Re: [OT] System Conversion - An Overview



<docdwarf@xxxxxxxxx> wrote in message news:fg8hhd$mc$1@xxxxxxxxxxxxxxxxxxxx
In article <5opm2vFnnl68U1@xxxxxxxxxxxxxxxxxx>,
Pete Dashwood <dashwood@xxxxxxxxxxxxxxxxxxxxxxxxx> wrote:


<docdwarf@xxxxxxxxx> wrote in message
news:fg6u2d$qvk$1@xxxxxxxxxxxxxxxxxxxx

[snip]

All in all, it is usually a good thing to remember what Machiavelli had
to
say about the introduction of new systems
<http://www.gutenberg.org/files/1232/1232.txt>

--begin quoted text:

And it ought to be remembered that there is nothing more difficult to
take
in hand, more perilous to conduct, or more uncertain in its success,
then
to take the lead in the introduction of a new order of things.

Only if you're a sissy. REAL Men embrace change and have no problem with
being responsible for it. :-)

Just like military officers have no problems leading their men over the
tops of the trenches... and the Gallipoli-like results which may ensue.

Death or Glory! THAT's the stuff for REAL men...

(I recently finished reading the best book on Gallipoli I have ever come
across. Obviously, this particular battle is woven into our culture and the
"Spirit of Anzac" is something we grow up with. Despite the courage and
tenacity shown by both sides, there is no doubt that it was a real tragedy
for all concerned. The book I just finished is called "Letters from the
coffin trenches" by Ken Catran. It is the best anti-war novel I have ever
read. Understated, doesn't preach, but has been extremely well researched,
and gives insight into the mores and attitudes of the times, both at home
and at war.)

The important point here is that in industry, when implementing change,
people don't normally die.

(Having said that, I have worked on two projects where team members DID die,
mainly as a result of work related stress. It made me think, and I have
never had this happen on any of my projects. Much as I may hate the thought
of being late or failing to achieve, the thought of people breaking down or
dying is far more repugnant...)



Because the
innovator has for enemies all those who have done well under the old
conditions, and lukewarm defenders in those who may do well under the
new.

And should be lobbying both camps with the promises of the new and
explaining how this change will benefit all concerned.

That might be the case, as well... but for me, I will leave lobbying to
the lobbyists and selling to the salesfolk; they have their jobs and I
have mine.


That's fine if you have the people... :-)


This coolness arises partly from fear of the opponents, who have the
laws
on their side, and partly from the incredulity of men, who do not
readily
believe in new things until they have had a long experience of them.

That's part of a leader's job; address their incredulity and convert it
into
support. Part of the challenge is to motivate people to be at worst,
non-committal ("Ok, let's wait and see..."), at best, enthusiastic, to
see
new systems.

'Over the top, boys... I'll lead the way!'


Ah, the exhilaration... !

Although there may be SOME parallels between Renaissance Italy and the
modern Business World, for the most part, they are different. Machiavelli
would be out of his depth in the politics, subtleties, and complexity of
modern Board Rooms.

I'll take that as the Voice of Experience, one that spent much time in
Renaissance Italy.

I have a blue phone box, you know...

I don't know many folks who spent time in modern Board
Rooms who have become Pope, as did Rodrigo Borgia.

I heard that most Cardinals in the Catholic Church do Business Studies and
are required to put some time in managing aspects of the Church's financial
empire,(career progression?). Some are even Ivy League graduates (could be
Honorary Degrees...)

The modern Church, like modern Business, is a very long way from how things
were done in the Middle Ages.

Pete.
--
"I used to write COBOL...now I can do anything."


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