they knew the policy would fail, and they were playing chicken with the bottom line to get rid of a poor performer in upper management.
But the reason I can’t envy you the opportunity… the other places I’ve worked, the person making the change also had to train the workforce. So, they knew the shortfalls, and could explain the benefits of the process. Not only did this stop a lot of costly mistakes in early stages, but getting buy-in from the employees alleviates a lot of change fear.
Making even minor changes to a process smoothly is really an amazing amount of work and showmanship. Unfortunately, it also takes the person involved out of their usual role for a time, and makes them too busy to keep up with backstabbing politics. What saves the business can kill the job of the hero. Which is a problem when heroics are needed again.
I was fortunate, but it did demonstrate that sometimes it pays to do some legwork.
What I actually did was work on the day’s accounts early, keeping detailed notes for exactly how long it took to do the old way, versus how long it took to do with the new parts to the process. I walked him through it all, and then showed him “Okay, the accounts I’ve done today took 3 hours. Under the old method, I would have been done in 90 minutes.”
I was fortunate that I had access to someone with authority, but I still had to demonstrate an appreciable cost that he’d respect and value – “This is a pain in the ass and I don’t like it” doesn’t get anywhere.
I’ve worked for a company which focused entirely on change management. It is a remarkable feat to pull off properly; it requires a combination of good technical skills (to make the new solution work), good teaching skills (to train on the new solution, of course), excellent analysis (to show where and how the new solution can be leveraged), and incredible diplomacy (to get buy-in at all levels).
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