In 1999, work started on MEMS (Micro-Electromechanical Systems) at the University of California, Berkley. The aim was to produce a sensing, computing and communicating system in a one cubic millimetre size. These dust motes, dubbed Smart Dust, could be scattered or carried in the air forming a sensor web covering a wide area. The project closed in 2001 having reached a mote size of a few cubic millimetres. Certainly, there was a lot of R&D activity in the next size up – the insect size. So, the next time you take a swipe at a Bluebottle fly remember it may just be doing a TV audience survey! The distributed intelligence idea is interesting though. Henry Ford is attributed with the complaint that whenever he hired a pair of hands, he got a brain too. Of course, these days we recognise that you cannot run a successful organisation without using all the brains you employ.
Continue readingCategory Archives: Operational effectiveness
A quiet word with the Chairman
The Chairman has asked for a quiet word. You quickly review your KPIs, check with your Direct Reports that you are informed on the latest happenings. And off you go…..
Continue readingInspirational leadership
How is it possible to be an inspirational leader when you are team leading in a 9 to 5 rule bound environment? Not many of us work in dramatic situations that give rise to stirring calls to action. Shakespeare’s Henry V puts it well: “Once more unto the breach, dear friends, once more, Or close the wall up with our English dead.” Stirring stuff indeed: however, I suspect only adrenalin junkies would find this acceptable all day long!
Continue readingLaughter at Work
Research shows humans laugh on average 17.5 times a day. Clearly, more research is needed, on the effects of lockdown and remote working, on the current average. Children may laugh 300 times a day, so I suppose we become more serious as we get older. The research does not show how long people, on average, are incapacitated by laughter. Clearly any time lost in the workplace is a drain on productivity. This is not the behaviour you want in the workplace; you want people leaning into the job.
Continue readingKeeping an open mind
Einstein spent the last twenty years of his life in the professional doldrums. He appeared fixated by his own successes and refused to accept the usefulness of quantum mechanics theory. His mind was closed to the idea. Of course, things change, the world turns, new possibilities arise and situations that look the same may be, in fact, quite different. There is a story that nicely illustrates this, from the Suez crisis. President Nasser of Egypt had nationalised the Suez Canal, owned chiefly by French and British interests. For various reasons, strategic interest and political grandstanding among them, France and England invaded the Canal Zone with Israeli support. The Egyptians, calculating that the French and British would accept the nationalisation, were completely outgunned. Soviet influence was very strong in the Middle East at the time and the story relates advice from a Military Attaché. The Attaché told Nasser to withdraw his troops to the centre of the country and wait for winter.
Continue readingPrejudice And Expectation
Of course, we all carry our prejudices and stereotypical views around with us. Some of these are from “expert” sources. A few years ago, a notable German airline gave a booklet on local customs to its passengers to the UK. It was amusing to read that we English, eat Fish & Chips from newspaper followed by tea and cake around 4pm. Everyone knows Health & Safety have banned newspaper food wrappers! No doubt the English have their own, equally weird stereotypes. Some time ago I went to a famously foul-mouthed comic’s show and joined in the laughter at the stereotypical French jokes. These same jokes would have drawn the same audience response three hundred years ago! Perhaps it is lazy and comforting to have knee-jerk stereotypical responses. It helps to bond us together as a team, as a group, as an organisation, or nation. To make an inclusive group you must exclude others. Very often, our prejudices are hidden in our stereotypes. This is a block to creativity and blunts progress.
Continue readingThe humble Manager
Do you think of a manager as someone who chases everyone to make sure things get done? Do you think a good manager is devoid of leadership. Equally, can you have a good leader who is unable to manage? How ever you see it, management and leadership are two sides of the same coin. This story tells of a group of people who achieved greatness in their working life.
Continue readingProductivity Enhancement
A version of this article first appeared in 2010, and was written, tongue-in-cheek, to warn of impending lunacy. Just because you can do something, doesn’t mean you should! Any similarity with trade names or organisations is purely coincidental. It appears the UK economy has started to grow again! Sooner or later, organisations will come up against capacity constraints. It is usually the case that unused capacity becomes lost capacity. The assumption that you had the capacity two years ago so still have it today, is just that, an assumption. To help bring up general productivity levels, to boost capacity, we suggest you think about the three techniques below and what they can do to your organisation’s performance. Financial Incentives In the industrial setting, we need to make widgets more cheaply than our competitors. The following story shows a solution. A keyboard manufacturer had to ensure the availability of all the parts needed to make a keyboard. In order to maximise efficiency, they have dedicated moulding machines, one for each key, one for each part of the case. The operators of the machines are extremely skilled. By careful adjustments to the machines, they can change the machine’s performance. Therefore, a financial […]
Continue readingThings ain’t what they used to be
Do you remember the good old days? The business was exciting! Everyone knew everyone else and everyone knew what was going on! That excitement drove everyone and the business succeeded and grew. Now you lead a big organization, maybe not everyone recognises you, and you don’t know everyone. You miss the old days, the excitement, the talks over coffee. Profits are good, but you feel in your stomach that things ain’t what they used to be. They could be better.
Continue readingBullying
The content starved News media have reported that some senior people have been accused of bullying. I am old fashioned enough to view the bullying of a subordinate as quite repulsive. But I do fear our media-driven culture has begun to laud the bully. TV presents us with so many bullying examples, with a view to make compulsive behaviour. Do we see this bullying as strong management? Do you think powerful people should shout abuse and push you around?
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