Week 37, 2017, “Microsoft Kills Mobile”

Joe Belfiore @joebelfiore – Oct 8
Actually, a huge, huge majority of our Windows/Office (and Xbox) users are mixed-ecosystem. MOST people have a different phone than “PC”

Ingo @LaktoseIgnoranz
Replying to @joebelfiore
When people switch to iOS or Android they will switch ecosystems, too. No more need for Microsoft then. That’ll be your next big problem.

It has never been a more confusing… frustrating… no infuriating time for Microsoft developers and professionals. Twenty years of evangelizing the technologies, investing in the products, moving organizations, friends, and family, and for a time enjoying the benefits of a homogeneous ecosystem. Yet, this year, a constant barrage of fear, uncertainty, and doubt about Microsoft strategy from Microsoft pundits, talking heads, industry leaders, and peers.

The Microsoft code strategy has been under attack for decades, yet Microsoft appears to be succumbing to Linux via Android. It’s absolutely no secret Microsoft is heavily invested in Android. It’s disturbing to see this manifesting in Microsoft stores proudly selling Samsung Galaxy phones promoting the Office productivity suite.

Shifting away from Windows mobile is a questionable strategy. Our next phone now requires me to have a Google or Apple account with similar cloud strategies. A Microsoft failure to deliver on either of those platforms will speed a demise due to the lack of a unified endpoint platform. This is an uncomfortable gamble shifting from OS platforms to applications/cloud platforms. Untrue? No Windows mobile or universal app developers will continue to diminish the OS, folks. Why would consumers pay for this platform?

We are very different companies [from Apple and Google] …We are a tool creator … not a luxury good manufacturer. We are about creating technologies so that others can build. [With] Surface, we created a premium product … every OEM should create a lower-priced model. We want to democratize things. – CEO Satya Nadella

I would never believed I would have seen or heard in my Microsoft career at a Microsoft store, the sales person actively telling groups of people in the store, “Microsoft technologies are actually better on Android.” I am equally shocked to read a recent Joe Belfiore tweet, “Go download Edge from Google Play”.

Solution: Return to your roots and focus.

  1. Compete with Linux on their own ground. How? Open source the base Windows OS.
  2. Tier the OS based on function to support business. “Windows Basic” should align to Linux features and functions. “Windows Enterprise Desktop” for endpoints needing business features. “Windows Enterprise Server” for the server.
  3. Give away Visual Studio and continue to train people through MVA.
  4. Get out of the hardware business. Support your partners and OEMs.

Make Windows attractive again to both consumers, businesses, and developers!

\\ JMM

Week 36, 2017, “Death By Meeting”

I discovered Patrick Lencioni’s book, Death By Meeting, while employed at Texas Health Partners.  The problem is one many leaders face, how to control the onslaught of uncontrolled meetings.  Upon finding the book and digesting its pages, the strategies outlined were compelling and worth investing in. I made the personal commitment to try it see if it made any difference.  I gave it three months and moving on if unsuccessful.  After transitioning, I was astonished how it changed me and my team.

Here is the approach for my implementation at LANVERA:

Start with daily stand up meeting.  We hold it daily at 9am.  Focus on what is happening today.  The initial goal is getting the team to think tactically about what needs to be accomplished today.  Second goal, learning how to communicate to team members and optomize schedules.  After three weeks, the team had embraced.

Next was scheduling the weekly tactical.  We hold it Monday’s at 11am.  All IT is invited.  I take minutes.  This meeting serves two purposes:  What was accomplished last week and what each team member is working on this week.  Items unresolved are tagged for follow-up next week.  Everyone listens.

This meeting takes time to bear fruit as the teams are forced to think through planning their week, highlighting the support issues, and talking about the accomplishments.  Or lack thereof.  The meeting breaks down into three parts:  Lightning round (2 minutes per team member), KPI/Reporting Review, and Adhoc-Agenda.  Don’t let this meeting exceed 90 minutes.

Last, the monthly and quarterly strategic meetings.  Arguably, the most important part of Lencioni’s book and the hardest meeting to get up and running with consistency.  The meetings break down like this:

The monthly strategic is the “discuss, analyze, brainstorm, and decide upon critical issues affecting long-term success” meeting.  Limit to 2-4 hours, one or two topics, prepare and do research, and ensure participants are engaged in good conflict.

The quarterly strategic is the “review strategy, industry trends, competitive landscape, key personnel, team development” meeting.  Critical meeting, so get out of the office, focus on the work with limited social activities, and limit the structure.  The key is developing leadership cohesion, communication, and working together making decisions.

Strategic meetings will be difficult initally as many will question their value, not want to work collectively, and political leaders will try their hardest to avoid the meeting citing priorities and work while depreciating you and the effort.  Watch for this.

These meetings fail if not everyone is all in.  Culture is king and continual education of the message, the process, and the goals are keys to adoption.

At Texas Health Partners, I cut meetings down by 60% in the first year.  70% the second year.  My monthly meetings capped at a dozen per month my last year.  At Santander Consumer USA, I got leadership buy in the first year and the adoption took six month with considerable resistance culturally.  My last year, my meeting were again at the highest point twelve per month and the teams were routinely sharing information tactically.  A Santander first.

Mileage will, of course, vary by leader.  This month’s milestone marks when I attempt to introduce Strategic meetings at LANBVERA.  More to come on my progress.

Add the book to your reading.  Feel free to email or comment to ask questions.

\\ JMM

Week 35, 2017, “Technology Roadmap”

One of the masterful idea’s contributed by Steve Moore, Director, IT Operations, at Santander Consumer USA, was introducing the Technology Roadmap.  This tool is not just about tracking what technology is owned, but serves a very specific purpose:  managing upgrades, identifying risk, communicating timeframes.

If your looking for a way to set up up transparency in IT systems engineering and communicate timeframes with leadership, this tool accomplishes that aim.  If you need to report to auditors the review cycles and pros/cons to the versionsm, this tool meets that need.

You can find this tool here.

\\ JMM