It’s a battle out there – How does your strategy align with the “9 Principles of War” that the US Army has developed?

1st Principle of War            moh_army

Mass: Concentrate combat power at the decisive place and time.

Our strategy: This principle is saying that there is a key place and a key time that you should spend your efforts at. For us, this is determining how we can provide the maximum value to our organization. We think this through and then we must prioritize those areas in terms of risk and reward. Once we do this, we find out where we need to focus.

 

2nd Principle of War                

Objective: Direct every military operation towards a clearly defined, decisive, and attainable objective.

Our strategy: This principle is saying that we have to define realistic goal and objectives and that once we do this, then everyone works within this focus. Having everyone on the same page is very simple to understand but in reality, we often have many directions and agendas, driven by egos, greed and poor leadership (to mention just a few). Operate within your senior leadership’s understanding of your company’s strategy. It is the responsibility of the leader to…

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What is acting political?

I know that an engine is a series of highly integrated and interconnected parts that have very small tolerances. And I know that oil is the main ingredient that buffers each surface and allows these parts to move very rapidly. And without this oil, the parts will be reduced to hitting each other. This creates heats and damage; eventually there will be a catastrophic failure and the entire engine will blow. Then you are left with a car that looks like a car on the outside but has zero functionality, save for the radio!

I get it, the oil is like politics; it’s the grease that ensures the proper movement of the smaller parts to produce the much desired resultant.  However, I never cared much for the political side of the business.  But, let’s take a closer look at this, because I fear we get confused. When I rethink the above metaphor, what I really see are the following components: Read more »

What happens after we roll our applications into production…We are left with the stories?

 It’s like raising a child, isn’t it? We spent so much time and pour our lives into the development of those much needed applications.  As we trade hours for dollars as we watch them grow…

  • A problem turns into an opportunity.
  • That opportunity turns into a solution.
  • That solution gets a sponsor and a team.
  • The team raises that young solution.
  • Suddenly it blossoms into a application…a production application!

It may have taken us weeks, months or even years, but we were given guardianship over that child for a period of time. As it grew, and that production day came closer and closer, we felt the awkward anxiety of letting go. Yes, we know the dangers out there waiting for our young application; potentially low chance of adoption, push back, rejection, even the fear of death.

That young application is safest in the test environment. At least we can control its exposure and limit its risks. But in our heart of hearts, we know that the application was Read more »

A secret from an old man.

I graduated college in 1985 equipped with a B.S. in Mathematics and an excellent work ethic. My first position was working for Ross Perot at EDS. I was 21 years old, dressed in a suit and slung COBOL code and stacks of punch cards. I was nervous and insecure. Here is what went through my mind:

In the morning I thought to myself;  “Everyone else was smarter than me.” And “Everyone else is doing a  better job than me.”

Around lunch time I dwelled upon thoughts like; “They like everyone else better then me.”  And “I have to keep this job.”

On the drive home I would usually think; “I wonder what’s happening” And “I wonder who is out to get who and then of course when and how does that affect me.”

Of course I’d stay awake and think dreadful thoughts; “What would I do if I was let go” And “Where could I get a job fast, very fast.” The last thought of the evening was usually something like this…”Man, I gotta get a handle on this because these thoughts are killing me.”

Work on handling this one!When we are young there is a lot to learn. If only I knew then that I’d be in my career for 24.5 years and never miss a single paycheck or be without a job for even a day. Even more solid than that, I’ve never been without a career for a moment. Not that I knew then or even now what I’d like to do when I grow up, but my career found me.  My skills and talents and experiences guided me naturally to what I was good at and what I liked. Sometimes I strayed a bit off course, but was always lead back to my calling.

Well, back to the late 1980’s and my insecure thoughts. It was then that I met a man in his 70s. He sold encyclopedias door to door. He was smooth and conversation flowed from him effortlessly. He was gentle and kind and my wife and I were enamored by his seemingly command of life. I bought (and still have) a set of those encyclopedias and we spent an evening with him and his wife.  Of course we went to pick the books up and we stayed for 6 hours. He shared with me something that I will never forget and it changed my life. As a matter of fact, I share this nugget of wisdom from time to time when I see someone struggling with the same insecurity. You see, when he was 18 years old he broke 100k in commissions selling door to door and he never looked back. He told me about how he dresses in the morning to engage with people, how he gets their interest and holds their attention. How he genuinely cares for his ‘clients’ and how he wants to get them happily involved with his encyclopedias (not just sell them). He went on and on and we were riveted.   

He asked about our plans and future, what we desired and worked for. We shared with him our dreams and our fears. I shared with him about my insecure thoughts and how most of the time I could handle them but at times I felt paralyzed by them. But it was what he said next that changed my life. It wasn’t anything magical or spiritual. It was simple. He said, “Well Scotty, you are only as secure as your ability to handle your insecurity. So, decide this minute that you are secure and there you go.”

You know, I didn’t like to feel insecure. It really played out in so many ways that was destructive; from caving in during negotiations, to acting subserviently, to holding back when you really could have done it, not taking risks, gossip and so forth. The simple truth is that we really are only as secure as our ability to handle our insecurity. Decide that you are secure. Be confident. Take risks, work hard and never give up. For me, this was a transforming time. This position change was noticeable. I went from leaning backwards to leaning forwards. When those feelings of insecurity raise their heads, just stare them down with guts and say to them that you have mastered the ability to be secure.

~ Scott Felten

 

Where are your databases (and what is your strategy for knowing…)

Saying and doing are two different things. This is true and it’s also a good delineation along the lines of databases. How’s that you say? Well, for one thing, I have never worked anywhere recently (last dozen years or so) that had one database technology in play. Different products have different value propositions, especially over time – as new features and capabilities are rolled into existing product lines and even new database technologies are introduced. Recently I had an engagement where they used IBM’s DB2, Oracle 10g, Sql Server, Sybase, My Sql, Informix and even Red Brick (never heard of that one before). Sounds like it’s out of control, doesn’t it? Well, to tell you the truth, it wasn’t and here’s how I got there.

First of all, they had a strategy. This strategy was built on a common taxonomy of terms that was agreed upon by all parts of the organization. These terms were used to classify and underpin the database technologies. With these terms, there was a foundation and a single version of understanding in which to base conversations and negotiations on. Here is an example that might be helpful for you.Database Strategy 101 Read more »