Sometimes running a business without clear policies, processes and procedures can lead to disaster. I'm not against innovation or agile but next time somebody says "what's the worst that can happen" do give this some thought!
The cause of the accident was human error. The RBMK reactor is designed to run at or near full power or be shut down. Running it at low power is a bad idea, since that design is unstable at low power settings. There was also a design flaw in the control rods that, under the right conditions, could cause a momentary increase in reactor power. Anyway, the reactor operators (without input from the folks who designed the reactor) were running a test to see if, after a shutdown, the residual heat in the core could make enough steam to keep a backup turbine spinning to power the backup cooling system. Great idea- if they'd known exactly what they were doing. When the reactor (being held at low power for the test) went unstable, the operators tried to SCRAM it (emergency shutdown.) Tragically, when they dropped the control rods, the reactor was in the exact state that would make the control rods cause a power spike. That caused a "power excursion" in the core. Now, a hair dryer puts out about 1,000 Watts of heat. At full power, the Chernobyl reactor would power 1 million hairdryers, and put out as much heat as 3.5 million hairdryers running at once. Now, imagine releasing enough heat to run those 3.5 million hairdryers for months- in half a second. All the water in the core flashed to steam, and blew the reactor to smithereens
ciChange is a not-for-profit forum for ideas and discussion, about all aspects of Change Management, including people, processes, teams and leadership. It is a place to share and exchange models, papers, ideas and information about change. We welcome participation from a broad audience, including business and change leaders as well as project & change providers.
Sunday, 22 April 2018
Saturday, 7 April 2018
Imaging if a £10 note had a memory
If a £10 note had a memory it could say where it has been, and what it has been used for. An intelligent £10 note could even decide what it can be used for and what it cannot.
It is entirely acceptable that Iceland should have its own currency and Britain should have its. But Iceland is the size of Bristol, so if size isn’t the factor maybe the factor is community?
If a community had its own currently (rather that being like Greece, hostage to the decisions of another) then an intelligent £10 note could help the economy.
Of course you’d always have choice – you could have an intelligent £10, plus EUR, USD, GBP, etc., but the local intelligent £10 would be really useful for benefits, grants, discounts, tax community services etc.
Imagine paying people in intelligent that could only be used for food, drink, housing and not used for drugs or crime. Would that be a good thing? What if they had EUR, USD, GBP for everything else?
What if taxes raised could only be used for the purposes agreed?
Is the above is the future of Crypto currency?
By TimHJRogers
https://www.linkedin.com/in/timhjrogers/
Bitcoin and Blockchain Jersey
https://www.facebook.com/groups/991338591017738/?ref=bookmarks
#tax #crypto #bitcoin #currency
Sunday, 4 March 2018
Whose future is it anyway? - Policy is about what is right in the long-term not what is liked in the short-term.
Whose future is it anyway? - Policy is about what is right
in the long-term not what is liked in the short-term.
I enjoyed your article “ Whose future is it anyway” [Connect
magazine page 48] and feel motivated to contribute to the discussion.
The implication of the title is that the future belongs to
the young. Certainly there is a view that Brexit has greater implications for
the younger generation who will live with the consequences of a decision
substantially made by older generation who have previously enjoyed the benefits
of those arrangements.
RE-THINKING AGE AND PLANNING HORIZON
More and more of us will live to 100 and our economic life
is not over at 50. Nor is the valuable contribution that we can make to society
ended when we retire. With changes in demographics and health there may be significant
future challenges for the older generation who either need care or are not
ready to be replaced by the educated and adaptable bright young challengers.
There are real problems for the young including student
debt, high house prices, a gig economy and the reluctance of the generations
before them to relinquish opportunity and power. However projecting forwards
20, 30 or 50 years the challenges are likely to be climate change (raised sea
levels & insurance premiums), health (costs and services), homes
(availability and price) and employment (jobs and pay).
The short-termism of fixed-term, part-time, zero-hours, and
temp contacts makes planning difficult for all generations. It creates
uncertainty albeit that some may see this as opportunity, others will see it as
risk.
The concept of planning horizon which is touched upon in the
comments like “too many cars” and “not enough variety” and “too expensive” are
all factors which are difficult to change in the short term, and relatively
easy in the long term.
This surely is the purpose of politics and policy. The
ability to make decisions now which will have far reaching and far sighted
impact. Nobody is going to be elected for advocating “one car per household” in
2019, but is it not possible to commit to a series of emissions targets
supported by no petrol and no diesel cars by 2030?
The challenges you highlight are not going to be addressed by
businesses pre-occupied by short-term cash flow, production and profit. The
role of government is not to be a business, nor to compete with business, but
to address the issues that business cannot. In short business is about profits,
government is about policies.
POLICY V PERSONALITY
What worries me about recent referendum, elections, and with
an eye towards Jersey’s forthcoming elections, is that politics nowadays is a
combination of celebrity and sales with style often being more important than
substance.
People vote for personalities not policies. I think a
valuable service to the future will be fact checking and a bias away from
personality toward policies.
“Can't decide who to
vote for? Find out whose policies you prefer for the election. It’s quick, fun,
and sometimes surprising! ” https://voteforpolicies.org.uk/
Current debate is largely short-term and popularist. The
debate should not be about the price of a service or the value of an asset now
but what we need, want, expect for the next 50 years. Make the decisions based
on long-term fact not short-term personal interest.
Some might argue that the price of rejecting a park at the
site of the Hospital in order to preserve People’s Park is a short-term
decision made by a cohort of well-meaning petitioners. This may have
implications for a whole generation who in the future may lament not having a
health service in town and a park stretching from parade gardens to the
waterfront.
I highlight this not to take any side, but because it is both
controversial and unpopular but policy is about what is right in the long-term
not what is liked in the short-term. The existing stalemate benefits nobody.
The same is true for the issues raised in the page48 jerseypolicyforum
article Connect magazine. To deliver a different future we need to be
architects with a vision not bricklayers doing an extension. More of what used
to work in the past does not build a future. Henry Ford said “If I asked people
what they wanted they’d have said faster horses”
A ROLE FOR JERSEYPOLICYFORUM
I realise that jerseypolicyforum.org will not want to become
embroiled in politics in the months leading up to Jersey’s elections. However
now more than ever I believe there is a need to discuss and fact-check policies
(independent of whoever espouses them).
https://www.bailiwickexpress.com/jsy/connect/issues/february-2018/#.Wpz4SbhbkdU
Friday, 9 February 2018
Has life get any better for Solopreneurs, Entrepreneurs and Start-Ups since 2015?
Remember the economy was different in 2015, but I wonder how
different the issues are in 2018?
THE ORIGINAL IDEA AND INVITATION IN 2015
With businesses, banks and government downsizing we can
expect more people to become “reluctant entrepreneurs”. Indeed we anticipate
the current financial black hole will see a significant amount of job shed and
a number of people seeking new self-employment.
Moreover digital and global changes with decentralisation
and mobility is bringing a shift back to “cottage industries”, working from
home, or small shared hubs, like Digital Jersey.
ciChange are interested in independent consultants,
solopreneurs and start-ups in Jersey. We’d like to discuss the challenges, pros
and cons of setting up and running as an independent, and identify what
experiences we can share, where might be able to collaborate and what would
make the business of being an independent much easier, better and more
rewarding.
Would you be prepared to complete a short survey and
contribute to a 2 hour workshop?
We are looking for between 8 and 16 people to offer a spread
of ideas, experience and industries. If more people are interested we may, with
Chamber of Commerce and Jersey Business run further, future workshops and
feedback sessions for the outcomes and progress.
The aim is to conclude with a report to be shared with
Chamber of Commerce, Digital Jersey, and Jersey Business in an effort to help
startups and solo independent consultants in Jersey.
THE FINDINGS IN 2015
There were 32 respondents to the questionnaire and workshop
audience (12) invited to “score” their top 3 issues, and those with the highest
score got discussed first.
Score Theme
9 Coaching /
mentoring (Fear?)
7 What
government can (and cannot) do (incl tax, socsec, gst etc)
3 Charge rates
3 Legal
Start-Up Pack (insurance, accounting, employment law etc.)
3 Startup
funding (including incubators)
3 Growth
strategy and growth implementation
2 Ability to
work with the States
2 Skills level
1 Structured
guidance
1 Understanding
finance, funding IT
1 Light
industry opportunities
0 Market
prices / market information
0 Directors
responsibilities
We then explored the top 2 in the greatest detail and
identified the following broad themes and 20 ideas for improvement (not listed
here in the interests of brevity!).
1. There
was a feeling that social, economic and technology changes combined with
increases in bureaucracy mean that more people will be independent and work in
loose affiliations and groups in preference to building larger organisations.
2. There
was criticism of some agencies for not being joined-up and at times being
critical without being constructive with advice. Guidance in some cases is
inconsistent and not coherent resulting in stop-start and dead alleys as people
move from one agency to another.
3. There
was concern about guidance and support on issues relating to redundancy and
startups, noting that redundancy often produces “reluctant entrepreurs” who
need guidance and support.
4. There
was discussion of some form or barter system or credits whereby independents
might collaborate, cooperate and help each other, perhaps through forums or
sponsored networking events.
WHAT IS THE SITUATION IN 2018
I wonder how much has changed? Is there a need for a
joined-up forum, focus-group or support network for Solopreneurs, Entrepreneurs
and Start-Ups.
Or are these issues now addressed by the positive steps and supportive services provided by Digital
Jersey, Jersey Business, Chamber of Commerce, Barclay’s Digital Eagle and IoD?
I would be interested in comments and feedback.
SOME USEFUL LINKS IF YOU ARE A SOLOPRENEURS, ENTREPRENEURS
OR START-UPS
ABOUT THE AUTHOR
Tim Rogers is a Qualified Change Practitioner and PRINCE2
Project Manager, with an MBA in Management Consultancy. Past projects have included
the incorporation of Ports of Jersey and Operations Change and Sales Support
for RBSI and NatWest. He is a tutor/lecturer for the Chartered Management
Institute.
CONTACT
TimHJRogers@AdaptConsultingCompany.Com
+447797762051 Skype: timhjrogers TimHJRogers@gmail.com
Sunday, 3 July 2016
THE CHOICE OF MESSENGER IS AS IMPORTANT AS THE MESSAGE
MANAGING STAKEHOLDERS
Much has been written about stakeholders. The most frequently used model is to group stakeholders according to Power/Influence with those with Power + Influence being carefully engaged and those without Power + Influence being a lesser priority.
If you are unfamiliar with Power/Influence matrix read this blog…
https://www.linkedin.com/pulse/20141209102103-26759263-stakeholders-analysis-power-influence-interest-matrix
I would like to explore a different approach, notably with a view toward what is said and how we say it based on two other models, the first is the DISC model and the second the 7 key influence methods.
In summary DISC suggests that people broadly fall into the following personality categories ..
RED (Dominant) Task/Outgoing: Dominant, Driven, Decisive
GREEN (Influencer) People/Outgoing: Persuasive, Optimistic, Creative
BLUE (Stable) People/Reserved: Caring, Supportive, Calm, Patient
YELLOW (Cautious) Task/Reserved: Cautious, Data-Orientated, Persistent, Analytic
If you are unfamiliar with DISC model read this blog…
https://www.discprofile.com/what-is-disc/overview/
It is useful when working with stakeholders to think about what are their “hot topics”: What do they worry about; What they care about; What do they frequently talk about.
Then, using DISC start to think about how you might present information to them and using the 7 key influence methods think about how you might persuade them.
Do it…
1. Because you like me, and you’re like me
2. Do it to reciprocate, repay past or future debt or promise
3. Do it because everyone else is doing it
4. This offer is good for a limited time only
5. Do it to be consistent, with past, with values, with type
6. You can believe me, I’m an authority
7. Do it or else (use sparingly!)
If you are unfamiliar with 7 key influence methods read this blog…
https://www.linkedin.com/pulse/magnificent-7-ways-influence-avoid-react-tim-hj-rogers
The problem is that often people present too much data to people who want brief summaries [RED (Dominant)] or not enough data to people who want facts [YELLOW (Cautious)]. Similarly too much focus on task may be upsetting to people whose concern is people, or vice-versa.
Moreover there may be a wrong assumption that people are always motivated to do what everyone else is doing [Do it because everyone else is doing it] rather than because the expert think this is the right thing to do [You can believe me, I’m an authority]
I therefore strongly recommend that for big issues which are dependent upon stakeholder engagement it is really important to think about both DISC and the 7 key influence methods.
Time spend carefully understanding the “hot topics” and crafting the “key messages” is time well spent and choosing the right method, style and timing of communication is key to making sure your efforts are rewarded.
Finally, and importantly, don’t always assume you should be the person doing the communication. People are often more influenced by their friends, family or professional colleagues. This suggests that exactly the same message will be received differently depending on who said it.
Understanding this is vitally important because success it is very often about dialogue through people and the choice of messenger is as important as the message.
CONTACT
If you are interested in any of the above and would like to contribute to the discussion by posting a comment, or meet with me to chat about your experiences and the issues and opportunities in your organization I would be delighted to meet and buy the coffee and croissants for an interesting conversation.
ABOUT THE AUTHOR
Tim Rogers is an AMPG Qualified Change Practitioner, a PRINCE2 Project Manager, with an MBA in Management Consultancy. Past projects have included the incorporation of Jersey Post Office, Operations Change and Sales Support for RBSI and NatWest and the integration and incorporation of Jersey Harbours and Airport. He is a tutor/lecturer for the Chartered Management Institute, a past curator for TEDx, Team manager for Jersey’s Triathlon Island Games Team and Performance Director for Jersey Rowing Club.
THE MAGNIFICENT 7 WAYS TO INFLUENCE, AVOID OR REACT
These are check-lists that I have developed from various sources, none is entirely original but I have found them useful and happy to share with others.
7 WAYS TO INFLUENCE
Do it…
1. Because you like me, and you’re like me
2. Do it to reciprocate, repay past or future debt or promise
3. Do it because everyone else is doing it
4. This offer is good for a limited time only
5. Do it to be consistent, with past, with values, with type
6. You can believe me, I’m an authority
7. Do it or else
7 WAYS TO AVOID INFLUENCE
No, because...
1. I like you, but I don’t like this proposal
2. Is this a favour? Are you looking for something in return?
3. Just because everyone else is doesn’t mean..
4. If I don’t have time to think, I don’t have time to buy
5. I need to think about what I want, and be consistent with that
6. If I were you I might, but I’m not you
7. Please explain the “or else” slowly so I fully understand
How to react to negative feedback (possibly bullying)
1. Ask for time to think - it should force a pause or moment of silence.
2. Think about what you want to happen - don’t fight back, think forward.
3. Get the bully to stop yelling - “Please speak more slowly, I’d like to understand” or (if on the phone) say nothing until they ask “Are you still there?”
4. What ever you do don’t explain - think forward, don’t justify, recriminate, excuse or offer explanation. They’re looking to exploit weaknesses (-) not strength (+)
5. Ask “what would you like me to do?”. If so challenged they will ask you for something more acceptable than what they want. This is your exit opportunity.
6. Don’t take criticism personally - attacks on your team, your work, your values, etc are not attacks on you. Although it is hard to resist “fight or flight”
7. Learn from criticism - if you wait 24 hrs before answering criticism it will demonstrate maturity, reasonableness and you may learn something!
CONTACT
If you are interested in any of the above and would like to contribute to the discussion by posting a comment, or meet with me to chat about your experiences and the issues and opportunities in your organization I would be delighted to meet and buy the coffee and croissants for an interesting conversation.
ABOUT THE AUTHOR
Tim Rogers is an AMPG Qualified Change Practitioner, a PRINCE2 Project Manager, with an MBA in Management Consultancy. Past projects have included the incorporation of Jersey Post Office, Operations Change and Sales Support for RBSI and NatWest and the integration and incorporation of Jersey Harbours and Airport. He is a tutor/lecturer for the Chartered Management Institute, a past curator for TEDx, Team manager for Jersey’s Triathlon Island Games Team and Performance Director for Jersey Rowing Club.
LIFESTYLE BUSINESS V ENTREPRENEUR
INTRODUCTION
This blog is a reflection of having worked in businesses that were going to grow, sell and make millions, as well as having established my own business with more modest ambitions to provide great service at low cost. It is not to champion one over the other, but to compare and contrast whilst noting that a whole range of factors may influence your preference including age, circumstance, lifestyle, ambition and income demands as well as your product, service and customers.
LIFESTYLE BUSINESS
A lifestyle business is a business set up and run by its founders primarily with the aim of sustaining a particular level of income and no more; or to provide a foundation from which to enjoy a particular lifestyle
https://en.wikipedia.org/wiki/Lifestyle_business
ENTREPRENEUR
By contrast an entrepreneur has traditionally been defined as the process of designing, launching and running a new business, which typically begins as a small business, such as a startup company, offering a product, process or service for sale or hire. For the purpose of this blog an Entrepreneur is different from a lifestyle business only in so far as they aspire to grow the business either with a view living off the proceeds from selling it.
https://en.wikipedia.org/wiki/Entrepreneurship
THE PROS AND CONS
Generally a lifestyle business run by its founders is unlikely to have many staff, and may be modest in both client base and income. If the aim is simply to provide sufficient income to pursue other interests there is no motive (or need) to manage growth or all the extra-overheads associated with creating capacity and satisfying demand.
From a client perspective these businesses can be very efficient: there is no big sales, marketing, HR, or technology team all of whom add to the costs of the product or service without adding to the quality or outcome.
From a founder perspective close to 100% of the income goes directly to the founder, with minimal overhead and without the need to pursue additional work simply to fund the overhead.
An entrepreneur by contrast will have to work much harder to grow a business and provide the income to sustain that growth. The bigger the business the more that growth is overhead (sales, marketing, HR, technology) all taking from the income but not contributing to it.
The prize for such growth is questionable if the additional income is spent simply maintaining operations rather than paying a dividend to the founder for their efforts.
THE LIE THAT BIGGER IS BETTER
There is the idea that having a bigger business is better because you can delegate all the work, but in truth even if they are doing all the work you as founder will be doing all the co-ordination necessary to guide the ship and that may be harder and less satisfying them actually doing the work that yields the income.
From a client perspective there may be a feeling of safety in numbers; that doing business with a small business or one-man-firm is inherit more risky than doing business with a firm that employs more people.
The reality is that there is dependency on good people irrespective of whether they are the employer or the employee and arguably you are going to get more commitment from someone whose income comes directly from the client as a result of their performance than someone who can be ill, take holiday or have their attentions directed elsewhere or quit their job with no recourse for the client.
RISK AND REWARD
The risk and reward does appear to favour the entrepreneur, however is we assume that a good one-man-firm earns £100k , divided by 220 working days in a year that’s £450/day.
By contrast if you employ 3 people doing billable work (£90k) and employ a book-keeper (£30k) operating from a small office (£10k) with modest infrastructure (£5k) you’ll find that you need to bring in £1068/day to achieve exactly the same result.
These numbers are indicative only because the higher wages for good people and financial burden of admin and the time lost to admin and bureaucracy is likely to make this scenario even less tenable.
From a client perspective they are getting access to talent worth £30k salary, rather than the commitment of someone valued at £100k [this pre-supposed that price is actually reflective of value, which is a whole debate within itself]
In this scenario both founder and client loose-out.
FEWER PEOPLE WANT TO BIG BUSINESS
Perhaps the biggest factor is the change in demographics, education, culture and expectations. Fewer people want to be “wage slaves” and more relish the opportunity to do their own thing, working collaboratively in dynamic environments.
Clients too increasingly favour employing people who are passionate about their product or service than those who simply sing the corporate song of somebody else’s for as long as their being paid.
The industrial revolution which saw people flock to the cities to find work with the factory employers is now in reverse with tele-working and globalization persuading people that the time spend commuting and the cost of posh premises is simply not valued by the people doing the work, or the customers paying for it.
NETWORKS, CONSORTIUMS AND COLLABORATIONS
Instead we are seeing Networks, Consortiums and Collaborations as being the replacement for corporate employment since these provide the breadth and depth of multi-disciplinary skills, and the social fabric for communication, innovation and collaborative working.
The great value of this is that good, strong and successful Networks, Consortiums and Collaborations with thrive and others will wane. The ebb and flow of new combinations for new projects and initiatives provides a more dynamic and innovative environment for rapid change without the encumbrances of juggernought business which simply cannot offer this depth of resource pool or flexibility.
CONTACT
If you are interested in any of the above and would like to contribute to the discussion by posting a comment, or meet with me to chat about your experiences and the issues and opportunities in your organization I would be delighted to meet and buy the coffee and croissants for an interesting conversation.
ABOUT THE AUTHOR
Tim Rogers is an AMPG Qualified Change Practitioner, a PRINCE2 Project Manager, with an MBA in Management Consultancy. Past projects have included the incorporation of Jersey Post Office, Operations Change and Sales Support for RBSI and NatWest and the integration and incorporation of Jersey Harbours and Airport. He is a tutor/lecturer for the Chartered Management Institute, a past curator for TEDx, Team manager for Jersey’s Triathlon Island Games Team and Performance Director for Jersey Rowing Club.
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I have blogged about DISC as a means of categorizing people according to their behaviors. Dominance - direct, results-oriented, strong-wille... -
MINDFULNESS IN THE DEVELOPMENT OF RESILIENCE I have recently run TEDxStHelier in Jersey which featured TEDx Speakers Garry Stern and Dr....
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From a cultural perspective, a certain level of conformity with client culture at the outset is smart. In order to be accepted by t...