Organisational change

The Cost Center Trap

Mary Poppendieck – LeanEssays

IT projects used to be about – or at least were perceived to be about – building things. That determined not just how the work was done, but also how it was managed and accounted for. That leads to a focus on the production of assets, which in turn depreciate. And treating software as a capital asset has consequences not just in arcane accounting treatments, but in how digital can be measured and managed – and those ways are, this post argues, counter-productive if we want to see sustained continuous agile improvement.

That’s not just an interesting argument in its own right, it’s also a great example of how understanding ‘the way things are done round here’ requires several layers of digging and goes well beyond ‘culture’ as some amorphous driver of perverse behaviour.

Innovation Social and economic change

A Sociology of the Smartphone

Adam Greenfield – Longreads

Sometimes the best way of thinking about something completely familiar is to treat it as wholly alien. If you had to explain a smartphone to somebody recently arrived from the 1990s, how would you describe what it is and, even more importantly, what it does?

In a way, that’s what this article is doing, painstakingly describing both the very familiar, and the aspects of its circumstances we prefer not to know – cheap phones have a high human and environmental price. An arresting starting point is to consider what people routinely carried around with them in 2005, and how much of that is now subsumed in a single ubiquitous device.

That’s fascinating in its own right, but it’s also an essential perspective for any kind of strategic thinking about government (or any other) services, for reasons pithily explained by Benedict Evans:

Smartphones are technological marvels. But they are also powerful instruments of sociological change. Understanding them as both is fundamental to understanding them at all.