Being treated like a twelve year old at work by a Tasmanian-devil-manager and not sure what to do about it? It is simply a well-known fact that no one likes to be micro managed. Not only do they not like to be micro managed, but tend to quit for this very reason. Unfortunately the percentage of people leaving their jobs for this reason is higher that you would imagine. Recently, an employee retention report conducted by TINYpulse, an employee engagement firm, surveyed 400 full-time U.S. employees concluded that, "supervisors can make or break employee retention."

As companies mature, their ability to manage can be significant to their bottom line as employee morale, high staff turnover and the cost of training new employees can easily reduce productivity and consequently client satisfaction.  In many cases, there is a thin line between effective managing and micro managing practices. Most managers avoid micro managing their employees. However, a decent percentage of them have yet to find effective ways to get the most of their co-workers.  They trap themselves by disempowering people's ability to do their work when they hover over them and create an unpleasant working environment. This behavior may come in the form of incessant emailing, everything having to be done a certain way (their way), desk hovering, and a need to control every part of an enterprise, no matter how small.

Superimpose the micro manager into the popular practice of Agile-SCRUM methodology and you can imagine the creative ways they can monitor everything in a team, situation, or place. Although, not always a bad thing, excessive control, can lead to burnout of managers and teams alike.  As predicted, agile project management has become increasingly popular in the last couple of decades in project planning, particularly in software development.  Agile methodology when put into practice, especially in IT, can mean releasing faster functional software than with the traditional development methods. When done right, it enables users to get some of the business benefits of the new software faster as well as enabling the software team to get rapid feedback on the software's scope and direction.

Despite its advantages, most organizations have not been able to go “all agile” at once. Rather, some experiment with their own interpretation of agile when transitioning.  A purist approach for instance, can lead to an unnecessarily high agile project failure, especially for those that rely on tight controls, rigid structures and cost-benefit analysis.  As an example, a premature and rather rapid replacement of traditional development without fully understating the implications of the changeover process or job roles within the project results in failure for many organizations.  

Another blanket article about the pros and cons of Direct to Consumer (D2C) isn’t needed, I know. By now, we all know the rules for how this model enters a market: its disruption fights any given sector’s established sales model, a fuzzy compromise is temporarily met, and the lean innovator always wins out in the end.

That’s exactly how it played out in the music industry when Apple and record companies created a digital storefront in iTunes to usher music sales into the online era. What now appears to have been a stopgap compromise, iTunes was the standard model for 5-6 years until consumers realized there was no point in purchasing and owning digital media when internet speeds increased and they could listen to it for free through a music streaming service.  In 2013, streaming models are the new music consumption standard. Netflix is nearly parallel in the film and TV world, though they’ve done a better job keeping it all under one roof. Apple mastered retail sales so well that the majority of Apple products, when bought in-person, are bought at an Apple store. That’s even more impressive when you consider how few Apple stores there are in the U.S. (253) compared to big box electronics stores that sell Apple products like Best Buy (1,100) Yet while some industries have implemented a D2C approach to great success, others haven’t even dipped a toe in the D2C pool, most notably the auto industry.

What got me thinking about this topic is the recent flurry of attention Tesla Motors has received for its D2C model. It all came to a head at the beginning of July when a petition on whitehouse.gov to allow Tesla to sell directly to consumers in all 50 states reached the 100,000 signatures required for administration comment. As you might imagine, many powerful car dealership owners armed with lobbyists have made a big stink about Elon Musk, Tesla’s CEO and Product Architect, choosing to sidestep the traditional supply chain and instead opting to sell directly to their customers through their website. These dealership owners say that they’re against the idea because they want to protect consumers, but the real motive is that they want to defend their right to exist (and who wouldn’t?). They essentially have a monopoly at their position in the sales process, and they want to keep it that way. More frightening for the dealerships is the possibility that once Tesla starts selling directly to consumers, so will the big three automakers, and they fear that would be the end of the road for their business. Interestingly enough, the big three flirted with the idea of D2C in the early 90’s before they were met with fierce backlash from dealerships. I’m sure the dealership community has no interest in mounting a fight like that again. 

To say that the laws preventing Tesla from selling online are peripherally relevant would be a compliment. By and large, the laws the dealerships point to fall under the umbrella of “Franchise Laws” that were put in place at the dawn of car sales to protect franchisees against manufacturers opening their own stores and undercutting the franchise that had invested so much to sell the manufacturer’s cars.  There’s certainly a need for those laws to exist, because no owner of a dealership selling Jeeps wants Chrysler to open their own dealership next door and sell them for substantially less. However, because Tesla is independently owned and isn’t currently selling their cars through any third party dealership, this law doesn’t really apply to them. Until their cars are sold through independent dealerships, they’re incapable of undercutting anyone by implementing D2C structure.

Structure Rule Language

To aid in the ease of rule authoring, Blaze Software, now Fair Isaac, created the proprietary Structure Rule Language (SRL), an object-oriented programming language designed to enable those with little or no background in software development to pen rules. Although the capabilities of this language are far too extensive to detail in this article, we can examine the basic rule syntax.

Rules in the SRL take the following form:

rule RuleName [at | priority M] is

One of the biggest challenges faced by senior IT professionals in organizations is the choice of the right software vendor. In the highly competitive enterprise software industry, there are lot of vendors who claim to offer the best software for the problem and it can be really daunting to narrow down the best choice. Additionally, enterprise software costs can often run into millions of dollars thereby leaving very little margin of error. The real cost of choosing a wrong software can often result into losses much more than the cost of the software itself as highlighted by software disasters experienced by leading companies like HP, Nike etc. In such a scenario, senior IT professionals despite years of expertise can find it very difficult to choose the right business software vendor for their organization.

Here are some of the proven ways of short-listing and selecting the right business software vendor for your organization,

·         Understand and Define The Exact Need First: Before embarking on a journey to select the software vendor, it is critical to understand and define the exact problem you want the software to solve. The paramount question to be asked is what business objective does the software need to solve. Is the software required to “reduce costs” or is it to “improve productivity”? Extracting and defining this fundamental question is the bare minimum but necessary step to go searching for the right vendor. It will then form the basis of comparing multiple vendors on this very need that your organization has and will help drive the selection process going forward. The detailed approach involves creating a set of parameters that the software needs to meet in order to be considered. In fact, consider categorizing these parameters further in “must-haves”, “good to have” etc. which will help you assign relevant weights to these parameter and how the software’s fare on each of these parameters

·         Building The List of Vendors Who Meet The Need: Once you have defined your need and distilled that need into various parameters, it’s time to built the list of vendors who you think will meet the need. This is akin to a lead generation model wherein you want to identify a large enough pool and then filters your list down to the best ones. There are multiple ways of building a list of vendors and more often than not, you must use a combination of these methods to build a good enough list.

o   Use Industry Reports: We discussed the IT intelligence offered by leading industry firms Gartner and Forrester in How To Keep On Top Of Latest Trends In Information Technology. These firms based on their access to leading software vendors and CIO network publish vendor comparison research reports across specific verticals as well as specific technologies. Gartner’s Magic Quadrant and Forrester’s Wave are a very good starting point to get an insight into the best software vendors. For example, if you were looking for a CRM solution, you could look for Gartner’s Magic Quadrant for CRM and look at the vendors that make the list. These reports can be pricey but well worth the money if you are going to invest hundreds of thousands in the software. Having said that, you don’t have to trust these report blindly because how these firms define the best software may not match how you define the best software for your organization

o   Competitive Intelligence: If you are a smart professional, you are already keeping tabs of your competition. Chances are that if you are a big organization, you might see a Press Release either from your competitor or their vendor announcing the implementation of new software. Extrapolate that across 5-10 key competitors of yours and you might discover the vendors that your competitors are choosing. This gives you a good indicator that the vendors used by your competitors must be offering something right.