The Transformation Battle For Today
Paul Peissner
Solution & Process Specialist - Blockchain, Web3, NFT, Tokenization, Zero-Knowledge Proof, PoW/PoS, End-to-end engineering, Agile, DevOps, Lean Portfolio, Value Stream Management, SAFe SPC, CSM, CSPO, VSM...
Are Our Individual Reward Systems Today, Hurting Our Company’s Plans For Transformation Tomorrow?
Our loyalties to today’s urgent work that is rooted in our commitments to yesterday’s legacy goals, might be one of the true enemies to the path of the corporate transformation we claim we want. “Each day” where we prioritize actions to deliver on the goals that come from flawed legacy plans and outdated data, we concede to a real enemy in today’s battle ground for transformation and continued improvement.
I watched busy teams in a large organization, waste today’s valuable time and their incredible skills, by choosing to prioritize and exclusively deliver on items tied to their selfish rewards and siloed team goals, both were born from the legacy plans and the outdated data, they collectively knew to be flawed and hurtful to the organization’s future path. The insanity of our corporate reward system that cannot pivot, re-prioritize or improve....and must keep the death march moving forward and reward individuals for unusable work and the achievement of goals that have no long term benefit, or in fact are hurting the organization’s ability to improve... is amazing to watch. We can have such unquestioned-commitments to “old goal” achievements because it's on a static to-do list. And we incredible capacity to "prioritize a whole day" of throw-away contributions and unneeded tasks, simply because we have individual rewards, crafted from inflexible “time-dated" agendas and "aged-out" legacy data, and it is painful to watch it play out in our work environments.
I see tomorrow’s heroic desires to adopt, adapt and improve, routinely traded away on behalf of the selfish reward systems for legacy work that is actually killing valuable time and wasting incredible talent that could be spent advancing the path to the corporate good of tomorrow’s new vision with current data and better plans for the organization’s collective success. The optimist in me wants to say “there’s always tomorrow” for improving our organizations, but I’m not sure there is with the fast changing markets our companies need to compete in. And with our inability to create individual reward systems that are flexible and help us prioritize the "collaborative urgent work" they really need from us, in our everyday decision-making.
Senior Scrum Master/Agile Coach/Security Product Owner, Minnesota Agile Community Co-Founder
5 年I was consulting at a company, and my team was working closely with the business, when suddenly an IT director jumped in, and was pushing for us to release in June instead of July.? The customers wanted early July, to coincide with a new financial quarter.? The only reason we could think of that the IT leader was pushing for an earlier date, was because he may have had it in his 1st half of the year goals and objectives, that it would be released.? Implementing in July meant he'd miss that goal.
Sr Account Executive at The Eliassen Group
6 年Well said Paul