Will the World Survive – My Reply to Dr Stephen Hawking, renowned Physicist

Dr. Stephen Hawking, world renowned physicist, had posted the following question in Yahoo Answers:

“In a world that is in chaos politically, socially and environmentally, how can the human race sustain another 100 years?” 

Here is my response 

Dear Dr Hawking,

You have hoped that genetic engineering will make us wise and less aggressive. I do believe we will become wiser and less aggressive, not because of genetic engineering, but because of the next revolution which is awaiting us – the spiritual revolution. After the industrial revolution and the information revolution, the next revolution WILL be the spiritual revolution. Whereas the industrial revolution enhanced our muscle power, and the information revolution the brain power, the spiritual revolution will touch our minds and spirits. And everyone will be much more spiritually evolved than we are – and that will result in the future generation being wiser and less aggressive. The hatred and violence will end and love pervade. The world will survive not just another 100 years, but millions of years. My article “God and Religion – A New Look” takes a peek into the future by analyzing the past and extrapolating into the future possibilities. This article is not religious, not science or philosophy, but plain common sense.

I do not believe that the concept of God and Religion will bring about the spiritual revolution. It is only making the world worse. Spiritual revolution will dawn in as the laws of spiritual space will be “scientifically” explained – just as the laws of physical space have been mathematically explained in the previous eras. I use “scientific” within quotes because I believe that it is not the present day physical science and mathematics which will explain the laws of spiritual space. There will be an invention of new “science” and mathematics, (which I call “mentomatics”), which will explain the laws of Spiritual space. The future spiritual era will have advanced tools to take you within minutes to a high mental state, the state that the likes of Buddha and Christ reached. Man will be able to attain a mental state which is high on love, compassion, faith, etc. The spiritual revolution will see the end of religious divide and killing – spiritual research will make it crystal clear to the common man that all religions are mere tools with a single objective of spiritual upliftment.

 “Sounds unbelievable!” Right? All I will request you to do is to transport yourself mentally to the stone age. Now imagine a future world having television sets with which you can see and hear what is happening real time at the other end of the world. Imagine jets and planes that reach you  places several thousand miles away within hours, and so on. Your reaction would be the same – “sounds stupid!” But all that has happened today – you have television and aircrafts/spacecrafts which would have sounded like imaginations of a crazy mind to the Stone Age man. So do not discount what are the possibilities of the future. Whereas we are in the space age of the physical science today, we are in the stone age of spiritual science. You just need to let your imagination go wild to see what would be the possibilities when the world reaches the ‘space age’ of spiritual science.

What we need to think is not whether the spiritual revolution is possible, but how we can speed up its arrival. We need to remove self imposed barriers and leapfrog towards the invention of mentomatics (The article at http://pukamble.tripod.com/godbigframe.htm discusses the first steps towards mentomatics, and the pitfalls that we need to avoid). We need to come out of the spiritual kindergarten that we are stuck into because of our “religious trance” and graduate to higher schools of spirituality. We need to give up the “baby walker” of religion that we are holding on to for too long even though we have already learnt to walk. And unless we give up the baby walker, we will not be able to sprint and run.

We are all Experiencing the Turmoil of Information Revolution

Turmoil of the Industrial Revolution

We are all familiar with the turmoil of the Industrial Revolution. The problems were caused by the change brought about by machines in the lifestyle, work culture, organization structures at work, the structure of family, the change in ethics and values. The change in values created heart burn and frustration – relationships which were more at personal levels became more formal. It took generations for man to come to terms with the changes brought about by the industrial revolution.

Similarly, currently we are all going through the pain and turmoil of the Information Revolution.

Turmoil of the Information Revolution?

“Turmoil of the Information revolution?”, you may ask. “What turmoil? Computers are proliferating in business organizations and entering every walk of our life. The computerization scenario looks very euphoric. So where is the turmoil?”

Just as man did not notice the turbulence caused by the industrial revolution till it was all over, we today are not aware of the turmoil we are going through. If we look more closely into what is happening in most of the companies trying to automate processes using computers, it will be evident that deep inside, this technology is still foreign to us. Man is still not at ease with this device. He is perplexed, foxed, fidgety and sometimes angry when dealing with this creature.

Implementation of computerized systems, particularly business application systems, is a major problem in most countries, including advanced economies. Most of the computerization projects fail because of poor implementation. More often, it is due to people issues and not technical issues. It is due to the way people react to computerization and how they understand or misunderstand computers. The gap between computer professionals and computer users and between computer professionals and the company top management is evident. And so is the turmoil of the information revolution.

Need to Address the Turmoil

I believe that the world incurs colossal loss due to this turmoil on account of failed or delayed implementations. There is loss of people’s productivity due to conflicts and stress.

There is a need to address this issue. In most IT forums and meets, surprisingly a lot is talked about computer technology, and about bits and bytes. Rarely do we talk of the implementation issues and methods which will make computers acceptable to people. The turmoil of the information revolution should not be pushed under the carpet but discussed threadbare and openly.

Why don’t computers find a smooth entry into the minds and lives of human beings?
What is the root cause of this confusion?

The chaotic situation is not country-specific; it is related to the human species as a whole. It is a problem of the evolution of human psychology from the era of industrial revolution to the information age.

I have analyzed and found few fundamental problems in man’s perception of computers and his understanding of computers, due to which however hard he tries to be at ease with them, he finds himself jittery and confused. What is required is an eye-opener. I define an eye opener as something which brings to fore a simple fact which always existed but was never noticed. We need to open our eyes to some common myths and misconceptions about computers and this technology. I shall discuss these in the forthcoming posts.

The Legacy of the Machine Age

The current generation of man has a legacy of a mental make-up which has been shaped and groomed in the machine age and which is unable to adjust itself in an age of computers.

It took generations for man to come to terms with the changes brought about by the industrial revolution. Man went through the turmoil of that revolution and emerged victorious. As years passed by, machines and mechanical thinking started seeping into his mindset. Slowly, he had mastered the change, and knew how to live with machines. A new era dawned over mankind creating a new industrial culture.

As man was evolving into the industrial psychology, machines too were evolving. Initially there were mechanical machines. Then came the electrical ones and then electronic. Thereafter came computers. As the industrial culture was deeply ingrained into his mental makeup by then, man thought that computer was just another machine. Armed with his centuries’ old knowledge and the experience of dealing with the change brought about by machines, he adopted the same old approach to deal with the introduction of computers. He thought it was just another electronic machine.

What he did not realize was that it was not merely the introduction of one more new machine, but a dawn of a new era altogether, a change from the industrial era to the information era. Little did he realize that just as the industrial era required a new thinking, new approach and a new culture, the ‘Information era’ too requires adopting new methods and new ideas to tackle the onslaught of computers. His concepts of machines, which were shaped and developed in the machine age, failed miserably when applied to computers. He did not realize that the computer was not just another industrial age machine but an information age device. This failure on his part has caused some key misconceptions, which is the primary cause of the turbulence of the Information revolution which I talked about in my post earlier.

I found Mr. SC Jolly, or rather he found me

I had in my previous post dated 4^th April 09 talked about Mr SC Jolly, ex COO of Saraswati Sugar Mills, and wished that he read my blog as I had lost touch with him. I had requested anyone who knew him to get me in touch with him. By a strange coincidence, I found him. Rather Mr Jolly found me through this Blog. Mr. Jolly was visiting his son in the US and just out of curiosity his son searched on “SC Jolly, Sugar Technologist” in Google and found my blog on the first page of his search output. Had he searched on any other keywords, he may not have found my page. Mr. Jolly went through the blog and then visited my website at http://pukamble.tripod.com and left the following post in my guestbook at my website on the 4^th of Aug 2009:

Quote

I have been deeply impressed by the awesome work done by you since you left Yamunanagar. From the day one I was touched by the way you approached the problem & the enormous patience you had. This was probably because you were convinced that the change you were trying to bring about was sure.

All the same, wish you the best. Pl keep in touch. [S.C.Jolly]“

UnQuote

I was thrilled to see his comment in my guest book. We later exchanged mails and also talked on phone. I am back in touch with M. Jolly!

Need for IT Awareness amongst CEOs and Senior Professionals

In the long industrial history of mankind, functions like Finance, HR, production and Marketing always existed. IT function is new which has come into existence not in the industrial age but the information age. No wonder, IT is an area where there is maximum ignorance amongst the top management. Man will evolve to understand this new function as the dust of the information revolution settles.

My readers may think I am being arrogant – posing as if IT folks know everything and others don’t know anything. That is not my intention. Yes I do not know the finer points about other functions like Finance, HR, Production, Marketing. CEOs and senior managers too may be equally ignorant of all other functions – you may argue. So why am I complaining about IT alone?

There is a difference. The senior management may not know about finance, HR, Production, marketing, etc. But the good thing is that they know that they do not know about these fields. They also know what they do not know about them. Further, they know that there are other experts who know more than what they themselves do and are therefore willing to use the expertise of the experts.

In case of IT, particularly with respect to Software, the senior management does not know what they do not know and need to know. They certainly know that they do not know software and programming, but there is much more to Software Management (particularly in managing software within corporates) which they can and should know as it is not technology. What is worse is that they do not know that they do not know something which they can know.

Fig. 1

Fig. 2

 

Let me explain what CEOs and non IT Managers do not know and which they can easily know.Most managers think IT management is all technology. What they do not know is that software head not only has technology skills (Fig. 1), but also has people/change management and process skills. So whereas the CEOs will readily consult the IT guy for technological advise, they may not know that they can also use their change management and process management skills.

 

On the other hand, most managers are quick to admit that they do not know technology (“I am not a technology guy, you see”). With this they may also absolve themselves of all their responsibility of automation. Technology is just 5% of what they need to know if they are part of an automation project (Fig. 2). What they need to know and can easily know is the management of change and the psychology of change brought about by automation. User Managers should know the process of software development and the limitations thereof. If they can learn this and be fully involved in the automation process, there is no reason why a software project should fail.

There are several change management issues, people dynamics and process issues related to Software management that senior management can easily know. But unfortunately, in the field of software, ignorance is rampant because it is thought of as only a technical field – whereas there is a lot more to it than technology. What is worse is that several CEOs do not even know that such expertise is available to use. They are not aware of even the need to use this expertise, because for them, automation is a technology exercise.

del.icio.us Tags: IT Management,Software,Computers,Change Management,InfoTech,Information Technology,InfoTech Management,IT Awareness

Technorati Tags: IT Management,Software,Computers,Change Management,InfoTech,Information Technology,InfoTech Management,IT Awareness

My Experience with the Best and the Worst CEO for Computerization

It is often the CEO who makes the difference between success and failure of a software driven transformation.

In my long career as head of IT and implementing software projects within companies, I have come across a variety of CEOs – some of them who were excellent change managers and others who were not. So, I classify all CEOs into 2 major categories – those who understand computerisation (not computers) and those who don’t. Understanding computerization for a CEO means understanding the psychology of change brought about by automation. How well he understands this determines the success or failure of software projects.

Whenever I speak of the role of CEOs or top managers, I always remember this COO who was the best CXO I have worked with in my career – the best at least from computerization point of view. His name was Mr S C Jolly and he was the head of Sarawati Sugar Mill in Yamuna Nagar, (a group company of the Saraswati group consisting of Sugar mill, heavy engineering unit, etc. where I worked as their Group IT Head). It was my first job as a IT Head with only 4.5 years of prior work experience, and I set up the entire IT department and was higly successful in developing and implementing complex applications (see success stories published in Computers Today and Times of India at http://pukamble.tripod.com/ct1frame.htm and http://pukamble.tripod.com/TOIframe.htm). Mr Jolly is the best IT enabler I have come across in 28 years of my IT career and 24 years as head of IT/Software). I hope Mr Jolly reads this. Anyone who knows him may please convey my feelings of appreciation for him. The last time I was in touch with him he was living a retired life in Delhi.

And what was it that he did best to enable successful automation? You will be surprised to know – the best thing that he did was that HE DID NOT REACT. He was so balanced that he did not react to complaints as they came in. I was just 29 – 30 years young manager but I used to chat with him in his office and he oftern shared with me some of his wisdom. He said that he received several complaints about computerization. Some of the users were fed up and frustrated. What was different about him (which I have rarely seen in many CXO’s I have worked with later) is that he did not immediately start blaming the computer department. He said that their frustration and complaints were not a result of any problem with technology or the tech department – they were a result of their reaction to change.

Let me paint the following scenario of an incident to illustrate what I said.

I had completed the automation of a very complex application very successfully (as the users were very cooperative and mature). I then started the automation of the most common and relatively simple application – payroll. But I was having great difficulty in implementing the system. The HR/Admin manager was simply not able to go live with the application. As is my style, I first tried hard to convince him and persuade him. But when I failed, I set up a meeting with the COO, Mr Jolly. The HR manager had several complaints on the system and lot of master data preparation was pending. And following is the scene at the meeting.

There I am sitting in front of the COO’s desk – a clean big table with just one Economic Times lying in one corner. By my side is the HR Manager – both of us facing the COO. And the Manager beside me starts off by cursing the system, fretting and fuming and blaming the system in no uncertain terms. “Our neighboring company has been using Payroll for years and they do not face any such problems. We just don’t know how to do it…”

The COO quitely listens to all that is being said. There is no reaction whatsoever and no expression on his face. He patiently waits for the manager to finish blurting out what he has to. When the manager is finished with his story, the COO – completely unmoved by all that was said and with no emotions on his face – asks what were the next steps. He reviews the steps to be taken, sets targets for master data correction (which was the primary reason for all problems) and closes the meeting.

And believe me, it worked wonders.

Later one day he gave me his words of wisdom, “The HR Manager was reacting as he did not because there is anything wrong with the system, but he is uneasy under the impact of change. The frustration, anger, complaints have nothing to do with the causes that the managers state. They themselves do not know that it is their reaction to change and has no relation with the issues that they complain about. But I give them a patient hearing just to allow them to let off steam.”

I have not heard wiser words than these from any CXO in over 20 years of my career after this incident. I have suffered from some of the worst CXO’s too – there were some who would believe the first guy who went and complained about computerization. And hell would fall on IT.

Technorati Tags: CEO role in IT,Computers,software,Management of Change,Information Technology

Challenges of being an in-house IT Head

Recently, as a head of in-house Applications Software group, I was asked a few questions related to my job. Given here are the questions and my responses.

Managing large scale software development, implementation and operations, can you give a gist of key challenges and how do you approach your implementations?

Everybody thinks that computers are smart and can do anything. But we, as software professionals, alone know that under the hood we are harboring a dumb, adamant and yet most powerful creature in the world (the computer) which can bring your world crashing with the silliest of mistakes. Computer software is like a glass house which needs to be handled with extreme care. A small change in a comma or a full-stop in a million-line code can crash the system or lead to completely erroneous results. For this dumb and powerful guy called computer to be faithfully serving you right, you need to have a very disciplined process where not even a small mistake is allowed. Now since the world has a very different image about computers, you run a great risk of being completely misunderstood and sometimes hated for your “over cautious and strange ways”. The big challenge for the IT guy is to continue to do the right things in the best interest of the company, even if people misunderstand you and you have to be the “bad guy”. In other words, you cannot be a nice guy and do the right things for your company.

………………………………………………………………………………………………………………………………………………

How does business and software development unit collaborate?

Software development and implementation is a very collaborative activity and needs perfect teamwork between the business and IT. The IT person who programs the computer does not know the business process and the business expert who knows the process does not know how to speak to the computer. In such a scenario, it is imperative that both collaborate and create automated processes. It is like two people doing rock-climbing, where both reach new heights by pulling and supporting each other. Having developed and implemented several solutions which are being used successfully by several internal customers, in itself, is a proof of the collaboration.

………………………………………………………………………………………………………………………………………………

What do think are the biggest challenge in a internal software development scenario?

Having worked both in internal software development scenario and also in software companies, I can say that internal software development scenario needs very specialized skills which are very different from what a software development company needs. It is a great balancing act between the pressures of your internal customers, senior management expectations, the dumb guy that is computer (as I explained above) and your own staff members who are ready to quit and join a software company at the drop of a hat.

Developing software in the confines of the computer department is relatively easier part of the job. The real challenge comes in implementations when you want to make the software work in the heated environment of personal preferences, attitudes, interests and fears. The people issues of implementation are unique to internal development scenarios which software companies rarely experience. Making it work and sustaining continued error free operation is the challenge only in internal IT.

Technorati Tags: Computer,Software,Infotech Management,Information Technology,Change Management,CIO Best Practices

Flickr Tags: Computer,Software,Infotech Management,Information Technology,Change Management,CIO Best Practices

del.icio.us Tags: Computer,Software,Infotech Management,Information Technology,Change Management,CIO Best Practices

Creating a Strong Team by Using Individual Strengths

Following is quoted from my article Key Success Factors which described the key success factors behind my record of delivering all software projects on time. This was some sort of a record for the company I was working in. Using individual’s strengths in the team was one of the key success factors.

“In a team, it is important that one member’s weakness is covered by someone else’s individual strengths in such a way that each one contributes through his strengths and the team as an entity is solid. A good team is one where everyone puts in his or her strength and covers others’ weaknesses – without any ego problems, without taking pride and without belittling others.

I am sure you will ask, “With this approach, you can never help people overcome their weaknesses”. On the contrary, a good manager uses the strengths of his team-mates while slowly working on their weaknesses – so that the weaknesses are overcome without making the team-mate too conscious of his or her deficiencies. A person normally does a good job when working on the job which he loves to do. Success is a big motivator and the motivation of a job well done gives him the energy to do the other jobs which he does not like to do, and thus helps him to overcome his shortcomings too in the course of time. A motivated person can certainly work over his weaknesses better than a person, who cannot even use his strengths, can. I believe that it is the manager’s job to see that the individual’s strength is used and he feels motivated.

I have seen some people who mainly look at the weaknesses and keep pointing out errors and personal deficiencies. Nagging a person for his weaknesses makes him very conscious of himself and he cannot even use his strength. Only a very strong person, who is truly self-motivated and strongly believes in himself, can continue to perform consistently in spite of continuous nagging by his superior. “

Technorati Tags: Computers,Software,IT Management,CIO Best Practices,Team Building,HR Best Practices

del.icio.us Tags: Computers,Software,IT Management,CIO Best Practices,Team Building,HR Best Practices

Drawing a Balance between Customer Pressures and Employee Pressures

IT arena is fraught with acute shortage of skilled and trained staff. Particulalry for in-house IT, the developers may be the authors of the software developed or may have got trained on the products being used. When they leave, it takes time for a new recruit to take control of the code level details of applications which someone else has developed. With the IT job markets booming, the in house IT manager has the constant risk of losing trained persons to the software companies. He has to keep them constantly engaged and motivated to avoid the pressures of natural attrition.

On the other hand there is a constant pressure from the internal clients for continuous changes and for change responses at break neck speeds. Developers too get demoralized due to client pressures, when the client wishes, nay demands, that his requests be met instantly.

The IT manager has to draw a balance between the pressures of the internal client and the fear of loss of employees. The more the CIO lets the customer pressure pass on to his employees,  the more will be his pressure on attrition. I have seen CIOs committing aggressive dates to their internal customers either under pressure or to please them. And then they get jittery and put tremendous pressures on their staff to deliver on the promised dates as their own reputation is at stake. When the IT manager bends backwards to satisfy customer requests, he is bound to put pressure on his team to deliver on unrealistic timelines. This increases the risk of employee attrition due to undue pressures. The burnout has to happen sometime and the employee will call it quits. Then the CIOs panic and bend backwards to retain the employee when he or she puts in resignation or threatens to leave. This adds to the pressure of the CIO – leave alone the tremendous pressures he goes through if he has made unrealistic commitments to the customers.It has a snowballing effect which can break the CIO’s back. Whether it is the burnout of the IT staff or the CIO, in the long run who suffers the most? It is the company which loses out and the company’s IT plans which get jeopardized.

So in the long term interest of his company, it is best for the CIO to stand erect in front of both the customer and the employee and not bend backwards neither in front of the employees nor the customer. He should have a win win relation with both.

This requires that the IT Manager has good client management skills and that he does not succumb to pressure. He also needs to have the skills and the confidence in himself to be able to tell the customers realistic solutions and timelines. The CIO may thereby displease the customer, but will benefit the company and prevent the company’s IT plans from going haywire. If the IT Manager is too concerned with his own image and with earning brownie points, he may compromise on company’s interests. Not many companies understand this balancing that the CIO has to do for long term interest of the company.

del.icio.us Tags: Computers,software,IT Management,IT Awareness,IT Best Practices,CIO Best Practices

Technorati Tags: Computers,software,IT Management,IT Awareness,IT Best Practices,CIO Best Practices

Customer Satifaction (CSat) Survey for IT

While Customer Satisfaction (CSat) surveys can be good to improve services in most cases, in IT my experience is that it can be detrimental to the organization if the IT head is too much conscious of how his customers view him, or if he tries to please his customers in order to get good CSat surveys. The IT head often has to do things that are right for the organization even if it may displease his customers. I can cite real life situations in my experience which illustrate this.

We had a new business opening up at Canada and a department which was in India started operating out of Canada too. They were using one of my internally developed customized packages for a critical service delivery process in Indian operation. The same software was to be deployed in Canada. When we started implementing the system in Canada, the process head at Canada asked us for changes to be incorporated in the application.Instead of simply making the changes as requested by my users, my team has now learned to question why the change is required. According to us there was no need of a change in the process as the same process was in operation in India – only the persons owning it in India and Canada were different. We requested that a common Point of contact be appointed from among the department who could study the processes in operation in both India and Canada and suggest if there is really a change required. On detailed study it was found that there was no change required and the same system could be implemented in Canada too.

I may have displeased my internal customer initially by not complying to his request, but by having one version in India and Canada, I gave my company the following solid benefits:

1. Saved time of developers and thus cost to company by avoiding the customization effort
2. Saved time to deliver the product to Canada operations as customizations would have taken time to complete
3. Ensured one less number of version of software to maintain – thus reducing the staff requirement in my department and saving cost to company

The above were primarily benefits for my department and indirect benefits to the company. What is more important is the following list of benefits which directly benefit the company:

1. Ensured uniformity of procedures at both locations thus resulting in better processes, faster learning time, no relearning required on employees transferring from one location to other
2. Ensured that the software did not become prone to errors as every change makes it vulnerable. Thus also minimized errors and chances of  interruptions to operations due to software breakdowns and bugs.
3. Made it simple – the lesser the versions of processes, simpler the operations

A similar incidence came to light in another department when a process which was running in Chennai city office was replicated in Mumbai city. In this case too, my application which was used in Chennai was to be used in Mumbai process. And again there was a change request. In this case, there was somehow a slip and before my team manager could insist on a uniform process at both cities, someone lower down in his team had already created two different versions and given it to Mumbai. I came to know about it when I got a thank you mail and appreciation from my Mumbai internal customer! I may have made my client happy but did I do the right thing for the company?  And in Canada, I am sure my customer may not be as happy as my Mumbai customer, but I am sure I did what was right for the company. Remember, they are both my internal customers.

And if there is a CSat survey, my Mumbai customer will certainly give me the best ratings and the Canada one may not, but should I ignore the interest of my company for the sake of a few brownie points? I am dead clear I will not – even if it means I am the most hated person in the company.

Technorati Tags: Computers,software,IT Management,IT Awareness,IT Best Practices

;

del.icio.us Tags: Computers,software,IT Management,IT Awareness,IT Best Practices