The game has moved on and we need to accept this. Covid19 has driven WFH (Work from Home) – or as I prefer to think of it: WFW – Work from Wherever.
The challenges of WFW
I am reading about the challenges posted by WFH or WFW. City centres are empty – empty office blocks, empty shops and restaurants, empty car parks, empty bars. Retail in city centres dying on its feet – shop owners unable to pay rent and rates.
The benefits of WFW
Those of us who need to get to work (e.g. hospital workers) can get there -no traffic challenges. Kids will be able to get to schools. Roads will be safer. And more room for cycle paths. And less pollution. And lots of us are enjoying working from home – no commute, cheaper to dress and eat, more relevant to our families (kids in the morning,drop/ collect, etc.).
Have we thought about how to make WFW work for us?
Yes – we have done the basics. Internet access, remote access to work systems, cloud based applications. conference and video calls. Some even have docking stations, multiple screens and fold away desks at home. And some are using collaborative software.
But most of this is basic. We have not yet really thought about how to make WFW work for everyone. How can all of the advances in technology be used to enable people to work MORE EFFECTIVELY by Working from Wherever? How do we do this without losing the positives of WFW? As businesses we want to be more productive and more profitable – or more sustainable. We have been looking for ways to motivate our teams, to encourage innovative thinking and to retain key talent. How do we leverage WFW without screwing it up?
Rethinking work – with teams Working from Wherever
We still want to grab market share, be profitable, be attractive to new talent, improve quality and efficiency, reward our stakeholders, grow. Can we do this more easily with a team who spend, say, 70% of their time WFW? How do we redesign processes around planning, marketing, product development, manufacturing, support and maintenance – to work better, when the team spend 70% of their time WFW?
What are you trying to achieve through digital transformation?
The challenge is to look at the current business and think through how a new entrant, starting today, would construct a competing business – without a digital transformation, per se? The new entrant will not have the market presence, the customer base, the team, the systems and processes developed, modified, integrated over a number of years. The the new entrant may not choose to compete on the same basis.
Opportunities for new entrant
Where will new entrant prosper? Focusing on particular sectors, different supply chain, different business model, less capital investment, scalability, flexibility, different workforce structure, leveraging new and/or emerging technologies, pricing?
Why transform digitally?
If we can see real advantage for a new entrant – through leveraging digital solutions – then we probably cannot afford to ignore this. If the digital solutions will enable delivery of better services or products, more aligned with customer needs, at a discount to out cost base, then we have little choice but to transform. Otherwise we are relying on costs of entry etc. to preclude the new entrant taking our business.
What have I in mind when thinking digital transformation?
I need to imagine building my current business in today’s market place – leveraging changes in the market, in customer needs and the opportunities presented by current technology. The actual transformation bit is the important bit (if it is required) – the digital piece drives the change (ie the requirement to change) or enables the change.
Should we still be talking about digital transformation?
Probably not. I tend to think moving from paper to digital is less digital transformation than simply catching up. Writing things down on paper ad trying to share information thereafter belongs to another era. Digital capture and digital processing should be a given by now. The opportunities for transformation leverage the data being in a digital format. Many of these opportunities do not arise if paper based e.g predictive analytics, artificial intelligence, Extended Reality.
Conclusion – why digital transformation?
Being digital is a requirement – should be a given. Capture once, store, analyse, safeguard, whatever, stop wasting people’s time – empower customers and employees. If digital is a given then we need to talk about the opportunities presented through the new technologies and leveraging them differently. It’s the age old challenge of continuing to reinvent onself, seeking sustainable competitive advantage. Digital is just part of the environment and ‘digital transformation’ probably does not need to be called out as a separate or identifiable activity. Unfortunately, for now, we have many businesses who have not yet digitised – for them the challenge os one of staying relevant in a digital, data agile, world.
The paper (https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/european-data-strategy_en) outlines a series of steps designed to position the EU to prosper in the data agile world. Some of these will undoubtedly challenge the status quo and may provide contentious with some of the currently dominant providers. However looking at it from an EU Inc. perspective difficult to argue with the requirement for change, for investment and coordination – nor to deny the opportunity. Makes for an interesting read.
EU published European Strategy for Data on 19 Feb 2020. Makes for an interesting read – as EU looks to position/ protect itself to prosper in the ‘data agile’ era. The document is an interesting reminder of many of the developments, challenges and opportunities. And, inf this format, very much at the strategic, if not aspirational, level – but none the less important for this.
Have we missed the boat?
There is a sense reading this that the EU produces lots of data but has ceded much of the advantage to overseas players e.g. those running the data centers and providing the cloud based applications. Running through the document is a sense of a missed opportunity – which this strategy will now aim to redress. Some of it relates to investment, some to a need for improved coordination across the EU, some to training/ awareness/ education. and underlying it all is an uneasiness as to whether non EU owned cloud providers are committed to complying with EU legislation and expectations.
What is the opportunity?
The volume of data is only headed one way – continuing to grow exponentially. And the strategy paper anticipates most of this data will not reside in data centers. The data does offer huge opportunities for business and government to collaborate and great improvements in quality of life for EU citizens. But a number of frameworks are required if the EU is to exploit and leverage the opportunities.
Having been a member of St. Anne’s for almost 20 years am biased – love Irish golf links. And last week was a rare treat – got to play both Royal Dublin and The Island.
Royal Dublin
Royal Dublin is located within 15 minutes of the city centre – on Dublin Bay. This is a wonderful links – and a great challenge for any golfer. Great clubhouse, practice facilities, catering and pro shop – for starters. And the home of the great Christy O’Connor Snr, R.I.P. for so many years. When you walk out from the clubhouse to the first tee you have an immediate sense of what is ahead. A gentle introductory par 4 – but you straight away have a sense of tight lies, undulating greens, fescue grass, deep bunkers.
People will tell you Royal Dublin suffers from being straight out for 9 and straight back for 9. This is not true. In fact the first par 3 brings you back in the direction of the club house. The second par 3 is at an angle and the ninth plays across the course. And again on the back nine you play both directions. The beauty of the course is that each hole is self contained – almost feels private.
When you see the size of the teeing area at the 11th – you get a sense of how well designed, built and maintained this links is. And you will need to keep some energy for 17 and 18 – what a great finish (18 offering full risk/reward across the garden).
If you have not played Royal Dublin do yourself a favour – and bring your top game.
The Island
This is a stunning links – set in amongst high dunes. Located across on the northside of the Malahide estuary and accessed via road to Donabate. About 15 mins from Dublin Airport. Should be on all golf tourists’ agenda.
From hole one you arethreading the ball through dunes, playing of real links lies and learning about the issues of fast run off areas at most greens.
I have heard some criticism in respect of a limited number of blind shots. I would have none of this – not when balanced with the quality of the links and the test of golf. Take a caddy or do some research beforehand.
And enjoy the 205m, all carry par 3 on the back nine – water and O/B on the right. For our three ball it was a three wood or driver on the day.
This links compares very favourably with all the greats – reminded me of Murvagh (Donegal), Ross’s (Sligo) and Enniscrone in particular.
Make the trip and enjoy. This will test you. And you will be very unlucky if you do not experience o fresh sea breeze, testing your play throughout your round.
Not sure how many golf courses we have in Ireland. But we are blessed for variety, ease of access and value for money. And as the wind changes the courses change. One day play a nine iron the next a driver to a par 3. And, in general, the quality is very high – given a knowledgeable and demanding golfing population.
The Open at Royal Portrush
We recently saw Shane Lowry win The Open, played at Royal Portrush. Wonderful venue for large crowds with outstanding viewing. I was lucky enough to get to play Portrush last year – for any keen golfer you need to make time to get a round at Portrush.
Not all about the ‘big name’ courses
Golf is a popular game in Ireland. And we have a very knowledgeable and demanding playing base. This has driven very high standards across all clubs. Golf is also accessible – and, in general, you can play almost any course. There are open competitions in all parts of the country, thoughout the year. These competitions provide a great opportunity to play courses at a very reasonable cost. And there are now many different membership options – be that full member, 5 day member, leased membership, junior, family, whatever.
Naas Golf Club
First tee at Naas Golf Club
Recently had the opportunity to play at Naas Golf Club (originally founded 1896). Beautiful layout, wonderful condition, challenging dog legs, changes of elevation, tree lined fairways, water, fast greens. And all followed by an excellent bar and catering facilities.
But this has been my experience thoughout the country – be it Mitchellstown in Co. Cork, Powerscourt in Wicklow, Castlebar in Co. Mayo, Dooks in Co. Kerry, Waterford Castle in Co. Waterford, Nairn & Portnoo in Co. Donegal or wherever you happen to drop in to play golf in Ireland. Expect a well presented course, friendly and informative staff and welcoming members.
West of Ireland
Westport, Co. Mayo
I have played a lot of golf over the last number of years in the West of Ireland. In particular I was a member of Westport for a number of years. Westport is a championship course. Do not be lulled into a false sense of security over the first four or five holes. Very challenging holes from 6 onwards. And wonderful views across to Croagh Patrick and over Clew Bay. And no excuses for not being ready – full driving range and chipping areas available for your warm up.
From back 9 at Enniscrone
Benbulben is one of the backdrops at Co. Sligo.
Last summer spend two great days playing tow of the great links on the West Coast: Enniscrone and Co. Sligo. If you like your bare lies and playing crisp golf shots (in a light sea breeze) then either of these are ideal tests of your golf and your shot making. But be patient – and roll with the punches.
And both this year and last year have played a round in Co. Galway at the Connemara Links – what a wonderful challenge. And remember to preserve some energy – as you get back to 16 you then face two very stiff finishing holes away from the Club House for 17 and then back in to a raised green at 18.
Just read Shane Warne’s (the great legspinner) very entertaining and insightful autobiography. Well to be more accurate – listened to it on Audible (much more comfortable way to digest a book pool-side in the Portuguese sunshine.
Cricket, like all sports, needs it larger than life personalities – and Warne has been this, ever since the ‘Gatting ball’ (when he bowled Mike Gatting behind his legs with his first ball in the Ashes). He has been as – if not more influential, that the Bothams and Richards of my youth.
Firstly Warne brought wrist spin back to the fore. And – over a very long career – took over 700 Test wickets. But he was also interesting – liked to have fun, in the face of opponents, highly strung, and involved in a number of controversies. But at the end of all this his competitiveness, skill and playing record do the talking.
Technique
Without giving away all the secrets he does give a good insight into what he was doing to create the leg breaks, the flipper, the googly, etc. And for any of who have tried all of this at the nets (why not since I could not bowl anything else either) – we have some appreciation of the skills and effort required to deliver consistent wrist spinning (Shane is at pains to point out the difference between slow bowling and spin bowling – without rubbishing slow (accurate) bowling. And the mental effort – the battle with the batsman, figuring out the batsman’s mindset and approach.
Great perspective on Kerry Packer and his son. Big fan and believes all professional cricketers owe KP a huge debt. Likewise huge admirer of Richie Benaud.
Many years ago I had the good forunate to be staying in the same hotel as the Australian Cricket Tet team – and was there fore breakfast. Warne has very warm words fro Merv Hughes and Allan Border. Could not agree more – and they were true to form that morning at breakfast.
No saint – and he puts his hand up for an amount fo the trouble and stress he has caused. In particular very sensitive about his marriage, divorce, subsequent engagement (and breakup) with Liz Hurley – but mainly from the perspective of hurt to his children.
Future focus for test cricket
All in all this is a very good read for anyone who has followed cricket over the last 25 years. He has been one of the greats. And he is not short on a few ideas to address some of the challenges facing cricket worldwide – without, in any way, being against the progress seen through workdcups, 20-20, the Indian Leagues etc. Very much a man for the future – looking for ways to protect and sustain test cricket.
In Ireland we have Uber in name – but not in the availability of private cars. What is the objection to this level of disruption? Would the disruption not result in better experience for consumers, better value for consumers, more capacity and greater use of these services by consumers? Clearly there would be disruption for the current incumbents – but this is inevitable with all new ways of doing business.
My own recent experiences in the US and Portugal have served to remind me that true Uber services are part of a modern economy – particularly when you are looking to attract and retain a strong tech community or to attract and develop tourism. And we want these people to grab an Uber rather than clogging up the streets with more cars.
Curious to see what transpires. Uber has of course attracted its own share of controversy in its short history. But as someone visiting foreign cities I have found the service to be outstanding – and represent much better value to me as a tourist than the traditional taxi options.
What a week – The Open played in Portrush and won by an Irish man, Shane Lowry. Wonderful venue – built for golfers and spectators. I spent Thursday and Friday on the links – following matches, taking in the atmosphere and enjoying the comraderie of golf fans from all over the world.
I was lucky enough to have been invited by a member to play Portrush last year. The first hole seemed a lot easier with none of The Open pressure. But then the pros made a lot of the other holes seem a lot easier than I had found them.
I drove from Dublin both days – or was driven Thursday and drove myself on Friday – a group of 4 on Thursday and 5 on Friday. All of us enjoyed it.
Thursday was obviously a huge disappointment for Rory – but for all of us on the links was fantastic to discover so many vantage points – between 5 and 6, along 7, behind 16 – And many more. The village, the catering, the bars – all worked so well. And we got to practice our donning and doffing of the rain gear. The weather improved in the evening and we stayed to see Ernie finish – it was 9pm before we left. Access to the course was great – and all of the logistics leaving went very well.
Friday – what a great day. Spent a couple of hours at the practice group. Mesmerised by the skill, the attention to detail, the obsession with ‘pulling down on the inside’ – or so it looked. Out on the links. Lots of little battles – watching GMac make the cut, Darren getting there but only to throw it away with a 7 at 18, Rory missing out on the cut by 1. And then there was the magic from Lowry.. Did not leave until 8.30. And the fast food stop near Lisburn was welcomed by all.
Played golf Saturday at Carrickmines and then watched Shane Lowry do his magic – course record. Fleetwood stayed in touch. Beginning to believe. Hard to reconcile my own 86 with Lowry’s golf. Not the same game. Although JB Holmes – on a bad day at the office – gave all of us some hope.
And then Sunday. So much drama at the first. Could have been a 3 v. a 6 in the top match – but finished a 4 v 5 – and the opportunity was lost (or the danger was averted!). Spellbinding golf. Would Lowry keep it together? Absolutely. And, in style and shotmaking approach, a great throwback to the genius of Christy O’Connor, Paddy Skerritt and their ilk.
So much to remember. And the opportunity for all of us to feel good about Shane, Portrush and The Open.
Barry O’Reilly has written, ‘Unlearn’, a stimulating book for anyone interested in change management or business transformation. In every walk of life we need to be able to set aside our preconceived ideas and take a fresh look. And this is the theme of the book.
Working with IAG
O’Reilly references in some detail the work he did with the IAG team some time after the appointment of Willie Walsh. And he obviously has a proven method – and supporting tools – for getting senior executives out of the office and into a creative environment. In my own consulting work over the years I have always seen major benefits in getting people out of their day to day working environment. It never ceases to surprise me how reluctant many CEOs seem to be to free up the time to make this happen.
C.S. Lewis
The book draws on many experts and is full of memorable quotes. My favourite is from C. S. Lewis: ‘You can’t go back and change the beginning, but you can start where you are and change the ending’. This seems to me to speak to so much to the reluctance to change, the resistance to kicking off transformation programmes. Do not waste too much time thinking about what went before. Preferably celebrate it. But look to what you can influence: changing the ending.
I have run many projects in the past focused on business process redesign. More recently I have become a convert to Lean – focus on customers, constant process improvement, work in the Gemba and relentlessly seek elimination of non value add. Barry O’Reilly references Toyota in a number of places – and picks out a quote from Taiichi Ohno which very much supports the Unlearn approach: ‘We are doomed to failure without a daily destruction of our various preconceptions’.
Leader challenges
O’Reilly sets out a number of challenges for current leaders – and is not shy about their likely need to unlearn much of that they practice. I thought his reference to entities with too much focus on cost cutting was interesting: risking resulting in people who cease to solve problems for themselves and embrace disempowerment. His definition of the job of a leader would challenge many: to design systems to enable people to experiment with potential opportunities and learn as quickly, cheaply and safely as possible while they discover how to achieve the desired outcome
In conclusion I thought this was a pretty good read – and introduces a number of interesting references. While I thought the pace of the book slipped in the second half, I do not believe this detracted much from the value of the book as a read for anyone looking to lead change or business transformation.
Beyond heroes – a lean management systems for healthcare by Kim Barnas
Just finished reading my Kindle edition of this lean book. Great reminder of what I learned a couple of years ago, completing my lean training. Describes how lean was adopted in Theda Healthcare in the US. Not all plain sailing. But lots of lessons learned. And lots of progress made.
Leadership and culture
Barnas puts the challenges to leadership/ management up front – side by side with culture. If lean puts continuous improvement at the centre then how do we sustain the improvements? Q leadership and culture. ‘Leadership succeeds only when it learns to evolve’ and ‘new management duties encouraged everyone to be more respectful, improvement focused and process orientated’.
Principles of lean management system
Barnas describes these, for Thedacare, as:
Managing by process
Using A3 and
Plan-Do-Study-Adjust (‘PDSA’)
Standard work
The emphasis on ‘Standard work’ attracted my attention: ‘they use standard work for all value creating and incidental work in the enterprise – designed, documented and continually audited, revised and improved by line managers and work teams’. Barnas sees stability in work processes underpinning continuous improvemet.
End to end value streams
Thedacare sees the patient as the ‘product’ and the flow of the patient through a cycle of care as the value stream. Barnas noted that most patients pass through more than one value stream. And Thedacare set end to end improvement goals across some of those value streams – with 3 or 4 multidisciplinary kaizen teams.
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Shane Lowry. Wonderful venue – built for golfers and spectators. I spent Thursday and Friday on the links – following matches, taking in the atmosphere and enjoying the comraderie of golf fans from all over the world.