Work Culture – The IT Blog

The truth about (Gen)AI

(✅ clickbait title)
Recently I attended a GenAI event organized by <big company>. All professional, interesting, insightful. Really good. (Really! I mean it! No sarcasm.)

Until it hit me like a blow during a discussion:

I DO KNOW the whole plot already!

The discussions, the argumentation, the problems, the hopes, the promises of the consulting companies. Startups that make good (ok or bad) products and raise the hopes of the rest of the industry.

We’ve seen it all before with big data and data science – EVERYTHING!

<Technology> is a game changer.
<Technology> brings x millions.
If you don't do <Technology>, you won't survive in the market.
<Technology> brings billions of €€€€.
You need a <Technology> competence center, and a <Technology> strategy!

And the problems are the same – not similar, but the same!
When I look at the LinkedIn stream, I really have Groundhog Day.

We really are chasing the Gartner hype cycle. 🙈

Am I against (Gen)AI? Quite clearly: No
But the hype, the exaggerated expectations … do we REALLY need to do this, AGAIN?
Yes, apparently that’s just how we humans / companies tick.

Well .. then: let’s go into the valley of tears as quickly as possible, burn as little money as possible there pointlessly and off to meaningful use.

It’s sad, but there doesn’t seem a way around.

Making the Best of a Bad Presentation Experience

Recently, I attended a conference and sat through a particularly bad presentation. I was tempted to leave, but my colleague insisted we stay until the end. So I somehow had to make the best out of it. This gave me the opportunity to analyze what made the presentation so ineffective and “bad” for me (maybe it was interesting for other people, I just didn’t like it.

So I regarded it as a case study to probably improve my own presentations.

Good Conference Talks aren’t just Success Stories

Recently, my colleagues and I attended the World of Data conference. (The conference is an event in the data and analytics industry, where latest trends, technologies etc are presented in workshops and talks/presentations. It’s pretty nice to be honest!)

An advantage of remote interviews

There have been plenty of articles and comments about the (dis)advantages of home office vs in-office scenarios over the past two years. One critical aspect of home-office is definitely about creating a personal relationship with people that you never meet in person.

One situation where a personal relationship is quite important is an interview with candidates (be it internal or external). Besides the technical expertise you also want to know whether or not the candidate is a fit for the team. In the past 2+ years, we interviewed dozens of people for positions in the team. I say “we” because we usually are 2-3 internals holding different positions in the team (dev, ops, product owner, …) interviewing the new candidate. And in the past 2+ years we did all those interviews remotely via video-conferencing.

How to make efficient status meetings

Do you know these horrible status meetings? Every week, every two weeks or – when it is critical – 2x a week? Especially with multiple members? And you never know whether it’s important to go there or not? But you need to go there because there might be a relevant information?

The myth: “If there’s nothing to say, we can quickly close the meeting after 5min”. Seriously – I’ve not seen this happen very often. It quickly drifts into a common chitchat or Q&A. Don’t get me wrong: socializing is important – but a status meeting isn’t a socializing event.

Do not make rules that you cannot control or enforce

I have been repeating this sentence more often than I’d like recently. But if the COID-19 time has taught me one thing very impressively, it is:

Rule 1: Forget rules which you cannot control or enforce
(Alternatively: “Do not hope for the sanity of your colleagues / fellows / …”)

Many of the COVID measures would certainly not have been necessary if “we all” had behaved reasonably. One could discuss the term “reasonable” right away. But “reasonable” unfortunately depends on personal goals. If the personal goals diverge, the opinion about “reasonable behavior” diverges as well. And suddenly “we all” do not have a common sense of what “reasonable behaviour” is. This discrepancy is then what is called a “conflict.”

The real challenge of HomeOffice for companies

Many companies and executives thought COVID-19 and 100% HomeOffice would be a real challenge. Phew seems a lot of companies survived the Home-Office challenge! Companies have learnt that the business can continue. Employees have learnt that HomeOffice can work.

This was challenge 1: the technical challenge.

But now as companies slowly do not have to do HomeOffice anymore … now we will see what our bosses, executives and companies really think. How much they have really learned. How much trust there really is.

Now comes challenge 2: the people challenge.

The challenge might now be to keep people when a leader (or worse: a company culture) values presence (a.k.a counting sheep) over results – but employees don’t …

I’ll just stay at home and stay productive.

Don’t just ask for Feedback and Improvements

“Every employee should feel encouraged to give feedback and contribute ideas for improvement!” Who has heard this before? Probably everyone!

My (slightly provocative) opinion: “The effect was probably close to zero. So Forget it and don’t do such a shout out!”. Unless you want nothing or barely anything to change. Then do a big shout-out and send people back to work! Great show – with no effect! Of course, I made the mistake myself and didn’t notice for quite a while (years, actually). Every now and then an idea or suggestion came along (or I had one myself) and we were proud of the improvement. At some point between Retros and PostMortems I got the point: “It needs the right framework!”