- I've been looking for a Deliveri director for 3 years ...
The conversation about technology flows smoothly into the conversation about people. So this time - everything is according to the script.
Boring. I know exactly what will happen next. There are no right people. Personnel hunger. Competition. Now he will ask me to recommend someone. And I will refuse - I am not interested in problems in a vacuum.
Still, there is one curious moment. My interlocutor - Oleg, director of a production company, is far from the IT market. Are the same problems everywhere? Sometimes it is important to just listen - perhaps the solution needs to be sought in a different plane.
- You see, we have long been not a production, but an IT company.
- We cannot endlessly increase production. But we can create an infinite number of services and packages around our products. Including digital ones. If only I could scale without compromising on quality ... For starters, at least link sales to operations.
Over these 3 years, Oleg has already burned himself several times. Twice with outsourcing. The first company was attractive in terms of pricing and worked with clients in similar industries. If it were not for one nuance - the tasks had to be detailed to such an extent that it seemed that he was writing his product on his own. The best results for the year were an IT product-crutch with critical defects and a significant improvement in its IT competence.
On the second try, Oleg decided that he would not save money and hired experienced consultants who would tell him what to do and how best. The eminent certified company won the tender and started the audit. Oleg was regularly visited by sleek managers in ties - they figured out requirements, drew presentations of processes and data structures, produced long lists of inconsistencies and wrote documentation. When the planned budget was exhausted, the list of additional “out of scope” requirements exceeded the initial two times, and the ideal system moved a little further from the operational stage. In a fit of emotion, he broke the contract and decided to take control of the development. This is how the position of the delivery director appeared.
Something is wrong…
When I asked why not give this position to the CIO, he answered evasively:
- I do not know, something is wrong with him. He's competent. But he is not enthusiastic. I get the impression that he is constantly defending himself and resisting new ideas. As if afraid to leave the comfort zone.
Taking a quick look at the requirements and responsibilities, I did not notice anything exotic about them:
- I can't understand what the difficulties with this vacancy are - the IT market in the country is developed, the salary is competitive, your tasks are quite interesting.
- You see, in the domestic market there is no mentality I need.
- I need grocery thinking!
It seems that Oleg really got carried away by the IT sphere, and the psychological portrait of the candidate was born soon after meeting with a friend in the Valley.
- Do you even understand what it is?
- Sure. This is when a person does not expect a task from you, but offers the functionality himself, weighing in advance the costs, potential profits and risks. And he does not need to be reminded that we have a release this Friday and it is advisable to check that the technical base is in order.
- So he thinks ahead?
- Yes! But not from the position “it will never work for you”, but from the position “it's easier and faster to do it this way”. And he is not afraid to argue with me if he disagrees with something. Well ... you yourself understand everything ...
Clear. Between the lines of a standard position description, there is an otherworldly world of fears and previous negative experiences. And this world is not alien to contradictions.
- That is, you want a person with an entrepreneurial character?
- That's right! I want to give him this direction, I am ready to invest in it, but he must convince me that the idea will bring profit, show the strategy and the way to payback, and take responsibility for the result!
- And you did not think that such a person is most likely already busy. With your business ...
I saw his grin. I realized that I touched a quick fix.
- And how do you develop an entrepreneurial culture in your company?
The smirk gave way to surprise. What such a culture may exist somewhere... Naturally, he did not develop it in any way. His HR department was engaged in tracking employees' working hours, monitoring executive discipline, psychological testing and strict implementation of office policies, which were outdated N years ago. Where does entrepreneurial thinking come from? Where are competitive selection for filling a vacant position held? Where at the heart of the motivation system - fear of losing your face and status, risking to offer something new? Where qualitatively new ideas are rejected because they do not fit into rigidly regulated learning plans? Where, instead of working for a result, you need to prove your worth by competing with regalia?
People first, decisions second
I didn't ask openly. He himself already understood where the starting point of his transformation... People first, decisions second. After a couple of months, he reorganized, invested heavily in training his employees and moved to a more modern office. And recently a new HR manager came to him. With product thinking.