And the 2020 Digital Champions Club Scholarship winners are…

Each year the Digital Champions Club offers three 12-month scholarships to amazing organisations doing wonderful things in the community. This years winners are…

…drum roll please…

FirstChance, a Newcastle based not-for-profit who provides early intervention and support for children with disabilities or developmental delay, and their families.

and

Campbell Page, a national not-for-profit who provides employment support and services to people struggling to find and keep long term jobs.

We are incredibly excited to have both these wonderful organisations join the program in 2020.

You might have picked up that there were three scholarships but only two winners. Although we hoped to award three scholarships we couldn’t. Unfortunately we didn’t have a third applicant that measured up to our expectations in terms of preparation and commitment. And it’s what you say no to that ultimately determines success.

Which leads us on to this week’s blog.

The value of doing one thing well.

A year or so ago we did a bit of DIY around our house, one of the jobs on the list was repainting our staircase. We went and got the undercoat, the paint, brushes, and drop sheets and one weekend we started painting. Like with most jobs you do the easy bits first. On the first day we started with the undercoat, we painted the treads and the uprights but didn’t get around to cutting in around fittings and the bits close to the wall.

On the second day, well actually, we haven’t got to the second day yet. Our half painted stairs have sat in the same state for the last 12 months. We haven’t found time to finish the undercoat and we found out that the top coat needs four days without use to fully cure. We keep meaning to do it right before we go away for a weekend but then we get busy and it gets postponed until next time.

But have we really not had the time? Since starting the staircase we’ve managed to complete a whole bunch of other jobs around the house. We’ve gardened, weeded, moved bedrooms around, moved other furniture around, washed walls, cleaned gutters, put up shelves, washed windows, and moved more furniture (yes there is a pattern).

The world is full of half completed and poorly implemented projects because we’d rather find new easy things to do than finish the hard things in front of us.

For members of the Digital Champions Club there is rarely a shortage of improvements they could make, but if we try to do them all at the same time we won’t do any of them well. We will eventually succumb to human nature and stop doing the hard work that’s needed to finish projects. And unlike my half painted stairs that are still usable (just not very attractive) a half completed technology project has very little use at all.

That’s why we teach Champions to only take on two projects at a time and push back if they want to start a new one before the old ones are complete. There is far more value in doing one thing well than doing multiple things badly…just as there’s value in being able to heed your own advice.

This blog post has been syndicated to www.digitalchampionsclub.com.au. For comments and ideas, visit this page.

The Paradox of Growth

Alongside profitability, growth is seen as a cornerstone of organisational success. Growth implies market fit — it indicates that the world wants more of what you do. Growth is generally seen as a desirable objective for CEOs and business leaders but there is an underlying paradox to business growth: the more you grow the harder it becomes to grow.

Initially, growth makes things easier. Organisations gain certain benefits as they scale (sometimes referred to as economies of scale). For example, materials can be bought cheaper, machinery and people can be better used, and overhead costs such as rent and utilities can be spread across greater output. All these factors serve to lower the cost of doing work, which in turn makes an organisation more competitive and, as a result, improves profitability.

These benefits generally kick in quickly but then slowly dissipate (you might get a 20% discount if you double an order but you don’t get a 40% discount if you quadruple it). On the other hand, the challenges of growth start slowly but then rise rapidly. These challenges (sometimes referred to as diseconomies of scale) include maintaining communication as an organisation grows, the problems of coordinating the work of more people, more layers of management and slower decision making, and the need for more reporting, checks and balances to ensure the right work is being done in the right way.

Research suggests that as organisations grow, they reach a tipping point where complexity starts growing faster than revenue which leads to decreasing productivity, falling profits, overworked employees, and growing frustration for business owners. Eventually, they reach a point where the cost is greater than what people will pay and there is no point in the organisation growing further.

Unless…

…it can push out the point where things get harder. Obviously some organisations grow very big and very profitable, but they don’t achieve this using the same systems and processes they used when they were small. If an organisation wants to grow to its full potential it will eventually need to rethink how it does its work. Key to this renewal is bringing in the technology solutions that automate, simplify, and streamline work, allowing for further growth without increased headcount and the complexity and challenges it brings with it.

Ideally, this isn’t done when everything is already broken but done on a continual basis. Rather than identifying and fixing the things that are already broken, a continuous approach allows organisations to prepare in advance for the processes and tools they might need in the future. Perhaps the biggest challenges for growing organisations is finding the time and resources to do this proactively. This can be a real challenge when people are already feeling stretched, but committing the time up front is almost always less costly than dealing with the consequences later.

If your organisation is experiencing growing pains and you want to do something about it, consider the benefits of joining The Digital Champions Club, a community of practice that shows you all the tools you need to leverage growth through better technology use.

How complexity kills communication

The network effect is generally seen positively. It refers to the idea that as a network gets bigger it becomes more valuable.

The value of owning the first fax machine is effectively zero because there is no one to send a fax to. But add a second fax machine and there are two faxes that can now be sent (A to B and B to A).  Add a third and it goes up to six, add a fourth and it increases to 12. By the time you add a fifth fax machine there are 20 different faxing possibilities. Buying a fax machine when there is already a large network of fax machines is far more valuable than buying the first. The value of the network grows as it gets bigger.

But there is a flip side  to the network effect. As networks grow in size and complexity, maintaining communication and coordinating activity becomes harder. If we were to frame this in terms of business, by the time you reach the status of ‘medium sized business’ and hire your 20th member of staff, you have created the potential for 380 different one on one interactions within your organisation. This means that for every message that is sent there are 379 opportunities for another message to conflict with yours.

Complexity grows exponentially as your business grows and as complexity increases communication suffers. That’s why we end up spending so much time in email and (often pointless) meetings. Research by organisations such as McKinseys and Harvard Business School indicate that in larger organisations, less than 45% of the average employee’s time is spent doing the work that matters to customers.

The rule of three and 10

Hiroshi Mikitani, the CEO of Japanese online retail giant Rakuten, came up with a rule that elegantly captures the challenge of growth. The rule of three and 10 simply stated is ‘Every time a company triples in size – Everything breaks’.

The processes and systems that work well for a sole operator won’t suit a team of three. What works for a team of three will be ultimately unsuitable for a team of 10, and if that team of 10 grows to 30 everything will break again.

Although the organisation only got three times bigger, at each point it becomes 10 times more complex and difficult to manage. This means that as the organisation grows, each member of staff spends more time managing (or being managed) and less time doing the work that matters.

The digital advantage

Thankfully, just as the industrial revolution created new ways to scale production, the digital revolution is creating solutions to address these information challenges.

The digital revolution is a broad shift away from people using predominantly analogue technologies such as pens, paper, typewriters and Australia Post to using Information Technologies such as apps, tablets, keyboards and email.

These Information Technologies, or I.T., have three distinct advantages over analogue technologies in terms of speed (information can be shared faster), cost (common processes can be automated), and accuracy (information is less likely to be misunderstood).

Put another way, digital is the antidote to things that are either slow, expensive or potentially wrong. All of which are considerable barriers to future growth.

If you represent a Not-for-Profit or values-driven business dealing with the challenges of growth, you might be interested in applying for the 2020 Digital Champions Club scholarships. The Digital Champions Club is where I help SMEs find and implement digital solutions to growth problems. If you don’t represent one of these types of organisations you might be interested in checking out the program anyway.

IT is not a cost centre

I have ranted before about the shortfalls of budgeting and how budgeting encourages us to think of projects in terms of cost rather than in terms of value creation. This is particularly troubling for parts of the organisation known as Corporate (or Shared) Services. Corporate Services generally include areas such as Legal, Human Resources, Procurement and IT. These services are necessary for the smooth operation of the business, but unlike Operations, they are generally not considered to be income generating. As they aren’t directly involved in income generation, they are often seen by the rest of the business as a necessary evil where their cost (and often their involvement) needs to be minimised (for IT this challenge is often particularly acute because in many large organisations the Head of IT reports into the CFO).

The problem with this approach is by focusing on cost minimisation, organisations inadvertently also reduce value generation.

In the modern workplace, technology improvements have become an increasingly fertile ground for innovation but ‘innovation’ is often in direct conflict to the IT department’s primary objective of platform stability and security. Perhaps the simplest definition of innovation is ‘change that creates value’, but change both contradicts the goal of stability and also necessarily comes with attached risk, and risk is often viewed in conflict with the goal of security.

This perceived conflict has created a certain inertia in how IT departments operate that somewhat ironically results in more but different types of risk. Organisations might think they are reducing short-term operational risk by focusing on stability and security, but in doing so they are creating medium-term implementation risks (as change shifts from being small, relatively simple and continuous to large, relatively complex and sporadic) and longer-term strategic risks (as competitors identify and implement technology innovations at a faster rate).

An alternative is to re position IT (and perhaps all corporate services) as innovation catalysts. Rather than passively waiting for people to tell them what they need, IT could be proactively engaging with the business to find out what could be done better (and then working in partnership to make it happen). I often talk of IT as being Digital Champions but like many terms that have entered our collective lexicon, its familiarity has led to it losing some of its meaning. A Digital Champion is someone who keeps abreast of emerging technology opportunities and then champions its potential within the organisation. Championing something is unavoidably and unashamedly proactive. It requires constant engagement, education and ultimately a sense of (shared) service.

If this feels like a seismic shift, it doesn’t need to be. Like any change it is best if it’s started small. It should not be focused on investing in or developing new platforms and instead aim to unlock the latent potential in the platforms an organisation has already invested in. Perhaps the biggest change requires is a change of mindset. Like other Corporate functions, IT are often treated as second class citizens, and as a result many have come to believe it. But by giving the IT team the tools and training, and subsequently the belief that they can drive innovation and add ridiculous amounts of value to the organisation, we can change this perception.

At the end of the day, the best way for IT departments to change the perception that they’re more than a cost centre is to prove it. All they need to do is take the time to understand people’s challenges and then share the know how they already have.  Person by person, team by team, department by department.

I’ll be hosting a two-day intensive program on 15-16 October in Sydney where we will take your champions through the process of identifying, investigating and delivering technology improvements with sustainable success. As a special offer, use the promo code INTENSIVE20 to avail of a 20% discount on the ticket price. Click here for tickets and further information on this insanely practical event.

What is the minimum rigour?

When it comes to getting technology projects approved in organisations, there is almost always a detailed process to follow. This process is designed to ensure that each project is rigorously assessed and the right projects get approved. But is it possible to have too much rigour?

The difference between making things and improving things
Most project assessment processes are designed for making new things. Project management methodologies such as PRINCE2 and PMBOK provide lengthy processes for identifying stakeholders, collecting business requirements, creating business cases, getting project approval, assembling the project team and planning the project…all before anything actually gets done. Now it’s not to say that these processes don’t have value, but for smaller ‘improvement projects’ they can also add unnecessary complexity and friction.

Rigour makes things rigid
Long convoluted approval processes that define projects to exacting requirements can in fact make projects unnecessarily rigid. Not only can excessive planning make us option-blind (unable to see previously unconsidered but potentially beneficial courses of action) research also suggests that increased planning is not necessarily correlated with greater value generation. There is a real risk that too much rigour means we’re developing worse outcomes, not better ones.

Rigour adds friction
The secret to promoting certain behaviours within an organisation is to decrease the friction associated with more preferable behaviours and increase the friction associated with less preferable ones. If we assume that organisations want to be more innovative, and that a simple definition of innovation is just ‘change that creates value’, then we need to decrease the friction associated with identifying and approving change initiatives. If we make it hard and time consuming for people to identify and implement improvements in how they work (or with the technology systems they use) then their most likely response to a new idea is ’stuff it’.

Rigour is often opaque
The process for getting a project approved is often unclear, and sometimes intentionally so. In fact, there are often vested interests in saying ’no’ and maintaining the status quo (for instance this might happen where the value of a project accrues to one part of the organisation, such as marketing or operations, but the cost of implementing and maintaining the project falls on a different part of the organisation, such as IT). The more complex the approval process and the more variables to consider, the less transparent the process becomes.

In praise of minimum rigour
If we were to apply the Pareto principle, we could estimate that 80% of the risk of a project can be removed by applying just 20% of the rigour. What’s more, reducing the amount of effort (and ‘sunk costs’) that go into the assessment process means that even after a project has been approved, we are less likely to feel beholden to it if conditions or information changes. So what exactly does minimum rigour look like? Well this might change from one organisation to another but there are certain characteristics you might look for

  1. It fits on a page – The plan on a page approach is common in improvement methodologies such as Lean Manufacturing. I’ve seen the ‘plan on a page’ concept extended to two sides of an A3 piece of paper but my belief is that a good plan can be presented on one side of an A4 page.
  2. It answers the big questions – There should be some clear questions that need to be answered as to why the project is being done (including a clear value proposition), how the outcome is going to be achieved, and what is going to happen.
  3. Anyone can use it – As soon as you require a Business Analyst or some other specialist person to complete the project plan, you have added unnecessary friction. The process should be available to everyone and the process for getting to ‘Yes’ should be quite clear.

The Digital Champions Framework teaches an approach to minimum rigour for IT improvement projects based on just nine questions. If you’d like to learn the approach and understand how it can be applied check out our upcoming two-day intensive training programs in Perth, Melbourne and Sydney.*

*Up until the 30th June you can also use the promo code EOFY20 to get a 20% discount on DCC event tickets.


Digital Champion’s Two-Day Intensive Upcoming Dates

14 – 15 AUGUST | PERTH
4 – 5 SEPTEMBER | MELBOURNE
15 – 16 OCTOBER | SYDNEY

Click here for information and tickets


See Simon Speak

Simon will be joining a panel of five awesome speakers who will be presenting at the Getting Sh!t Done Events on the following dates:

11 JUNE | CANBERRA
13 JUNE | MELBOURNE

Between the suggestion box and shadow IT

What is your organisation’s approach to identifying technology opportunities? One common approach is some form of suggestion box. Just pop your idea (somewhat ironically) onto a piece of paper and drop it in the box. At some later undefined date, an ‘expert’ will assess the idea and determine whether it is valid (often with little understanding of the person or job that it relates to) and affordable (often including an assessment of cost but rarely an assessment of value).

Then, assuming it meets the required criteria it will then be added to the backlog of other projects that the under-staffed IT team is currently trying to wade through. When it finally gets to the front of the queue, it will then take another indeterminate amount of time to write and approve a requirements document and scope of work which is the precursor to getting something done.

Unfortunately this approach is slow, opaque and full of friction. This in turn results in people not bothering to use it, even if they have genuinely good and easy to implement opportunities. In fact, the friction of the suggestion box method is a major contributor to another method, commonly referred to as ‘shadow IT’.

Shadow IT is when technology products are procured and deployed without the knowledge of the IT department. It involves individuals identifying a problem themselves and then playing around with a few different apps to see if one can help fix it. After signing up for half a dozen free trials and testing each of the apps with potentially sensitive corporate data, they then select their preferred solution, enter in their credit card details and the work is done…unless of course they didn’t test their requirements completely and they then find out the app didn’t work as they hoped.

Clearly, this approach also has its shortcomings. Not only is there no real consideration for information security, there is also a complete lack of rigour. These issues mean that most organisations don’t generally condone the shadow IT approach.

So what sits between the suggestion box and shadow IT? Could we add a little rigour and process to the shadow IT approach or potentially improve the speed, transparency and effectiveness of the suggestion box? Could we perhaps bring those two things together and get the best of both worlds?

The Digital Champions Framework provides a way for your citizen experts (those people in your organisation who are digitally savvy but sit outside the IT team) to identify, investigate and deliver simple yet valuable technology improvements. Not only does the development of internal digital champions facilitate the delivery of technology improvements without unnecessary burden on already stretched IT resources, it also creates ‘bottom up’ support for larger digital transformation projects.

To find out more about the Digital Champions Framework my Digital Champions Club is running a series of two-day intensives in Perth, Melbourne and Sydney. I will also be running an introductory breakfast event in Sydney at the end of this month where you can find out more about the framework and how to implement it successfully.

*Up until the 30th June you can also use the promo code EOFY20 to get a 20% discount on tickets.


Digital Champion’s Two-Day Intensive Upcoming Dates

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14 – 15 AUGUST | PERTH

4 – 5 SEPTEMBER | MELBOURNE

15 – 16 OCTOBER | SYDNEY

Click here for information and tickets

Are you ready to fail in 2019?

Are you ready to fail in 2019?

The beginning of January is a magical time of year. It’s the one time where we get to look forward to all the possibility and not have to deal with any of the failures. If you’re anything like me your social media feeds and email inbox will have been flooded with tips on how to achieve your goals to “Make [insert year] the best year ever”. More than any other month of the year, January is a time of immense optimism.

So it’s going to be a bit of a downer when I tell you that most of the plans you are making for this year will fail. In fact research suggests that organisations fail to execute 90% of the plans they make. And if you think this is just about organisations failing you’d be wrong. All over the place people are betting big on yours and other people’s failures.

One notable example is the gym and fitness industry that preys on people’s failed New Year’s resolutions to get in shape. Gyms lock people into long term contracts of 12 or 18 months that clients are expected to pay for even if they never end up going. Research by Finder.com.au suggests that unused or under-utilised gym memberships costs Australian’s $1.8 billion each year.

So to help you plan better for 2019 I’m not going to provide some rah rah advice on how to achieve your goals, but rather some practical advice on how to ensure that when you fail to achieve your goals or complete your projects that at least you do it well.

1. Make your failures small
Small failures are much more palatable than big ones. Using the analogy of a gym membership, it makes more sense to not use a one month gym membership than a 12 month one. Smaller projects (and shorter memberships) might be relatively more expensive but until you know you can achieve your goals it makes sense to make small bets first.

2. Make your failures unique
There is no point failing for exactly the same reasons as everyone else. Spend a little time finding out why other people have failed on similar projects and then build in contingencies for this from the beginning. This will not completely eliminate the risk of failure, but at least you won’t fail for reasons that could have been easily avoided.

3. Fail early
If you’re going to fail then ideally you want to fail before you’ve made a substantial investment of time, money and resources. To achieve this you need to try and identify the unknowns of your project and likely failure points so you can test them as quickly as possible. Once again, this won’t stop you failing but it will greatly reduce the financial, emotional or chronological cost of doing so.

4. Fail often
I’m not suggesting that you actively seek out failure but rather you should regularly put yourself in a position where failure is an option. In some ways failure is a game of odds: the more projects you start, the more improvements you attempt to make, the more likely it is that you will encounter failure. So rather than try and avoid failure all together, see that it’s an unavoidable outcome of creating valuable change.

All the best for your failures in 2019. May they be your best failures yet!

…and if some of the projects you’re looking to deliver this year are technology related, and you’re interested in doing them more successfully (and perhaps even failing a few of them really well) we are currently recruiting new members for the Digital Champions Club. The Digital Champions Club is a digital transformation program for small and medium sized organisations that develops the internal experts you need to deliver value adding technology projects. If you’d like to find out more about the program or to get some free advice on how to avoid projects failing, get in touch to book a free 25-minute consultation with me.

…oh and if you haven’t already seen it, you might be interested in downloading my latest white paper ‘When Technology Fails to Deliver’.

How to get adults to act like kids (in the best possible way)

On the weekend I took my seven and ten year old girls to their first ever music festival. Now, anyone who has regularly attended music festivals such as (the now defunct) Big Day Out, Falls Festival or even more adult orientated events such as A Day on the Green may question whether taking children to a music festival is such a good idea. Mainly because when adults attend music festivals, most of them or many of them end up acting like kids…and when I say this I mean it in the worst possible way. 

At their worst, kids act selfishly and without any real sense of responsibility. They lack the awareness to understand what’s going on around them and fail to acknowledge the impact their actions are having on those around them.  Fuelled by music, alcohol (and other illicit substances) and without social norms of their day-to-day environment to constrain them. This is how many adults behave at music festivals.

But this was a very different type of music festival. Created by the founder of Falls Festival, The Lost Lands has been built from the ground up as a festival for families. There were still big name music acts but these were interspersed with performances and other activities for kids. There were comedy shows, acrobatic performances, dance classes, a movie night and even a giant ferris wheel. Not only did the festival create an incredibly safe space for children, it also encouraged many of the adults to act more like kids…and this time I mean it in the best way possible.

At their best, kids are caring, trusting and generous. They aren’t hampered by cynicism or past baggage. Instead, they are filled with wonder, open to learning and want to explore and try new things. And this was how I saw every single adult behaving at The Lost Lands. They spent their time moving between the acts that they already knew about and the performances that interested their children. They tested their skills on games made out of old bicycle parts, got their face painted. At the same time the adults acted more like adults than at an 18+ event: they were thoughtful, helpful and incredibly respectful of giving others around them, especially children, space to dance and enjoy themselves.

There is a quote by Dennis Bakke that goes “If you treat people like adults they will act like adults, but if you treat them like children they will act like children.” But what if you want them to act like both? What if you want adults to act with the maturity of adults but with the openness and wonder of children?

And at this point we’re going to segue to from how organisers plan music festivals to how organisations approach technology (I’m approaching this from the perspective of technology change because that’s what I do, but I think this analogy is relevant to many facets of organisational life).

The traditional approach to IT was to treat people like children…and when I say this I mean it in the worst possible way. They weren’t to be trusted, couldn’t make decisions for themselves and just needed to do what they were told and eat whatever was put in front of them. Of course they generally just pushed their technology around the plate with a fork, they became stubborn about trying new things even if it was ‘good for them’. Some rebelled, started sneakily using new technology without asking permission, or if things got really bad they chucked a tantrum and left the organisation. Treating them like kids got them to act like kids at their worst.

But what if we could get people to act like kids at their best? To be inquisitive about new technology and new ideas, to play and explore, to share and collaborate with their friends in a thoughtful, caring and respectful way? How could we get our end users to see the wonder and get genuinely excited about technological change and create a culture that celebrates learning and growth? 

Much has been written about the difference between the leading and the laggard organisations when it comes to technology. But I believe even these organisations could learn something from The Lost Lands. And although the following list is not exhaustive, it provides some ideas as to how we can encourage people to better understand the role technology plays in our work and our lives by getting lost in the wonder of technology for a while. 

  1. Make it fun – If technology always involves change, effort or more work then it will always be challenging to get engagement.
  2. Provide enough time – People are busy. We need to give the gift of time if we want people to explore new ideas and understand their application.
  3. Provide a safe space – We don’t need to celebrate failure so much as acknowledging that failure is a necessary part of innovation. If we want people to innovate we need to provide a safe space, away from customer and client facing work, to test and potentially fail in.
  4. Give guidance – Make sure there are always people around who can provide encouragement, direction, advice and support. 
  5. Limit the rules – Not only do rules limit everyone to the standard set by the lowest common denominator, they imply a lack of trust and discourage a critical understanding of positive and negative behaviours. 
  6. Encourage diversity (in everything) – A diversity of technology, people and ideas means that you will be be exposed to new ideas, just by standing still.
  7. Be full of surprises – Constantly give people a reason to wonder (and wander)

 

Scholarship applications close in 48 hours

A few weeks back we launched the inaugural scholarships for the Digital Champions Club and now there is just a little over 48 hours before applications close. The scholarships are for not-for-profit and for-purpose organisations who want to access the support, accountability and a community of like minded organisations to help them implement their technology projects.
To spread the word and help make sure that this opportunity finds the right organisations we have been playing a game called #passiton. All that we ask is that you pass on this message to three people that you think might benefit from being a part of the Digital Champions Club. With so little time left this is perhaps our last opportunity to get the word out there. So if you haven’t already done so, please take moment to think about the charities, causes and other initiatives you would like to succeed and pass this along.
All the information about the scholarships can be found at digitalchampionsclub.com/scholarships
Thanks for sharing
Simon

The challenge of explaining what you do

I had an awkward moment with a close friend recently. I’ve known Harsha for more than a decade and she’s someone I’ve leaned on every now and then for marketing advice around the various programs I offer. The awkward moment arose because, after five years of telling Harsha about the Digital Champions Club, she still had to ask me what it was exactly that I do.

At the time I found it quite disheartening, that someone who is clearly switched on, someone who genuinely cares about me and what I do, someone who I’ve spent hours talking to about my work still didn’t have any real clarity about what the Digital Champions Club is or why it exists.

My initial response was a sense of frustration — initially directed outwards at Harsha’s failure to listen, and then directed inwards at my own inability to clearly articulate my proposition. So why is it that we struggle to convey things clearly?

I think firstly it’s because it’s hard to get out of our own heads. What I mean by this is it’s hard to explain things without the context of a whole bunch of other stuff that may also need explaining but that you aren’t aware enough to realise. As a result, the explanations which sound whole and well rounded to us are hollow and incomplete to others.

Second, I think the packaging can get in the way of the product. Our desire to create things that are unique, memorable and exciting brings us to use language that is unnecessarily complex and difficult to follow. Unless it’s meant to be a genuine surprise, perhaps it’s best that we dispense with some of the gift wrapping.

Thirdly, and perhaps most importantly, I feel like a bit of a dick talking about myself. Which means I generally don’t do it, and therefore when I do it’s all a little off the cuff and just kind of sounds a bit awkward, which in turn makes me feel like a bit of a dick…and the cycle continues.

So Harsha set me a challenge: articulate the Digital Champions Club in a way that people could actually understand and then share it with all the other people who, like her, are currently unsure of what it is I do.

I’ve been procrastinating on this for a couple of weeks because, apart from the dislike of talking about myself, it feels a little awkward to be openly broadcasting my inherent uncertainty and lack of clarity in a world where ‘experts’ are meant to have endless reserves of both.

Yet perhaps in a small way this is a form of therapy, so Harsha, after hours of struggle and refinement here it goes….

I support small and medium-sized organisations who are struggling to build momentum in the delivery of their technology projects (sometimes referred to as digital transformation). I do this through a combination of monthly coaching (to provide support and accountability), one day workshops (for deep learning) and peer-to-peer sharing (to reduce risk). Collectively, these are delivered as a technology-focused, continuous improvement program called the Digital Champions Club.

So how did I do? No, honestly, I’d genuinely like to know…and it really does still sound hollow and incomplete (or even if it doesn’t) feel free to download it my latest white paper “When Technology Fails to Deliver” which explains a whole bunch of the other stuff that goes around in my head.

P.S. I’ve already been back into LinkedIn to edit this…twice.