06 09 20

Disruption Times: How to Avoid the Digital "Gates of Hell"

Written By

Tony Saldanha

3 min read

This article isn’t about perfect decision making, or even about average decision making in the midst of a pandemic. This piece is about avoiding huge existential blunders by following a select few, low-overhead disciplines.

How to Avoid the Digital “Gates of Hell”

You can stand me up at the gates of hell, but I won’t back down.

No, really! What’s more, I can pretty much guarantee that you won’t back down either.

Here’s the thing, these are the gates of hell on earth that I’m talking about. It’s a tourist spot in Turkmenistan. I suspect the late, great Tom Petty had the real deal in mind when he sang “I won’t back down” in 1989. The Darvaza gas crater, also known as the “door to hell” or “gates of hell” exists deep in the heart of Turkmenistan’s Karakum Desert. Its fiery crater glows day and night and has been burning continuously for over 50 years. Funnily enough, it is man-made. It was created by accident by Soviet scientists who were trying to solve a crisis in a hurry. And, it carries lessons on how to avoid creating big long-term digital issues, when trying to fix a crisis situation. That might be worth pondering upon, given the recent special report by AppDynamics where 76 percent of IT executives expressed concern about the longer-term impact of digital transformation initiatives that were rushed through during the COVID crisis.

 

Oops, We Started a Really Big Fire!

In 1971, Turkmenistan was still part of the Soviet Union. Soviet scientists went to the Karakum desert to drill in what they thought was a huge oil field. What they were actually drilling into, was a cavernous pocket of natural gas. The site collapsed, and the cascading effect of the crash opened up other craters too. Soviet secrecy being what it was, there’s no record of the details of the accident, but it is believed that there were no fatalities. On the debit side of the ledger, what they ended up with was a really big hole which was 230 feet wide, that leaked methane profusely and constantly. Soon, nearby wildlife started to die, and concerns about the flammability of the gas mounted. So, they lit the crater on fire.

Before we beat up on the poor scientists any further, I need to mention that this is fairly standard practice. The process of burning excess natural gas that cannot be captured is called “flaring” and it happens even today. The scientists thought the excess gas would burn out in a few weeks.

That was fifty years ago. The gates of hell show no signs of cooling down, and by some estimates may burn for one or more centuries. Oops, indeed!

 

Avoiding the Common Mistakes Leaders Make in a Crisis

Don’t get me wrong. This article isn’t about perfect decision making, or even about average decision making in the midst of a pandemic. Crisis situations are stressful enough without having to worry excessively about the long-term impact of the hurried decisions. That’s the cost of crisis management. This piece is about avoiding huge existential blunders by following a select few, low-overhead disciplines.

As rushed digital transformation continues to be the main strategy to keep operations running in most enterprises, here’s five quick tips to avoid opening up the gates of hell.

1. Free up your team for decision making: There was a time during this pandemic when leaders had to scramble to provide clear guidance to the rest of the organization. In the digital area, for example, this may have been about ensuring connectivity for the employees for remote working. However, beyond the first few days of scrambling, you need to be disciplined in pushing decision making downwards.

2. Be open to new approaches to old problems: The organizations that have performed the best on digital transformation (i.e. two years of digital transformation in two months, as Satya Nadella put it) were the ones that scrambled the best. They adopted digital solutions for non-digital problems. Maintaining that openness to change is key.

3. Be an active listener: If you are surrounded by a relatively good team, the information that signals potential long-term disasters is likely already there. You need to hear it. You can then decide what to do with it.

4. Work from a plan, or make one up quickly: If you were even halfway prepared digitally for such a crisis situation, that’s great. If you were not very prepared, but were able to scramble successfully, congratulations. In either case, it’s time to build a long-term digital plan to capture the digital gains you made during the early scramble stages. Don’t waste the opportunity. Plan digital transformation part two.

5. Don’t forget to review as soon as you can: Right about now, you’re probably dying to get past the “abnormal” work processes of the crisis and get back to normal. I hope we all do that soon. However, let’s not walk past one of the most important learning opportunities of a lifetime. An after-action review of what worked and what did not doesn’t need to be onerous. It simply needs to occur.

The AppDynamics survey results of the dangers of rushed digitalization during the pandemic are likely fairly normal, because the initial stages of the scramble are, well, rushed. Sensing whether the rushed digitalization already carries a small seed of a digital gates of hell, or has the potential to create one – that’s an important part of the role of leadership during a crisis. That’s up to us.

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