Watch that man

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

I was in a client meeting the other week when I noticed a heavy Rolex (probably a Datejust with a mad cyclops eye) on the left wrist of an account manager, who had just finished pitching his latest & greatest product version. 

One product that I personally mentally compared with similar solutions in my head and recent pricing experienced. I found the offering expensive and wondered if there was too much commission floating around here. Is my client paying too much for this based on the bling ?

I’m proud to not have (or had), any commission links with suppliers I have worked with and many will probably confirm that I have turned down dozens of offers over the years. I am proud to not be in any pocket and in many situations advised suppliers to reduce their submitted prices by whatever commission they might have paid me. I think my clients pay me very well, so I should save them as much money, time and hassle I possibly can. Commission that might buy a nice Rolex, could improve four residents lives with improved kitchens or bathrooms. On quite a few occasions I have argued the point and been asked, "Tony why are you digging in for just 20 grand?". My answer very honestly is, "well that buys quite a lot of home Capital improvements for those residents, you just queued up with in reception with". I'm proud to have have lived in stable social housing during my childhood. Maybe it will provide others with some of the opportunities I had.

Now to be honest, I would not probably accept a Rolex if it was gifted to me. Unless it’s a pre-1950s model, personally I find them a bit ugly personally, maybe vulgar. I’m more of a 70’s GMT, Nomos or Sinn bloke myself. From vintage times a 60’s Minu-stop parking meter or 50’s Vulcain Cricket is more likely to float my boat. 

Having had a serious car accident I luckily walked away from) in the late 1990’s, my left wrist is about one inch thinner than my right-hand one. So bulky watch bracelets are somewhat problematic for me. Another reason a chunky Rolexes are not in my wheelhouse. Maybe my non-profit or charitable clients would come to the conclusion I am doing too well on the back of this work too!

If you are selling them, jewelers I am sure would say a Rolex watch makes an important statement. “In the competitive business world, appearance is one of the keys to success. The best businessmen and women gear their minds toward reaching their goals, and they know that they have to dress the part in the boardroom, at lunch and dinner meetings, while traveling, and on the golf course”.

In contrast, if you are a salesperson selling into socialhousing or councils, perhaps you don’t particularly flaunt stuff like this. Maybe stick with a decent Seiko. Even a GS (Grand Seiko) doesn’t actually look blingy, who might know you have eight grand of Hi-Beat watch on your wrist -    on your wrist?

These days, do we even need a watch on our wrist? Its a lifestyle choice if its beyond a step counter eh?

Well, not really – we are surrounded by clocks. In fact in the West, our lives are dominated by clocks, being on time, alarms and of course the internet synchronised time of the internet. How boring. When I am not busy at work or time-restricted I often wear a single-hand Meistersinger, which really slows you down. Mine does, because the day is just ‘today’ in seven languages. Someone did once ask me, why its not so easy a watch to read to the minute. My answer was, "When we are working together, I'd rather concentrate on what we are doing, not knowing the exact time I should clock off!"

Maybe we would be better to not be so much clock watchers or using our jeweler to demonstrate how brilliant we are. Its not all about dates & times, its about what we deliver and for what cost.

If your organisation is looking for best value in systems,

please just get in touch , for a chat over a brew ☕😋

       Related Post: Is the right Critical Friend what you need?

I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

David Bowie - Watch That Man.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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State Of The Nation

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy


Only last week I was on Twitter I was reading a response to a blog post of mine, about organising the calculation of service charges more efficiently. It sounded like a leaseholder being billed amounts for services, that clearly were not transparent and possibly bore no resemblance to what was perceived to be services or value being received.

If you are still doing service charges on the back of an envelope, or slightly more automated in Excel and would like to improve, well you can read that post here.

However, readers of this are probably a bit like me in that I generally receive 'annual statements' from my credit card provider and others, such as my water company, council etc, informing me where all my contributions are spent. It does make interesting reading at times and there are occasional insights, that motivate me to look at other products/services and occasionally change my behaviour.

While as a sector we generally manage to send, or make available statements of account, who actually informs their customers what they have contributed, what it was spent on in their property and how it differs from their general scheme and overall across the RSL/RP?

Easily understood breakdown of where service charges come from are obviously a key part of that, but also information about wider investment in neighbourhood initiatives and improvements, would demonstrate social value was being practically achieved.

If a particular resident arrears were high, it might be useful to make them aware of how the average tenant performs. I.E. 85-95% can generally operate a rent account successfully with minimal issues. Quarterly stats should be easily obtainable.

What about average repairs spend and number logged annually, per property? Can the tenant see and perhaps be informed that the landlord can help, if excessive responsive issues are being reported? Possibly recent capital improvements, are the reason the average for a particular unit has dropped.

What about outlining where training, employment or local health initiatives have been successfully delivered? Most social housing providers are involved in these areas and we should not be hiding what we do and perceived outcomes.

Transparency can be good and not necessary be costly to provide. This is an ideal area to provide in your resident self-service portal. No need for regular glossy brochures and waste.

In terms of showing what social housing is good for, I think it could be part of the fight back, starting with our residents hearts and minds. If RSLs/RPs are failing particular customers or areas, this will shine a light on to it. Also, all residents will have an opportunity to understand where every part of their contributions are going.

Give it a thought, if your systems and data allow you that level of transparency.         
 

Catch the blog monthly archive at https://archive.org/details/@housingitguy

Related Post: In your organisation, are your systems seriously under-implemented? 

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

New Order - State Of The Nation.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.
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Plan A

If you do the Twitter thing, follow me at @hotpixUK
or LinkedIn here uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/

  
A few recent mop up type projects I am involved with have led me to ponder on the effects of poor planning at the start of many software application purchases and major business projects. There is a lot that the recent IDS Universal Credit and HS2 projects can teach us about how to get projects right. As the M&S lorries scream, There is no Plan B. But what if Plan A is somewhat wibble?


The Iain Duncan Smith visit to the Commons Select Committee this week is the latest in a long line of British Government IT projects that have become a horrendous money pit, often being abandoned, rather than delivering anything remotely useful. Watch this latest IDS UC car crash unfolding here in slow motion - http://www.parliamentlive.tv/Main/Player.aspx?meetingId=14420  For MBA courses, surely this will become a great case study in how not to manage projects. 


So what can we learn in our own projects from this. Well quite a lot, IDS is doing us a service by highlighting how not to do it. Firstly, know what your objectives are, right from the start. The IDS aims for UC were ‘To generate £38b in savings over the next 12 years’. This has now been modified to ‘emphasis the economic benefits of the programme’. Digging down, that breaks down as ‘38% of these savings are to come from fewer overpayments and increases in employment, while the bigger savings – 68% - will come from the economic benefits to claimants’. Thus only £14.44b might be generated in overpayment savings.


So a goal-post in objective has changed here. Also no mention of where the new UC IT system may also tackle the issue of under-payments. Bringing all benefits under one roof means that claimants may well now be able to claim for things they are entitled to, that they were not currently aware of.


HS2 (high speed rail 2 connecting London with Birmingham, Manchester and Leeds faster, by 2032), is another project with rapidly changing aims, as casters are added to its goal posts and expected costs double to over £42b. It started off as being about ‘savings in business time, spent travelling on trains’, now mysteriously as many people work via the internet while on the move, the raison d’etre is now ‘Enhanced capacity’. As anyone in the know already suspects, if HS2 was about bringing prosperity to ‘The North’, it would be a high speed train line between Liverpool, Manchester, Leeds & Hull, with a spur up to the East Coast main line, connecting Newcastle & Edinburgh.


This reveals two important areas of any successful project. Number one is know what the project is for. Changing aims reveals that there is probably no basis in benefits for the project in the first instance. Where benefits in ROI (Return On Investment), enhanced customer service, measurable social good etc are expected, document them clearly. These can be measured later. Also examine negative effects of the project and clearly document them. These might offset some benefits, much like the IDS under-claimers, or cities not connected on HS2 losing out. Burying these facts reveal issues that have not been honestly put in the mix.


Number two is do enough detail analysis before committing resources. What my old Bsc Applied Computing lecturer Ian Beeson used to call ‘not being prematurely physical’. For example, if IDS had spent £3m up-front on decent analysis of benefit process, UK Govt PLC would not now be writing off £40m of wasted IT project. Take the project in stages, ensuring each is closed / completed adequately before moving on. Basic PRINCE2 in practice that one.


Number three is set your budget, based on the above, and what you know thus far. Set your contingency too, maybe 15-20%. Where a supplier will give you a capped price on your service/training/implementation days AND your requirements are well researched and firm, then you have something very attractive. Also find out what the additional day rate is. Very important for those valid ‘Out of scope’ elements. Not good to find they may cost you £1,000+ per day. Better to have fixed a more acceptable rate, much earlier on.


Number Four is to run the project in a transparent manner. IDS in his UC project has been dogged by ‘Bad News’ getting in the way of ‘Good News’. Don't suppress bad news, when it comes up, deal with it and correct the little blips that all projects encounter.  Smoothing over blips with good PR and what start as white lies, will dig a hole that will become exponentially difficult to dig yourself out of. As IDS has found out to his cost, £40m has already been written off, in a project at least 2 years late, with over 700,000 benefit claimants still expected to be outside the new IT system. 


We are all aware of projects initiated, where the project director has left way before any deliverables are seen. One particular ‘industry strength’ financials package, that need not be named, generally follows that route. The finance director ordering it will have a new job shortly afterwards (as it looks so good on a CV), be in it two years or more, before the original organisation is anywhere near having it in and working. It has not missed anyone’s attention that one such implementation is ongoing at the moment at a large prominent midlands based housing group. It will be interesting how that goes, all of the bigger HMS suppliers I speak to are aware of it, watching it extremely carefully. If it is delivered on time, to budget and can perform to what UK housing needs. If not, it may well mirror the expensive slow motion car crash unfolding for UC.


Unless he has a ‘road to Domestos’ type conversion, IDS will continue to hype the UC good news, in order to dispel that label he acquired from George Osbourne, just a few months ago. http://www.theguardian.com/politics/2013/oct/02/george-osborne-iain-duncan-smith-bit-thick
While IDS is only wasting all our taxpayer cash, poor execution of housing system projects impact directly on our residents and communities. Think how many new kitchens or improved efficient heating systems, to lift residents out of fuel poverty, could have been put in with your systems project overrun....

You can link with me on LinkedIn here - uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/ It would be great to connect !

Read on, to a great book on Microsoft Dynamics Great Plains

http://tonysmiththathousingitguy.blogspot.com/2013/06/paperback-writer.html

Dandy Warhols - Plan A .


(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, please get in touch and let me know!

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