A Business Technology Place

Roku 3 stuck on update from 5.6 to 7

I solved a problem with a Roku 3 update this past weekend. The Roku box was a freebie from my internet provider when I signed-up for their streaming service package. The initial setup worked fine, but after a few weeks the system froze. I had to power cycle the unit to get it back online. After a second-time freezing I checked manually for system updates. At this point the online prompts told me there was an update available to version 7 of the Roku OS. It looked like the update successfully applied. However after a reboot, the system went back to version 5.6.

The solution I found was to do a factory reset of the device. During the reset the system automatically updated to version 7 of the Roku system software. I did have to re-authenticate with my Roku apps, but that was much better than the system freezing and I’m happy the Roku device isn’t defective.

IBM reverses course on work-from-home

We can improve business results with this change!

IBM recently announced the end of work-from-home for the Marketing department as it moves towards regional offices for co-locating the Big Blue workforce. They aren’t the first to do this. Yahoo reversed course in 2013 by banning work-from-home and Best Buy followed their lead. Could this be another business cycle forming? Companies have been centralizing and decentralizing organizational layout for years as they switch between shared service cost-savings and greater focus on customer needs. Now it appears working-from-home, telecommuting, and flexible work arrangements may start going through similar cycles.

The debatable points.

Working-from-home has many characteristics and touch-points to create debate:

  • Team collaboration vs private think-time
  • Consistent schedules vs flexible schedules
  • Meetings together vs conference calls
  • Productivity of the group vs productivity of the individual
  • Commercial office cost vs home office cost
  • Relationships and culture
  • Employee retention
  • Commute time

The irresistible force to change something.

It’s easy to see how business leaders are drawn towards this policy as a means to improve efficiency and productivity of their workforce. The debatable items can all impact workforce productivity. But change is initially disruptive and must be executed properly to yield the desired results.

Obviously there is no single right answer. Organizations must weigh options and make decisions based on their business environment, their workforce, and their culture. Workers have preferences based on their life-stage, distance from the office, position in the organization, and personality.

Regardless of personal preferences, it does not change the mission of the organization or the commitment required of the workforce to produce great work. Ultimately, managers make a decision and move forward with it to create the culture and environment they want to achieve the mission of the organization. The work-from-home policy attracts or repels would-be workers. But the workforce needs to understand the interests of the company must survive to provide services customers will buy and to provide long-lasting security for employees.

Onward and upward!

photo credit: Debra Roby via creative commons.

Visual Management Board for Lean IT

A note from my Lean journey

A few years ago I was introduced to Lean concepts and principles at work. After several months of studying the topic I realized that many of my professional activities for both managing processes and people already mapped to some of the core components of Lean. That makes sense as many of the leading management philosophies and programs of our time share foundational elements.

One of the important principles of a Lean is visual management.  Visual controls are used to communicate information to people that indicate if the current condition of a system is acceptable. The Toyota Production System says to use visual controls so that no problems are hidden. It’s like the old phrase, “you can’t fix what you can’t see.”

On my personal Lean journey, my next task is to develop a Flow and Performance Board.  This will be a form of visual management that displays information to use at recurring team meetings. The contents on the board support the Lean principles of continuous flow and reducing waste. Effectively, the board becomes a visual control to see how flow of product is progressing for customer value-added activities and where waste exists in the system.

Flow and Performance for IT – My 1.0 version

I used the following guiding principles when designing the 1.0 version of a Flow and Performance Board for my IT shop:

  1. Show elements of product flow – At what stage work is in the system.
  2. Show key metrics – If possible show actual vs expected. The focus of the board, and Lean, is process flow and eliminating waste (as opposed to traditional boards that focus only on results).
  3. Show flow influencers – These are items that may influence the production system such as holidays and customer audits. The intent is to make the influencers visible ahead of time so it’s possible to manage through them instead of reacting to them.
  4. Show audit results – Part of the Lean journey is having leaders that inspect our work to see if we are following standard process. IT also has a rapidly growing set of requirements for compliance, which customers require, that fits in this space.

My 1.0 version of a board looks like this:

Since IT team members are geographically dispersed and most of our tools report data electronically then this will be an electronic board. Content will vary for different groups within IT. My first board is targeted towards and enterprise level view.

The board is intended to be referenced during recurring team meetings so that team members have a visual control as they inspect pieces of the product flow. As such, it should be easy to read and process information. The contents of the board must be current to be relevant. Ideally the board will updated dynamically to reduce the amount of non value-add work of administrative processes.

I anticipate I will wrestle with screen real-estate, content, and compactness with each future iteration.

Onward and Upward!

Work for something bigger

“Work for a cause, not for applause. Live life to express, not to impress. Don’t strive to make your presence noticed just make your absence felt.” – Unknown

I pinned these words on my board at work because they describe a work ethic I see in some people. I admire colleagues that create work as an extension of themselves rather than an object that is simply sold for purchase. These are workers who approach their craft thinking about relationships, processes, and flow. They understand and realize they are a single player in a team sport. They recognize the value that all team members bring to the effort and they don’t value their own work higher than what others contribute.

Technical skills such as programming and configuration are important. But technical skills are replaceable. There is always another programmer for-hire to write code. But real value is added when we create work with the customer in-mind more than our individual gain. Real value is added when we step out of our own box to help others be successful because we genuinely want to see them succeed.  This is what it means to live for a cause and to express an ideal bigger than ourselves.
Onward and upward!

Is the rabbit big enough to chase?

Stay the course.

Six weeks into the New Year is when many people lose their motivation to follow their New Year resolutions. It’s difficult to have the discipline required to change behavior.  It’s also around this time when we are tempted in our businesses to shelve the new annual plan. It’s not intentional. We get busy with the day-to-day steps to run the business and solve immediate problems. Years ago I decided I couldn’t let this happen. I make the IT annual plan in a portable format. After reflecting on using this approach the last few years, I’m thinking about how to introduce technical margin in the plan next year.

Rabbits, squirrels, and other tempting things.

Throughout the course of a year distractions tempt us to wander from our plan. Some of the new things we see are good and worth making adjustments to achieve. But most distractions are industry fads, marketing mind tricks, or situations of minor inconveniences we make into urgent matters. I call them office squirrels or rabbits.

Every week my voicemail and email have unsolicited messages about products and services to make my life easier. Every week someone suggests a new project to solve an opportunity they see in their work area. Every week unplanned requests enter the organization from a variety of sources including customers, auditors, and executives.

“Is the rabbit big enough to chase?”

The question is so easy to ask but difficult to answer. The rabbit begs us to chase it. It lures us with the temptations of rewards and the fear of not catching it. The annual plan consists of activities to support long range goals, the organizational mission, and the core values. The rabbits may support organizational improvements too. But something I’ve learned is to accomplish the plan of great things we often have to learn to say no to some good things.

“Is the rabbit big enough to chase?”

The rabbit hole.

I’m not advocating sticking to the approved plan without the ability to make tactical course corrections or even the ability to alter goals. Executing and closing projects on the plan is hard enough without the distractions of office rabbits. We make calculated decisions through the course of the year. Changing course on a whim, or because an influential requestor swayed opinions, is expensive to the productivity of the organization. Changing course quickly promotes short-term thinking and often results in mistakes. How many times has a ‘must-have’ project for a customer never used or cancelled halfway through implementation? That’s when the rabbit disappears down the hole and we look up to discover we’ve wandered from the path and deeper into uncharted woods.

I am carrying on a great project and cannot go down.

I’m passionate about following the plan, or going on the hunt every week. But I make mistakes and follow rabbits that run down holes. So I’m trying to grow wiser through experience. I want to make decisions with the long term success of the organization in mind, keep the annual plan readily available to maintain focus and alignment, and make decisions through consensus to support the mission and core values.  

In the book of Nehemiah in the Bible, Nehemiah was tempted by adversaries to stop rebuilding the wall around Jerusalem. He stuck to his plan saying “I am carrying on a great project and cannot go down. Why should the work stop, while I leave it and go down to you?” He was intentional and focused on his plan. He considered the cost of leaving the work for what his adversaries promised. By doing so, he avoided the rabbit and completed his goal. I like it. Let’s stay focused.

Onward and upward!

Photo Source: Ballad of the Lost Hare – Public domain book.