Unsung Heroes

I’ve been watching the “Undercover Boss” series on Channel 4 and have been encouraged by some of the stories where CEOs realise (at a personal “human” level) that “people are the foundation of any company”.

For me, what comes across from this series is that more C-suite executives (and senior management) should invest time and energy “caring” and “connecting” with the people who report into them as well as the people “on the ground” making the company truly profitable and competitive.

In my 15 years of experience, I have had the good fortune to work as an Interim Manager and Consultant in several organisations across several sectors. I’ve found that several companies do not invest in their people and, perhaps worst of all, don’t really know what their employees do. Much time is typically spent doing “business-as-usual” (BAU) activities while activities which affect P&L, strategy, innovation, competitiveness and make the company attractive to new recruits are often outsourced to 3rd parties and (sometimes) offshore organisations.

While there is a return to business process re-engineering (typically involving business process modelling and change management) as well as LEAN Six Sigma; many of these activities rely on 3rd parties, management consultants and contractors and are often met with cynicism and suspicion by employees. Moreover, employees sometimes feel that they are being unfairly scrutinised and are opening themselves (and the processes/activities/work they do) to criticism.

Over the last 3 years in particular, I’ve worked with some companies who have severely neglected their people; the C-suite have under invested in “people, process and technology”. Many of these companies publicly “appear” to be very successful but internally often have archaic processes, limited vision and unclear strategies.While the C-suite and management tier are “busy” managing and doing boardroom activities, there are often “unsung heroes” across the organisation that are the ones who demonstrate excellent management/leadership skills, follow pragmatic processes, keep up morale and do many things that keep departments/functions afloat. All of these things are typically unrecognised and, in instances where there is recognition, there is often a lack of incentives or rewards to (1) publicly recognise these heroes and (2) invest in these individuals and provide them with the due care and support they deserve.

There must be a better way that doesn’t have to rely on “unsung heroes” but instead embraces all ideas and engages all people (who want to engage) to make things better.

On the flip side, there are other companies who do get it. What’s common is that in these organisations, there is a strong emphasis on coaching, mentoring and career development (often through some form of Training Strategy). The organisation typically sees the employee as key to its success and not just “a number” or (worse) a robot.

We should not forget that the people of any organisation are the true fabric that helps generate profit, healthy share options and competitiveness.

Lets stop fuelling the need for unsung heroes and make EVERYONE in an organisation accountable and responsible for its success.

The Seven Layers of the OSI Model


As interest and take up of Cloud Computing and XaaS-based (PaaS, IaaS, DaaS, SaaS, etc) utility computing solutions increase, CIOs, CTOs, Enterprise Architects and IT Directors find themselves increasingly under pressure to understand the impact of new technologies that could help improve the agility of the an organisation and improve the competitiveness of an organisation.

However, when embarking on transformation/change initiatives, several organisations stop at Business Process Re-engineering, Business Process Management and Business Capability Mapping activities in an effort to understand how to re-align the Business and Technology functions.

To properly comprehend an organisation all aspects of “people, process and technology” need to be understood.

At this stage, when considering “processes and technology”, it is worthwhile taking a step back and reminding ourselves of the “old school” Open Systems Interconnection model (OSI model) which touches on functions of a communications system in terms of abstraction layers. This model is something that all Architects should be mindful of when looking to understand an organisation holistically. It holds the key to properly capturing information that underpins the IT related considerations that all IT departments must manage.

The OSI Model (a gentle reminder)

The Open Systems Interconnection model (OSI model) is a product of the Open Systems Interconnection effort at the International Organization for Standardization. It is a prescription of characterizing and standardizing the functions of a communications system in terms of abstraction layers. Similar communication functions are grouped into logical layers.

The OSI, or Open System Interconnection, model defines a networking framework for implementing protocols in seven layers. Control is passed from one layer to the next, starting at the application layer in one station, and proceeding to the bottom layer, over the channel to the next station and back up the hierarchy.

Application (Layer 7)

This layer supports application and end-user processes. Communication partners are identified, quality of service is identified, user authentication and privacy are considered, and any constraints on data syntax are identified. Everything at this layer is application-specific. This layer provides application services for file transfers, e-mail, and other network software services. Telnet and FTP are applications that exist entirely in the application level. Tiered application architectures are part of this layer.

Presentation (Layer 6)

This layer provides independence from differences in data representation (e.g., encryption) by translating from application to network format, and vice versa. The presentation layer works to transform data into the form that the application layer can accept. This layer formats and encrypts data to be sent across a network, providing freedom from compatibility problems. It is sometimes called the syntax layer.

Session (Layer 5)

This layer establishes, manages and terminates connections between applications. The session layer sets up, coordinates, and terminates conversations, exchanges, and dialogues between the applications at each end. It deals with session and connection coordination.

Transport (Layer 4)

This layer provides transparent transfer of data between end systems, or hosts, and is responsible for end-to-end error recovery and flow control. It ensures complete data transfer.

Network (Layer 3)

This layer provides switching and routing technologies, creating logical paths, known as virtual circuits, for transmitting data from node to node. Routing and forwarding are functions of this layer, as well as addressing, internetworking, error handling, congestion control and packet sequencing.

Data Link (Layer 2)

At this layer, data packets are encoded and decoded into bits. It furnishes transmission protocol knowledge and management and handles errors in the physical layer, flow control and frame synchronization. The data link layer is divided into two sub layers: The Media Access Control (MAC) layer and the Logical Link Control (LLC) layer. The MAC sub layer controls how a computer on the network gains access to the data and permission to transmit it. The LLC layer controls frame synchronization, flow control and error checking.

Physical (Layer 1)

This layer conveys the bit stream – electrical impulse, light or radio signal — through the network at the electrical and mechanical level. It provides the hardware means of sending and receiving data on a carrier, including defining cables, cards and physical aspects. Fast Ethernet, RS232, and ATM are protocols with physical layer components.