They implement a new process, give us no training or explanations, we manage to figure it out through trial and error, and just when we think we can move on and continue to work normally what happens? They implement a new process, give us no training or explanations...you get the gist. This is clearly affecting productivity but it keeps happening. Why?
18 replies (most recent on top)
The problem is... Decision about "what" are made at the top. Decisions on "how" are made at the bottom. There is a vast universe in between. Light–years of disconnect. Commitments made by the top to the regulators are made without the input of the ppl who actually implement. Execs do not know a thing about the process, systems, ppl details to make a realistic commitment. As a result, those of us who have to find a way to deliver on the unrealistic commitment are left to do the impossible...implement on time, accurately and on budget; with sticks and stones and crayons. The one thing I have learned after years at the Bank... This is the way. No regulatory sanctions will ever change this, because egos at the top are bigger than the capabilities at the bottom.
The new product that has been implemented is only partially functional. The most important functions are not "yet" available until the full roll out, if that happens. Yet the previous fully functional product has been disabled. So when using the new product you can look at then features you need but can't use them. When looking at the support for the new product you find limited support for the functions available and full support for the functions that are disabled. And unfortunately you have to explain to managers why their directs are unable to utilize the new products.
They just keep throwing ex......t against the wall hoping something will stick. Problem is it just stinks.
The other thing thats annoying is that we're expected to learn/implement all these things as if doing that work has no impact on all our other duties. Newsflash, my day was already chock full of things to do, so this new process, which is a mess and will last for 6 months before it's jettisoned anyway, will negatively impact other areas. So it better be worth it. Unlike many, I actually like change, but I don't like my time being wasted or being jerked around with poorly thought out changes that, again, will be kicked to the curb a few months later anyway. That's nonsense. It's not a management problem, it's an executive problem. The managers, by and large, are just executing what they've been told to implement.
Rearranging deck chairs on the Titanic.
This problem happens in my area ALL the time. It's awful.
We have Agile coaches for a reason, but management just blows them off.
Most things/decisions here don't follow logic! Your assumption is things here are logical, they aren't. Many are about egos, execs, and corporate bull..it is all.
Every time a group gets a new manager that person has to rip out whatever it was the previous manager had in place. It’s just a given.
Doesn’t matter if the system is good or bad, working or not working. If it predates me it’s bad and I have to show my worth by replacing it.
Applies to people too. If my predecessor hired you you are obviously no good, and must be replaced by a friend of mine.
Ask Charlie if you don’t believe me.
Don’t worry @kon will fix all problems he said he had
successfully changed bad processes from the trenches, and I have successfully ousted two bad managers in my working lifetime. I'm thinking about writing a book.
He will get rid all of bad managers and execs.. and also write a book to boot
Is this about Agile? Because I can tell you the way they are shoving Agile down some groups throats is downright disgraceful. I swear they are doing it with no training and guidance to drive people to quit so they don't need to lay them off.
Don't forget the part where after no training or explanations, we manage to figure it out through trial and error.......... management nails employees with poor performance reviews for those "errors".
It’s been like this forever at WFC. Some exec falls in love with product xyz, so they mandate all their teams to use it. Has like a three - five year implementation plan. Around year 2-3 that exec leaves or moves elsewhere in the bank, new exec comes in, hates the product you’ve been working hard to learn/implement and tell you use product rst instead. Cycle starts all over. It’s the number one reason why we have so many convoluted and disjointed systems that are half installed. This is also the main reason why our department drags our feet to implement any of these changes until we’re forced. It becomes such an incredible time waste.
they ask me to hopscotch on tuesdays for some reason
@kon+1apO8tzR. Good luck with your fictional book
@kii+1apO8tzR
Maybe you do, I'm not that good little sheep. But most employees are. It's why bad management continues for far too long in a lot of workplaces. Most people are too afraid to do the needful. Either that, or they lack the imagination to do the needful in a way that won't blow back on them personally.
Me? Not so naive. Perhaps during my first 5-6 years in the workforce, but certainly not since. I have successfully changed bad processes from the trenches, and I have successfully ousted two bad managers in my working lifetime. I'm thinking about writing a book.
@aek+1apO8tzR. Don’t be naive. You do what you told.
I would say it's because you allow it to happen. Bring it up to UPPER management if you've already brought it to lower management's attention with no results. Training and user acceptance testing should be part of ALL new processes.