Happy Belated Birthday Microsoft (who turned 37 last week)…
Having worked at Microsoft for nearly half of Microsoft’s existence as well as more than half of my career it has provided one of my broadest pools of experiences including the areas I explore here. I was struck by Ray Ozzie’s (heir to Bill Gates as technical visionary of the company) memo (going on a little while ago now) that echoed so many of perspectives about ‘Black Box Complexity’ I have been investigating…
- “But as the PC client and PC-based server have grown from their simple roots over the past 25 years, the PC-centric / server-centric model has accreted simply immense complexity…. Complexity sucks the life out of users, developers and IT. Complexity makes products difficult to plan, build, test and use. Complexity introduces security challenges. Complexity causes administrator frustration. And as time goes on and as software products mature – even with the best of intent – complexity is inescapable…Complex interdependencies and any product’s inherent ‘quirks’ will virtually guarantee that broadly adopted systems won’t simply vanish overnight….But so long as customer or competitive requirements drive teams to build layers of new function on top of a complex core, ultimately a limit will be reached.”
It’s not just technical complexity that threatens to forge an inscrutable black box around the code base. But also organisational complexity can make the equally large and intricate matrix of decision making as inscrutable and opaque.
Happy Birthday Microsoft. Although maybe 23 August is the date to celebrate Microsoft’s Re-Birth Day. That was the day CEO Steve Ballmer announced his resignation. Ballmer had an indelible part in writing Microsoft’s history which I have shared my own perspectives on in this blog. But it was his decision to step aside which changed the course of the company. And from most perspectives, for the better.
The Wall Street Journal analysed his decision in their piece “Microsoft’s CEO explained how he came to believe he wasn’t the best person to remake the company” which revealed his generously humble dose of embracing failure…
- “Mr. Ballmer says he started to realize he had trained managers to see the trees, not the forest, and that many weren’t going to take his new mandates to heart. In May, he began wondering whether he could meet the pace the board demanded. ‘No matter how fast I want to change, there will be some hesitation from all constituents—employees, directors, investors, partners, vendors, customers, you name it—to believe I’m serious about it, maybe even myself,’ he says. His personal turning point came on a London street. Winding down from a run one morning during a May trip, he had a few minutes to stroll, some rare spare time for recent months. For the first time, he began thinking Microsoft might change faster without him. ‘At the end of the day, we need to break a pattern,’ he says. ‘Face it: I’m a pattern.’ Mr. Ballmer says he secretly began drafting retirement letters—ultimately some 40 of them, ranging from maudlin to radical. On a plane from Europe in late May, he told Microsoft General Counsel Brad Smith that it ‘might be the time for me to go.’… ‘While I would like to stay here a few more years, it doesn’t make sense for me to start the transformation and for someone else to come in during the middle.’ The board wasn’t "surprised or shocked," says Mr. Noski, given directors’ conversations with Mr. Ballmer. Mr. Thompson says he and others indicated that ‘fresh eyes and ears might accelerate what we’re trying to do here.’"
Nobody is perfect. We all have our strengths and weaknesses. A while back, I stepped down as Chairperson of a charity I had run very successfully for a number of years. I did so for the same reason why it was time for me to leave Microsoft’s Server Business Division that I had run for 5 years. Both had become very “Bruceified”. I had done all the things that I knew how to do to make a team great. Those were a lot of things and they made the team very strong. But, for starters, once done, my ability and value to make further progress was limited. And second, there were plenty of things that were not ideal and were not my forte to fix.
And after more than three decades of Steve Ballmer at the top (or near penultimate top) of the Microsoft organisation, it too had become very “Ballmerfied”. His focus on the enterprise brought Microsoft many revenues from the lucrative business market, but the surging consumer market was less familiar. His focus on high energy determination anchored Microsoft in the heady days of fast paced growth, but was less effective in the era of a mature market and a more complex organisation.
Since Ballmer’s resignation, Microsoft stock has risen appreciably with investors returning the embrace of this embrace of failure.
[“Embracing Failure” service at Northshore Unitarian Universalist Church 27 October 2002]
- “My philosophy is that it doesn’t pay to go to a conference unless you’re prepared to be vulnerable and meet people, and it doesn’t pay to go to a Q&A session unless you’re willing to sit in the front row. Reading blogs is great, writing one is even better.” – Seth Godin
Ten years ago this weekend I started blogging. At Microsoft, I had just hired a dynamic new marketer, Allister Frost, who was (and still is) years ahead of his time. He identified this new thing of ‘blogging’ as a great way to circumvent the onerous delays and rigid constraints on posting material to the corporate website and instead have a direct conversational connection with customers. It sounded intriguing and with my background in writing (eg. founder and editor of the school page in the local paper, year working as travel writer in Togo, West Africa), he was pushing on an open door for me to give it a go.
I first tried a few experimental posts on the hot (well, in technical circles) topic of “Interoperability”, but I soon twigged that to have an authentic voice I needed to choose a subject I had more personal conviction and curiosity about. I chose to write about “risk”. In particular, two dimensions – 1. “Leadership and Management” (leaders optimise upside opportunity, manager minimise downside risk), and 2. Embracing Failure (a quite popular topic these days, but much less so when I first delved into it). A few years later I added another blog on “Dynamic Work” (flexible work concepts) which was becoming an area of expertise for me and an area I did consulting in when I left Microsoft in 2009.
It was also in that year that I launched what was to be my biggest blog – Maldives Complete. It became so packed with great material that one of the most frequently asked questions I received was, “Why do I do it?” And of course, I answered the question with the blog. In fact, a series of blog posts which highlight a number of the motivations and benefits I get from the curious pastime.
One thing is for sure…there is no shortage of material on Leadership/Management and Embracing Failure. I have posted the equivalent of over 1000 pages (typed pages not web pages) so far. But I am always clipping and collecting material not to mention the countless pieces and bits I get sent by many friends and readers. As it happens, I have another 200+ pages of notes and drafts filed away for future posts at the apropos time.
So stay tuned for another ten years and more…
- “Science, my lad, has been built upon many errors; but they are errors which it was good to fall into, for they led to the truth.” – Jules Verne
Today is World Science Day for Peace and Development which seems like a particular great day to make a mistake. The kind Jennifer Gresham talks about in her article “Eureka! A Cure for Perfectionism” (thanks Katie)…
- “It is estimated that 30-50% of all scientific discoveries are to some degree accidental. I worked as a scientist with some of the best scientists in the world for over 15 years, and I’d say that number is likely a conservative one. Here’s how it happens. You go into the lab, or one of your grad students goes into the lab to do an experiment you’ve done dozens of times. You make a mistake in the procedure, and all of a sudden the results are entirely unexpected. You can’t explain them with what you know today. So you dig a little deeper and then ‘Eureka!’. That’s how discovery often happens. These moments in science are hardly ever planned or anticipated. They start with doing things a little bit differently. In fact, they often start with a mistake. And I can’t help but wonder, why don’t we do the same thing with our own lives. Why don’t we approach life with more curiosity and tolerance for the unexpected?…Why? It’s a completely uninteresting life, a life devoid of surprise, and yet it’s one we increasingly choose for ourselves.
She relates the experience of parenting her own daughter and chastising her for her mistakes (like seeing if her duckie could swim in circles by trying to flush it down the toilet). So she instituted a morning ritual of saying to each other “It’s a great day to make a mistake!”
Have a great day…to make a mistake.
Yesterday was a high holiday on the technophile calendar with the latest Apple launch event. New icons for the altar of the neophiles.
So many articles focus on “innovation” and “embracing failures” is often a theme in those examinations. But innovation for innovation’s sake is not really the objective. What we are really seeking are “positive outcomes” (on a micro, tactical level), and “progress” (on a macro, strategic level). Innovation is just a tool for that progress.
Curiously enough (since he normally weighs in heavily for Leadership over Management), Seth Godin makes a compelling appeal for the importance of Management (ie. averting downside by respecting “what works”) in the face of excessive pandering to new and shiny in his post Neophilia as a form of hiding :
- “Every once in a while someone will say to me, ‘yeah, sure, I’ve heard that before… what do you have that’s new?’ In contemporary art or movies, it makes perfect sense to be focused on the bleeding edge, on the new idea that’s never been previously contemplated. But when we’re discussing our goals, our passion and the way we interact with the culture, it seems to me that what works is significantly more important than what’s new. Racing to build your organization around the latest social network tool or graphics-rendering technology permits you to spend a lot of time learning the new system and skiing in the fresh powder of the unproven, but it might just distract you from the difficult work of telling the truth, looking people in the eye and making a difference. ‘I can’t describe the value we deliver, I’m too busy integrating this new technology into my workflow!’ All too often, the ones who are aggressively seeking the theory of the day don’t have a lot to show for what they did yesterday.”
I definitely confronted this syndrome at Microsoft where senior executives were constantly wanting to hear about everyone’s colourful rain dance rather than the boring mechanics of the success achieved.
Leaders seek what’s new, Managers seek what works. Both together achieve progress.