In Prague

running-late

A car in front of me had a bumper sticker “ Hurry Slowly !”. My immediate thought was “how ridiculous”! It seemed a contradiction in terms.  Who would want to slow down given the time pressures most of us live under? How many companies failed due to the suboptimal pace?

Nasa Lesson?

I then remembered we’ll mark the 31st anniversary of the space shuttle Challenger disaster next January: it broke up 73 seconds into the flight. NASA management hurried the launch.

The chief engineer refused to sign off on the launch. Since he and his team didn’t believe that the O-ring rocket booster seals had undergone adequate testing in cold conditions. However, NASA management overruled them. Probably because the mission had already been delayed for 6 days by weather and technical issues, NASA decision makers didn’t want to delay again. In fact, the investigation after the disaster confirmed that the O-rings became too brittle in the cold weather. As a result, this prevented proper sealing and allowed flames to damage the external fuel, causing an explosion. Hence, NASA’s decision to hurry not only cost 7 lives but delayed the Space Shuttle program by 2 years – a true lose-lose. Hurry slowly.  

Are We Slow Learners?

The Challenger isn’t the only incident caused by rush and faith that everything will go well (hope is not a strategy). There are many recent examples and high profile failures:

  • BP with the largest accidental marine oil spill in the history of the petroleum industry,
  • GM with the faulty ignition-switch,
  • Toyota with the famous brakes recall,
  • Takata with the malfunctioning airbags (the company is mulling bankruptcy for its US unit as a direct result),
  • Samsung with the Galaxy Note7 battery “fix” which didn’t work and seriously damaged Samsung’s name,
  • and Samsung’s exploding washers and their subsequent recall didn’t help Samsung’s brand.   

So how many times was a decision made to “just ship it” and hope for a “sunny day” scenario?  Or is the answer just “blowing in the wind”?

Ignoring The Lessons In Software?

Software is no exception. For example, Ralph Young estimates the cost of a bug fix to be 1:10:100: 1x in requirements/coding phase, 10x in testing and 100x in production. In addition, production fixes often damage the company’s name, sometimes beyond repair. Writing tests against requirements seems like a low hanging fruit. If it’s not possible to create a test case, the requirement probably needs to be updated. Despite this, managers often skip this early step. The result is an underbid project and a financial loss or product flaws. Hurry slowly.

Final Thoughts

Starting “in the middle” to rush things through without proper strategy defined can waste significant resources and time. It is often the main reason for failure as outlined in “Ten Deadly Sins of Strategy Creation”.  

Dilbert as a team-lead tells his team “You guys start coding while I go upstairs and find out what they want”. This illustrates the “ready-shoot-aim” philosophy on some projects.  A car traveling at 50 mph in a straight line will likely reach its destination much faster than a zig-zagging car going twice as fast. Hurrying slowly may actually be the fastest way to get to your objective it if means taking time to lay the proper foundation of the strategy, solid requirements for projects and working smart.

When did you hurry slowly last time?