Views in verse on holiday wishes

Best wishes to all for the festive season!






I am on my first day of leave for the annual break and I have commenced to read, as one will, this time of year. During breaks in the cricket test of course.

I stumbled across some poetry there that somehow intersected with the time of year for me. We are urban people (by any account) but always at this time of year we travel to the coastal areas away far from Sydney. We meet friends there and do all the usual things golf, seafood, fishing, boating, swimming.

The one common factor though that always accompanies this is that we travel through a lot of country towns on the way there and back ...and always spend far too little time thereabouts for breaks/lunches.

I say this as it got me to thinking that it is of itself a 'bit of therapy'. In that it slows you down and helps your 'clock' to acclimatise to this the 'very necessary' holiday period. Sometimes the service in the shops immediately puts you in touch with another time zone. But hey ...that is part of it all.

There is also a touch of sentimentality about it too, although most times it doesn't even occur to you at the time. This comes about as the heritage items that you always see there, it could be an old building, furniture,a wagon wheel or even old wares, all set your mind into another time zone.

In doing so it can put us very much in touch with our roots and hopefully makes us a little more appreciative of what we do have as well (subconsciously at least). Something that often gets lost in the 'hurly burly' of the working year in the city.

Perhaps sentimentality is good for the soul. Most times we don't get to go there too often.

The poem I touched on was 'Country Towns'. So I thought I might share the poem with you.


Kenneth Slessor is an Australian poet who lived from 1901 to 1971. He was born in the Australian country town of Orange in New South Wales.



Country Towns



Country towns, with your willows and squares,
And farmers bouncing on barrel mares
To public houses of yellow wood
With '1860' over their doors,
And that mysterious race of Hogans
Which always keeps the General Stores….

At the School of Arts, a broadsheet lies
Sprayed with the sarcasm of flies:
'The Great Golightly Family
Of Entertainers Here To-night'–
Dated a year and a half ago,
But left there, less from carelessness
Than from a wish to seem polite.

Verandas baked with musky sleep,
Mulberry faces dozing deep,
And dogs that lick the sunlight up
Like paste of gold – or, roused in vain
By far, mysterious buggy-wheels,
Lower their ears, and drowse again….

Country towns with your schooner bees,
And locusts burnt in the pepper-trees,
Drown me with syrups, arch your boughs,
Find me a bench, and let me snore,
Till, charged with ale and unconcern,
I'll think it's noon at half-past four!
                         
                                         

Kenneth Slessor

Transformation Talk - effective communication

Transformation 

demands 

effective communication






Following is an anecdote by the godfather of modern management Peter Drucker that highlights how easy it is for supposed 'best practice theory' to simply not 'translate' to implementation - the result, a failure to bring about desired change.  


"Until well into the 17th century, surgery was performed not by doctors but by barbers who, untaught and unlettered, applied whatever tortures they had picked up during their apprenticeship. 

Doctors, observing a literal interpretation of their oath not to inflict bodily harm, were too ethical to cut and were not even supposed to watch. But the operation, if performed according to the rules, was presided over by a learned doctor who sat on a dais well above the struggle and read what the barber was supposed to be doing aloud from a Latin classic (which the barber, of course, ...did not understand). 

Needless to say, it was always the barber's fault if the patient died, and always the doctor's achievement if he survived. And the doctor got the bigger fee in either event. 

There is some resemblance between the state of surgery four centuries ago and the state of organisation theory until recently.'' 

Peter F. Drucker - The Practice of Management (Chapter 16).


How easy it is for communication to fail us? "I broadcast ...thereby 'ipso facto' my message is clear"

We should always be critically aware of just how easy it is to get caught up in the fanfare of business transformation as opposed to implementation of the 'new way' at the operational level in the business. The lesson we see here can so similarly be played out with a high profile change programme versus a team of guys who come to work to simply do another days work. They do not operate on the same plane. How do we ensure alignment?

Thereby the open catch-cry:

Transformation + Governance = Value Realisation

a reminder that performance management must be evident at every level in the process.


Alignment to planned objectives is the hardest part in delivery of planned benefits expected from transformation. This cannot be achieved without effective communication with all impacted staff, channels and, not to forget, customers. The change programme will not succeed without a well thought out and executed communications plan.

And remember ...don't be found 'speaking in tongues'. Communication always needs to be a 'two way' process.


Cheers

Grahame J Flynn FAICD CGEIT(ISACA) 




The Ballad of Sweeney Todd

Attend the tale of Sweeny Todd,
His skin was pale and his eye was odd.
He shaved the faces of gentlemen
Who never thereafter were heard of again.
He trod a path that few have trod,
Did Sweeny Todd, The Demon Barber of Fleet Street

He kept a shop in London Town
Of fancy clients and good renown.
And what if none of their souls were saved?
They went to their
Maker impeccably shaved by Sweeny,
By Sweeny Todd, The Demon Barber of Fleet Street

Swing your razor wide, Sweeny,
Hold it to the skies!
Freely flows the blood of those who moralize.

His need were few, his room was bare:
a lavabo and a fancy chair,
A mug of suds and a leather strop,
An apron, a towel, a pail and a mop.
For neatness, he deserves a nod.
Does Sweeny Todd,
The Demon Barber of Fleet Street.

Views in verse on renewal (facing the future ...as in the past)

We get comfortable with our daily habits, whether they are efficient or not. Nobody likes change...but it is necessary in order to take ourselves  (and our businesses) to the next level of performance. Because, in this fast moving world, nothing stays the same for very long.

Aristotle knew a lot about change. He began his work seeing change as a scientific process. He was soon to realise that change is not at all predictable and is really more akin to dealing with a multi headed serpent.


 He came to see over time that the solution can only be founded in 'people' using highly persuasive communication techniques and steady reinforcement. A bespoke/human relations focussed solution. A methodology based approach does not create lasting change (he would also find).

He realised that people are multi dimensional when it comes to change - a three dimensional 'threat' that we have to somehow deal with 'as one' so as to produce desired behaviours. He also recognised that a dictatorial approach would not work for a much desired new culture to thrive and be 'productive'. Persuasion is the key word when it comes to change as it relates to people (especially when working in teams).

He recognised a single communication process with three components. This process demanded that the overall message be tailored from a point of view of the message itself (logos), the sender (ethos) and also the receiver (pathos). That the 'message' must make sense in its own discrete way; that the 'deliverer' be a person of integrity (so as to encourage belief in the content) and that the 'receiver' be a suitable candidate so as to absorb such a message positively. 

A three headed snake indeed! But the nature of successful change meant that these must all be addressed 'as one' so...

...he saw that there was a need for a plotted approach (as in a story or play); where the conclusion (the desired change) would 'fall out' from a preplanned series of exchanges and events - the interim impact of which could be good or bad - based on the nature of the trigger designed and the desired (longer term) outcome. 

To put that in today's terms: a communications strategy would be required in order to bring about a new culture that features the wanted behaviour and the 'norms' that reflect clear values and articulated policies.

Once the 'new state' in in place, Aristotle observed that continuous improvement would then be possible given that:

       "we are what we repeatedly do ...excellence is not an act, but a habit".

so eventually we can put a process to what the people are doing at work but it takes carefully designed 'one off' strategies (within our change programmes) to deliver the end result that can then be methodically improved upon. 

An oxymoron? Not really...

Behavioural change management is undeniably about people and not process (methodology).

Change management really acts on three levels in our transformative endeavours - as the change programme itself - within the project portfolio - and in working with people to embed new behaviours.

True success will only be found if and when of our managers (especially change programme managers) should become real leaders. Their success will be judged by how well they strategize their intent and by how well they communicate with their peers and their surrounding teams.

Change is mandatory in all our lives ...but change is hard. It requires well structured governance so as to get the maximum result, ...the first time.

The alternative though of sticking to well worn paths to success, has a very limited 'use by' date. So when you go and take the leap of faith Remember that...

transformation + governance = value return

There are NO short cuts.This is most apparent when the 'heart' of the transformation is an enterprise IT application integration for example. A big, complex, expensive, long lasting job and one of a technical nature.

It is very easy to be distracted away from the embedding of the new assets into the business units (where the real payback awaits). To be anything but technically myopic on such a mammoth task is ingrained into the soul of an IT Project Office. I speak from thirty years experience when I say this.

This is where Governance must be seen as separate layer and be instituted as the engine of the Change Programme (separate and distinct from the 'opus maximus'). A P(g)MO helps to overtly show this clear distinction both in the planning phase and over time into phased delivery of the committed benefits.

Change is hard...

It's all fun just the same

Cheers

Grahame J Flynn MBA FAICD CGEIT (ISACA)

Renewal

Release
the past
It's spent
and gone
Accept
my friend
it's done!

Embrace
tomorrow
as a child
plays in rain
The future
holds promise
for some

For those
who open
their hearts
and trust in
themselves
Good things will come
to them
as if by chance.

To lovers
who caste aside fear
the odd
chortled jeer
and boldly
march up to the floor
and dance

And to those who
take a
selfless route
in fulfilling
their pursuit
Reward will come
to them
with seeming grace...

Live to love 

the day
before wishing it away

on the past
...spent
but never
out of place!

From my I-pad - Grahame J Flynn

views in verse on summer in the city

Sydney, Friday - Hot town ...Summer in the city!

Beautiful Harmony Park in Surry Hills is usually speckled with people most lunch hours in summertime.

But last Friday was 40 degrees at that time in the harbour city without a breath of wind to be found. Reasonably common in the suburbs of Sydney but the inner city usually gets a comforting sea breeze on a hot day.


People quietly found other things to do no doubt tucked safely in the air-con. Or perhaps in one of the many luncheon cafes nearby or (maybe for the lucky ones) out to a choice of the local beaches.

While many would have waited until evening to venture out and take in a little Friday night Sydney inner city 'living it up' on a hot hot seaside day!



OUT ON THE STREETS TONIGHT

The heat of the day

melts into night

as I step into Bayswater Road

The searing presence of

'Pizza-a-Fire'

drives a tempting whiff up my nose

I haven't eaten at all

not since lunch

this day's left me dazed alright

I'll grab a quick bite

after finding the lads

out on the street tonight

Cars try to pierce

the meandering mob

amongst it a few hard stares

But they'll circle about

trying to figure things out

cause you just can't park anywhere

Apart from the odd

'no-go-zone'

the area's bathed in light

The Cross's on show

...I'm ready to go 

out on the street tonight

The bars spill out onto sidewalk,

our 'usual'...

...punters galore!

I look around for the guys...?

to no surprise...

still stuck with the parking I'm sure!

There's a spot over there

...seems a few chairs

I grab a middy of light

Happy awhile...

To watch the people file by

out on the street tonight

The girls nearby are

'pissed & rowdy' 

Probably been here some time

From what I see

...three bottles down

just a little too much red wine

My tribe arrives...

...well I see five

others are still out of sight

"Bloody busy" Tim says

 "...it's done in my head

out on the street tonight"

Off we go

and do the rounds

the club strip is 'alight'

You dodge the spruikers

...the odd garbled offer...

and the world is feeling alright

So now I'm here

and glad I came

The Cross sure has it's delights

Excitement is high for

what you might find later

out on the street tonight

from my Ipad - Grahame J Flynn

Views in Verse on 'realisation'

"How is the transformation going...?"

"Clearly, a lot is happening but...

I'm not seeing a lot of change!"

The secrets to 'successful' business transformation

(Transformation + Governance = Value Realisation)

Don't confuse cost management projects with transformation

they are not the same thing...

Transformation drives growth, productivity and a better bottom line

Focussed on a fixed period of dynamic 'change' across the business

Driven from the top, enacted within and around work-groups

Getting the governance structure right ...before you start

Transformation should not be about the journey ...it's all about the destination!

Articulate the vision, goals, expected returns very clearly from early on

Foster an understanding of the hi-level 'line of sight' objectives

Add some internal branding to this and maintain it

Plan to get out in front early and stay there!

Realisation will require input from right across the organisation

Building the expected benefit returns right into the budgeting process

Managing the delivery of business outcomes in 'commitments',

controlled via programme management

Don't compromise on short term planned benefit return ...this is critical!

Featuring a strong 'programme management office'

Reporting to the Executive Office

Maintained by the active sponsors


Fact: An organisation that can't really see the value of the central PMO doesn't as yet see the challenging breadth of transformation




Governance thereby demands that a formal hierarchy

of controls, standards, programmes and projects be recognised

The end game is to deliver your 'change' programmes to meet planned objectives

A well tuned project portfolio management process makes this possible!


PROJECTs                                                  PROGRAMMEs

deliver capabilities                               return planned benefits to the business

linked with planning custom dates          linked with business fiscal cycles

decentralised and within tiers                centralised and across whole of business

resource and activity focussed                governance intensive

portfolio of solution alternatives             reflective of changing strategies

stepped approach to change                   transformative approach to change

delivers to time and budget                    ensures operational change


Think agile, sure ...but consider projects as enablers or assets

they are not business outcomes

Technology and process play a core role but lead with your 'people' people

Maintain your related IT projects in an IT project office

but they must link thru the Programme Management Office

Never forget the lessons of the 90's where process and technology were 'king'

Systems should enact policies to achieve desired results...

Policies should in turn drive behaviour

Policies should thereby be the centre piece of your communications strategy/project

Corporates struggle with this concept...Public entities just see it as fundamental


Redefining your 'managers' as 'leaders'

Experienced people, filling vital roles,

A Change Manager should be a Programme Manager

Ensure all of your leaders are intent on helping build the new culture

Focussing on continuous improvement (to help reinforce the culture of change)

Outsource packets of work only where value is seen

Prepare to manage outsiders within your structure ...not theirs!

Remembering all processes are customer facing

Intruding into the culture is mandatory in order to address behavioural change

Recognising the need for active supervision and the management systems that support it

Ensuring clear accountabilities in all roles


Featuring social leadership skills designed to help develop engagement and trust

Reinforced by coaching in the workplace

Measurement is essential but is only a part of a much bigger people focussed agenda

Performance management too must be a social process

Remembering that "work turns intention into reality" (Elliott Jaques)

'Work' is indeed a pathway to achieve desired results

...not the related (hi level) launches and coffee meetings!

(although they do help with the morale at a time of unsettling change)

"Human nature plays a bigger role in business benefits realisation than any other factor" - John Thorp (Chair ITGI) and author of 'The Information Paradox'.






Clarity in purpose, role, authorities, systems, policies and in hi level objectives will all help to ensure that behavioural change 'sticks' if understood where 'the work is actually done'


Above all, ensure that governance is not just a buzzword in your organisation

Otherwise, all your money, effort and best intentions will preface failure

...possibly of your business at large!

Requisite Uncertainty (Jaques)

as shown here as a sample platform

counter balanced

with elements of

Programme Management &

Project Portfolio Management


“Under requisite uncertainty, a well-functioning governance hierarchy is differentiated by the degree of strategic uncertainty addressed at each level and integrated through a cascading series of strategic commitments as those uncertainties are resolved” - Michael Raynor ‘The Strategy Paradox’

Enterprise risk management ensures that the above value return cycle is constantly turning

It is vital to have absolute integrity in every element of the processes and controls as shown.

There are no short cuts to effective governance in ensuring sound value return on investments.

Funny thing how governance can appear to be something that is 'optional' or 'dispensible' or, even more frightening, 'not very well understood'.

                            Transformation + Governance = Value Realisation

Good luck with yours.

Grahame J Flynn

FAICD CGEIT (ISACA)

The Troubadour

He came to us
as one of us
With a want to try to sing
His songs
were not 'the usual'
but long complex things

He spoke out
on looking out
from beyond your own back door
His call was to lead
not follow ...as before

With no concession
to class or place
as our fathers readily bore
But as an uncompromising
bringer of change...
revolution at the door

Using words
Powerful words
That spoke of freedom and truth
Thoughts he shared
with a growing army
of anxious wide-eyed youth

Enter the Troubadour
Let him sing
for he has something to say
We yearn for change
we're pained by war
He's brooding there back-stage
A tidal surge
of youthful thought
We need this better way
The guards are sleeping
The tower rests
We'll leave this very day
As we go
we won't look back
There's little good we see
When they awaken
The only clue given
Will be one hand waving free

Luther King
The Kennedy's
All praised in their own way
For their part
in social change
the heroes of their day

Yet no engine starts
without a key
The facts are plain to see
A new dialogue
the ready basis
for open thought to breed

Dylan surfaced
He provided that spark
in his shrill compelling voice
Truth spoken out
again and again...
it serves enlightened choice

Establishment frowned
...in time gave way
leaving Richard Nixon dethroned
We all answered
in the western world
J Edgar took a long walk home

Enter the Troubadour
Let him sing
for he has something to say
We yearn for change
we're pained by war
He's brooding there back-stage
A tidal surge
of youthful thought
We need this better way
The guards are sleeping
The tower rests
We'll leave this very day
As we go
we won't look back
There's little good we see
When they awaken
The only clue given
Will be one hand waving free

From my I-pad - Grahame J Flynn

Views in Verse on Winners - Asia Cup Football Champions - The Western Sydney Wanderers

It was the middle of the night, mid week, last night but it didn't stop thousands of  Western Sydney Wanderers fans converging on their returning team at Sydney airport after winning the 2014 Asia Club Cup against Alhilal FC.





This was a scene unprecedented in Australian Sport as these supporters, always so 'as one' with their team, welcomed back their team as though they were 'rock stars'.

They sang their songs as usual but greatest praise post match went to the goalkeeper Ante Covic who kept a clean sheet winning in the final game, after the team had secured a goal in the game in the prior match at home some weeks earlier. The Coach Tony Popovic continues to get the best out of this novice team while he himself remains a novice coach - an amazing sporting story.

This club now only three years old has taken the football world before them both in Australia and now abroad. This is an incredible football / business phenomenon which continues to surprise; they seem to have the happy knack of moving the bar and higher, then higher, then higher... as required.





The intensity of the fans continues to take the sport a level higher in Australian sport with a controlled passion that is a credit to them all!

All their feats are accompanied by their familiar array of songs and last night's drew special focus on the veteran goalkeeper.


ANTE COVIC

He swings them to the left
He swings them to the right
He is Ante Covic
He saves them thru the night

(repeat)

(and he did! ...and he did! ..and he did!)

A Life Without You Wouldn't Be The Same

Red & Black Is Flowing Through My Veins

It's A Feeling I Can't Contain

In My Heart Is Where You'll Remain

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

O'connell Street Is Where We Reside

All Our Differences Are Put Aside

This Club & Terrace, No It Wont Divide

None Will Ever Emulate Our Pride

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

Sho lo lo lo lo lo lo lo

Views in Verse on empathy

The most important factor in delivering a successful presentation... empathy !

You often see pocket lists that address this key aspect of business. I always look intently at these to see whether they have included what I believe to be far and away the most important element. The reason that I feel quite strongly about this? ...I learnt this lesson the hard way.

A member friend Earl Lappen had asked me to present on knowledge management in the clunky old former premises of the Australian Institute of Management in North Sydney. Being a casual member at the time (circa 1998), I had been there once or twice earlier and witnessed speakers struggling with the noisy intermittent air conditioning, the microphones that had minds of their own and the audio visual gear that usually took assistance from the 'techo guy' to both get and keep going.

On the night, I did my best to address all these 'front of mind' things and got through the planned agenda (with the air-con off) - a technical subject I delivered to what I believed to be a somewhat technical group - AIM's member chapter of 'the business systems group'.

Upon asking for questions afterwards, you could have heard a pin drop amongst the fifty odd present as ten or maybe twenty seconds passed; until one member quizzically asked "do you think any of these things are relevant to small business?" A question I was utterly unprepared for as I had assumed the audience to be mainly 'systems oriented' representatives from major corporates.

But hey ...when you've 'dug a deep enough hole you just keep on digging' ...so I then asked "how many of you here are from small business to-night?" A clear majority of hands went up in the room. I then delivered what I thought to be a passable answer to a brave question, but the whole time realizing that both my context and content had both missed the mark on the evening.

The most important element in preparing for a speech/presentation - know your audience!!!

I hopefully made up for this error some ten years later, when as a chapter convenor, I presented a member forum on the same topic using some relevant business colleagues who ((like Earl) remain linked-in up to this day - Duncan Robinson, Pat Lockley and Peter Niven.

During the introduction, I made note of my clumsiness from all those years before and broadly encouraged the audience to stay involved for the duration to ensure that none of us drifted off the radar. Never forget that communication is a two way process.

It often pays to ask background questions of your audience before you start (as well as reading the attendee list as they arrive). This type of introduction, that promotes immediate comments, brings with it a 'buy-in' that gets the group involved right from 'the get-go' as well as making you fully aware of who you are actually sharing with.

It also pays beforehand to be in touch with all the marketing data that has been circulated and to whom - this aspect is not always achievable but does 'throw even further light' on your planned audience.

Good luck with your next presentation! Enjoy!

GF

Reflection

(seeing things through other people's eyes is often not as easy as some like to think!)

The man in the mirror

is toiling away

working off last night's fun

A self-critique

while purging away

reflection on the run:

I pump and I grind

cause I have to really

I carry some weight you see

Cause the man in the mirror

he ventures on out

a little too often that's me

As I work through the sets

thoughts comes on through

a 'little' uncomfortably

I'm the man in the mirror

I'm feeling good but

moving gingerly...

The woman with the hat

was in my face

well ...that was plain to see

A friend of a friend

she was so pissed off

...but hey ...well ...not because of me?

What about Sonia's brother in law?

some argue

even when they're wrong you see

He's better off really

for the 'spray' I gave him

but hey ...deservedly

I was with that blond

...say ...why not?

she captured my interest awhile

The 'hat lady' sank as the

blond headed 'skank'

waved at me and smiled

The blond wouldn't dance

when I offered the chance

said I'd  indulged 'too willingly'

Tried to resolve it

but I couldn't hold it

in speaking ...adequately

More time at the bar

could only but mar

any chance of a budding romance

By now kind of numb

right down from my bum

best suited for sitting ..not dance

Then that fellah

who just kept looking..

staring provokingly

I broke my rule

confronted the 'tool'

sorted it out...gentlemanly?

Sometimes there are things

that are much better

well...left more unsaid

A good shove ...yeah

it works every time

Puts the issue 'straight to bed'

The pain in my shoulder

I can't quite trace though

the bouncers do come to mind

For no good reason

that I can recall

the barman really wasn't that 'kind'

My mates tell me

I could do a little better...

be more careful with what I drink

But those last few...

'wow'!!!

kind'a creep right up on you

you just really can't ...'think'

Anyway...

I'm better for the workout

Now it's time to text the boys

Sunday's a good day

I always reckon

for makin' a little noise...

Reservedly though

yes so reservedly so

I'm a social soul

that's me

Yeh!

Forwarded from my I phone - Grahame J Flynn

views in verse on taking control

Are you a ball of stress by day's end?

Is every conflicted day the same?

Are people at work damaging your health?

Let's see if we can find some ...'consolation in philosophy'


Alain de Botton in his BBC series Consolations of Philosophy used London cabbies to demonstrate that the stress we bring upon ourselves in everyday life is indeed controllable. His views, based upon Seneca's philosophy, were fully explained in his text of the same name.

Seneca had served in the court of Nero; the brutal monster who had murdered members of his own family. Seneca's choice was in knowing that this wild behaviour was consistent and that what we really want in the world is in truth beyond our control - wishing will not change how things are - we must learn daily to accept reality.

His view was that by accepted reality (as it is) and not fancying how we 'wish it would be', we will not suffer ongoing disappointments in our life. Thereby reducing stress, self pity, shock and anger.

He interviewed dozens of London Cabbies and he got the same result. They were all appalled at the end of each day by the driving they had seen during that same day. Thereby, ending each day as 'stress-balls' - by achieving what they had dreaded at the start of the day; succeeding in not changing the harsh reality of London traffic.

De Botton in applying Seneca's method to this, upheld that if they had begun each day fully accepting the day is 'as it is' and not 'as they wish it would be' they would travel a lot more smoothly through the day and would be in a much fitter state by the day's end.


Are you working with a difficult person who rules your day perhaps. You can't change this - but you can learn to manage it. By accepting that person 'as they are' and not continually wishing that they would 'act differently'. See text 'working with you is killing me' Crowley/Elster.

Plenty of tips in here to help get you through your working day!







Would all this help in your daily life? See whether you can adopt a different philosophy in your working day and then benefit from it!




A SENECAN PRAEMEDITATIO

(the wise) start each day with the thought...
'Fortune gives us nothing that we can truly own
Nothing, whether public or private, is stable;
the destinies of men,
no less those of our cities
are in a whirl...
reckon on everything
expect nothing!'