The White House as a Business
My primary interest in career focuses more on learning (advancing my skills, knowledge, engineering, Computer Science) and development (ie, creating software). I don’t have any special background or goals in terms of business or finances, outside of getting opportunities to advance my learning and chances to develop projects in my preferred specialization area(s). Of course there are indirect practical enablers like having money and time and a better environment.
However, my day job exists in a business environment, and I realize that business and the free market is a great pragmatic way (and liberty-centric way) to enable me to advance my knowledge and do software development by working on things that are hopefully of value (at least by some marketplace). Of course it also creates an environment where I can work with (and learn from) other engineering teammates, and of course earn an honest income.
Since I was doing some posts relating to Election 2012, I decided to waste some time watching some government and politics stuff on youtube.com, including the White House’s youtube.com channel. I ended up watching a 2+ hour video, which I guess called “President’s Management Advisory Board Session”, which I guess is supposed to advise the President on managing the government and its employees as a business. I took some notes, which I’ll paste here.
The first section of notes was more interesting, since they talked about using IT (computers, software, etc) more effectively for the USA federal government. However, for some reason, I have longer notes for the second, imho much less exciting topic, which was about employee management, employee performance reviews, making (and dealing with) changes in a company. It’s interesting to compare a business-centric meeting like this to political debates and political ads and public speeches.
President’s Management Advisory Board Session I, talked about IT:
* many of the people there were executives from IT companies (like IBM, Motorolla, Sprint) and hired contracts from IT companies like Cisco and Symantec
* create a work culture that encourages employees to be less afraid to take risks, to encourage innovation
* improving IT to enable huge improvements in efficiency and replace legacy systems with more efficient systems (such as moving backlogged Veteran’s benefits from paper to an efficient digital / computer / IT system, moved from 21 email systems to 1) (want to think of IT as less of a service and more of a core enabler)
President’s Management Advisory Board Session II, talked about Senior Management:
* talked about new employee performance review system; executives were all rated too high, didn’t have much relative performance rating, higher exec asks each of his/her managers to privately confidentially rank their people with 1on1 discussion (no made-in-advance PowerPoint or paper slides, just focused discussion) (and they get a color: green, red, or black) (and an action: develop, promote, move, or exit); the Motorola guy’s visibility was top 100 executives
* every other week, 90 min mtg, discuss 6 categories: financials, customers, competition, people, issues, announcements/events (example, moving away from SAP to some other system; make it less about sequential/event-driven)
* Red Cross (she was also at Fidelity) used to have no centralization, each Red Cross reported to its local board (650 financial systems, 650 HR policies, 650 IT groups, 650 websites, 200 online stores, decentralized procurement, etc); needed to make huge efficiency changes, become more cost-conscious and better stewards of the donor’s dollars; so they consolidated all of IT, all of HR, one treasury account and financial system, one website, etc; most employees care about the mission rather than the details of business, which is impractical, but they cared a lot when shown how much more efficiently they could use donor’s dollars for the Red Cross mission; some performance appraisals had too much emphasis on are they nice good decent vs. are they getting results; a culture of humanitarian aid where everyone loves each other needed to change to allow more honest performance discussions and critical feedback for improvement; they did 10% layoffs and claim 92% of every dollar goes to aid (to the people the Red Cross serves)
* funny fidelity customer service metric: they had a metric to track how fast the phone was answered, so a phone rep would quickly go "fidelity investments, can I put you on hold" as quickly as possible; so the metric wasn’t really measuring how well or fast they were answering customer questions
* obstacles to letting go and moving on to a new way of doing things (such as not wanting to move to a new employee performance review system)
* talked about how to evaluate/discuss to share and move employees across groups
* three simple questions: what did the person do well, where can they improve, what’s their development opportunity; also, ask them what they think they can do better; results matter more than effort or personal traits
* good CEO will both (have had experience in multiple different areas relevant to the specific company’s leadership) and (of course be able to manage leaders of the less familiar areas too)
* good employee should especially take notice/notes on advice for areas for development
* to galvanize genuine enthusiasm about change, need to clearly communicate the case (reasons, goals) for the change
Pem (Admin) :: 2011/11/08 (Tuesday, November 8, 2011) :: Other, Philosophy / Opinions :: No Comments »
Del.icio.us
Digg
Technorati
Blinklist
Furl
reddit