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In times of profound change, the learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists. — Eric Hoffer
I came across a wonderful book a while ago entitled “And The Walls Came Tumbling Down” by Michael S.Lief and H. Mitchell Caldwell. This book looks at the lives and closing arguments of the trial lawyers on the cases that changed the world as we know it. The cases documented include protecting free speech, winning women’s sufferage, and defending the right to die. Heavy stuff to be sure.
IT organizations have seen several changes – walls came tumbling down types of changes – over the last few decades. Here are a few as I remember them.
- Move access to desktop. Once access to corporate computing power moved from 3270 terminals attached to a mainframe, to desktop computers, it made the computer less mysterious somehow, and more familiar to all. It was a mindshift for many people as it allowed people to think about how these devices might be able to help them in their daily work.
- Move information to the user level. Once data moved to the user level from the tapes and disk platters, it became possible turn this raw data to information, and information which was very usable.
- End user computing. The rise of the spreadsheet and desktop level database management systems allowed business units to develop their own solutions with desktop computing. This gave a sense of independence and being able to make progress without getting in the queue with all the other requests of the IT department.
- Collaborative computing. The move to a collaborative model of operation speeds the time to completion and increases the efficiency of the group.
These changes do not just happen. They require capital to be allocated, significant plans to be created, people to buy-off on the idea. In short these changes have to be sold. As a leader, you are constantly selling. You may not always be selling with a business case and price tag attached, but you are selling concepts, selling ideas, selling best practices, selling behavioral change. Selling has to be a core skill which will define you as a leader.
Two big questions come to mind with this…
1. What are the “Walls Came Tumbling Down” events in the industry as seen through your eyes; and
2. Putting yourself in the person’s shoes trying to introduce these significant changes inside your company, “what are your closing arguments?”
