With reflection & reading, I've realized that I've pretty much always IMPLICITLY taken a systems approach to technology. I've been trying to frame what I like/do more EXPLICITLY in systems language ("finding points of leverage for tech")—but it's kludgy. Thoughts on what works?
-
Show this thread
-
For example, applying tech as... - A wedge on business process/operations - A shim to make (non-digital) user experience measurable and legible [increase user voice] - Coordination/collective action through friction reduction+better acquisition More on point, but confusing.
2 replies 0 retweets 7 likesShow this thread -
Replying to @allafarce
I find that the most difficult thing to explain about a systems approach is the effect of time scales. Most folks live in short-run product environments (that's how the incentives are structured, in part, because that's what's easy to measure)...and they can't see the beyond.
2 replies 1 retweet 8 likes -
Replying to @slightlylate
How does the systems side of it get operationalized? In "strategy"? Something else? What language works, and with whom?
1 reply 0 retweets 0 likes -
Replying to @allafarce
The thing about focusing on strategy is how often you recognize that most organisations *don't have one*. Almost every organisation is just doing what it did that worked that one time, learning through pain.
1 reply 0 retweets 2 likes -
Replying to @slightlylate @allafarce
"who are your users/customers?" is such a tell. Most orgs don't know *where* they're playing, let alone what the game is or what their advantages are.
2 replies 0 retweets 1 like -
Replying to @slightlylate @allafarce
Good orgs can extrapolate from their situation to how it might change. That gives them a way to justify the probability-changing effects of longer-term investments and discipline (in the areas it can change things).
1 reply 0 retweets 1 like -
Replying to @slightlylate @allafarce
Systems thinking doesn't get a home in most orgs because it isn't where power pools. Even if it enables success, it'll be the short-run musculature (sales, eng, whatever) that flexed to make the success "happen" that gets promoted....which means that function calls the shots.
1 reply 0 retweets 1 like
This isn't bad, per sae. Folks need to be able to do as well as connect dots. Wicked effective teams try to join these up. The systems side doesn't need to be constantly engaged (usually).
-
-
Replying to @slightlylate @allafarce
Annnnnyway, a danger sign is when you put your "brain trust" over in a corner instead of having the connected to the actual product and exploring it's uses and users. Takes better-than-average managers to tolerate the uncomfortable questions that get generated.
0 replies 0 retweets 0 likesThanks. Twitter will use this to make your timeline better. UndoUndo
-
Loading seems to be taking a while.
Twitter may be over capacity or experiencing a momentary hiccup. Try again or visit Twitter Status for more information.
& Web Standards TL; Blink API OWNER
Named PWAs w/
DMs open. Tweets my own; press@google.com for official comms.