RSS

Category Archives: Management

Demonstrating Leadership When Quitting: A Lesson from President Joe Biden

Demonstrating Leadership When Quitting: A Lesson from President Joe Biden

Recently, President Joe Biden announced via social media post that he won’t be running for re-election. Regardless of your opinion about him or his policies, this decision has sparked quite a bit of discussion. While stepping down now might give the Democratic Party a better shot against Donald Trump, the way the announcement was made left some people feeling uncertain. Given his previous strong stance on running for a second term, the timing and method of the message seemed weaker.

How you leave a role is just as important as how you perform in it. Here are some friendly tips on demonstrating leadership when you’re quitting your job, ensuring you leave a lasting impression of strength and integrity.

Communicate Directly and Personally: When you’re stepping down, it’s important to communicate your decision directly to your team and stakeholders. If possible, try to deliver the message in person or through a conference call to show respect and appreciation for your team. Avoid relying solely on social media or impersonal announcements via email or Slack, as they can seem detached. For example, instead of a sudden social media post, Biden could have held a press conference or addressed the nation through news media. This would have allowed him to explain his decision more thoroughly and connect with his constituents on a personal level.

Provide a Clear Reason: Being transparent about why you’re stepping down is crucial. Whether it’s for personal reasons, new opportunities, or the greater good of the organization, clarity helps reduce uncertainty and speculation. A lot of people depend on your leadership, so providing closure is essential. Often leaders don’t have that opportunity, while they are laid off or fired, but if you get that opportunity then you should never let it go. Biden’s decision to step down to give the Democratic Party a stronger chance is valid, but elaborating on this reason in a detailed, heartfelt speech would have projected more strength.

Express Gratitude and Acknowledge Contributions: Even though Biden’s team did a good job highlighting their accomplishments in the social media post, they missed the chance to express gratitude to his team and acknowledge their contributions. I am confident that his hard working campaign team might have wanted more from him rather than just a social media post. Thus, if you get an opportunity to thank your team before leaving your job, then you should always take that opportunity. This would boost morale and reinforce your leadership. It’s important to thank your team for their hard work and recognize their efforts.

Ensure a Smooth Transition: A strong leader prepares for a smooth transition. While Biden is likely working with the Democratic Party on this, providing guidance on what is next or who will take over his responsibilities and outlining his role in the transition period during the announcement would have been helpful. This would have shown that he cares about the government’s continuity and success of his party even after his departure. Mentioning the next steps for the Democratic Party and how he plans to support the new candidate would have demonstrated foresight and responsibility.

Maintain a Positive Outlook: Maintaining a positive outlook about the future is very important in these kinds of situations. This is your chance to encourage your team to keep striving for excellence and express confidence in their abilities. Biden could have used his announcement to rally his supporters around the new candidate, focusing on the collective goal and future victories instead of just his departure. Even though he later on endorsed Kamala Harris, logistics of the communication could have been optimized here.

I understand that this must have been a very difficult decision for President Biden, given his determination to run for another term. Quitting a job is never easy, especially for leaders. How you handle your departure can significantly impact your legacy and the organization’s future. So, my advice is to communicate directly and personally with your team, provide clear reasons, express gratitude, ensure a smooth transition, and maintain a positive outlook. By doing these things, you can demonstrate true leadership even as you step down.

I hope this blog provides you with some useful insights on handling such situations in the future. Remember, it’s important to approach these decisions with care and strategic thought.

Thanks – Bhavin

Relevant Hashtags: #DemonstratingLeadership, #LeadershipTips, #QuittingYourJob, #JobTransition, #EffectiveLeadership, #BidenAnnouncement, #LeadershipStrategies, #LeavingAJob, #LeadershipCommunication, #SmoothTransition, #PositiveLeadership, #LeadershipLessons, #ExpressGratitude, #TransparentLeadership, #JobResignationTips

 
 

Tags: , , , , , , , , , , , , , , , , , , , , , ,

Mastering the Micromanager: How to Thrive Under Close Supervision

Mastering the Micromanager: How to Thrive Under Close Supervision

One of my ex-managers was a great guy. However, a couple of my colleagues found him to be micromanaging the team. Even at his level, he often asked a couple of my colleagues to include him in their meetings and requested daily updates from his team on what they worked on and which meetings they attended. I completely understand the need for transparency and getting frequent updates to ensure we are heading in the right direction, but being included in every meeting and asking for hour-by-hour reports can be slightly extreme. Thus, a couple of my colleagues reached out to me for help. During that time, I provided a few recommendations that are universally true, and hence, I want to share them with you.

Be Proactive: Most of these leaders might be bombarded with a lot of information each day and may not have enough confidence in you to handle these challenges. Therefore, I recommended being proactive to build trust with their managers. For example, rather than sending an update at the end of the day about what you worked on, send a note of your priorities for the day and how they will impact the bottom line. If possible, include your blockers too, so they can get a clear picture of your work and how they can support you.

Clarify Expectations: Often, these managers are micromanaging because they don’t establish clear expectations. Thus, I recommend that everyone should establish clear communication guidelines with their managers and define expectations. For example, during your one-on-one meetings, agree on providing updates at specific times, outline steps to take if there are any blockers, and discuss your work style and how you want to receive feedback. Once expectations are clarified, most managers become more receptive to your feedback as well because this establishes a cadence where they can expect updates without needing constant check-ins.

Document Everything: Document not just the work that you are doing but what you are achieving with your work. Don’t assume that they will automatically know what you are doing and how it impacts the company. Often, these leaders are bombarded with information, making it difficult for them to keep track of progress. They often reach out to you when there is an issue or something isn’t working as it should. Thus, documenting everything and sharing it with your manager is ideal. For example, don’t just wait for your yearly or quarterly reviews to document your achievements. Maintain a running log of things you’ve done and the impact you’ve made. Share this log with your manager and review it frequently to build trust. This document will also ensure you don’t miss highlighting any accomplishments during your reviews.

I hope these tips prove helpful to you in improving your work environment in the future if you are working for a micromanager. Please share your feedback and any other strategies you have found effective in managing such situations in the comments.

Thanks – Bhavin

Tags: #Micromanagement, #WorkplaceTips, #LeadershipAdvice, #EffectiveCommunication, #EmployeeEmpowerment, #WorkplaceProductivity, #ManagerialSkills, #TeamManagement, #TrustInTheWorkplace, #ProactiveEmployees, #DocumentYourWork, #WorkplaceChallenges, #OfficeBestPractices, #ManagementStrategies, #EmployeeEngagement

 
 

Tags: , , , , , , , , , , , , , , , , , , ,

Navigating A/B Testing Challenges: A Journey Through Real-world Solutions

Navigating A/B Testing Challenges: A Journey Through Real-world Solutions

As a technology leader over two decades of experience, I’ve witnessed firsthand the transformative power of A/B testing in driving revenue growth and customer-centric innovation. However, this journey is not without its challenges. In this blog, I share my insights and practical tips to help you and your team master the art of A/B testing without sacrificing quality or speed.

Establish Clear Experimentation Guidelines: Overlooking experimentation guidelines can lead to unforeseen consequences, as I learned the hard way when we mistakenly mixed up test and control cohorts, resulting in inaccurate experiment results and a costly rollout. To prevent such mishaps, invest time in creating clear experimentation guidelines and educating your team on their proper implementation.

Utilize the Staging Environment: Never offload testing responsibilities onto your customers. Always test your experiments in a staging environment before launching them to a subset of users. In one instance, a company failed to test a payment integration in staging, resulting in a $30,000 loss. By adopting a rigorous staging environment testing process, you can identify and address issues before they impact your users.

Implement Feature Flags: Rushing experiments without a proper feature flag framework can lead to chaos. In one project, we had to revert to an older code version after launching an experiment due to the lack of feature flags. Establish a standardized practice for using feature flags to enable smoother experimentation and rollouts.

Enhance User Acceptance Testing (UAT): Relying solely on shift-left testing can introduce bugs into production. To address this, implement Sprint Demos, a practice that allows for early identification and resolution of issues. This agile approach ensures that your features are thoroughly tested before reaching users.

Maintain JIRA Hygiene: A well-structured JIRA framework can streamline experiment tracking and prevent delays. In one company, inconsistent JIRA usage led to a backlog of experiments exceeding their timelines, resulting in revenue loss. Regularly update and track experiments in JIRA to maintain a smooth workflow and identify experiments requiring attention.

Conduct Regular Product Reviews: If you’re running multiple experiments, consider implementing product reviews to collaboratively assess experiment results. This approach not only enhances team learning but also helps identify and eliminate underperforming experiments. Collaborative cleanups are crucial, especially when reviewing legacy solutions.

Implement Continuous Monitoring and Rollback Plans: Even with the best intentions, experiments can go awry. Always have a comprehensive rollback plan in place and continuously monitor experiment progress. Minor anomalies can escalate without proper monitoring. Establishing a regular monitoring cadence ensures swift resolution in case of unexpected challenges.

A/B testing is a delicate balance between innovation and stability. Each challenge we face presents an opportunity to refine our approach. By embracing these insights, you can navigate the world of A/B testing with confidence, delivering impactful features while maintaining velocity. Remember, A/B testing is an ongoing journey of learning and improvement. Embrace the challenges and continuously strive to optimize your experimentation process.


Relevant Hashtags: #ABTestingJourney, #SoftwareDevelopment, #InnovationStories, #TechSolutions, #CodingWisdom, #AgileDevelopment, #ExperimentationSuccess, #ProductReviewFramework, #SoftwareCrafting, #ContinuousMonitoring, #TechLeadership, #UATefficiency, #JIRAHygiene, #DevelopmentChallenges, #RollbackStrategies

 
 

Tags: , , , , , , , , , , , , , , , , ,

Navigating Layoffs: How to Support Your Former Colleagues

Navigating Layoffs: How to Support Your Former Colleagues

In the volatile economic climate of 2023, many tech companies are forced to make tough decisions, resulting in unexpected layoffs. In such challenging times, it becomes crucial for those who remain in the organization to extend a helping hand to their affected colleagues. Here are some valuable recommendations to navigate this sensitive situation with empathy and support:

Reach Out and Offer Support: As layoffs often occur swiftly, leaving affected individuals with limited access to their work communication channels, it’s vital to reach out personally. Whether through a phone call, email or LinkedIn, express your solidarity and willingness to help. If possible, offering to have a coffee or lunch together will go a long way. When you speak with them, let them know that you are disheartened by the changes and that you’re available to provide assistance in any way possible.

Provide a Meaningful Referral: If you haven’t already provided a recommendation on their professional platforms like LinkedIn, take a moment to reflect on your positive experiences working with them. Offer a genuine reference, endorsing their skills and capabilities to enhance their credibility in the job market. Make it clear that you’re willing to serve as a reference if they require it in the future. In case, if you haven’t shared your personal contact information with them earlier, then this is a great time to do that as well.

Assist in the Job Search Process: Extend your support by aiding them in refining their resume or connecting them with your professional network. Leverage your connections to provide them with promising opportunities that align with their expertise and strengths. Your firsthand knowledge of their abilities can significantly enhance their prospects. You can also provide them tips on how to help refine their resume, such as suggesting specific skills or keywords to highlight based on your experience working with them.

Maintain Regular Check-Ins: While it may seem challenging to maintain a connection with someone you no longer work with, consider scheduling bi-weekly check-ins. Even a brief 5-minute phone call can offer tremendous emotional and mental support during their job search. Your consistent outreach will demonstrate genuine care and empathy during their difficult transition. During these calls, ensure to emphasize the importance of listening and offering a sympathetic ear, so that you can connect with them on a personal level and provide the needed support that they might be looking for in these challenging times.

Although there are several ways to provide assistance during such challenging times, implementing the above recommendations can make a substantial difference in your former colleagues’ lives. Your support and understanding can serve as a significant source of comfort and motivation during their job search journey. Remember, a little kindness goes a long way.

I hope this guide has provided you with helpful insights on how to support your colleagues during these uncertain times. If you have any additional recommendations or experiences to share, please feel free to leave a comment below.

 
Leave a comment

Posted by on October 30, 2023 in 21st Century, Leadership, Management

 

Tags: , , , , , , , ,

Tips for Effective Big Room Planning and Alignment Sessions

Tips for Effective Big Room Planning and Alignment Sessions

In today’s complex business landscape, cross-functional collaboration is vital for delivering valuable programs and products, whether in start-ups, small businesses, or large organizations. Technical Program Managers (TPgMs) play a crucial role in ensuring smooth operations within these collaborations. One of the key practices they employ is conducting Big Room planning or alignment sessions to execute strategic programs. In this blog, I’ll share some valuable recommendations to make these sessions more effective.

Clear Agenda: Begin by setting a clear agenda for the meeting. Surprisingly, 67% of meetings lack a well-defined agenda. Providing context through a meeting invite with a clear agenda is crucial. This enables attendees to come prepared, leading to a more productive discussion.

Timing Considerations: With teams spanning different time zones, it’s essential to choose a time that accommodates most key stakeholders. If finding a suitable time for everyone proves challenging, consider working individually with those unable to attend and find alternatives, such as sending delegates to represent them.

Single Threaded Leaders (STLs): Prior to the session, identify domain owners and communicate their roles and responsibilities. Designating Single Threaded Leaders for each function ensures clear accountability and presence of the right leaders for decision-making.

Do Your Homework: To avoid getting derailed during the meeting, it’s crucial to be well-prepared. Invest time in envisioning the discussion and collecting necessary data beforehand. Engage with relevant leaders to obtain high-level estimates or information required for the session.

Focus on the Outcome: Keep the meeting focused on outcomes rather than outputs. As a technical program manager, steer discussions towards the broader objectives. Should conversations veer towards minutiae, encourage participants to address those matters separately.

Summarize and Send Meeting Notes: To conclude the session, summarize key points and action items before ending the call. Taking notes during the meeting is crucial for this step. Afterward, send out comprehensive meeting notes to all participants. This fosters clarity on objectives and action items, allows for upward reporting, and promotes unified understanding among team members.

Conducting effective Big Room planning and alignment sessions requires careful planning, facilitation, and attention to detail. As a technical program manager, your role is to orchestrate these meetings to maximize collaboration and drive successful outcomes.

I hope these tips prove helpful for your future sessions and enable you to achieve greater efficiency and alignment within your cross-functional teams. Feel free to share your thoughts and experiences in the comments below. Happy planning!

 

Tags: , , , , , , , , , , , , , , ,

The Importance of Program Management for Start-ups: Driving Success and Scalability

The Importance of Program Management for Start-ups: Driving Success and Scalability

In the fast-paced and budget-conscious world of start-ups, many founders prioritize immediate product development and customer-centric improvements over establishing a program management structure within their organization. While this approach may work for some, it’s crucial to recognize the immense value that program management can bring to start-ups. From streamlining operations and fostering focus to connecting cross-functional teams and managing dependencies, program management plays a vital role in driving the success and scalability of start-ups. In this blog, we will explore several key ways in which program management can benefit your start-up.

Helping you with focus: Start-up founders are often driven by their passion for their products and the impact they can create. However, maintaining focus amidst competing priorities can be challenging. This is where program management proves invaluable. By acting as a thought partner, program managers help founders direct their efforts towards areas that truly matter. Whether it’s defining growth strategies, aligning cross-functional leaders, or focusing on outcomes instead of outputs, program management ensures that everyone is working towards common goals.

Connecting the dots: During the hyper-growth phase of a start-up, the work culture may appear chaotic with various teams forming rapidly and contributing to business growth. However, without proper coordination, teams can end up working in isolation, causing delays and inefficiencies. During that time, program management can step in as the glue that connects these cross-functional teams, ensuring smooth operations and effective collaboration. By bridging communication gaps and facilitating information flow, program managers can enable teams to work cohesively towards shared objectives.

Dependency management: As start-ups scale, dependencies between different domains within the business become more complex. Timely delivery of critical components can heavily rely on the execution of interconnected tasks. In these times, program managers can help the team by identifying and managing these dependencies. By collaborating with cross-functional leaders and aligning priorities based on business impact, they can facilitate efficient execution of initiatives, reducing turnaround times and enabling sustained growth.

Standardizing workflows: Efficiency is paramount for start-ups aiming to scale rapidly. One of the key roles that program managers can play in a start-up environment is in standardizing workflows and establishing practices that drive efficiency gains. Whether it’s implementing agile methodologies, coaching teams on best practices, or facilitating collaboration across departments, program managers can help start-ups speak a common language. This standardization fosters better coordination, enhances productivity, and enables seamless scaling of teams.

Recognizing the benefits: While the aforementioned benefits highlight the value of program management for start-ups, the scope of its impact extends beyond these aspects. Program managers can help execute critical cross-functional initiatives, provide prioritization frameworks, and support organizational growth. If you’re unsure about the benefits, it’s advisable to seek advice from industry leaders before making a decision. Embracing program management could be a game-changer for your start-up’s success.

For start-ups seeking to navigate the challenges of growth, program management is not a luxury but a necessity. It enables founders to stay focused, promotes effective collaboration, manages dependencies, and standardizes workflows. By embracing program management, start-ups can drive their success, achieve scalability, and make significant strides in their respective industries. So, if you’re a start-up founder, take a moment to consider the immense benefits that program management can bring to your organization. Don’t hesitate to explore this invaluable resource and give your start-up the best chance to thrive.

Relevant Hashtags: #programmanagement, #startupgrowth, #startupsuccess, #projectmanagement, #agilemethodology, #businessstrategy, #businessimpact, #teamwork, #collaboration, #efficiency, #scalability, #startuptips, #startupleadership, #startupstories, #startuplife

 

Tags: , , , , , , , , , ,

Driving Success: How TPMs Help Resolve Dependencies Between Teams

Driving Success: How TPMs Help Resolve Dependencies Between Teams

In today’s fast-paced and competitive business environment, cross-functional teams are becoming increasingly common as companies seek to innovate and stay ahead. However, with multiple teams working on various projects, dependencies between them can be a significant challenge, resulting in delays, miscommunication, and even project failures. Technical Program Managers (TPMs) can play a crucial role in resolving dependencies between cross-functional teams. This blog post will explore how TPMs can help facilitate effective communication, collaboration, and coordination between teams to ensure that programs are delivered on time and achieve organizational goals.

Facilitating communication: TPMs coordinate communication between teams, identify gaps, and ensure that everyone is on the same page. Regular meetings or stand-ups can be set up where teams provide dependency updates, identify roadblocks or dependencies, and prioritize tasks. These sessions can be used to share progress reports, discuss risks and mitigation strategies, and align on timelines and deliverables.

Identifying dependencies: TPMs often have a high-level view of all the programs executed within the organization. Thus, they can identify dependencies between teams and track their status to ensure they are being addressed in a timely manner before they become a blocker for achieving the company’s objectives.

Prioritizing and tracking dependencies: TPMs have a deep understanding of intra-team and inter-team dynamics, given the cross-functional nature of their role. Thus, TPMs can manage inter and intra team dependencies to ensure that one team’s work is not blocked by the lack of progress on the part of another team. They can prioritize the work of different teams based on their impact on dependencies and the company’s objectives, and identify and mitigate risks associated with dependencies across different teams.

Building relationships and trust: TPMs can help build relationships and trust between cross-functional teams to ensure they can work effectively, particularly when dealing with dependencies. This can be achieved by sharing information, being transparent, conducting joint brainstorming sessions, breaking down silos, defining ownership, setting clear expectations, and strengthening personal relationships by driving offsite events.

Improving transparency: TPMs can provide the necessary transparency to the team to drive efficiency in resolving dependencies. They can communicate deadlines to the right stakeholders to adjust plans accordingly and use tools like JIRA, Asana, Microsoft Project, Wiki, and collaboration platforms like Slack or Microsoft Teams to facilitate communication through shared dashboards and/or weekly reports.

In summary, TPMs play a vital role in managing dependencies between teams by facilitating effective communication, tracking and prioritizing work, building relationships, and improving transparency. They ensure that teams work together effectively and that all dependencies are identified and addressed in a timely manner to ensure program success.

 

Tags: , , , , , , , , , , , , , ,

How to increase the velocity of your Agile Teams?

How to increase the velocity of your Agile Teams?

A year ago, I got an opportunity to lead an agile team for the Electronic Table Games vertical at IGT. This team was made up of very smart individuals, who put IGT’s name in the electronic table game’s market space within just couple of years. IGT was an underdog in this market, but this team’s hard work and dedication had allowed IGT to bring two successful titles to the market. Even though this team was successful in making this vertical profitable over time, their velocity was not sufficient to keep up with the already competitive market pressure. Thus, I was called to help the team.

Over the year, I have made many tweaks to this already successful team. And hence, I would like to share some of success stories from my experience that have worked for us. I am hoping that you could use these pointers to increase the velocity of your own agile team.

Co-locate your team: After joining the team, I quickly realize that the team could improve their face-to-face communication. Even though the engineering team talked to each other daily, the communication between the QA and Product Management team was infrequent and rare due to their physical proximity to the engineering team. Thus, we went ahead and relocated all of our QA and Product Management resources with the engineering team. This change promoted the face to face communication between the teams and improved our velocity by reducing communication time between the developers and the QA engineers. Obviously, this change was challenging, given my team was located all over the US. But we were lucky to have multiple clusters of the team where more than 4 people were together in the same building. Thus, co-location was practical and beneficial in our case.

Reuse common components: At IGT, we were creating different games, and hence, all the developers were making customized software for each game. Even though we were required to make customized interfaces for each game, given the vertical that we work in, I looked for some common components that we could reuse. To my surprise, I was able to find many communication APIs and other architectural components that were common between each game titles. By making some minor modifications to those components, we were able to reuse them for other games that we were making. Thus, I believe that you should invest some time during your Sprint to look for common software components, which you can reuse to significantly decrease effort spent on building the same functionality. Developing a strong process around this mentality will help you in decreasing product development time.

Increase test automation: You might argue that this is compulsory for increasing the velocity of any software product team, but you would be surprised to see how many agile teams follow this practice. Since the focus of any agile team is on delivering minimum viable products, they often underestimate the investment that they need to make in testing. Thus, most of their testers perform some basic manual tests before releasing the product. In our case, we were able to increase our automation test footprint by providing engineering tools to our testers and investing heavily in test automation as compared to the manual testing. As a result of this change, we were able to improve the quality of our games and expand our testing footprint, which in turn increased our velocity.

Do you agree with my recommendations? Do you have any other ideas through which we can improve the velocity of our Agile Teams?

Thanks – Bhavin Gandhi

 

Tags: , , , , ,

How to become better at listening?


Coaching your line managersI can’t help but think about one of the meetings that I had a month back. During this meeting, I had to work with my team to create a road map of all the projects that we were going to do after few structural changes that had happened in our organization. It should have been a simple meeting. I should have presented company’s objectives for the next fiscal year to my team and then I should have allowed them to provide their input to create a road map which works for the team to achieve our objectives. It was a very simple task.

 

Unfortunately, I was unable to get the right answers from my team during that meeting. I am not sure what I was doing wrong at the time, as that meeting was not that productive and I was unable to get anything done. That incident got me thinking about the bigger question. Do I always ask right questions? If I do, then why am I not getting right answers? What am I missing here? What can I do to improve that process? After some analysis and introspection, I have realized that I was not listening to my team while I presented them with our objectives. And hence, I have come up with few practical tips and tricks through which I had improved my listening skills that I would like to share it with you here.

 

Be patient: In the past, I often fell into the trap of asking bunch of questions, all at once, so I don’t miss anything. Or worst, when someone is speaking, I actively tried to ask them my question right there and then, when they are talking, so that I can clarify things in the heat of the moment. Though this kind of a one-sided question dump had worked for me in the past in some situations, it didn’t provide most of my peers enough time to think and respond. Even though I was getting answers to my questions through this approach, often times I was not getting the right answer or an informative one. And hence, I tried to be patient with my questions during this last month. I also did my research beforehand, and found out what kind of answers I was looking for before asking those questions. I invested some time in noting down my questions while someone is speaking, so that I don’t forget what I wanted to ask, and at the same time I don’t interrupt my peers in between where they lose their train of thoughts. I tried to keep a pen and paper handy or used my OneNote on my phone to jot down any questions that I had, while someone else was speaking. This was one of the most practical thing I could do while listening to others and at the same time making sure that I remember my pointers to discuss.

 

Let silence speak: Other than being patient during meetings, I have also conducted various other experiments at my work within this past month. One of them being – using silence to speak for itself. When I was in a meeting, I often used silence as a tool to communicate when it was my time to ask questions. It was definitely a game changer for me. When I remained silent for few seconds before responding, everyone’s attention was at me before I even started speaking, and they were listening, yes, they were. I also used silence while asking questions to others. I would ask a question and then take a pause for a while. That approach did wonders for me, as it gave an opportunity to the responder to prepare their response before speaking. Obviously, it took a while before I got used to this practice, but this technique proved to be very helpful. If you want to try this technique then please make the pause long enough for the answerer to think but not too long so it becomes awkward. And while the answerer is preparing for his/her answers, try keeping eye contact, stand still, and try to feel comfortable while you wait. I am sure that you will get responses from people who hardly even spoke in the meeting. Just try it and let me know.

 

I am hoping that you all learn from my experiences and become better at listening. If you have any other ways through which we can be a good listener then please feel free to share it through your comments here. I would really appreciate your feedback.

Thanks – Bhavin Gandhi

 
 

Tags: , , , , , , ,

How to change your organization to innovate faster?


Picture of PhysicsFirst of all, I would like to thank you all for such an overwhelming response to my last blog. I haven’t yet responded to all of your emails and personal messages, but I will respond to them within next few days.

While going through your messages, I have also realized one thing, most of you are not happy with just innovating at a restricted budget, but you are looking to innovate at a faster pace than before. With the technology and the world moving faster each day, I can definitely understand your sentiment. Thus, in this blogpost, I will provide you with some strategies through which you can increase the speed of your innovation at your workplace.

Eliminate hierarchy: Large organizations often find it hard to respond to new market opportunities and change quickly due to the hierarchical burden that comes with these organizations. Thus, if it is possible, we should create smaller R&D teams in our organization which has its own budget and, who can work independently within this organization. If you don’t have that liberty to independently manage the R&D team, then you should at least keep it simple. Try to keep the product cycle small, and perform frequent inspection. Purpose of these inspections shouldn’t be profit based, just yet, but it should be a checking point to make sure that the research is headed in the right direction.

Change incentive system: From Microsoft to Google, we always hire R&D personnel from science-oriented background, and hence, their interests lie in technology, not in markets. These employees, being from technical background, are not trained to engage their customers in the decision making process. Thus, if we want to change this culture of “obsolete innovation”, then we have to start by changing the incentive system, itself. If we use stock options to align the work of our technical staff with the firm’s financial performance, then they will be able to understand the business environment in which your organization does business, and they are more likely to innovate things that help your business.

Create new roles: Changing the incentive system alone wouldn’t help you to change the culture of the entire organization. In order to kick start this organization-wide change, you need to create some new roles within the organization to focus explicitly on customer engagement. This can be done with either existing or new personnel who are placed in important positions within R&D where they can effect change. You can also build new, multi-skilled teams to help change existing practices within R&D. This might involve building teams with both marketing and technical skills to reduce traditional barriers between R&D, sales and customers. It may not even be necessary for all R&D personnel to change or take on a more customer-focused role. Just having one in five in an R&D team being more customer-focused might be enough.

I have seen this strategy work for many small businesses, and I am sure that it can work for you too, if implemented correctly. Please provide your feedback on this blogpost through your comments. Thanks – Bhavin Gandhi

 

Tags: , , , ,