A Business Technology Place

A note to self

Dear me,

Don’t be quick to discount new ideas. All improvements for humanity and business started with a new idea. Someone saw opportunity and imagined a better result, a stronger product, or a faster way. Someone acted and made their opportunity a reality. They were not afraid of failure. They overcame doubts. They made peace with uncertainty.

Why?

Because their image of a better result made failures look like stepping stones to success.

Because the promise of a stronger product made doubting look like an admission to defeat.

Because the benefits of doing it faster outweighed the results of the status quo.

So give new ideas a chance. Challenge the status quo. Dream a little.

Keep moving onward and upward!

Sincerely,

Me

Have your job to the full

Abundant life.

I recently read a verse in the gospel of John (10:10) about having life to the full, or an abundant life. There’s an attraction to define a fully abundant life in terms of positive and uplifting things; Hopes, dreams, successes, comforts, good health, wonder, and joy.

But when I thought about this concept a little more, it became apparent that a full life really means a complete life. A full life isn’t void of challenges, setbacks, failures, discomforts, poor health, and learning. These are natural events we all experience. If I consider the full collection of events in my life, I see a more full and abundant experience.

What about an abundant work life?

I believe the same principle applies to my career. Having my job to the full, or having an abundant work life, means there will be days when I love my job and days when I am uncomfortable with it. There will be times of accomplishment, reward, and achievement. There will also be times of failure and setback.

A complete work-life includes deeper experiences such as servanthood, humility, courage, disappointment, and frustration. My acceptance of the spectrum of experiences determines just how much I accept the concept of having a job to the full. I love the work I do; All of it.

Onward and upward!

The data we see

What we see

When I was an intern in college I worked as a desktop service technician for computer support. I remember an internal financial auditor on the fourth floor of my building that I would occasionally help. Reese was much older than me, but took time to talk to me about life as I fixed his computer. I wish I would have appreciated it more at the time, but I was young and learning my way in a corporate environment.  I thought about him recently because the world of auditing and compliance is changing rapidly in the areas of security and availability of data. While Reese was making sure our company followed GAAP for our financial books I wonder what he would think about compliance controls for information security.

Our news feeds are filled with incidents, thefts, and breaches of company assets involving personal and protected information. A whole new generation of auditors is here to check compliance with controls for how we protect data like credit card numbers, health records, and education records. Identity thieves and hackers have created a gold-rush in recent years to steal data bits that when assembled correctly tell them about you and me. Digital gold.

What we do with it

Today, I have to answer the auditor’s questions about controls in the audit. Unlike my time with Reese, I’m no longer part of the auditor’s day to fill time with a nice break and chit-chat. When I am answering an audit, I often try to really understand the basis of a control or as I as the “spirit” of what the control is trying to achieve (auditors don’t always like this, they’re often a bit stiff).

But here’s my take. The essential question behind the myriad of compliance controls is “what do we do with and how do we protect the data we see in our jobs?”  The intention of the controls is to modify our behaviors to take greater care of the data we see. To do this we have to modify our behavior to treat the data we see like our personal accounts. That means we have to consider who has access to the data. We have to consider the classification of the data we see (confidential, private, restricted, public, etc.) and take action to protect the data in storage and transit.

Thieves rely on our inconveniences to be successful. Restricting access to data in storage and transit is rarely convenient. It requires we think, classify, and take action. It could mean we need to password protect a file, use a secure site for sending a file to a customer, or check to make sure the network folder is only accessible to people in our immediate workgroup. But it doesn’t stop there; sometimes we need to challenge people asking for information.  Tailgating and phishing are made possible because it is uncomfortable for us to challenge people.

Behaviors worth changing

One thing is certain. We are stewards of the data we see each day. Our customers expect us to treat the data with confidentiality and care as if it were own personal data. Forming good habits in data security is worth a little bit of hassle. So here are some practical steps I can offer to help us be better stewards of the data we see each day at work:

  • Take the annual Information and Security Awareness training seriously. Much of the information will repeat each year, but it serves as reinforcement for good habits and the tactics used by thieves.
  • Be cognizant of the data we handle. Classify the data and treat it accordingly. This may mean marking the data classification on documents, storing data in secure places, or using encrypted controls for transferring data to others.
  • Challenge others who ask for access to data. Make sure they truly need access to the data to complete their assigned job function. Make sure they understand the classification of the data.

It’s rarely convenient. But it’s worth the effort.

Onward and upward!

Photo credit: Robert Couse-Baker via creative commons

More or Less?

Truth.

There will always be more work to do than is possible to accomplish by my team.

Think more. Whine less.

Earlier this year I penned some thoughts about thinking through resource contention, Do more with what you have!, because I was looking for better ways to address resource contention than to simply say more people are needed. Getting stuff done is as much a mindset as it is a collection of work output. I’ve learned that when I am overwhelmed with size of the backlog of tasks then the frequency of my output decreases.

In the book, ReWork,  Fried and Hansson address the value of staying lean with less,

“I don’t have enough time/money/people/experience.” Stop whining. Less is a good thing. Constraints are advantages in disguise. Limited resources force you to make do with what you’ve got. There’s no room for waste. And that forces you to be creative. “

Do I believe that? The words do inspire me to look at my backlog through a different set of lenses. One thing I know is this. If I’m able to produce consistent output that adds value to the customer and mission of my team then conversations about the priority of the backlog are easier.

In the book Blue Ocean Strategy, Kim and Mauborgne say it this way,

“instead of getting more resources, tipping point leaders concentrate on multiplying the value of the resources they have.”

The Theory of Constraints management paradigm teaches us to first find the constraint within a process and then to exploit the constraint by shifting resources, managing work queues, and possibly adding capacity. With this lense, value is unlocked by first examining the underlying process instead of trying to add more people.

More or less?

As I sit writing this, I’m led to these conclusions:

More is contentment with less because having less allows me to get more done.

Less is obsession about more, because having more often leads to getting less done.

Onward and upward!

Revisiting – What are you known for?

Deja Vu

I recorded a few rambling thoughts one day after work this week. That’s how many of my blog posts originate. Things happen through the course of a day that stick with me into the evening. When I jot down my thoughts, I see interactions with people, process observations, desires for a better solutions, and things I want to change.

This week I looked over my notes and thought, “What do I want to be known for?” It’s a question I knew I had asked myself in the past. Three years ago, I wrote a post entitled What are you known for?  In that post I expressed my desire to be known more for providing solutions over following processes. I’m a practitioner of following processes, but the process itself isn’t bigger than the results it provides.

Dr. No

Fast forward to today. The Information Technology landscape is increasingly burdened with applying more security and availability controls to keep customers data safe and to achieve compliance with standards. But compliance is never convenient. The IT guy is caught in the cross hairs of a battle between making the work environment more secure and the extra burden it places on other employees. Burden in this context means restrictions. Lots of them.  

Traditionally, IT has been known as Dr. No. There are restrictions on what hardware employees can use and what software they can install; Internet sites are blocked, software can’t be downloaded, etc. This is the seed that birthed Shadow IT where departments arrange and install software outside the approvals and processes of their local IT group.

A better way

I’ve had too many experiences in my career watching people telling someone else they can’t do something for one reason or another. It’s not only frustrating; it drains the energy and motivation of those involved.

But it doesn’t have to be this way in every situation.

A better partner explains the constraints of the problem and solution. Instead of ending a discussion with ‘no’, he or she will offer alternatives for a solution.

 

“We can’t do that for you, but what we can do is this…..”

“That’s not possible, but I know a way that is….”

“We are prohibited by policy/contract/compliance control from doing that, but there a few different ways to accomplish something similar….”

 

Of course, the person on the receiving end has to be able to compromise and think about the solution in different way as well. It takes two to make the partnership happen.

If you are a solution provider, don’t stop at the word ‘no’.

If you are a solution receiver, be open to alternative ways of doing things.

What do you want to be known for?

Onward and upward!