I started writing this post 5 years ago. It was a post on the Hilton Barbour blog about Silver Bullets that originally got me thinking, but the post stayed stuck in that neverland of unreleased world-changing ideas called ‘drafts’.
A discussion about a new project I saw in my company reminded me that I had written something about this. Perhaps I could point to a nascent post from years past to demonstrate my insight. Alas, not.
I never posted it, so instead of pointing to wisdom and foresight, it stays reactionary. Unless that is you are reading this in 2022 and think, “smart guy – he saw this 5 years ago”. Even if this happened, I think I’d still be frustrated that I didn’t publish in 2012 and look insightful by a whole decade.
Anyway … time to ‘publish and be damned’.
The myth of the Silver Bullet.
Those mythical solutions that fix all known problems.
Perhaps we could write a list of attributes that companies can test their projects and ideas against – the Magic Bullet test.
Does it …?
- Save money
- Save time
- Increase efficiency
- Provide a competitive advantage over any other choice
- Connect A to B and C and D
- Simplify everything
- … and so on … until you realise this list is essentially ‘solves all our problems’
For now, ignore the cost … because this will be BIG.
Magic bullets are never cheap, but hey, against those benefits it must be good value for money. Yes, it means that a load of other things won’t happen, but this project is going to solve ALL our problems.
Check your project against the list and if you get a high enough score which can mean it solves all our problems – then DING – you have a magic bullet project.
At that point, the smart people should stand up, bring the discussion back into the real world and say, “Sir, you have a silver bullet project … we need to stop this madness“.
The smart people won’t of course.
We then enter the real world version of ‘The Emperors New Clothes‘, as it becomes increasingly obvious that the strategy/project has no realistic chance of success, but no one wants to say so. Nobody wants to jinx the plan. And so the dance continues. A chance to define a practical (but less exciting) solution is missed, time is lost and the failure continues – with the magic bullet sucking up all available budget.
So if you spot what you think is a magic bullet, how do you call it out (without putting your job on the line by questioning this amazing idea)?
Answer: You ask for evidence. You seek validation of the claims.
This can be done in a positive way, but it absolutely needs to be done.
“This is a great idea, but how do we know this will work”.
The response to this will be to dismiss your question, as near heresy, but stay the course … your next point is what matters.
After listening to the response, you come back with the safety value.
“That’s great, so we should expect to see this [add defined outcome] by [date] and [add second outcome] by [second date].
What you are doing is putting in a simple safety value(s) that if this condition is not met you can ensure that the project is subject to the governance as other projects. You are not questioning the project, but merely putting in some simple qualification criteria that it needs to meet. If you are right and the project is anything close to a magic bullet, you will have minimised the cost of failure – or better still, forced a re-evaluation. The good news is that if the project is successful (and you were wrong) then it doesn’t matter – the project can continue.
So what is the point you ask?
Surely there is nothing special or unusual here?
But there is – a characteristic of a magic bullet project is that it typically seeks to exempt itself from measurement and validation. It is that special and important that the normal rules don’t apply. Which is all the more reason that the measurement and validation need to be there.
Magic bullet program. BULLSHIT.