Tag Archives: Effectiveness

Value

A recent New York Times article suggests that Rome is falling apart.  This may come as no surprise considering similar articles have suggested the same over the past decade.  It is nonetheless strange news for a city and country that are blessed with fourty-eight million tourist to its stunning countrysides, beautiful cities, and cultural treasures each year.

My wife and I moved to Rome in 2009.   I spent many summers in Italy as a child, but it is by living here that I realized the city is dazzling almost entirely through the preservation and promotion of its past success. This has the net effect of pushing aside the practical everyday needs of Romans.

In Thomas Friedman’s much talked about book, The World is Flat, a comparison is made to cities as collaborative platforms for social and economic progress.  As an IT professional, I can tell you that a technology platform’s value hinges on what it offers being fit-for-purpose and how it offers this being fit-for-use.  Rome is prioritizing the preservation of storied relics over the renewal of everyday services.  This makes the city a better fit for the purposes of its visitors than those of its residents.

Similarly, no resident here will resist the notion that Rome is increasingly unfit-for-use.  There are many complex reasons for this. A video that went viral last week may have a simple one.  In it, bus driver Christian Rosso attributes the recent chaos in the city’s public transportation system to the large quantity of city buses parked in the garage awaiting maintenance.  In other words, they are unfit for use and this has exhausted the patience of Rome’s visitors and residents alike.

My point here is not to fuel the nytimes article and its ensuing firestorm.  The fact of the matter is that Rome is one of the nicest cities you’ll ever visit.  However, If the city is to become more valuable to current and future generations of tourists and residents, the mayor and his team need to propose services that satisfy the changing needs of its 21st century residents.  They need to equally ensure these services work and can be relied upon throughout the year by residents and non-residents alike.

Value is an atomic all or nothing proposition.  Uncovering it requires the wisdom and leadership to understand purpose, as well as the knowledge and management to ensure its uninterrupted availability.

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Culture

A thought hit me the other day which I will briefly share with you in this post.  Read through today’s popular management journals and magazines and you’ll find numerous references to culture and its unique ability to influence quality of work and organizational performance.  Take for instance  Clayton Christensen’s brilliant portrayal in the widely popular article “How will you measure your life?“:

 “Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems.   It can be a powerful management tool.​”

What hasn’t been clear, at least to me, are the characteristics of culture in achieving this influence.

If you agree with Clayton –  that culture is a mechanism by which individuals prioritize and select ways to tackle recurring problems, then consider that this mechanism is inherently instinctive, not unlike the seemingly innate behaviors that characterize an individual’s unique talents.   So while culture and talent are conceptually different (e.g. the former underpinned by values, the latter by genetics), they both appear to promote instinctive and recurrent behaviors.  It is these same behaviors that can have a huge influence (i.e. positive or negative) on quality and performance.[1]

*** Notes ***

[1] In their book, First Break All the Rules, Marcus Buckingham and Curt Coffman suggest that a focus on talent offers the advantages of a strengths-based hiring approach.  One of these advantages is employee engagement, and as Tom Rath, Author of StrengthsFinder 2.0, points out, “People who have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and more than three times as likely to report having and excellent quality life in general”.

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