Author: The Information Badger

Driverless cars; now there’s a transformation challenge!

Posted on by The Information Badger in AI & Robotics, Digital Transformation, Driverless transport, IT Project Management, Uncategorized

Richard Holway, a respected UK Tech analyst, wondered recently (TechMarketView, 27th April) if driverless cars for the masses would ever become a reality on UK streets. The Badger wondered the same thing, but from the perspective of an experienced programme deliverer rather than a market analyst.

A short guide to driverless cars from the RAC gives a simple insight to the many relevant issues and questions. It’s things like the legal framework, insurance and liability, safety accreditation, ethics and public acceptance, rather than the technology, that need clear resolution for driverless cars to become a reality on UK streets within the aggressive timescales often quoted by advocates.

Advanced trials on UK roads will start by the end of 2019 in order to meet a government commitment to have self-driving cars on UK roads by 2021. The Badger takes this with a pinch of salt. Why? Because the devil is in the detail and such trials will inevitably expose a plethora of unexpected issues. Excuse the Badger’s cynicism but the politicians also have a track record of finding a way to declare success by redefining what they meant in the first place! It doesn’t seem likely that fully driverless cars will be used by the masses as personal transport for many, many years yet. Experiencing the UK’s Bank Holiday traffic this weekend just emphasised the scale of the societal transformation necessary.

The Badger asked younger family members for their views. They were positive about the technology but had reservations about its robustness, security and safety in real-world circumstances. However, they were dubious that the public would adopt driverless transport with open arms. The youngsters had worries about loss of privacy, a ‘Big Brother’ world, liability for accidents and injury, and the potential for carnage when driverless vehicles mix with conventional traffic at scale. They thought driverless cars were overhyped, but that more tech-centred driver aids were a good thing. No one saw themselves using a driverless car on a public road out of choice for the foreseeable future.

The Badger can’t see the timelines for driverless cars in the UK being met. Why? Because it took years for Debit Cards to be widely used across society and a couple of decades for mobile phones to become an affordable part of every person’s life, so why would driverless cars be different? The transformational challenge is much greater. The societal aspects seem to get less airtime than the technology, so don’t hold your breath that fully driverless cars will happen fast in the UK. Perhaps the Badger’s wrong? Time will tell. In the meantime, the Badger’s side-stepping the driverless revolution by moving from cars to motorbikes for personal transport!

Systems Integration; the downfall of many a plan…

Posted on by The Information Badger in Education, IT Project Management, Systems Integration, Uncategorized

The radio alarm burst into life the other morning. The Badger simply paid no attention and turned over entering that strange dozing state somewhere between asleep and awake. Until, that is, the radio warbled the phrases ‘software’, ‘systems integration’, and ‘new plan’. This triggered a return to full consciousness and instant concentration. The new Crossrail CEO was being interviewed about revised plans to complete one of the largest and most challenging infrastructure programmes in Europe. If you’re unfamiliar with Crossrail then a quick look here, here and here provides context, and you’ll find one of many insights on the delay here .

The Badger listened carefully as the CEO talked about the difficulties regarding the software and systems integration of signalling and train systems. He emphasised that this and the testing of trains running safely through tunnels was at the heart of the revised programme plan. Interestingly, he emphasised a primary focus on ‘Systems Integration’ rather than ‘Contract Management’ going forward. The CEO sounded very knowledgeable, but the Badger couldn’t help feeling a little sad that yet again lessons from past software and IT intensive programmes appear not to have been learned. After all, it’s been known for decades that ‘Systems Integration’ is where the chickens normally come home to roost on major programmes!

Perhaps CityAM’s piece following Crossrail’s March update to the Westminster Public Accounts Committee (PAC) provides an insight to simple reasons underlying Crossrail’s crisis. It sounds like a) politicians were intransigent, b) Crossrail leaders were focused on the politics, contract management and ‘blame games’, c) programme status reporting and assurance mechanisms might have concentrated on the positives, and d) forward-looking risk management and mitigation processes were ineffective. A PAC member apparently said. “It’s incredible, incredible for senior people to sit here and tell me you were not clear this was going to fall over. It was perfectly clear it was going to fall over.” The Badger has uttered similar words many times in his career over the last 35 years! So why don’t lessons get learned, you may well ask? Mainly because of people, egos, political agendas, management and delivery culture, lack of time and an unwillingness to listen. These often conspire to persuade us wrongly that ‘This programme is different and lessons from the past have limited application’.

The radio interview was over within a few minutes and the Badger was reminded of a long- standing nugget of wisdom, namely: ‘System Integration is always where the chickens come home to roost; expect difficulty, plan it well and actively manage and mitigate its risks from the programme’s outset’. The Badger then rolled over and went back to sleep…

The builder and his ‘critical infrastructure’…

Posted on by The Information Badger in Digital devices and the environment, Education, Privacy and Surveillance, Security, Uncategorized

Chatting to a self-employed builder working on a neighbour’s property last week proved interesting. The guy works very hard, but readily admits he’s a slave to his smart phone whenever it rings, buzzes, beeps or its screen flashes. He always responds to these triggers regardless of whether he’s up a ladder, laying bricks or digging a trench. The builder says his smart phone apps are as essential to him as the physical tools of his trade. He laments this but says it’s a necessity if he’s to make his living.

Conversation somehow moved onto online security and privacy. The builder said he’s read about this in his ubiquitous tabloid newspaper, but never pays attention to things like password advice. When asked why not, he simply said ‘because I’m a builder. I just want my day to day life to be as easy as possible’. The builder has used the same password for everything for years! He saw the Badger flinch and frown, and just said ‘With all this AI and driverless cars malarkey, this security gubbins must have been sorted so it’s obviously safe to run my life with one password’. Oh dear!

If the builder’s thinking typifies that of the average person then we should worry about the depth of security and privacy awareness! In 2019, ~55% of British firms reported cyber-attacks (up from 40% a year ago). There have been more cyber-attacks on ‘critical infrastructure’, and Facebook has hoovered up 15 million email address books without permission! The online revolution of recent decades has certainly unlocked Pandora’s box. The builder recognises this but just says: ‘The Genie’s out of the bottle and can’t be put back in, so I’ll just carry on as-is with what works for me’. Oh dear!

The Badger realised two things from the conversation. First, there’s lots more to do to counter security and privacy ambivalence and educate people on the subject. Second, the smart phone in your hand is your ‘critical infrastructure’ and you must treat it as such. To prove the point, try not using it for a few days, like Badger did this last week. Yes, it’s difficult and strange at first, but you adapt surprisingly easily to overcome inconveniences.

Today the Badger and the builder chatted again. The builder has a new phone, a basic one providing just voice and SMS. Why? Because he lost his old one. He thinks he dropped it in a trench and poured concrete over it. He doesn’t miss it because he’s realised all he really needs from his ‘critical infrastructure’ is voice and SMS. Unfortunately, this has made him even more ambivalent about online security, privacy and passwords. Some people will never learn…

Meetings; beware of the HIPPO and the Abilene Paradox!

Posted on by The Information Badger in Education, IT Project Management, Uncategorized

The Badger’s niece has recently been rewarded for her hard work with a promotion. She’s very pleased, but it was obvious over a recent coffee that her job satisfaction is reducing. Why? Perhaps just because she’s in a male dominated organisation? No. It’s because she’s now operating at a level in her organisation where the volume of meetings and the seniority of their attendees has dramatically risen and encroached on her time for ‘real productive work’. She’s adjusting, but feeling a little intimidated and frustrated. She asked the Badger what he’d learned about meetings during his career. The Badger spluttered in his coffee, and then communicated the following.

First, some meetings – face to face, conference calls etc – are a necessity in any organisation. Most, however, have too many attendees and hangers-on, are poorly managed, and are rituals or ego massages rather than truly useful events. Before attending, always ask yourself two questions; ‘Is this meeting absolutely necessary?’ and ‘Is it of real benefit to me to attend?’. If the answer’s No, don’t attend.

Second, decisions taken in or after more than 75% of meetings will be in line with the HIPPO – the HIghest Paid Persons Opinion! The reason has its roots in psychology, and even the BBC has written about the HIPPO! So, in meetings or conference calls, do two things…know who the HIPPO is, and don’t be frightened to challenge the HIPPO with your own opinion. The best senior people listen and welcome input from others. They know they don’t have a monopoly in being right.

Third, learn about the Abilene Paradox (e.g. see here and here) whereby a group makes a collective decision that’s contrary to the thoughts and feelings of each person in that group. It happens because humans have a natural aversion to going against the perceived feelings of a group. Individuals don’t, therefore, speak up for fear of rocking the boat. If no one speaks up the group decision can be at odds with the view and desire of every individual in the group. Over the years the Badger’s seen this happen with ‘Go-Live’ decision meetings, often with disastrous results! So, always say what you think in meetings; don’t be intimidated by the presence of others more senior than yourself – it’s okay to go against the herd.

The Badger’s niece perked up and bought a second round of coffees! We chatted some more about the people behaviour aspects of meetings. She eventually departed with a big grin, saying she intended to ‘shake up’ the next meeting she was in. Great stuff! The Badger just hopes his niece’s organisation is ready for the whirlwind that’s been unleashed…

It’s people that innovate…

Posted on by The Information Badger in Education, Innovation, Uncategorized

Tim Harper, a serial nanotechnology entrepreneur, recently wrote a great article on ‘Seven rules for nanotech innovation’ for Physics World, an Institute of Physics publication. Sadly, you can’t read it online unless you’re a member. What struck the Badger from reading the article was two things; first, just how closely Tim’s points aligned with the Badger’s experience in IT services, and second that innovation comes from people with belief, determination and resilience in the face of the indifference of others. Corporations per se don’t innovate, but the individuals within them do!

Of course, it’s corporations that benefit from the ideas of their employees, especially when there’s an internal culture that truly encourages creativity and innovation. Often, however, that internal culture is absent, and talented, hard-working employees become frustrated or apathetic about progressing their ideas, and some leave to take their chances as an entrepreneur in the big wide world.

Corporations must continuously innovate in the digital world (e.g. see this from McKinsey) and most in IT services say the right things, have innovation champions, have extensive internal processes to capture and evaluate ideas, and have budget to nurture ideas with potential. Processes and controls are a necessity for any commercial enterprise, but these processes are too often bureaucratic, cumbersome, and slow, which discourages busy people from engaging with them. The Badger’s seen few true innovations come to fruition through such machinery; most ideas seem to stall in the process with people wondering why they bothered!

So, what do you do if your ideas are getting nowhere? Be hard on yourself and re-evaluate your idea ruthlessly and objectively. We can all be blinkered about our ideas, so remember it’s ‘the market’ that comes first not the science or technology. Will your idea really have commercial usefulness and, if so, in what market? Who’ll use it, pay for it and why? If you’re unclear on this then it may be why you’re encountering indifference and getting nowhere.

If, however, you’ve clear answers, then you may just be mired in slow, dogmatic corporate bureaucracy which is at odds with a truly creative and innovation-centred culture. If your passion for your idea is overwhelming and your frustration high then you may be at a career crossroads. Do you leave for a dynamic, smaller company hungry for new ideas to fuel growth, or do you plunge into the uncertain world of becoming an entrepreneur? Only you can make such judgements. If you do, then do so knowing that  it’s people that innovate, most innovation originates in smaller companies or start-ups, and that most of these are eventually bought by bigger companies! Your job satisfaction could soar, and you could make your fortune far sooner than with a corporate. One final point. Be confident in yourself and never stifle your creativity. After all, your ideas are just as valid as anyone else’s…

Digital Transformation – is it really a new concept?

Posted on by The Information Badger in AI & Robotics, Digital Transformation, Education, IT Project Management, Uncategorized

The Badger can’t help but roll his eyes when he sees the phrase ‘Digital Transformation’. Of course, strategists, marketeers, consultants, media people, and researchers all need a convenient label for their visioneering or to sell their wares, but you’d think from its use in recent years that ‘Digital Transformation’ is a new phenomenon. Not so. At least in the Badger’s opinion which, admittedly, is influenced by a tendency to cut through flimflam and look at realities under the covers. If ‘Digital Transformation’ embraces putting digital technology into an enterprise changing the way it operates and delivers to its customers, then it’s been going on for at least 40 years! Why this view? Because since joining the IT industry everything the Badger’s been involved in entailed delivery that transformed enterprises and the way things worked.

A recent interview by Computer Weekly with Mark Gray, Director of Digital Transformation at the UK’s Crown Prosecution Service (CPS) illustrates the Badger’s point and also provides an insight to the vision, leadership and complexity involved in keeping an organisation modern, relevant and effective. CPS’s core case management system, built and hosted in a data centre 17 years ago, is apparently on track to complete migration to the cloud in the next quarter. A significant moment indeed, especially as the Badger was at the time a senior leader in the company that built and delivered the CPS’s case management system all those years ago! It was a very significant achievement for all concerned, and it was transformational for the CPS. It was a ‘Digital Transformation’ embracing the technology available at that time. It was just as fundamental then as the CPS’s transformative moves with technology are now.

So ‘Digital Transformation’ isn’t new. It’s been at the heart of keeping organisations modern, relevant, efficient and competitive – all things that leaders must focus on – for decades. If there’s been something new in recent years, it’s that leaders are dealing with ever speedier cycles of change in a world being disrupted by many forces – technology advancement is just one. Accordingly, there’s no scope for leadership complacency these days if an organisation wants to survive and remain relevant to their customers.

So good luck with completing the whole CPS transformation programme successfully, Mr Gray. No doubt the necessary culture changes and revised working practices are as much a challenge as the technology, but just think…it’ll all have to transform again in a few years time when the robots finally take over!

So, you want to be a project manager…

Posted on by The Information Badger in Education, IT Project Management, Uncategorized

A young builder working on a Badger property happened to say that he ultimately aspired to be a specialist construction project manager (PM). This made the Badger wonder if young IT PMs realised the full breadth of attributes needed to succeed in project management.

The Badger remembers attending his first internal project management course many years ago. The course leaders were company seniors and a 10-minute opening address was given by the CEO. He made two points that made a lasting impression. First, he wrote 1×5=4, 2×5=10, 3×5=15 up to 10×5=50 on a flipchart. He then turned to the course attendees who, horrified that the boss could make such a mistake, pointed out that 1×5 is 5 not 4! The CEO grinned. His mistake was deliberate to make the point that in the real world you’re rarely congratulated for the 9 out of 10 things you get right, but you’re always criticized for the one thing you do wrong. He said if you can’t cope with that, don’t be a project manager!
Second, he presented a question regarding two project managers who’d each run three projects. The first PM ran two successfully but failed with their last project.

The second failed with their first two but succeeded with their last one. Which was the best PM? Everyone plumped for the first one. The CEO grinned and made his point; namely, to remember that you’re only as good as your last project, and if you can’t cope with that then don’t be a project manager!

Wise and very apt words in the Badger’s experience. It’s also the Badger’s experience that it takes more than PM process knowledge or APM or PMI accreditation to be a good project manager. The right human attributes are crucial too. The best PMs have complex personalities and inner strengths. They’re focused, assertive, directional, objective, decisive, and action-oriented individuals who are empathetic but firm with their team and their client. Their actions build respect and they take responsibility. They’re rational, natural problem solvers, astute, calm under pressure, and politically, technically, commercially and financially savvy. They’re tough, resilient, analytical, forward-looking with a nose for trends and threats, and at least 7 out of 10 decisions they make are good ones. People with all these attributes are rare beasts!

So, if you want to be a PM think carefully whether you’ve the right personal attributes for the role. But don’t be unduly put off, because you don’t know what you’re capable off until you try! Afterall, the buzz from shaking the client’s hand on a successful delivery is second to none, and the pride that goes with seeing the results of your management in use for years – or sometimes decades – is awesome and will never leave you.

Software, AI & Robots – Are patents still relevant?

Posted on by The Information Badger in AI & Robotics, Patents, Uncategorized

Everywhere you look technology is disrupting modern society and the laws that regulate behaviours. Last weekend the Badger met a friend who recently joined a small software product company to investigate whether aspects of their products can be patented. Over a glass of wine, the Badger was asked about his own encounters with software patents in the IT services industry and responded with a simple message. Unless you have the time, money and lawyers to prepare and progress a patent to the point it’s granted and the resources, money and lawyers to pursue those who breach it, then don’t bother!

Why? Because in three decades of building lots of software systems and products there were many discussions on protecting intellectual property via patents, but none that led to a patent being granted and only one unsubstantiated challenge by a 3rd party of patent infringement. The Badger’s message was met with a knowing nod because my friend felt his employer – an outfit with <300 staff and offices in multiple countries – did not have the time, money or resources.

On the train home the Badger cogitated on the following questions. Have there been any land mark events in the world of software patenting? How does AI and robotics impact patenting? Do patents have any global relevance when for years China has a preponderance for intellectual property theft? A quick search of the internet was informative.

On the first question, the Alice Corp vs CLS Bank International case in the US has triggered a significant decline in software related patent applications. On the second, AI and robots are being very disruptive in the patent world with much head-scratching underway, and on the third question, the Artful Engineers recent blog rather says it all. It’s worth a read because you can feel the human frustration of someone who’s patent and product has been blatantly breached by the Chinese! Clearly the relevance of patents is questionable when the world’s second largest power behaves in this way.

It seems, at least to the Badger, that fast moving tech, and especially AI & robotics, is playing havoc with the patent world. Software, AI and robotics highlight the need for complete modernisation of patenting to make it fit for the rapidly changing world of the 21st century. It’s woefully behind the curve. So, are patents relevant in the era of AI, software and robotics? Probably only for mega-corporates with armies of lawyers and deep pockets… but even they must wonder what the point is when China can’t be trusted to respect the intellectual property of others.

FANG breakup & regulation – The Force Strengthens?

Posted on by The Information Badger in Uncategorized

This month’s UK Institute of Physics member magazine has ‘Digital Technologies: Celebrating 30 years of the World Wide Web’ as its theme. Reading articles in heavily science-based publications can be hard work, but this month it was worth persevering as they provided three reminders for the Badger. First, just how quickly the internet has developed over 30 years. Second, that without physics there would be no internet. And third, just how groups with nefarious personal, political, business and propaganda objectives have deviated the web from its original intentions. When those who created the web feel it’s ‘morphed into a completely out of control monster’ then something’s definitely amiss!

The Badger’s earlier “The Force Awakens’ blog mused on the debate about whether the FANG tech goliaths are too big, too powerful, and too monopolistic to be trusted. Well, it seems the ‘Force is getting stronger’! Politicians are increasing saying something must be done. For example, Elizabeth Warren, a potential 2020 US President candidate, has proposed breaking up the tech goliaths (see here and here), and the UK’s House of Lords wants to rein in these companies with greater regulation.

Warren says that ‘Today’s big tech companies have too much power – too much power over our economy, our society, and our democracy. They’ve bulldozed competition, used our private information for profit, and tilted the playing field against everyone else’. It’s hard to disagree. In the House of Lords item, a committee chairman says ‘Without intervention, the largest tech companies are likely to gain ever more control of technologies which extract personal data and make decisions affecting people’s lives. Our proposals will ensure that rights are protected online as they are offline while keeping the internet open to innovation and creativity, with a new culture of ethical behaviour embedded in the design of service.’ Again, it’s hard to disagree. Both sets of words reflect the building momentum of the public mood.

The Badger believes that in the right hands, technology focused on solving life’s problems is good for everyone, and that we must remember that the web is used by many individuals, groups and organisations that do just that with a high moral compass. Tech goliaths like the FANGs, however, have had their own way for too long, and breakup and regulation surely benefits society. Such action looks to be some years away. Why? Because with political turmoil in the US, the UK and the European Union, the chances of agreeing any action that starts to make the creators of the web feel it’s no longer an out of control monster are zilch. Inaction by politicians is getting to be unforgiveable…but that’s no real surprise is it?

Have large mainstream IT services companies become mediocre?

Posted on by The Information Badger in Uncategorized

No large mainstream IT services companies present themselves as being mediocre! Most assert global leadership, emphasise a commitment to clients, stress heritage as a trusted partner, highlight the talent of their employees and how they’re well placed regarding trends in the market. So, what triggered the question in the title? Unsurprisingly, a conversation with friends who’ve had lengthy careers in the IT services industry. We all have something in common – higher degrees in science, engineering or mathematical subjects and multi-decade tenures in large IT services companies.

The conversation meandered but ended up lamenting the demise of the dynamic, creative, and flexible ‘can do’ culture that had kept us at our companies for many years. We concluded that today an individual must be robotically subservient to process dominated corporate machinery to succeed. That means being a fully compliant cog in a giant wheel and accepting that this compliance trumps common-sense, freedom of expression, creativity and experience. We concluded that we’d seen mediocrity rise in large mainstream IT companies and smaller companies offer better cultures, service, value, and career paths.

The Badger revisited the conversation’s conclusion a few days later. Had we ignored the fact that business dynamics and people requirements change frequently in IT, and that commoditisation of everything is rife? Were we just a grumpy group that hadn’t coped with change? No, far from it. We’re intelligent, experienced and objective professionals with lots of first-hand experience and the Badger felt our conclusion was sound.

Many good people work exceptionally hard in large mainstream IT service companies. If you’re one then you’re probably frustrated at seeing projects and services make the same mistakes as five, ten and even twenty years ago. You may also be frustrated by the way you must deal with day to day issues and the feeling that your voice and experienced is under-valued or ignored. Why? Because today’s large company cultures mean that ‘adequate’ is all that’s needed for a cog to turn in a wheel of a super-tanker business and raging against the machine is not encouraged.

If this strikes a chord, then ask yourself whether outcomes for clients are really any better today than they were five or ten years ago? The Badger suspects not. If that’s the case then today’s big company rigidities, and highly prescriptive, process/compliance-dominated cultures have constrained individual thought and dynamism leading to a rise in mediocrity.

Of course, this is a ‘provocative point of view’ and you may disagree. But there’s nothing like impishly stirring the pot to get a reaction, especially when smaller IT services companies are giving the big boys a run for their money by unlocking rather than constraining the full power and potential of their people…