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MSP_POD_NLP

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those who do often get shot down in various ways in silent-
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Female
and it's just exceedingly oppressive. at the same time for me-
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... entirely possible.if i'd been in a place where i could be allowed to grow or i could be allowed to think my own thoughts where if i had an idea of something to help other people, i could actually follow through with-
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... by somebody else's idea of what god is wanting.it can take a while to be comfortable with-
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... that life that comes from within you. i think your relationship with the world, not something that's imposed from outside. i think that's-
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prince two in the whole swirl portfolio has been sold to private enter—
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absolutely. so simone, what about you?
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i'm presenting alongside kim seeling smith, who was a keynote of course last june and her people stuff—
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i've been laughing at myself uproariously when i realized that a personal project i had going on, that i started using the, icsm frameworks to help get me through—
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all the time frames. the joint venture, yes, that rob mentioned, the capita. i just read a really nice article on that—
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it was in the best management practice bullet, ebulletin, the first issue. so i'll give the link to that—
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site, a little blog about the bulletin castle. so hoping that people can—
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have their little rant there and see what comes out of it all—
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i had a conversation with chris again. so they certainly are coming outside the castle and walking around amongst the peasants and pressing the flesh. so—
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they're opening up lines of communication far more than, than castle i lived in the past. so yeah, we live and hope that will actually come to mean something substantial over time.
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actually put up a question about how do people know the idol is a great body of knowledge, you know, so there's a great discussions going on there as well. so i think it is generating a lot of curiosity—
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three, of course. let's put the jigsaw together and see what it looks like.mm-hmm (affirmative).
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and we have a special guest with us, [dave o'riordan 00:00:08:00]. and i'll just introduce dave—
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asia pacific. dave spent most of the last decade consulting to it teams who want to measurably improve customer satisfaction with it.
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dave is known for his passion. i have grabbed this off his website. great. dave is known for his passion for—
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bridging the gap between it and the business. so welcome, dave, how are you?
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so dave, knowing that your passion's all about, and i know you do other stuff, but it's about customer satisfaction and—
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well, probably the first biggest mistake is probably not trying to glean it at all. so, you know—
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you know, we're typically finding that something like 20% of it departments are not surveying or measuring customer satisfaction at all, and—
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roughly another 20% are doing it. so infrequently is to not really be very valuable. so my number one would be not trying to glean it.
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i think more commonly, karen, we come across is that they think they know—
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i've got my finger on the pulse. i don't need to actually do any more than that.
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yeah.i wonder dave, if it's not just about, you know, it is quite common, the shouts loudest thing, because—
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i know that there's a lot of resource issues and i think, well, there's all this extra effort and time to actually sit down and ask these questions. and so on—
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they still see themselves as that utility, you know, as opposed to actually being partnering and being part of the organization.
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no, the funny thing is that when i was choosing my degree—
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and i've had a few scary experiences at parties as most of us have when someone asks what you do and you say you work in it—.
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in my own way, trying to set out and change it's reputation to be more people focused.
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yeah, absolutely. i mean, we've all... when i've experienced it, when i tweeted and i've told the story before, tweeted about an issue i had, this is a while ago-
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massive corporation whose profit hinges on the satisfaction of individual consumers.
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but i don't think that's an excuse for not getting that information in the first place, which if you do it properly, it doesn't have to be an expensive-
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... process for both the compliments and the complaints, my view.
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[crosstalk 00:04:41].absolutely, because they're the ones that are having to make it happen at the end game.yeah.
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the perception, if you're going to make any sort of decision to measure people-
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i have offices all over new zealand, including christchurch. and he told me this afternoon that this morning they did have a minute silence.
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my calendar was just nuts.
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and the topic is all around, enjoy your working life.
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go to the website and check out the workshop calendar, for locations and whatever for this week and next week, but amazing facilitator too. i'm really looking forward to...
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the deadline must've passed by now.no, it's the 28th, brian.we're lean and mean, and we don't need to have everything done for the last minute.
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recent article about whining about the it department, it's not a bad read.
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you be more specific?
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i am so proud of you tristan, no naughty corner for you-
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yeah, i think you're right, and one of the other things that holds us up is that...
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that's actually true, that happens to me too.
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i just want to bounce the issue, i don't necessarily want you to solve it.
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around the energy edge, it's quite interesting.
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yeah. if we put pressure to get to the cause, which is often referred to as records. when i was incident manager and my-
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...site [inaudible 00:01:05] usually out, [inaudible 00:01:07] of being rebuilt at the moment. so i'm not exactly sure where they will be, but a good place to start would be on our-
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...training page section that's on the front of our website, there's an it ica.
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look it is very valuable to us, reputation is everything.
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...you know politics...
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especially the handover between incident and problem management, that's a big gray area.
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this is an important point as in, we want to get off-
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...some of the grounding.
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yeah. jean kim and kevin bayer and-
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...helicopters and guys in kevlar vests and sub machine guns, and god knows what.
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wrong things, am i actually culpable?
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it's the old county thing, the little elves and the fairies that is just magically there the next morning. so don't ask any questions, just appreciate it.
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yeah, that was ridiculous.i think that's over the-
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Female
yeah, and it talks about, you've got fragile, robust and anti-fragile as three ways that you build things.
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Male
the tft thing, it is a crowdsource thing, but we really need as people that have submitted, really want to know how much do you want to know the stuff that-
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often they take titles from itil, for jobs and roles, and when they really should be-
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...focusing on itsm's. so this guy was called an itil program leader, and i said, you know what, get rid of itil, it's itsm.
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because that just excludes every other framework, and every other set of guidance that is out there to that person.
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and of course, because the course is in melbourne, got to have dinner with you last night, cas. woo hoo.that was great.yeah, got the hugs in, which was good.
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can't go to the itsm new zealand conference this year. so-
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i'm really peeved about that actually. but you know, you really got to weigh what's necessary and stuff, so-
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... of podcasts.absolutely.and i think that would be really interesting.that's awesome.
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for pushing us in this direction, and thanks to all the podcast teams, top, bottom of the world, and all around the sides. and-
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and i can't think of a better compliment, than having that many listeners.
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culture and organizational change.
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and one of the things i wanted to post to the team is, ocm is not new, it's been around a long, long time.oh yes.so-
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...that front if they don't do that.yeah. because if they're not aware that they need to change, they are never going to get there. then if they are aware, that yes, we need to change, do they have the desire?
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that comfort level, with doing the way they've always done it, and-
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needs to be the managers or the leadership team or whoever it is. they're the ones that have to be the settling influence on what's going on.
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...at that point, they can't be silent. if they're silent, it's all going... that's where the failure happens. it's actually at that-
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...still got to come back to, why are we doing it. and be able to, what's the word i'm looking for, elucidate the reasoning, the why. i covered some of that.
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i think there's two other factors, in it in particular, that drive us to ignoring or burying the people aspect.
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the more organizational change there is on a project, the higher the return on investment, the sooner it comes in on time.
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i can guarantee you, you will pick up the soap, or your fluffy thing, and washer, and you will start your routine. you will start on the same part of your body, and follow the same road, because-
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Female
...it's comfortable. that's what feels right for you. and the second you break-
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...they're going to go back to the old way, because that's what was comfortable.
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they don't get into the shower with the right foot anymore, they get in with the left, because they don't even think about it differently.yes.
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.. and that's the important thing.that's right.yeah. how many times have we seen technology implementations where people go, "yeah"-
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in other words, if i shoot it off into the tree somewhere and it's not recoverable, or don't make me try and hit it out of the trees 47 times to get to the hole when i know that that's just a ridiculous exercise.
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let me take a mulligan. and i think we have to allow our people-
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... people and understand that they're all going to come through the journey at different speeds, so-
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sorry rob, i don't mean to use your name.
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have you given him a brain transplant? what have you done? i use peer pressure, but i got him on board, and his impact on everyone else around-
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but that's also, rob, and you may be saying it in a different way, but that's saying, you know,-
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i think there's enough conversation and understanding, or i should say integration, with some of the hr processes that are required-
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people and talent management within these projects.
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well again, that's why i come back to mergers and acquisitions. it's a very scary thing and it actually impacts the bau productivity while you're trying to make the change happen.
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no, no, no. the booby is the boss forsaking him-because he had a great idea, eh?he was still delivering his results.
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Male
thank you so much for coming up with the second, bibi, tristan will be happy it's coming [inaudible 00:01:20].
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