This isn’t another posting about old age.
It’s about how temporary many great IC ideas are and how quickly IC processes degrade.
Many years ago I took on the job of Global Head of IC at Marconi. Grand job titles were freely available at Marconi because we were going bust and my boss didn’t care what I called myself – he was just glad to have a body with a pulse to make things happen.
The problem was that Marconi had had a decent sized team just six months previously. It had been run by a woman I still see around from time to time and believe to be one of the smartest people in our business and the team had done some great things. Unfortunately, the company had let them all escape…and for about six months all their work fell into disrepair.
For the next two years, as we lurched from crisis to crisis I kept stumbling on the remnants of their great work. I felt like an explorer coming across the remains of an ancient temple that had been overgrown in jungle.
But these ruins were not ancient. The team briefing system was less than a year old, the communicators network has fallen into disuse only recently and the intranet updates had ground to a halt barely weeks before I joined.
The sad fact was that the moment you take your eye off IC processes they slow down.
For example, most team leader briefing or cascade systems need to be refreshed a very two years. Few good intranets escape a major overhaul as frequently.
And the advert of more digital tools is making things change ever faster.
However, I think the real issue here is not the danger of redundancy. It’s the need to farm and refresh what you have. Building in time for major maintenance is something we all need to consider.