Difficult Chapter at UW Tech

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Difficult Chapter at UW Tech

• The Crash
• Background
• Lessons --Part I
• Lessons --Part II
• Moving Ahead
• Top Take-Aways

Sandy
Terry
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Deeply regret advise you TITANIC sank this
morning after collision with iceberg, resulting
in serious loss of life. Full particulars later.
J. Bruce Ismay, Director of the White Star
Line
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Collateral Damage
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• 45

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2008
In conclusion...
2008
200820
Not a very Good Year
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Your organiztion
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We built it and they came... and in the
beginning, came too
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• Technology
• Complexity
• Political climate
• Growth
• Standard except for

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CHANGE
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• Succession planning
• Strategic planning
• Execution
• Lack of cost accounting
• Old methods, new people
• Waning enthusiasm
• Impatience

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Red Ink surprisingly easy to find
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How ???
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Triple Whammy

• Budget Crisis
• Political Shifts
• Technology Shifts

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Lessons Part I

• Trust, but verify
• What was successful in the past

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Trust

• but verify

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The sun always rises
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AGENDA

• The Crash
• Background
• Lessons --Part I
• Lessons --Part II
• Moving Ahead
• Top Take-Aways

Sandy
Terry
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Lessons Learned II

• Too much trustNot enough verify
• Find and make visible
• Past is not Prologue
• Embrace paranoia

• Hope is not a strategy
• Delay can be dangerous
• Red ink squeezes time
• Hire your complement
• Org design matters

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Too much trust...
Not enough verify
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Before Verify find and make visible(some flaws
are hidden, some not)?
Amazing what you can get used to...
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Past not prologEmbrace paranoiaResistentitl
ement cultureBalance optimism with realism
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Hope is not a Strategy-Situations-Personaliti
es
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Delay can be Dangerous
But is the ticking loud enough? Out of site, out
of mind?
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Red Ink Compresses Time
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Hire Your Complement
We're all package deals
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ltOrganizationgt design matters-silent
failures-early warning-resilience-safety
nets-individualism-metricincentive
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Moving Ahead
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No Stone Unturned
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Then Service culture trumped fearsNow...
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Staffing Funding Balance
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Finishing the Strategic Plan (Financial Model
Controls)?

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Job One
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Open QuestionIs democratic and transparent
governance compatible with excellence,
innovation, and strategic investment?
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Top Takeaways

• Trust but verify
• Find and make visible
• Past is not prolog
• Embrace paranoia
• Hire your complement
• Org design matters

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Any Questions?