Letting Go

by Admin 26. March 2014 12:48

How often do you find yourself making decision based upon a position you have taken rather than with a wholly open mind? I’m the first to admit that keeping your mind open is no trivial task; we all have prejudices built up over years and loosing those is often hard to do. Indeed many prejudices may be considered experience by another name.

But what I’m talking about is a little more conscious and certainly more self-serving. When I’m speaking with a client I like to try to put myself in his or her position, to really get under the skin of the person and to understand where they are coming from. Sometimes this can be a quite uncomfortable experience as I realise that the constraints and pressures on them make it very hard for them to make unencumbered decisions. This is particularly the case where people are looking to change a major technology.

We have all been there I’m sure. We have invested a lot of our firm’s capital in a technical solution and as a result we have also invested a lot of our own credibility. The first signs of problems are often in the early project stages where the vendor starts to row back on some commitments, often choosing to interpret agreements in a way that is not altogether favourable to the success of the deployment. Often scopes start to change, some of the things that are hard to do are scoped for later stages, post go-live. You push on and get the technology into production only to find more problems. Things that worked in pre-production or proof-of-concept stage no longer work in the full-scale production environment; scalability and throughput become issues for the first time.

But you push on and often times you have no option but to live with what you and the vendor have created. Upgrades and re-platforming may solve some of your challenges but still living with the technology is like living with back pain; It is a constant dull ache for most of the time but can flair-up into something much worse if you aren’t careful. I don’t think I know a single senior IT manager who hasn’t found himself or herself in this position at one time or another.

But what is really interesting is what happens when time moves on and technology moves on and one day you are presented with a new technology; something that is so far ahead of your back pain technology as to be almost unrecognisable; something a generation ahead. It is at this point that the mental conflict begins:

Because if you are the person who build the previous solution you possibly haven’t been complaining to senior management about how awful it is. So senior management may well be somewhat surprised when you propose ripping it out and replacing it with something else. This is the position I was in at Barclays where I had run what I felt was a successful project to deploy a SIEM solution, only to discover all sorts of scalability limitations, poor reporting and other slightly more minor frustrations. Like most people I had to put up with my poor decision in the mid-term as from a technology point of view there were no better decisions to be made.

In a way I was lucky, as longer term not only did technology move on but so did the world of banking and I found lots of new demands upon my system which were never in the original requirements set. I was able to leap on these as the reason we needed to change and reinvest. Fortunately for me senior management was very supportive and the move from SIEM to Splunk, whilst slow (not by banking standards) moved ahead.

I do often however come across IT managers who are clearly in a corner. They have staked their reputation fiercely on one particular technology or approach and have spent so much time defending it that they are now blind to all other possibilities. I genuinely feel sorry for these managers and I understand how easily they found themselves trapped by past decisions. My decision to change was not as sudden as I have people believe. I required quite some persuading by my own team and others that it was time to let go. SIEM was my first project at Barclays, it was perhaps my baby and the thought of ripping it out was quite traumatic, but ultimately liberating. It’s only by letting go of those past prejudices that we free ourselves to imagine what is now possible.

Take a moment to look around at the technologies and processes in your world and ask yourselves – Which of these are my back pain, and what are the alternatives? You might be surprised at how good you feel when that pain finally goes away.

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