Shiny Objects and Magic Wands: Avoiding the Seduction of Quick Fixes and Easy Answers

Shiny Objects and Magic Wands: Avoiding the Seduction of Quick Fixes

and Easy AnswersMarc Baizman

Dahna GoldsteinRev. Tracy Kronzak

Vered MeirRobert Weiner

March 24, 2016 #16NTCShiny

Housekeeping

Session hashtag: #16NTCShiny

Use our collaborative session notes: http://po.st/shiny-16NTC

Session Agenda

Introduction – MarcTechnology – RobertPeople – DahnaProcess – VeredPutting It All Together – Tracy

WE WANT TO MEET YOU!

▸ IntroductionsUsYou

TECHNOLOGY ROBERT

Tech Doesn’t Exist in a Vacuum

▸OO + OT = status quo(Old Organization + Old Technology = Status Quo)

▸OO + NT = EOO(Old Organization + New Technology = Expensive Old Organization)

▸Thanks to Peter Gross of Build Consulting. Original formula from Michael Hammer.

Design Thinking

Image: springhillschool.org

Empathize

Image: The New Yorker

Define the REAL Problem

Image: The New Yorker

Envision Possible Solutions

https://www.flickr.com/photos/64910872@N05/

Focus on the “Best” Option(s)

Image: The New Yorker

Plan, Prototype,Test

https://www.flickr.com/photos/40964293@N07/

Be Realistic

Less Requires

More

&/or More(and vice versa)

Images by ToniVC, Images_of_Money, Lego

PEOPLE DAHNA

https://www.flickr.com/photos/smemon/5446696316/

www.flickr.com/photos/27629847@N03/4208076125

Principles of Persuasion

#1: Reciprocation#2: Social Proof#3: Commitment and Consistency#4: Liking#5: Authority#6: Scarcity

pixabay.com/static/uploads/photo/2012/04/13/14/17/two-32574_960_720.png

https://www.flickr.com/photos/jurgenappelo/10867592824

Modified from: https://www.flickr.com/photos/eschipul/2371505523

https://en.wikipedia.org/wiki/File:Bot%C3%B3n_Me_gusta.svg

Modified from: https://www.flickr.com/photos/jurgenappelo/5201872674

Photo credit: Donna Corless

Credibility =

+

https://www.flickr.com/photos/jurgenappelo/10867478416

https://www.flickr.com/photos/soukup/5157056203/

Process VERED

A VARCI chart can help you and your team clearly understand the relationship between People and Process in your project.

• Has veto power over the entire process• Sometimes (but not always) the same person as “Accountable”VETO

• The person ultimately accountable ACCOUNTABLE

• The person who actually carries out the process• Gets the job DONE!RESPONSIBLE

• People who are not directly involved with the process but are consulted

• May be stakeholder or subject matter expertsCONSULTED

• Receive output from the process, or have some other need to stay informedINFORMED

Project: Partner Leads Form

Needs for this project

Form to Embed on

Our website

Mapping form data to Salesforce (database)

System for Managing data (new leads) in

Salesforce

…Oh yeah, I guess also some people to budget time and money, and have the skills to get it all done, test, and then train people on how to use it.

VARCI Case Study: Partner Leads Form

ROLE PERSON/PEOPLE

Veto ??

Accountable CRM Architect/Business Analyst/Marketing Manager/?

Responsible Undecided, Vendor (web developer)

Consulted Digital Marketing Manager, AD of Sales Support, CRM Director, Vendor (web developer)

Informed ??

ROLE PERSON/PEOPLE

Veto AD of Sales Support

Accountable CRM Director

Responsible Business Analyst

Consulted Digital Marketing Manager, AD of Sales Support, CRM Director, Vendor (web developer) users across the org for testing

Informed Marketing Team, CRM Team

VARCI is Awesome Because

TEAMWORK MAKES THE DREAM WORK

And everyone loves corgis.

PUTTING IT ALL TOGETHER TRACY

Investing in Your Organization

Leadership(Process)

Resource Investment

(Technology)

Training, Change & Transition(People)

Technology Always Changes…and So Must You!▸Personal Computers – 1970s

▸Databases/Spreadsheets – 1980s

▸Email – 1990s

▸Social Media – 2000s

▸CRM – 2010s

Strategies for Adapting to Change▸Evaluate true needs and capacity

▸Have honest communication AND conversations about fear/failure

▸Delegate and maintain momentum

▸Stay mission-focused (leave egos aside)

Adapting is a Building Block ▸Rethinking Organizational Leadership

▸Taking Strategic Actions and Plans

▸Finding Shared Priorities

Practice Makes Perfect

▸No one size fits all

▸Frameworks for managing change

▸No single tool/strategy solves everything

▸It takes time, start and stop is normal

▸There are no magic wands!

Investing in Your Organization

Leadership(Process)

Resource Investment

(Technology)

Training, Change & Transition(People)

Are you ready for change?

Dahna GoldsteinAltumdahna.goldstein@altum.com@dahnag

Questions?

Vered MeirYear Up VMeir@YearUp.org@saltyfem

Marc BaizmanSalesforce Foundationmbaizman@salesforce.com@mbaizmanRev. Tracy KronzakBrightStep Partnerstracy@brightsteppartners.com@TracyKronzak

Survey: http://bit.ly/shinyeval

Robert WeinerRobert L. Weiner Consultingrobert@rlweiner.com @Robert_Weiner