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Sig Rinde
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At last, a new blog post... ok, more like a recap of former posts, rehashed, as it seems the world is at last catching up to the ideas...

What a fun Friday, first my email and all domains administration were hijacked - by a charming Irishman who managed to talk some customer service person at my domain administrator into giving him my password. In that light their nazi password rules of umpteen characters and many funny ones too looks a bit... ehh... funny.

OK, got that licked and the chap left enough traces to be identified and I will have to decide how to follow that up. Name and address publicly displayed? Police? A million € damage claim? Hmm.. 

Was wondering why though as the damage was small, and rather amateurish until I found out why... he managed, by using my email for password rescue, to hijack my Twitter account - so for now @sig is in the wrong hands... until the good folks at Twitter decides that a "few days" response time is not exactly customer friendly.

Palms, rosé, cycling all year around and a few steps aways from the beach has been replaced with real urban life in the midst of Zürich West, the new and buzzing part of said city. And I love it (except for the temperature!). So now more time for work thanks to less pool maintenance and palm tree pruning!

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A somewhat different approach to what the workplace should be like...

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Our website never seems to rest, totally a live document.  Just had to dust off some points from years back and include them under the heading "the genesis". I still like them even if you may disagree :)

Here they are, all of'em, bluntly:

* The Organisational Hierarchy is kaput - as single purpose executor of the Business Model it requires reorganisation every time you need to get better, an utterly futile exercise most of the time. Replace it.

* Managing is a waste of time. Leadership I need, getting out of bed in the morning I can do myself.

* Legacy software models the "way we always did things" - usually a model from the days of paper, quills and desks. Model reality instead. When you make a request please do not describe what you know. If you describe a horse you'll get a horse, and Henry Ford would not have built you a mechanical horse. Nor would we.

* Tree-structures are faulty. "Where it resides" is only two dimensional and suitable only for places. Objects relates to other objects, that's how Plato defined "knowledge". And knowledge is useful... at least it allows you, or a system, to find the right object at the right time!

* A report is simply logic applied to raw data. Apply when needed and keep all data in raw form. That will do away with applications, middleware, complexity and deliver far better reports.

* Double-entry book keeping (and thus modern accounting) was “invented” in 1494, based on paper and quills. Dump it and let the IT system that delivers the flows capture the real data and display it any way you want real-time. Why have a separate "accounting object" to represent a sale when a query over what objects changed ownership from us to somebody else in December would yield sales in December directly from the raw data!

* Budgets are completely silly. You know nothing about the future so forget it and leave such to soothsayers and magicians. Replace it with live benchmarking for example (like Statoil Hydro, Nestle and more).

* Think of processes as "what happens to things", not "what things happen".

* Documents and forms are bad - they only document "what things happen" creating reconciliation, errors and rigid processes. Let the thing itself capture what happens to it (see double-entry book keeping above).

* Process is not a track, it's a football game where you see the goal and look for and try openings all the time. The ball is the flow.

* Flow is everything - flow is relationship, flow is knowledge, flow is context and flow creates value. Your business is all about flows, never forget it. Build the flows, then better the flows to better the value and your margins. Do it, then do it again, then do it more. Think extreme Business Planning.

* Search is a sign of failure. A system that has process knows where you are and hence what you need and should give you exactly what you need, not more, not less, and precisely when you need it. That applies to both information and tools of course.

* Communication is another sign of dysfunction. If all's transparent and disseminated according to needs little or no extraneaous communication will be needed. A proper system communicates for you.

* And don't even mention "dashboards", a clear proof that the system is merely an interface to a database with zero process and little value built in.

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The inverted U - death by a thousand applications.

How we're hoodwinking ourselves to think the blind alley is yet another nice motorway...

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Unhealthy healthcare organisations, a wee attempt to find a root cause for the prevailing issues 

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There's a whole industry pandering to CIOs and CTOs, from analysts to magazines and websites. And they have a seat at the table, but are they important? Will they be there in the future? What about CMOs and CPOs, and not to forget C3POs?

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Once upon the time all ads had "new!" in them, now that's been replaced by "innovative". And every annual report can count more "innovation"s than any other noun... thus time for the shortest of the short innovation cookbooks...

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Excellent article in Economist on technology, innovation and economic growth...
For the answer to the open question "where to find the future growth" go here
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