EE Failures – the Saga Continues

May 29, 2015

EE, having promised to phone between 12 and 3 today, failed to do so, wasting yet another half day of the DeliveryDemon’s time. This company is demonstrating quite unashamedly that it has no intention of providing the service being paid for, or any other form of customer service.

Telecomms is part of any country’s national infrastructure these days, and an essential utility for everyday living. People deprived of an effective telecomms service are being cut off from some of life’s essentials. The DeliveryDemon has decided to see if those paid to represent the interests of the public are actually prepared to take action when an infrastructure provider is in such blatant breach of its responsibilities. She has emailed those whose roles claim some responsibility in this area. It will be interesting to see whether any of them are prepared to take action.

The local MP, Tom Pursglove seems to be an obvious contact to start with. The email has received an automated reply.

David Cameron is far too grand to accept normal email, and restricts communications to a form limited to a measly 1000 characters. On top of this he requires an email confirmation.

Sajid Javid has responsibility for business innovation, and should be interested in the way infrastructure failure affects small businesses. The email has received an automated reply.

Greg Clark is another minister with responsibilities for local businesses. He doesn’t seem to have an automated acknowledgement set up.

John Whittingdale has responsibilities for next generation mobile communications, so might be expected to understand that you can’t build a next generation on the foundations of the failing current generation. No automated acknowledgement from him either.

Sharon White heads Ofcom, so should have an interest in the fact that their dispute resolution arrangements are worse than useless. No automated acknowledgement yet.

Elizabeth Truss has responsibility for rural affairs so should be interested in broadband failure outside the M25. No acknowledgement so far.

Matthew Hancock, with Cabinet Office responsibility, should have an interest in the gross deficiencies in provision of national infrastructure. Another automated acknowledgement.

Cabinet Minsters have a lazy habit of not providing ministerial contact details until you email them, then announcing that you have to use a completely different email address – hardly a commitment to serving the public who pay them. So that means another bout of emailing to get past that barrier. Open government anyone??

The 3 Layers of an Organisation’s Processes

April 30, 2009

Look at the processes in any organisation and they can be split quite neatly into 3 layers.

  1. Operations. These processes are the lifeblood of the organisation. Each and every one of them contributes directly to delivering goods / services to the organisation’s customers. The people operating these processes are the organisation’s front line, and woe betide the organisation which doesn’t recognise this.
  2. Infrastructure. Any organisation has to be managed, so it needs management processes. Think of Finance, HR, IT, Facilities…. The processes behind these functions are not directly customer facing but they are still essential to the business.
  3. Change. The invisible layer, but a particularly important one as change and innovation becomes an increasingly important factor in the survivial of an organisation. Think of the 3 Ps – projects, programmes and portfolios. These activities bring change and these activities need to be managed. Any organisation undergoing change has a need for change processes.

It seems to the DeliveryDemon that many organisations struggle to optimise their change processes. Change activities are often tied to the business unit undergoing change, with limited links to the broader business, and little if any coherent attention to the change processes themselves. Strategic planning activity gives rise to change in both Operational and Infrastructure processes, but many organisations give little thought to the Change processes which form the bridge between strategy and delivery.

The Carnegie Mellon Software Engineering Institute’ Capability Maturity Model has been around for some time Although its roots are in software development it is in fact a widely applicable model. It classifies processes as:

  1. Initial
  2. Repeatable
  3. Defined
  4. Managed
  5. Optimizing

CMMI Models are a good foundation for assessing whether Change and other processes operate reliably and consistently. What they don’t provide is a model of good practice for the processes being assessed.

As change and innovation become ever more important to the success of commercial organisations, the DeliveryDemon is watching to see which organisations are leading the thinking when it comes to optimising change management in order to deliver strategy effectively.