| Here's my small pushing back story. I was an independent contractor for a large bank. My contract kept getting rolled so I ended up there for a few years even if the original piece of work was an 8 month job. A new CIO was appointed during my stint and a huge new IT initiative was launched to replace the decades old core banking system with a "modern" off-the-shelf "bank in a box" product that Oracle had recently purchased. This product was new and had been "successfully" launched by a tiny 8 branch bank in Ghana. The bank I was working for had hundreds of branches in multiple western countries. The product did not fit in any way/shape or form the existing processes in the bank, it's technical infrastructure, the regulatory regime, its retail products nor employment law (employee time is expensive in western countries - so solutions involving throwing bodies at menial repetitive tasks are not viable). I had been at the coal-face for nearly a month of day long meetings with the vendor to try to get a single niche savings product supported on their system and it was torture. I could see it was never going to work. I had no notions that my lowly opinions would have any sort of impact but I made my opinions clear to my immediate manager - especially over lunch and when we would occasionally go to a nearby bar to watch sports after work. I eventually convinced him of the folly of the entire enterprise. At some stage, he then spoke up to his manager expressing reservations who then called me in for an aggressive grilling on why I thought the new strategy was bound to fail. I explained - but he seemed unhappy with me and I was sure my contract would not be rolled - not that cared at that stage, I was hating the work at this stage. I later found out that I must have had some impact because this manager brought up some of the reservations and issues at the next C-level meeting. He was promptly told by the new CIO that either he was either going to be a team player and get fully behind the initiative or else he was out as there was no room for saboteurs and passive blockers. He got in line. I left of my own volition anyway. Two years later, the project was cancelled, the CIO fired and an $80m lawsuit with Oracle was the result. No real "moral of the story" - just that at some point up the hierarchy "push back" will meet the "owner" of the initiative and the pushback will quickly die. |