Why Frameworks Are Attractive

New frameworks are fancy because organizations don't have them

Gunnar R. Fischer, who writes Leader of the Chocolate Guild, mentioned something that resonated much with me:

“Fads and labels are often attractive because they express something the organization does not have.”

Is this really true? Let's take a look.

It's easy to get caught up in the latest management fads and frameworks. These new methodologies often promise quick fixes and innovative solutions to persistent problems. But why are they so appealing? The answer: They represent the gaps and deficiencies within an organization.

Attraction to Novelty

Organizations are naturally drawn to new management fads and labels because they offer the allure of quick, innovative solutions. These concepts are often framed with buzzwords and acronyms, making them easy to understand and communicate. They promise to address the very issues that the organization struggles with, such as a lack of innovation, agility, or customer-centricity.

They help organizations reimagine their future, align business and technology, and focus on customer-centric innovation.

Short Lifespan of Management Fads

Many management fads enjoy a period of prominence before being supplanted by new trends. This cycle is driven by the constant search for better ways to manage and improve organizational performance. While some fads may not last, they often introduce valuable concepts and practices that can be integrated into more sustainable management approaches.

Other frameworks, such as the Agile Manifesto, are surprisingly long-lived. This is because they really add new insights and a new way of thinking that did not exist before.

The longer a framework lives in the press/articles/blogs/podcasts, the more value it creates. The shorter it lives, the more it is just repackaged, existing knowledge.

Critical Evaluation of New Frameworks

Teams should critically evaluate new frameworks to determine their specific organizational context. This includes assessing whether the framework addresses real needs and can be integrated into existing practices.

More importantly, the framework should be adopted to fit each team and organization. Virtually no framework is one-size-fits-all. While an unreflected adoption may work, there is more value in customizing the framework.

Conclusion

New frameworks and fads are attractive because they highlight what an organization lacks. They promise to fill gaps and address deficiencies, making them appealing to managers and leaders. However, it's crucial to critically evaluate these frameworks and focus on sustainable practices that align with the organization's long-term goals. By doing so, software product managers and engineers can ensure that they are not just chasing the latest trend but are implementing meaningful changes that drive lasting success.

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What I read

As usual, I will list some of the best articles I read on the Internet. I will keep a list of the best articles (currently >800) at https://www.digital-product-management.com. These are today’s picks:

Career Advice from a Systems Thinker: How to be successful in complex organisational systems.

5-Finger Consensus: Each person should hold up between one and five fingers indicating the level of support for the recommendation on the table.

Simple sabotage for software: How to sap the company of its productivity slowly, while maintaining a façade of plausibility and normalcy.