On mapping your realities

Earlier this year, around March/April some time, I came across this TED talk, about drawing your life / aspirations in terms of current reality (current state) to desired new reality (future / desired state). At the time, I had just finished working on my own version of personal journey mapping, which I coined as the RAGE (Reality Aspirations Goals Expectations) model. This TED talk made me think and experiment with my own sketch, which I actually attempted, immediately after watching the video. I found the picture lying on my desk, so decided to post it on this blog, and to share with others (who may find themselves in a similar situation as I). I hope the picture says it all, suffice to say, I've been making some headway in my own personal journey tracking (which I plan to share in a future post, called On Self-Awareness). If you want to see what I've been tracking this year, check it out here.

Here's the TED Talk:

And here's my very own version 0.01, of my life picture, snapshot from March/April:

And back in Jan/Feb I had sketched my general view that led to my RAGE model, which incidentally is my implementation plan to get me from Current -> Desired State:

My 2022 mid-year review of Life/Work streams

Tis the period of mid-year performance reviews in the workplace, so I decided to inspect my own personal performance with my time tracking metrics covering the dimensions that make up my life and work streams. 

I've been tracking these metrics for a number of years already and at least once a year, share the analytics and insights from this lifelong experiment. I created the term Personametry which basically is about telemetry (metrics) about the self (personal). Feeding Personametry is a framework I've created for myself for personal and professional development, my RAGE model.

At the start of 2022 I shared insights from my past six years of tracking and also followed up another post zooming in on the 2021 year, highlighting the main time sinks and the impact on other related streams. I set a goal of turning things around in 2022 to get to a state of balance I enjoyed prior to 2021.

With half the year over, 2022 is fairing much better than 2021 - as I've been very intentional about the changes. 

Here are the headlines (comparing 2022 with 2021 for the first 7 months, January to July):

• Work hours is down 28%
• Spirituality is up 53%
• Family time is up 27%
• Social time is up 75%
• Overall "Me Time" is up 16%

Holistically then, my process of re-calibrating in 2022 is having the desired effect. I'm spending time in the areas I've prioritized without significantly compromising on a major stream like my work (work obviously provides for the lifestyle I'm grateful for).

For more insights, check out the embedded slideshow :-)

In terms of my overall happiness sentiment and tracking my aspirations and goals as governed by my RAGE model, I'll share in a separate post in September '22. I've started to warm up more and more to Mo Gawdats' happiness formula which has helped me in coming to terms with the turbulence I've experienced with my job/career decision to disrupt and reinvent myself...stay tuned for the next write up!

Am I hunting antelope or field mice?

I came across this question from Tim Ferriss' Tools of Titans during my summer reading, it's quite apt  for my first post of 2019, as I have a feeling it will probably be the question I will pivot around again and again during 2019. It features as question #13 of Tim's 17 questions that changed his life. I've lifted the description here on this blog so I can keep coming back to it.

Am I hunting antelope or field mice?

Quoted from Tools of Titans, 17 Questions that changed my life:

Newt Gingrich is one of the most successful political leaders of our time...Now that he's in the private sector, Newt uses a brilliant illustration to explain the need to focus on the big things and let the little stuff slide: the analogy of the field mice and the antelope.

A lion is fully capable of capturing, killing, and eating a field mouse. But it turns out that the energy required to do so exceeds the caloric content of the mouse itself. So a lion that spent its day hunting and eating field mice would slowly starve to death. A lion can't live on field mice. A lion needs antelope. Antelope are big animals. They take more speed and strength to capture and kill, and once killed, they provide a feast for the lion and her pride. A lion can live a long and happy life on a diet of antelope. 

The distinction is important. Are you spending all your time and exhausting all your energy catching field mice? In the short term it might give out a nice, rewarding feeling. But in the long run you're going to die. So ask yourself at the end of the day, "Did I spend today chasing mice or hunting antelope?"

Initial Thoughts?

Courtesy

Five years ago, I used this illustration to pitch my situation at work to my then bosses - I felt like a lion trapped and being tamed by a corporate structure that was stifling the value I could bring to the organisation especially in terms of working across group-silos. This pitch resulted in me being freed up from the HR constraints and kick-started my journey into consulting which lasted about 4.5 years...

Then having spent enough time consulting, it felt more and more that I ended up hunting field mice again (consultants were excluded from big meaty execution decisions and did not have a seat at the table), so I went back into permanent with the same company...I am getting my share of antelopes now with a seat at the table, but more often I find myself  being dragged into field mice problems. My solution to this problem is through effective delegation and empowering my people, the challenge is that my peers and bosses have trouble appreciating this tactic...what I view as field mice problems is not always seen in the same light by the people that further up in the food chain - so maybe I'm not a lion after-all ;-) or maybe I need to find another pride of lions with the same mindset as I...??

It might well be that my current job is not the antelope I'm searching for...that my real antelope is still out there evading me, and could it be  that my fear is the only thing that is holding me back??

So that's thoughts on professional life...in terms of family life, this story could also be applied as well. Being a husband and a father to three children, whilst very rewarding on levels that can't really be measured or quantified well, is probably the most challenging experience one can have...in my case it's about letting go of being a control-freak, not sweating the small stuff (field mice) and focus on the bigger important stuff...whilst I'm an expert project manager in the professional world, the project of a family and raising children is THE most intense project to manage in life...

2019 must be the year I either bag an antelope or at least make strides in identifying bigger game...My RAGE model and my focus on the 80/20 principle in all aspects of my work and life are tools that are helping me on this journey - and if I were to assess my progress since starting with my RAGE model tracking, then things don't look bad at all.

My gut tells me that 2019 is going to be an interesting year for me professionally...

[Update: August 2023 - I did indeed bringing down my antelope in 2019, reaching heights in my professional career to C-level, as well as step-changing my family-life away from field-mice problems...but the interesting thing now in mid 2023, feel I need bigger antelopes again, since I'm in Africa, I need to hunt a buffalo]

The Golden Circle

In this post I share a snippet of information referenced from the book Start with Why by Simon Sinek. The ideas and concepts provided in the book talk mostly about how some companies are more successful than others (using Apple as a major theme). It advocates that most companies often don't take time to appreciate the WHY they in business in the first place, and more often focus on WHAT they do. By focusing on the WHAT they tend to lose a captive customer audience, failing to address to the core beliefs of customers, which is one of the main reasons customers choose to go a brand, or become an ardent follower of the company.

I found this pretty interesting, with a wider relevance outside of just corporate strategic management. The golden circle can be applied to both personal and professional topics, and links nicely to my RAGE model. It can also be applied to team structures as well. In fact, in the organisational sense, the golden circle flows from top-to-bottom: starting with the company vision and flowing down to each person in the company.

What follows is the core explanation from the book, chapter 3, The Golden Circle. Simon Sinek's TED talk is also one of the highest ranking talks on TED, video is embedded at the end of this post. Although Sinek makes reference to many stories and cases that appear as old news in today's time, they are still nevertheless relevant, at the very least a useful reminder...

The Golden Circle

According to Sinek, the golden circle can be used as a guide to vastly improving leadership, corporate culture, hiring, product development, sales and marketing. It even explains loyalty and how to create enough momentum to turn an idea into a social movement. And it all starts from the inside out. It all starts with Why.

Starting from the outside in, Sinek describes the terns:

WHAT: Every single company and organisation on the planet knows WHAT they do. This is true no matter or big or small, not matter what the industry. Everyone is able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify.

HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a "differentiating value proposition", "proprietary process" or "unique selling proposition," HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that's all that is required. There is one missing detail:

WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don't mean to make money - that's a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?

When most organisations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason - they go from the clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do.

But not the inspired companies. No the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out. They start with WHY...

Get the book, watch the video!

So you think writing a Set-Top-Box Middleware is easy? Think again!

So you came across this technology called Digital TV and stumbled across the various (open) standards (MPEG, DVB, MHP, etc) and thought it cool for you to write your own software stack? Or you've been writing Set Top Box Software for other customers (namely PayTV operators) and decided you have enough knowledge to venture out on your own and sell your own software stack? Or you're a

PayTV operator, sick and tired of being locked into expensive and time-consuming Middleware vendors that you decide it is time to write your own software stack, be in control of your destiny and deliver cool products to market faster, cheaper and on-time?
Or you figured there is a quick and easy way of making some money, since just about every country in the world is going to switch off analog TV and turn to digital, where you can provide a very cheap and cost-effective software stack?

If you've answered yes to at least one of these questions, then you should be asking yourself: Just how serious are you about Middleware?  Just how serious are you about the EPG User Experience?

Just how serious are you about competing in this marketplace? Is there any room for you to compete in this arena? Where  do you see your software stack in the marketplace: low-tier, middle-tier or top tier? Who are your competitors? Are you big enough, flexible-enough, savvy-enough, innovative-enough or unique-enough to displace your competitors? Or do you even wish to displace your competitors? What relationships do you have with the big technology players? What is the compelling value proposition that you're offering that your competitor's aren't? Do you stick to one large customer that can finance your operation? Do you seek out other customers to monetize on your product's offering? Do you keep a common product that can service multiple customers at relatively low cost? Do you feel the market is big enough to support many divergent offerings? Are you a small fish in a small pond, big fish in a small pond, or are you swimming with the sharks and you just don't know it yet? Do you rely on hope that everything goes well, or have mountains of cash so as not to notice you're burning fast, but don't realise it? Have you been sold vaporware, demoware, software that's far from being fit-for-purpose for real world mass production use?? Etc, Etc, Etc...

I have met developers, architects, software managers and product owners who think that writing a STB Middleware stack is easy, a piece of cake, all you need is just four really good developers...to which I smile and think in my mind, oh how naive they are! Yes, for sure, the software architecture can make sense on paper, heck you can even hack a proof-of-concept together in about three months or less that proves a simple Zapper or PVR stack. But that's just it, it's a hack, a Proof-of-Concept (POC) - nothing close to getting a real world product into the marketplace.

My rambling in this post covers the following:

• Typical Challenges for New Middleware Players
• Securing support from Chipset Vendors
• Choosing the Application / Interactive Engine / API for EPG
• Integrating with Conditional Access Vendors
• Competitive Costing / Pricing Model
• Overall Middleware Strategy
• Advice for PayTV Operators
• Conclusions - Middleware/EPG business is hard work
• Last Point: If I entered the Middleware/EPG Market today, what would I do?

Personametry 2023 - Wheel of life streams, hours logged

It's that time of the year when I sit down and review my time tracking data for the year. This time round, playing around with ChatGPT (whilst still maintaining my AWS Quicksight dashboards). I was quite looking forward to continuing to use Noteable's AI/Data tools, sadly the service shut down :-(

I've shared my dataset openly and also you can look at the ChatGPT transcript of the conversation and prompts here.

ChatGPT's overall summary:

• Rest and Sleep (Individual): A substantial 2,856.11 hours, akin to the restorative power of a long, rejuvenating sleep every night.

• Professional Work: Impressively, 2,051.20 hours were dedicated to your professional life, showing a solid commitment to career growth and achievements.

• Family Time (Family-Man): A heartwarming 1,398.79 hours spent with family, which is like embarking on a year-long road trip with your loved ones, filled with bonding and cherished memories.

• Spirituality (Individual): A profound 1,106.44 hours in spiritual pursuits, reflecting a journey akin to a spiritual retreat, deepening your inner peace and understanding.

• Personal Time (Individual): 467.55 hours of 'Me Time', ensuring a healthy balance of personal space and activities, like taking a short, refreshing break each day.

• Marital/Wife (Husband): 451.91 hours dedicated to marital life, resonating with the quality time spent in building a strong, supportive partnership.

• Knowledge and Learning (Individual): 202.88 hours of enriching your mind, like attending a series of insightful lectures throughout the year.

• Health and Fitness (Individual): 145.07 hours, a commitment to staying active and healthy, similar to a consistent routine of short, daily workouts.

• Social (Friend): 117.06 hours, akin to enjoying meaningful social gatherings, reinforcing bonds and making memories.

Looking back, my time tracking is reaching steady state. Not sure I'm going to keep reporting these stats going forward, but I'll probably keep fine-tuning. For 2023 Scorecard, I'm glad to have focused and met largely my spiritual goals, work/professional goals was maintained year-on-year, despite the spike in work hours in the last quarter (I got "promoted", with extra responsibilities which means more work hours). Health and Fitness hours took a dive compared to 2022, but it seems that my Strava/Garmin activity tracking shows better performance in 2023 compared to 2022 (so more time logged doesn't necessarily equate to being for fit, or achieving more). Social time decreased because we lost some friends to emigration, and generally our year was focused on the kids as my son approached his final high school matric exams, we prioritised staying at home.

If you've read all my previous posts on Personametry, you would've learnt that as part of this experiment, even way back when I started in 2016, I wanted a personal-assistant AI to help me with my RAGE / Personametry framework. I wanted to engage in meaningful conversations with an AI-assistant, coach me, act as my council, gatekeeper, motivator, etc. I believe there is still a need for this and the current state-of-the-art still has some catching up to do. Nevertheless, I am quite enjoying my interactions with ChatGPT. It was able to understand my personametry data, derive some insights, create the views I would generally take a couple hours doing myself. It's just a matter of time until we get truly personalized agents, like a personametry-gpt agent. Here's what ChatGPT offered I should look into for 2024:

Here's my Personametry slides as usual:

ChatGPT as my new research assistant

I continue to be blown away by ChatGPT. This is a game changer!

One of my biggest misses in my life is missed opportunities converting my ideas in starting up my own company. It's not like my ideas were not great, it's that I lacked the follow-through and risk-taking to get started executing once my idea was validated.  I would spend so much time researching, doing the market analysis, identifying opportunity, writing up the idea and then failing to take it further forward. Here's one example -  the start-up research I did for my original personametry idea about the application of monitoring physiological signals that can help manage mental well-being, like stress before this topic hit mainstream. Check my Trello workspace if you're curious. 

I spent a good 300+ hours doing the research and thinking of the opportunity. I'd wake up at 4am every morning, doing the research, before starting my official work-day at 8.30am, after doing the school run. I also invested in working a 4-day work-week to create space for researching my ideas, because my goal then in 2015/16, was to startup a product company. Since I was consulting, I could manage my own time and take a hit on my earnings because my personal goal was important at the time literally putting my money where my mouth is. Unfortunately the consulting work got busy, and my personal life went a little off-balance, that made me rethink my focus areas - so I left start-up ideas aside. If you've read my posts on my RAGE model tracking, I dropped the start-up ideas focus since 3-4 years ago. Work, Life & Family took priority over my aspirations of booting my own start-up entrepreneur.

Until now, with ChatGPT in the mix, I'm reconsidering my options. I can save so much time, exploring my ideas without compromising my other life streams. All I need is to timebox at least an hour each day, and a couple hours over weekends to get back into tackling my backlog of 100+ ideas that were sitting on the shelf that last few years.

My latest thesis is this: As I enter into the second half of my working life, with at least another 20 years left to work in a career - I need to be doing more purposeful work during my core work hours and not as side volunteering gig. Since being a Muslim is at the centre of all my decisions across my life and work streams (part of the reason I left a CTO job had to do with staying true to my personal moral value system: example - promoting video content I'm not comfortable with, targeting people to spend time on endless watching of video for entertainment wasting hours of life away, building gambling and sports content betting technology, etc. This is why I joined AWS and decided to get inside the engine room in B2B enterprise systems but it's been a tough adjustment after 20 years building consumer apps). So, now I want to be spending my time working on impactful, value adding streams. As a Muslim, we believe in investing for the Akhirah (the next world). My ultimate BHAG was about becoming financially independent before retirement so that I could start an NGO/NPO focused on socially beneficial projects. Unfortunately, I'm very, very far from this goal. The other option was to join an NPO/NGO and contribute my skills as a GM/CTO/Manager, earning a reduced salary but at least I'll be happy doing good work. Alas, my searches to date have yielded nothing material (living in South Africa is also a limiting factor). So my latest idea - why don't I find opportunities in the Islamic Tech space? After all, I am a seasoned technology leader, surely there are opportunities in the Islamic tech space worth checking out? The total addressable market for Islamic Tech is 1 billion+ people. Introducing tech for this space initially (which would scale to the entire planet maybe), benefiting the ummah, in this world and the next, would be something, wouldn't it?

This is where ChatGPT came in to help. In the past, I'd outsource the research to some gig worker and pay up to $10 per hour for a research report. Or, I would spend hours of my own time, doing the research. No more! With ChatGPT, I can do the initial research in just one hour!! 

I am still to dive deep into the research, during my weekends - but I'd like to share with my readers, and especially for the muslim professionals out there, similar to me, looking to find opportunities to contribute to spiritually uplifting projects (either community or paid-for work), the amazing power of ChatGPT.

I'm not leaving my current job anytime soon though, insha Allah (although this is never guaranteed especially when there's real uncertainty now with Amazon's latest round of layoffs). 

I am however, being open about a topic that is becoming increasingly important and relevant to the aging workforce - as people approach their fifties, their stage of work-life changes from chasing the career ladder to seeking fulfilment, doing work they can feel proud of, to leave a legacy behind, to leave the world in a much better state they found it. That's where my head is at. I am not interested in chasing the next promotion. If promo comes my way, it should be an organic, natural result of my sincere contributions, backed up by people who value my contributions. I want to invest my time wisely doing work that matters to me. Right now, my work is about building leaders and growing people, being the modern elder. Ideally, it would be great if I could find something that builds up my Akhirah points and also get paid for it at the same time :-) 

Here's the transcript of ChatGPT as my research assistant:

How I switched from Program Manager to CTO

During the first quarter of 2017, I was wrapping up a massive digital transformation project "VOD Wars" in its second year of running and nearing completion. A program that I led from inception in the capacity of Chief Program Director (for Multichoice Group) as some classic corporates call this role, Amazon has a similar role called the  Single Threaded Leader (STL). 

I was responsible for co-ordinating multiple programs and workstreams  that cross-cut multiple businesses. Each business had their their own heads of technology, engineering, program & project offices, operations & support functions. Each business also had their their our business goals & KPIs and in addition, had to support group-wide goals (Group-wide goals are akin to Amazon's S-Team goals). Whilst my primary stakeholders were CEOs of the various business units, I had to not only keep my eye on the high level (managing upwards and indirectly influencing across businesses that I had no positional hierarchy at all (as I was doing my own thing as an independent senior management consultant), I also had to stay close to the technical engineering, operations, support, marketing and customer experience details on the ground. The program was a great opportunity for me since I'd always wanted to experience every piece of the Video Entertainment value chain puzzle as much as possible. 

Prior to VOD Wars, I'd further strengthened my exposure to all domains of the media Video Entertainment business, by being the chief program director for launching a new video streaming business "Showmax" to Africa, in 2015. This too, was a wonderful experience, launching a business start-up from zero to launch in under ten months, co-ordinating every business (legal, finance, marketing, strategy), technology (buying a new tech stack, integrating new offshore development team, building & customising product features, integrating payment vendors, 3rd party integrators, etc.) and operations (content workflows, infrastructure & customer support). 

And before Showmax, I'd been leading major group-wide initiatives for advanced and internet-connected devices (I was lead end-to-end program manager for DStv Explora, for a small stint delved with the then nascent DStv Mobile), and before that, spent my time as technical program & product manager for advanced set top box middleware software, NDS Mediahighway/Videoguard platforms.

In fact, the last time I was engineering-focused, strictly speaking was in 2010 - when I'd taken up the role of Principal Engineer after inventing a Speaking TV/EPG - a role change, after being involved in project, program and product management before then. And the years 2011-2013, when I'd helped transform the consumer devices division of Multichoice, to use modern software engineering methods of planning, product development and end-to-end systems integration, in getting them to launch their first version of DStv Explora.

Being a rock-star program manager consultant in a niche industry in Africa, did come with its perks! I billed by the hour, and was mostly in control of my time. I had back then in 2014-2017, experimented with 4-day work-weeks, I took personal time off (PTO) for long periods of time (sometimes 2 months unpaid or more). It was around this time that I had started working on my RAGE model for personal development. As I dived deeper into my professional self-reflections, the following realisations about my aspirations started to really gnaw at me:

• I was getting bored of being a program manager, I felt there was no challenge left and I was no learning anything new any more. I'd been reading, studying, applying and mastering the many forms of project & program management since 2008 and by 2017, I think I'd arrived and was feeling satisfied with my craft, as an expert program manager, a project leader at the top of PM hierarchy as explained here.
• I felt I reached my goals of understanding how to run a full blown video entertainment business as I had experienced by then, every single aspect of business, technology & operations of the Pay-TV value chain.
• I had my program management work mechanics down to an art form: I had a repeatable process, had built templates for structuring program charters, communicating progress, etc. There wasn't much more I could learn from the mechanisms needed in program management and was operating at the highest level of project leadership. A lot came naturally to me, operating on instinct most of the time.
• I felt could run a Project Management Office (PMO) with my eyes closed. I'd started mentoring and coaching other project & program managers but I was not interested in specialising in PMOs.
• I learnt the secrets of engaging and managing high-powered senior executives, I was confident in discussions, meetings, presentations and contractual negotiations.
• I was not sure I could continue being a consultant without having skin-in-the-game, or having a seat-at-the-table. 
• I had failed to land other consulting engagements outside the scope of Video / Media - so my "business" AS3 (Africa Systems & Software Services) was a one-man show, tied to one big corporate without hope of branching out of video - so why remain a consultant when I could have a seat at the table if I wanted to?
• As a consultant, I'd developed my own prime directives of knowing when to offer advice, opinion or put a proposal together. Consultants serve a purpose, they can lead through indirect influence but also need to remain humble and fully aware, that they don't really have any clout or say in strategic decision making. Something, if I'm completely honest with myself, I wanted to influence directly, I wanted my ideas to be heard, I wanted to be directly responsible for change, and influence strategy and change the status quo, if given the chance. I could sit on the sides and offer advice and witness slower pace of change, or get in the ring, get my hands dirty and experience true ownership, accountability and responsibility. I yearned for an opportunity to experience being a senior executive, responsible for a big organisation.
• I felt I'd drifted too far from the technology domain - and needed to get back to the core. After all, I built software myself in the early days, and have degrees in Engineering and a masters in Computer Science. I wanted to get closer to the tech teams building modern apps, internet scale. 
• I wondered if a Program Manager could switch back to being a Technology Leader - looking at people around me in executive roles, I felt I had more than the requisite experience and technical know-how to adapt and do the job.
• I needed to experience what it meant to be a manager with direct responsibility for people and bottom-line P&L. No more assisting from the sides.

With those reflections in mind, I explored new opportunities in the tech space, landing first an Interim CTO/GM (fractional CTO) role, still as a consultant for the first year which then later converted into a permanent role as Head of Technology/CTO for DStv Digital Media, Online Video Platforms, which then later became Multichoice Connected Video. I would spend the next 3.5 years intensely immersed in the role of CTO, learning new skills and soaking the experience all in: VUCA, big organisation of 150+ people, handling large budgets to the tune of R1.5 billion, growing people, making decisions with the seat at the table, navigating and surviving corporate politics and most importantly, getting my hands dirty with technology development again, turning around a distressed platform and reviving an engineering team...I decided to leave again as soon as I felt it was time for another change...however, I'd like to think I'd left the place looking better than I first found it. I'm going to share some of my experiences of this journey as and when I feel inspired to do so, like today. 

Getting to apply for a CTO role was nerve-wrecking at first, even though the job advertised was a General Manager - Technology & Platforms.  I felt like an imposter, full of doubt - classic imposter syndrome. I was vocally self critical so much so that I analysed and critiqued the original role guidelines advertised and provided a deep dive of my self assessment with regards to the role's expectations, benchmarking myself against what I assumed was the high bar for the role. I wanted the hiring manager to be fully aware of who I was, what my experiences were, and what my aspirations were as well before going into the interview. 

Looking back, I was only able to gain this trust based on my previous work as a program manager with a reputation for getting the job done, delivering results by earning trust, that the executives entrusted me with the role. 

One executive who is now the CEO of a large business, once stopped me in the hall-way and said "Mo, I don't know how you do it - but you have a remarkable way of making the complex look so simple!" 

Below is the original self-assessment I shared with the hiring manager for the role. I remain truly grateful to him for the opportunity and trust afforded to me. Here is the doc with my self-assessment. I'm sharing this with you because I believe it could be useful for your own professional review. When applying for a new role, even if it's outside your immediate comfort zone, it helps to take the time to analyse, commenting and rationalising how your present or past experiences can help you delivering in the new role. You don't necessarily have to lay all your cards open to the hiring manager as I did (because I'd already built up the trust relationships over previous years, so people knew me as a program manager but they weren't necessarily aware of my tech background). The prevailing advice you'd find in most career counseling is understand your current reality (be brutally honest about your current reality whilst being positive about your future aspirations) and look for ways your past skills and experiences can speak to the gaps in the role you seek. Every job spec asks for more than what's realistic, so don't give up without at first trying. Every new role comes with an opportunity to learn and acquire new skills, why else does one seek to level up, if not to learn? 

Applying the 80/20 rule to my personal RAGE model

Last year I shared my RAGE model (Reality, Aspirations, Goals, Expectations) that could be applied to both personal and professional development (I also created a template that other people could download and use for their own use here). My aim was to make sense of my life-work balance (I used to call it the popular "work-life" balance, but later decided that life is actually more important than work, and now I use "life-work" balance instead. I'm not yet won over by the "integrated work-life" idea just yet although I see the point that you really can't separate out "work" as it's an essential part of your "life" - but I maintain the separation as it helps me categorise my personas better). 

I started by defining personas (basically activities like husband, father, professional, individual, friend, colleague, etc) where each persona reflected some facet of my life, that would consume time & energy. For each persona, defined related aspirations and goals for the year(s). As time is the most critical resource, I needed to understand:

• What activities were consuming the most amount of time?
• How did reality (of actual time consumed) compare against my wish-list of aspirations (desires, wishes, fancies)
• Find a way of relating my time spent on activities relative to the value / happiness gained from such activities

I used Harvest for time-keeping, which I maintained with as best discipline as I could, and started tracking all my activities from the end of January 2016 till December 2016. Going into 2017, I will continue to track my time, making a few modifications going forward.

Last year, my reading centred around self-improvement - I also studied the works of Richard Koch on the 80/20 principle (after having read about it in Tim Ferriss' 4-Hour Work Week). The 80/20 principle was inspiring and relevant to my experiment in exploring my life's activities. Since I was collecting the data of time logging my activities, I would have enough data to use the 80/20 tool to gain additional insights: Which 20% activities consume 80% of my time? Which activities do I most enjoy compared to my actual time spent? What are the vital few activities that have the highest impact in my life? What activities or personas did I start out with are actually irrelevant and can be assigned to the trivial many?

In this post I will examine 2016 under this 80/20 lens and share my revisions for 2017 year ahead. The experiment continues ...

I often get asked why do I invest my time in this experiment? Why do I share this stuff on my blog?

I believe in this experiment - when I started this journey I felt I really needed to inspect my life and not live on auto-pilot, doing the same things day in, day out (which most people do) ad infinitum. I wanted to examine myself, explore my value system taking myself to task: Am I really living the life I had pictured in my head or am I just fooling myself? When I began this experiment, I had not even heard of Tim Ferris or Richard Koch for that matter, or the group called Quantified Self. Now, after studying these people, I know I'm not alone in this, that reaching a state of self-awareness is crucial to making sense of the world, and most importantly coming to terms with reality and finding peace with ones self. Personally I've learnt that it actually does help to write things down, create personal plans and logs with some goals that can be measured and tracked using journals, introspection and other self-reflection tools (it does not have to be a thing assigned to your job in the workplace). This experiment calls me to order: why am I complaining I don't have enough time to pursue my own goals and interests? Why am I blaming the world and passing excuses on to others (like family commitments) when the reason for not achieving my goals comes down to just plain laziness, distractions & lack of motivation? Did I bite off too much that I could chew, am I being over ambitious? Do I need to slow down and see reality for what it really is? How do I adjust myself, re-calibrate on the few essential things that make me happy?

I write about this stuff because blogging is a hobby. It might not get me anywhere, I do it for myself, and take the risk of sharing this stuff in the public domain because it just also might be relevant to someone else, who knows. I also use this medium as an outlet. A lot of my blogging in the past year has been on self-improvement & self-discovery, both personal and professional, which is a phase I currently find myself in...the feedback I've got from both colleagues and friends have nevertheless been encouraging and thus further motivates me...I've shared the RAGE model with a few people, it strikes very interesting conversations indeed. Some people have even suggested I teach this stuff!

Inspirational Quotes

"Finding out what you love to do is a great feat in and of itself" – Derek Dolin

“There is no satisfaction that can compare with looking back across the years and finding you’ve grown in self-control, judgement, generosity, and unselfishness.” – Ella Wheeler Wilcox

“There is only one corner of the universe you can be certain of improving, and that’s your own self.” – Aldous Huxley

“There are three things extremely hard: steel, a diamond, and to know one’s self.” – Benjamin Franklin

“It is not only the most difficult thing to know oneself, but the most inconvenient one, too.” – H.W. Shaw

“The man who views the world at fifty the same as he did at twenty has wasted thirty years of his life.” – Muhammad Ali

For more quotes on self-discovery, click here.

2016 under 80/20 lens

Richard Koch's 80/20 Principle is a book that everyone should read. I'm not going to rehash the 80/20 principle, except state in the general terms of the greatest output / reward (80%) is achieved through 20% of the input (vital few), the law of non linearity and unbalanced systems; that 80% of success results from 20% of input.

My first 100 days as CTO: Resetting the Mental Model

[Disclaimer: I write about my past work experiences, dating back to 2017 referring to entities that no long exist today (in 2023). Previous mentions of such entities are widely in the public domain through news media outlets, press briefings, launch announcements, etc. I take time to ensure that nothing I share exposes commercially sensitive material. My intent is to rather showcase my work portfolio to current and future prospective employers, through my writing].

In my previous post, I shared how I switched from being a high level Business, Technology & Operations Program Director to a General Manager of Technology & Platforms (fractional CTO) - and disclosed my feelings of imposter syndrome at the time.

Looking back, this role helped me immerse myself fully into the fast-moving-pace of "immediate get done now, everything is important" culture, ambiguous and uncertain, competitive, make-a-plan do-it-yourself courage, sheer multitude of technology options, rapid development at internet-speed -- not that I wasn't familiar with the domain before -- but this time, I was in the trenches, with full responsibility to turn the ship around and make something a success. Previously, as a management consultant, I would advise and highlight risks, I would coach and help the business put together some plans - and then coordinate the delivery. But I wasn't accountable for delivery as consultant. I wasn't responsible for people management. I wasn't responsible if the platform crashed and get paged 2am. I had no skin-in-the-game...this time, it was totally different. I had skin-in-the-game - which meant that I was leaving the world of consulting behind, back in the trenches, leading from the front as well as guiding from behind, and at times digging the trenches myself. 

What I'd accomplished in the 3.5 years was largely positive on many fronts with more upsides than downsides - but it wasn't all hits! - there were some big misses too. (A future post will share my hits and misses). But in the end, after my time-box was over, despite embattled with some scars of hard graft, I left the world of TV/Video behind, knowing that I'd met my aspirations...handing over the baton to a very capable 2IC that would end up lifting the team even further.

The Situation - VUCA !

I joined the company at a time of massive change and uncertainty. The group company embarked on a complete overhaul of its business and organisational design across the board. Typical with most corporates in Africa, the company contracted one of the big consulting houses to lead the transformation program. Their intention to create a new operating model that would better set them up for the future, i.e. "future fit the business". As a result of this new operating model, entire businesses were remodelled, some businesses reducing roles (job cuts), whilst new lines of business set up for the future (new roles to be advertised & fulfilled). Some businesses were also merged and thus resulting "duplication" were optimised for efficiency. This FutureFit program started slowly and would run for 18-24 months, with its orbit soon to approach my business unit later that year. 

So joining in May 2017, knowing there's upcoming organisational changes, already started my engagement on uncertain, unsteady ground. So as a result of this uncertainty, I decided to transition first as a contractor (Interim fractional CTO consultant) to wait-and-see what happens with the new business operating model designs; and if/when an opportunity presented itself for a permanent role, then apply. 

At the time, I joined the digital business "DStv Digital Media" (DDM) had already been through change, having merged Mobile & Online businesses into one, focused on Digital Media. The product portfolio was expansive covering 55+ countries in Africa, servicing 5 commercial entities in the areas of: web sites hosting, content management, voting applications, sports app, video streaming apps, set-top-box applications, etc. Servicing these product portfolios was a single technology team, which I was responsible for. The role in itself was ambiguous and sensitive, as I had to take over from the previous leader who decided to hang around as an individual contributor focused on innovation.

Despite the uncertainty and impending changes that could come by FutureFit program, my teams still had to get on and deliver. Our business customers were increasingly losing trust in the engineering's team ability to maintain commitments to timelines - almost every project or product release was late. Further, the end customers weren't enjoying great levels of customer experiences as the platform was unstable. Almost every weekend there were outages, that took long times to recover - sometimes customers issues and outages over weekends would only be looked at the next Monday. The state of the technical platform drove many of the business stakeholder and my product customers to insist on the engineering team improve to becoming "world class".

Their partners (other technology teams within the group) also didn't enjoy the best relationships with this new team I was joining. Lack of trust, failed commitments and constant tug-of-war on systems ownership and capabilities - a clash of the traditional structured "IT" versus the modern, fast, scrappy digital tech pirates. There was always tension, most of it being unhealthy.

The state of my engineering team in terms of morale, motivation and appreciation - was not in the best health either. As a result of the constant pressure from customers and stakeholders, late deliveries, being pulled in multiple directions, having to support multiple projects simultaneously with limited resources, not having enough budget for adequate tooling and infrastructure - being on the receiving end of loud, upset customers...I'd inherited a team in distress. Futurefit was also looming, people had seen their friends leave the company as redundancies (layoffs) were made public. It was just a "matter of time" that the restructure find its way to them. So, yeah, fair dose of volatility there. Add to that, their leader was replaced by someone renown for hardcore program delivery - what did this guy know about tech, and why should they trust him when they still had access to their previous leader?

The outgoing leader was still attending the management meetings, contributing to strategy discussions. I had to tread carefully because the work I need to do, demanded calling out all the problems & issues in a respectable manner. The respected the the principle of "respect what came before", but it was still an awkward interaction to be in, sharing my ideas for getting the engineering team in shape and on the road to being "world class" with their ex-leader in the room.

A further sensitive issue was one of my direct reports, a senior software manager openly challenged me for the position - and was extremely unhappy that I was given the role (as they were allegedly promised the role as being next in line). Not a good way to earn trust on the first week on the job! So I seriously had to earn trust upwards (customers, stakeholders), downwards (directs) and sideways (peers & partners) as well.

Added to this was a level of complexity of the system in the way that newly created DDM business co-existed with a few commercial entities as well as how the technology division (my group), interacted with the wider enterprise technology group body. Engineering platforms for multiple products to run in 55+ countries, with each country having its own unique custom features as well as priorities for differentiating markets - all supported by a small scrappy team with a shoestring budget, adds a different spin to complexity.

With all this, I was still excited to take this challenge on. The experience was going to stretch me initially, take me out of my comfort zone. I entered the role knowing the known unknowns, was fully aware of what I needed to do. 

I was in for quite the ride! My opportunity to turn the ship around...

My 100 day plan

My first 100 days had to demonstrate: 1\ A bias for action to address the burning technical issues; 2\ Earn trust of my customers, stakeholders and people by pitching a credible technology plan in place; 3\ Deliver results that showed positive progress; 4\ Influence Futurefit program with new ideas influencing positive changes whilst protecting the team to focus on delivery.

Here's my morning papers (journal entries) setting out my 100 day thoughts:

Fri 11-May: Morning Paper

This DDM role is seemingly chaotic, need to find a balance and a way of prioritising and managing my work in progress. I can't be working every day long hours, need to find the balance and time for my other interests. Officially my days start from Monday, of which I will enter a countdown from 90 days! I must set myself something to achieve in the first 90 days.

First stab: By the end of 90 days, we should have:
- settled with product management on a common backlog that drives the work
- delivered at least one release of DStv Now
- kicked off a stream and have a concrete plan of action for a Platform SDK API
- have a realistic plan for the platforms improvements
- agreed on roles and responsibilities between the various customers and my teams

Within the first 30 days, I need to:
- workshops with product & planning team
- complete handover with R (1st week of june)
- complete a 360 review based on feedback from DDM & External customers
- complete view of all the people in the division
- a full view of people by skills, competency and career aspirations
- a view of the vision and strategy for the group - Why do we exist, What are our outputs, how we go about it?
- agree reporting from all lines - Architecture / Dev / Platforms
- set clear objectives on delivery
- agree a way of working/transitioning VOD Wars program

Within the second 30 days:
- town hall with full tech team
- objectives, pds, measurements of performance clearly defined and agreed by all

Within the third 30 days:
- publish approved strategy & objectives
- must have delivered some feature increment
- reporting & dashboards in place
- improved working relationships with customers
- platform network optimisation plan executing in full swing
- vod wars program transitioned out

Tuesday, 2 May 2017

Ideas for DDM-GM role

Here's some topics to note if you take the GM role:

• Workshop retrospective - aim is to get people to understand the current reality. Timeline of company showing where they started, turning points and current period
• Map out worlds of interaction of teams - micro and macro worlds. Showing customer relationships and where DDM teams fit within this world.
• Talk through the trust curve and get people to vote into areas of the curve. Where do they think they sit? Need to draw quadrant map.
• Talk about RAGE model. Do a workshop mapping out current reality, aspirations, goals n expectations.
• For each line manager, draw a job card mapped to rage, split by work worlds (DDM, VET, customers, etc.) career and personal categories. For each apply the RAGE model
• Self Assessment. Create survey based on Agile Good Ugly book. Get leaders to rate themselves according to criteria of systems engineering practices.
• Workshop with team to define what "world class" means
• Develop vision and mission for group. Tie back to company objectives. The Why golden circle. Why, How, What. Why does DDM exists? How do we behave to reach the Why? What actions or results to we produce that speaks to the Why?
• Get to know everyone. Radical candor. Review CV, skills and experience. Growth/Performance matrix - who are the rockstars? Who are the superstars? Who likes stability? Who wants to grow fast?
• Discuss the Cynefin model.
• Teach the Dreyfus model.
• Team self-assessment down to each last person (identify gaps, growth, training, etc.)
• Career Ladder - does DDM have one?
• Build authentic relationships
• Build trust from outset
• Do not dictate - listen, embrace collaboration & welcome criticism
• Implement Personal Kanban - time management - teach it?

My first All Hands / Townhall - Reset Mental Model of 150+ People

Despite the uncertainty with the group business redesign, our business unit, DDM still had to deliver the years goals. As the financial year runs from April to March, I joined at the start of the fiscal year, a new division where I had to put together the plans for the year, strategy and guide an organisation through turbulent waters. My first All-Hands was meant to set the major scene for the transformation the teams were about to embark on, with me as their leader. On the day of the event, I was somewhat nervous but confident at the same time. Having worked through the leadership and consulted with them on my ideas, this was going to be the first time I'd be addressing the full group, engineers who I've not had any skip-levels with, not having the time to meet everyone since from Day One, I was immersed in operating, putting fires out. Looking back now, I feel I could have done a few things differently (future post).

Below is the slide deck I used for the All Hands. It was an in-person session, in the campus Auditorium that seated 200 people. I'd previously addressed larger crowds before at the same venue in my big program kick-off sessions. This was my first All-Hands to not only my engineering team but I also extended the invite to core partners (product management) and my manager as well.

My aim was to reset the team's mental model, helping them understand our purpose, where we fit into the system and how I see us transitioning, reminding them on our goals for the year - and finally busting some myths from corridor talks.

More Flux thrown into the mix for fun

Just as I was getting into a rhythm after publishing my yearly operating plan in the All-Hands, around September, 4 months into the stabilisation journey, the parent group company announced a big change to its business structure, creating a brand new business unit altogether, called "Connected Video" which found find DDM and Showmax coming together...this merger brought its own share of angst, anxiety and nervousness into the engineering teams - as now there were essentially two technology platforms providing video streaming capability to largely the same set of customers. The subsequent few months to Q4 of 2017, was me experiencing additional turbulence in the sea of change and flux of making career-changing decisions, contending with people (peers and directs) seeking to lead and emerge as the CTO for the new business. More posts on that later.

Did I deliver on my 90 day plan then?

Yes. Check it out... Whilst my engineering teams were deemed "stable" for the next two quarters at least, I was focused on working the bigger picture: Unbundling the tech stack, removing non-core services not related to video stream (website support, ISP-support, voting apps, sports apps), working with partners on new commercials, and designing for the future Connected Video technology organisational design, even though I was still a contractor and had no control, nor influence, of what the CEOs in the decision-making-seats would eventually decide.

Book Review: To God through money, by Mohamed Geraldez

I completed reading this book today, within a week of purchasing it. It's been a long time since I've read a book this fast, given my time constraints, so that alone should say something! 

Sharing my review on Goodreads and keeping the reflection notes from each chapter in this post for reference.

I was also smiling as I read Mohamed's views on value systems, knowing one's self, self-reflections and goals of living debt-free. These anecdotes tie in quite nicely with my RAGE framework I've been developing for the last 6 years now.

Goodreads Review

The title "To God through money" is what immediately caught my attention as I browsed niche book collection at my local coffee shop. That, and the author's name "Mohamed Geraldez". Who is this guy? How come I've never heard of him before? Is this yet another one of those self-made autobiography books I doubt?? Intrigued, I bought the book with mild curiosity. 

It turns out the purchase was a good call! 

I'm so glad to have learnt about Mohamed Geraldez. It's a book of hope, admiration, motivation and respect. It is also humbling. Why? Mohamed is an American, who found Islam (almost by accident?) and became a seeker of Truth that took him to far places on Earth, the deserts in North Africa, no less! For me, as someone born into Islam "it's what my forefathers always did", I am always humbled by stories from new Muslims. 

Whilst Mohamed writes his memoirs as an aid for his progeny and generations to come, being the first Muslim - this book should be read by anyone, religious and non-religious alike. Get a glimpse of Islam and how it attracted someone from the outside. Muslims can get a taste for balancing business and life. 

Learn about business and entrepreneurship. Reflection points are shared to trigger "discover yourself" moments. 

Mohamed Geraldez - thank you for courageously putting yourself out there by sharing your story! Well written and suitable for anyone looking to improve their life, seeking answers or anyone looking for inspiration from diverse perspectives. Highly recommended.

Useful Self Reflection Points for Life/Story Mapping

• According to your parents, what was a particular characteristic you had as a child?
• What did you accomplish as a kid that made you proud of yourself?
• Did your parents' love story have an effect on your upbringing?
• What trait from your childhood has stayed with you until now?
• Do you think your early years had a massive effect on your current relationship with money?
• What events from your youth indicated the type of person you would become?
• Who were the major figures in your child rearing?
• Did you grow up in an environment where you felt like you belonged, or did you feel like an outsider?
• Has any death in your life affected you so much that you made a permanent change?
• What are some of the biggest adjustments your parents had to make because of your birth? If they did not have to, why not?
• Were you a bully or were you bullied as a child? If either, does this still bother you?
• Is there something you regretfully did during your youth that you are embarrassed to think about now?
• Were you exposed to an assortment of cultures growing up?
• Did you yearn to belong to a group or were you content with those around you?
• Did you grow up in a religious home?
• How would you describe yourself in regard to religion? Atheist? Spiritual? Literal? Other?
• What period in your life did you start questioning long-standing beliefs? How do you resolve them?
• Are you still close to your best friend from childhood / high school?
• Is there one person in your life who totally altered your life's trajectory?
• How would you describe your relationship with your parents?
• What is one thing you have done in your entire life that you wish you could take back? How have you dealt with it?
• Are there people other than family members who helped raise you? If possible, give them a call to say, 'Thank You.'
• Have you ever failed in starting a company? What were the lessons you learned?
• Have you ever met a person or people that truly amazed you? What was it about them?
• Have you ever conquered a great fear? What did you learn about yourself in the process?
• Have you ever been culture-shocked? Where did this occur and why?
• What has been the most transformative phase in your life?
• Have you ever had a 'happiest day in my life'? If so, what caused it?
• Have you ever had someone like 'Brother, Sisyer, Father, etc. I never had'? What made that person special to you?
• What is one thing or event that if you did it, your life would be complete? What is preventing you?
• Do you work well under stressful conditions? What helps you?
• What are the different periods in your life that you learned a lot about yourself and the world?
• Is there a dream or something of significance that you passed on in life because of barriers or difficulties?
• Have you ever worked so hard at a job that you became sick? What kept you going?
• What was one of the lowest points in your life? How were you able to bounce back?
• What was the most fulfilling job you have ever had? What did you learn from the experience?
• Have you ever been laid off or fired from your job? How did you deal with it?
• What is the most expensive mistake you have made in your life?
• Have you ever taken a risk, and it paid off? When did it not work out?
• Has there ever been an instance where you went against your gut and regretted it? What about a time that you went with it and worked out?
• Have you ever had mentors in your life? What did they assist you with?
• Why is your best friend, your best friend?
• Do you have any personal finance rules you live by? What are they?
• From the list of The Top Five Regrets of the Dying, which one(s) resonates with you the most? Why?
• What are your "happy moments" in life?
• Have you ever given any though about your legacy? If so, what you you want it to say about you?
• What is your Happy Money monthly amount?
• Has there ever been a time when you refused someone's advice, but later acted upon it? What changed your mind?
• What helps you in making important decisions?
• What habits or practices do you have for continuous self-improvement?
• What events or decisions were not in your favour, but with time, you were actually glad they were not? Why?
• When you think about the fisherman and the banker story, what things come to your mind about your own life?
• What blameworthy personality traits do you have that you would like to rid yourself of?
• Is there a particular friendship you no longer have, but wish it would return? What is holding you back?
• What is your love language? If you are still blessed with one or both of them, what are your parents' love languages?
• Who has had the greatest impact on your life?
• Have you ever felt that pursuing success in this world meant jeopardising your success in the next world? If so, why?
• Was it ever in your spiritual practice to think about your death? If not, do you think you will now incorporate it?
• What spiritual program do you have in place to reconnect with your Lord and regain perspective in life?
• What charity is dear to your heart? When was the last time you donated to it?
• Are you debt-free? If not, is it your top financial goal?