You wouldn’t think a monastery deep in the western woods of Wisconsin would be involved with re-manufactured laser printer cartridges, but there they are, a multimillion dollar business, up to their necks in profits… See, the monastery was in dire financial straits, and Father Bernard McCoy, now the Chief Operating Monk, struggled to keep it afloat. One day it struck him as he searched for a way to save on toner cartridges. Why not tell others about the great deal he got? And why not act as the middle man and purchase these cartridges for them?
The monastery’s initial investment of $2,000 turned into $2.3 million in sales in 2005, and is expected to double this year. The monastery is out of the pits, and can now afford a private plane and a horse stable, among other perks. How do they manage the profits? The monks are all volunteers working for the monastery, and take no salary. LaserMonks is a non-profit. To top it off, Father Bernard has high plans. He wants to take over the toner market. With this sort of a business model, they’re a real threat to their competitors. I have to wonder about the scalability and sustainability of their business, but only time will tell.
Two figures stand out when reading this book: twelve and twenty. What do they have in common? The same man, Richard C. Reale. For twenty years, he’s studied why change fails and why it succeeds. Then he boiled down his knowledge base into twelve principles that are absolutely necessary if change is to happen correctly and last in an organization. The amazing thing is that these principles will not only ensure the success of a transformation, but will pay dividends in the long run, by having made an organization more change-capable.
So what’s missing? What’s causing organizations to fail when implementing change? The most common reason is the “failure to consider the human side of change.” It’s easy enough to draw the roadmap. The hardest part is the execution, the fulfillment of that plan. If you don’t believe it, just look at the last time you resolved to do something. What was harder: making the decision and putting some thought into how to best achieve it, or actually doing what you planned?
The twelve principles outlined in this book allow organizational leaders to focus on the people, and to empower them to bring change to fruition. It’s about setting down the right process for change, and following along closely, making sure change is proceeding as planned. It’s about walking the talk, and encouraging people to do the same by praising their efforts to change, and setting them up for success. It’s about monitoring the right metrics, the ones that will tell you how you’re really doing. In theory, it doesn’t sound hard, but in practice, it’s another story. Fortunately, the author explains every one of the twelve principles in detail, and the examples he gives clearly illustrate the point. Inspirational quotes from notable personalities are also provided, to help drive home the point.
This book is a wonderful resource. Twenty years of “on-the-job” experience can’t be wrong. The author’s expertise shows, and will help guide the book’s readers toward that great goal of organizational change, which is a hard goal to achieve indeed. If individual change is hard, organizational change is orders of magnitude harder – but this book will show you how to do it successfully. Get it, and achieve lasting change!
➡ Updated 11/4/2008: See FOX News expose GISOL for the crooks they really are, and watch the two people behind the scam literally run from the camera. Watch the video on YouTube or below, and read the post, as well as the numerous comments here or on this post (over 300 comments in total). My thanks go to Mike of Report-Gisol.com for doing the legwork to get these criminals on TV.
These same crooks have been calling me from private phone numbers, harassing me, and trying to intimidate me into letting them post responses on my website. They’ve tried repeatedly to post comments on this post and on my other post about them, and I refuse to let their lies go through to the live site. They need to be in jail.
This is one web hosting company you should not touch, not even with a 10-foot pole!
I signed up with them back in January of 2006, because I was attracted by their many features and low price. They were offering over 35GB of space, and unlimited bandwidth. While that last hook should have had me turning away, I fell for it. I anticipated increasing traffic to my sites, and was worried about bandwidth fees. Their many features blinded me. See the attached PDFs for the details of the hosting packages (Gisol Windows Hosting, Gisol Linux Hosting). Sure, there were signs this was a shady operation right from the start, but I ignored them. The cheesy site design should have clued me in, as well as the script, which is still running, and says there are so many more hours left until the “blowout sale” expires… As of the date of this post, that script’s been running for at least 6 months (January to June 2006).
I took the bait, and signed up. That’s when my problems started. I knew I should leave right away, but I was hooked on their Control Panel, which let me do everything easily. They were, and they still might be using the H-Sphere Control Panel, which lets one do just about everything (add/manage domains, sub-domains, DSNs, MIME types, databases, etc.) You name it, the control panel can do it. Unfortunately, that’s the ONLY thing that Gisol has which works well. Everything else is broken in one way or another.
Let me give you a few examples:
Their web servers always go down! By always, I mean always. It could be daily, it could be a few times a day. Sometimes, if you’re lucky, your sites will stay up for a few days, which is nothing short of a miracle when it comes to GISol. The funny thing is, they advertise 99.999% uptime on their site – look at the plan specs, linked above, or this beauty: Gisol Uptime Guarantee. I’m still not sure how they compute the percentage they list in the plan specs, but I think their formula automatically eliminates the downtime to the third decimal point…
Their web servers don’t store session variables. Yes, you heard me correctly! I used session variables for logins on one of my clients’ sites, including a couple of my own. I’d log in, and the site would kick me out, because I had the web pages look for the variables, and they couldn’t be found anywhere. I had to argue with their tech support for days, and finally appealed to management. They kept accusing me of being at fault, when their pathetic servers wouldn’t work right. Finally, they switched me to another one, and wonder of wonders, no more session variable problems… but of course, other problems awaited.
Their tech support is outsourced to India. Normally, I don’t really care where the tech support is located, as long as they can do their job, but when they can’t speak English, are obviously reading packaged phrases off some sheet, are rude to me, don’t solve my problems, and lay the blame on me when they’re at fault, I tend to get a little upset, and I think you would, too.
False advertising: they say they have millions of customers on their site. I doubt it. I think their real number of customers is somewhere between a few hundred and a few thousand. Why do I say that? Because:
They only had 1 mySQL server. Seriously. I’m not kidding. The name of that server was was mysql1, and they couldn’t move me to a new one when I asked.
I signed up for a Windows Hosting account, and my server’s name was win2k8. When I had problems with that, they moved me to win2k9, then win2k10.
I also signed up for a Linux Hosting account, and my server’s name was web16.
When I called Tech Support, I kept speaking to the same 3-4 technicians all the time.
I had numerous – and when I say numerous, I mean plentiful, as in plethora – database connection problems. Just about every time I tried writing to one of the mySQL databases, I’d get timeouts or connection problems, and they simply couldn’t solve them.
The user testimonials on their site are false. They have to be. I can’t imagine I’m the only one who’s had problems with them. Besides, the problems are so blatant that anyone but a blithely unaware novice would know they’ve got serious problems.
I made the mistake of buying a domain through them. When I wanted to switch to another web hosting provider, they held the domain hostage. It took several emails and phone calls to get them to release it. I kept getting bounced from one “department” to another. Welcome to Indian-style bureaucracy, right here in the States!
I cancelled my web hosting plans. On their site, they say they offer refunds any time, for any reason. That’s the biggest crock of crap I’ve ever seen. It’s now three weeks since I requested a refund, and I’ve still to get it. I spoke with their Billing “department” – and I use the term loosely. They passed me off to the Refund “department”, and told me I could call them at certain phone numbers – one was a toll-free number, and the other was a long-distance number. I called the first number, only to be disconnected right away. Then I called the second number, only to have it ring endlessly, then get disconnected. No, not even an answering machine. Finally, I wrote to their email address (refund@gisol.com). I’m still waiting for an answer. I’ve already started fraud proceedings with my credit card company.
All in all, I think I don’t exaggerate when I say you should beware of Global Internet Solutions (aka GISol). If you value your sanity and your wallet, stay far away from them!
In a move that stunned its IT workforce and the public, HP’s new CIO announced it will eliminate telecommuting for most of its IT folks. They’ll be forced to come to work at some 25 offices in various locations around the world. If they don’t, they’ll be out of a job without severance pay. Due to its previous policy of encouraging telecommuting, HP now has employees spread as far apart as the East coast when the job is on the West coast. If such employees want to keep their jobs, they’ll have to uproot their lives and families, which is just plain silly.
As a past IT Director with change management experience, I can say the following:
180-degree turns are traumatic, and don’t turn out well. This is one such change, and it will be messy and painful. It will alienate a lot of bright folks. From a management standpoint, it’s not right. Change is best done gradually, and by co-opting people.
Making the bright people come into the office in order to straighten out the poor performers, as HP’s CIO hints, is yet another silly decision. Yes, I can tell you certain IT personnel should be on-site, but not everyone needs to be there. If HP’s IT workforce is peppered with poor employees, this is a recruitment/management issue, not a telecommuting issue. The decision is a non sequitur. If your tire is flat, plugging the exhaust pipe won’t solve the problem. Seems to me a much better solution would be to pair up the poor performers with good performers who live in the same area, and have them work together on issues, whether it’s at someone’s home or my IM/phone. Training would also be another solution.
Overall, I think this is a pretty rude change in policy, and not well thought out. It was done namely for the sake of shaking things up, not because a specific goal needed to be accomplished.
Raoul Pop 