Nancy’s legacy: how losing someone can wake you up to life

Today is Nancy Wallace’s funeral. Nancy was my [wife’s] sister-in-law – and although I can’t be there in person (Nancy lived in the US, and I need to be in the UK this week), I’ve found myself pausing. Reflecting. Remembering.

Even though we lived on different continents and didn’t see each other often, I always enjoyed Nancy’s company. She was warm, supportive, and carried with her a perspective shaped by a life well lived – both through her travels and the way she connected with people. More than once, Nancy gently challenged my thinking or offered a different perspective. She had that gift.

Writing this post – something deeply personal yet that’s being shared with the world – I struggled to find the right words to describe our relationship, but this passage from her obituary captured it perfectly:

“Nancy’s friends, family, and colleagues will remember her as a radiant spirit, always present, always caring, and always eager to bring people together. As a friend beautifully commented, we never thought that Nancy would leave the party early. But apparently, she had other places to be and people to befriend.”

I can just hear her saying that – “other places to be and people to befriend”. That was Nancy.

Her death came as a shock to us all. She was only 59. Fit, active, full of plans. And that’s the thing – when someone like Nancy dies unexpectedly, it shakes you. It makes you stop. It forces you to think about life – which inevitably means thinking about death.

This isn’t the first time I’ve had one of these moments…

What my Dad’s death taught me

When my Dad died suddenly at 63, it knocked me sideways. I was in my late-30s and pretty sedentary – I had the kind of lifestyle that comes with a desk job and not enough movement. But that event triggered something. I threw myself into fitness, ran regularly and lost over 20kg as part of my “fit at forty” challenge. Later, I transitioned from running to cycling and over the following decade or so I rode hundreds of miles across the UK and Europe: London to Paris; coast to coast across England; the full length of Wales.

But old habits crept back in. More accurately, my sugar addiction – and yes, it really is an addiction – reasserted itself. The weight came back. By 50, I was in therapy, dealing with anxiety, depression, and a deeply complicated relationship with food.

This isn’t a pity post

Let me be clear: I’m not writing this for sympathy.

I have a good life. A loving wife. Two fantastic sons, both full of ambition and potential. And I’m back in a job that I enjoy. Financially, we’re not rolling in cash, but we’re not scraping by either.

Several years ago, I moved to a four-day working week – a conscious choice to reclaim some time. Not just to rest, but to live a little more. To be present rather than just productive.

And yet, I struggle.

Because I care. Because I want to give my family stability. Because I remember watching my Dad get made redundant in his 50s and the resulting challenges finding work again. Because – even with a stable job – the cost of living keeps creeping up. Because I’ve spent so much time and energy making sure we’re OK if something goes wrong, that I’ve often forgotten to enjoy what’s going right.

And because, the older I get, the harder it is to shift the weight. It’s not just about counting calories. It’s far more complex than that – hormones, metabolism, mental health, habits. A lifetime of habits and patterns.

So, what does this have to do with Nancy?

Nancy’s was just six years older than me, and only four short of the age my Dad was when he died. And, while I’d like to think I still have still plenty of life in me, the truth is that none of us really knows how long we’ve got.

Nancy and my brother-in-law, Simon, had plans. Big ones. But she never got to see them through.

We only get one life. And I’ve realised I need to start living mine more fully.

For the last couple of decades, my focus has been on family, mortgage, job security. Sensible, responsible stuff. Important stuff. But I’ve also been holding back. Waiting for the “right time” to do the things I dream of – travel more, work differently, embrace new experiences. There is a balancing act – between building up the pension pot and actually living the life I’m saving for.

Nancy’s passing has reminded me that the “right time” might never come unless I make it come.

So I need to make some changes. Tackle the sugar addiction. Get my fitness back. Be around long enough – and well enough – to support my sons as they step out into their adult lives. And then? Maybe it’s time to be a little selfish. Or at least, to live a little differently. Lighter. More intentionally.

Nancy may have left the party early, but she left behind a message – that it’s time to start living. Message received, loud and clear.

Featured image, from the family collection – Nancy, and her beloved canine companion, Ziggy, by the water – where she loved to be.

A decade at risual… and beyond at Node4

Today marks ten years since I joined risual – now part of Node4 – a milestone that’s prompted a bit of reflection.

Not “institutionalised” – just evolving

Ten years is a long time in any role – especially in tech. At the interview back in 2015, I was asked if my previous 9.5-year tenure meant I was “institutionalised”. I pushed back – not because I’d stayed in one company, but because I’d held a variety of roles and worked with a broad range of end clients. That kept things fresh.

That same pattern has played out in my current employment. I started out at risual as a Consultant (that was the rule, regardless of background – everyone joined as a Consultant). From there, I moved into an Architecture role, and then – somewhat reluctantly – into management. I didn’t chase people leadership, but faced the choice: manage or be managed. Leading the Architecture team brought new challenges – and more than a few grey hairs.

A new chapter with Node4

After risual was sold in 2022, I found myself on a new path again – and in 2023 I moved into Node4’s Office of the CTO. This is not my first time in an OCTO and it’s a role that plays far more to my strengths, drawing together technical insight and strategic thinking, and communicating that to clients and colleagues alike.

Of course, my tenure hasn’t all been smooth sailing. At one point quite early on, I was told (by one of risual’s founding directors) that I was “approaching career peak”. I’ve never quite accepted that – not out of vanity, but because I know I still have more to contribute. Maybe I’ve lost some of the naivety of my 20s, but I’ve gained a more seasoned, grounded view.

Big ambitions, bumpy roads

I joined risual because I wanted to escape the constraints of a large enterprise and make a difference. And I believe I did – even if not always as effectively as I’d hoped. Some moments had real impact; others came with frustration. Anyone who’s lived through rapid business growth (followed by contraction), a global pandemic, and a business sale will understand the pressure. Strong personalities, shifting priorities, and an increasing focus on EBITDA all shaped that period.

But I learned a huge amount in those years – about myself, about the business, and about the kind of leader I am (and want to become). I worked with some brilliant people and saw first-hand how good – and bad – decisions shape real organisations.

From grief to growth

After the sale to Node4, some colleagues grieved the loss of the risual they knew. Others struggled to adapt – something I’ve also seen in other acquired businesses. But one colleague said something that stuck with me: “going somewhere else won’t bring risual back – risual no longer exists – but you can stick around and see what you can make of the new opportunity.”

That struck a chord. I’d already chosen to stay – not to chase what was lost, but to build something new at Node4. It hasn’t always been easy, but I feel like I’m in a good place again. I’m using my skills in ways that have real impact. I’m working with great people. And I’m helping to shape the direction, not just responding to it.

Celebrating the journey – and looking ahead

Ten years on, I’m not “institutionalised”. If anything, I’ve become more aware of the need to adapt, stay curious, and choose work that aligns with my values and strengths.

I’ve had the privilege of working with fantastic people, navigating all kinds of challenges, and growing along the way. It’s been a decade full of lessons, laughter, the occasional sigh of exasperation – and more than a few late-night slide decks.

And now? I’m proud of what I’ve done so far – and excited for what’s still to come.

Here’s to ten years… and the next chapter still to be written.

Featured image by ChatGPT.

Why Net Promoter Score (NPS) might not be the feedback tool you think it is

Earlier today, I received one of those “tell us how we did” emails from Churchill – the company I’ve used for home insurance for a few years now. Nothing unusual there; we’ve all had them. You can spot them a mile off – always a scale from 0-10 with a “how likely are you to recommend us” type of question. What caught my attention though was the way the feedback was framed and how my neutral score was interpreted as negative. It reminded me (again) why I think Net Promoter Score (NPS) is, frankly, overused and often misused.

What is NPS supposed to measure?

NPS was originally developed by Fred Reichheld at Bain & Company, with the noble aim of predicting customer loyalty based on a single question: “How likely are you to recommend us to a friend or colleague?”. Bain created a system to help companies earn customer loyalty and inspire employees with the idea that this would be a key factor for sales growth. The thinking was: if people are willing to stick their neck out and make a recommendation, they must really rate the product or service.

In theory? Sensible. In practice? Hmm.

A neutral score, treated as negative

I gave Churchill a 5 out of 10. Not because I had a bad experience – in fact, I’ve never made a claim. And that’s the point: I literally can’t rate how good their service is because I haven’t needed it. I pay my premium, they take my money, and (thankfully) we leave it at that. That’s a 5 in my book – neutral.

Apparently not.

Their automated system then asked me, “Why would you be unlikely to recommend Churchill?”. Because, in the NPS world, anything below a 7 counts as a detractor. So my middle-of-the-road score – which in British terms is essentially a polite nod of approval – flags me as someone with a grudge. That’s not only culturally tone-deaf, it’s also wildly misleading.

Cultural bias in customer feedback scoring

Let’s talk numbers for a moment. In the UK, where understatement is practically a national pastime, we rarely hand out 9s and 10s. Those are reserved for the truly exceptional – the sort of experience where someone goes so far above and beyond that we feel compelled to wax lyrical about them at dinner parties. A 7? That’s solid. Respectable. Better than most.

But in the land of NPS, that still doesn’t make you a “promoter”. NPS deems a 7 or an 8 as passive.

The real problem with NPS: it lacks context

This is where Net Promoter Score falls down. It takes a subjective experience and tries to quantify it with a crude scale that lacks nuance. Worse, it lumps “neutral” in with “actively dissatisfied,” which isn’t just lazy analysis – it can lead to poor decision-making.

There’s plenty of research that questions the validity of NPS as a predictor of business success. And its use today often bears little resemblance to the original intent. One such example is from the Journal of the Academy of Marketing Science, in a 2022 paper entitled “The Use of Net Promotor Score (NPS) to predict sales growth: insights from an empirical investigation“. That paper highlights methodological issues in the original research, in the NPS calculation method, and limitations in NPS’ predictive power and scope.

How NPS is misapplied in modern customer experience

NPS was meant to be a long-term loyalty indicator, not a knee-jerk reaction tool after every interaction. Yet these days it’s been reduced to a mandatory field at the end of every customer journey – from buying a sofa to updating your email address.

It’s become a checkbox exercise, often disconnected from the actual service experience. And that’s a shame, because meaningful feedback is still incredibly valuable – when it’s asked for in the right way, and interpreted with care.

We can do better than NPS

I’m not saying all customer feedback is pointless – far from it. Listening to your customers is essential. But let’s not pretend Net Promoter Score is a silver bullet. Context matters. Culture matters. And treating a nuanced response like mine as a black mark against your brand doesn’t do anyone any favours.

So Churchill, if you’re reading: I don’t dislike you. I’m just British.

Monthly retrospective: January 2025

Last year I tried a thing – another attempt at weeknotes. Weeknotes became monthly retrospectives. Monthly retrospectives sometimes became every two months… and then they dried up completely last summer. I’m sorry. I was busy and, to be honest, this blog is not as important to me as it once was.

But then, an anonymous commenter said that they miss them and asked me to fill the gap to the end of 2024. That might happen (or it might join the great list of unwritten blog posts in the sky), but let’s have another go at the present. So, 31 January, 2025. Monthly retrospective…

At work

Things have really stepped up a gear at work. Last year I started to work on a future vision around which the Office of the CTO could structure its “thought leadership” content. Some important people supported it and I found myself co-presenting to our executive board. The next steps will remain confidential, but it’s no bad thing for me. And, the follow-on work has given me a lot of exposure to some of the marketing activities – my last fortnight has been full of market analysis and ideal client profiles.

But the last fortnight was not just those things. I had the hairbrained idea that, as productivity is is one of the outcomes we seek for our clients, maybe we should “do something for National Productivity Week”. After writing a series of blog posts (see below), and a fun day recording video content with our brand team, it feels like a one-man social media takeover. In fact, we had so much content that some of it will now have to go out next week. But that’s OK – productivity is not just for one week of the year. These are the posts that are live on the Node4 website today:

And the last post, next week, will be about building sustainable productivity approaches.

There are also a couple of videos up on LinkedIn:

And, earlier in the month (actually, it sneaked out on YouTube before Christmas but I asked for it to be pulled for an edit), there was this one. Not my best work… but it did lead to the purchase of a teleprompter which has made later videos so much easier!!!

Learning

Also on the work front, this month I completed my ILM Level 5 Award in Leadership and Management. Node4 runs this as part of a 7-month programme of workshops, with two coursework assignments that relate to four of the workshops. Over the last 7 months, I’ve covered:

  • Developing your personal leadership brand.
  • Inclusive leadership and motivation skills.
  • Managing and implementing strategic change.
  • Developing a High-performance team culture.
  • Manager as a coach.
  • Personal impact and emotional intelligence.
  • High impact presentations.

At home

Home Automation

I bought myself a Shelly temperature and humidity monitor for the Man Cave. It’s Home Assistant compatible, of course, so lets me use cheap overnight energy to stop the cabin from getting too cold/damp.

Also on the home automation front, I picked up some cheap Tapo P100 smart plugs. Like my no-name Chinese ESP32-based plugs, they are a better form factor than my older Kasa HS100/110 plugs so they don’t take space from the adjacent socket. But they lack any kind of reporting for energy usage so I should have got a pack of the slightly more expensive P110 models instead. I also struggled to add them to Home Assistant. They were recognised but wouldn’t authenticate, unless I reset my TP-Link password (which seemed to be the workaround – even if the password was the same)!

Getting away from it all

Aside from the tech, Mrs Wilson and I got away to London for a weekend, to celebrate a friend’s birthday. We were almost blown away by the tail of Storm Éowyn at Primrose Hill viewpoint but had fun (I’d never been before, but it’s in so many films!).

Tomorrow, I’m off to France for the UCI Cyclocross World Championships. Not competing of course (and disappointed that British Cycling is not sending a Women’s team or an U23 Men’s team). Just spectating. And probably consuming quite a lot of beer. And frites.

Writing

There have been some personal blog posts this month too:

In pictures

Some snaps from my Instagram:

Digital transformation is only as good as the supporting processes

Earlier today, I received a penalty charge notice. I’d dropped my son at the airport a couple of weeks ago – and thought my car was registered to auto-pay the Heathrow terminal drop-off charge. Apparently it’s not, because APCOA wrote to me demanding £80 for my mistake, reduced to £40 if I paid within 14 days (five of which had already passed because they used a slow postal service). Hey ho. It was a mistake. One which I’ll hopefully not make again. It’s annoying though.

It reminded me of another letter on my desk. You see my confusion about autopayment came about because I do have AutoPay set up for the various London charges – Congestion Charge, ULEZ, Dartford Crossing. All the Transport for London (TfL) ones but not Heathrow Airport, it would seem…

A mystery charge based on flawed process

Last month, I was checking the transactions on my credit card and I spotted an extra charge to TfL. It seemed strange so I logged on to my account. My son had driven into the ULEZ one day (which I knew about and expected the charge for), but there was another charge he didn’t recognise.

Our car’s registration is KU07 ABC (it’s not really, but I’ve changed the details enough to tell the story, without publishing personal information). When I checked my online account, it showed a picture of KO07 ABC. But the ANPR had identified it as KD07 ABC. KD07 ABC is not a valid registration, so somewhere, either a human or an AI had decided that the charge should be allocated to our car. I suspect it was either based on the fact that our car had been driven in the ULEZ zone previously, or because someone has to check these things manually and they get very, very bored. Regardless, our Volkswagen Golf was not the Seat Ibiza in the photo.

The cheque’s in the post

I contested the charge and was pleased to get an email a few days later that confirmed my complaint had been upheld, based on the evidence provided (TfL’s own photos from my account). But the part that amused me was this – the refund for this highly automated digital charging process was to be sent in the form of a cheque.

So, I have a very analogue cheque for £12.50, to pay into my account (as it’s 2025, I shall do this with a digital photo), but all as the result of a digital process that doesn’t quite work…

Postscript

A couple of days after I wrote this post, my Nectar card was used fraudulently. Someone managed to spend 1000 points (I think that’s £5) but it wasn’t me.

I contacted Nectar, who stopped the card and will issue another. But the process I had to go through was terrible. Before I could start an online chat session I needed to provide name, card number, and various other details. Then I reached an awful chat interface using Oracle software, which worked in a mobile browser but was in no way optimised for the screen I was using.

The agent then proceeded to ask me for the same details I had already provided. By this point I was very nervous about phishing attempts and reluctant to provide any information. It turned out to just be a shockingly bad process.

Featured image: Traffic sign image licensed under the Open Government Licence version 1.0 (OGL v1.0).

The enshittification of technical support information

This content is 1 year old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

I apologise to anyone inadvertently offended with the title of this post, but if the BBC’s Technology Editor can use the word “enshittification” as an example of retrograde progress, then so will I. It was also the American Dialect Society’s “Digital Word of the Year” in 2023, so that seems fair.

You see, I’m writing this on my phone, as I wait for my PC to be rebuilt onto a new corporate setup (and as the US Election results come in, which have not lightened my mood).

One of the issues I had whilst preparing to wipe all my data was a OneNote export process which said:

“OneNote cannot pack these sections because some sections have not yet been fully synced and could not be downloaded. These pages will not be saved. Continue anyway? Yes | No”

Great. It’s probably some embedded media that no longer exists… but that message is not very helpful for identifying a problem. There are hundreds of pages of notes across about a hundred sections. Which pages won’t be saved?

Still it could be worse. There’s plenty of cutesy messages these days that say something along the lines of:

“Oops, something went wrong”.

Nice. What went wrong? Can you give me a clue please so I might be able to find a resolution to the issue?

A brief history of technical support resources

When I started working in IT, we didn’t have the World Wide Web. Admittedly, we didn’t have as much information at our fingertips either but IT support often required a subscription to a database of knowledge articles. These were created by the software vendor and were reliable. At ICL we had something called PC-PARIS (PARIS was the support knowledge base). Microsoft had TechNet subscriptions with support information and updated software. Both of these were distributed to subscribers in CD-ROM format. This was a time when a typical Internet connection ran at around 33Kbps.

Errors had codes. We could look up what they meant and identify the cause. Not now. What does “[your application] ran into a problem and had to stop” mean?

As the web took off, so did blogs. People like me posted answers to problems we found. Then big websites started SEOing their way to the top and user-submitted content was the way forwards. Some of that content was good. Some of it less so. And we’ve all seen that geek on an online forum who doesn’t answer the question but instead provides a terse comment as to why the thing being asked is totally wrong because why would anyone do it that way anyway?

AI FTW?

Now we have AI answering the questions. Google or Bing will insert an AI-generated response at the top of the search results and, sometimes it’s helpful. But it’s an LLM – it literally makes stuff up based on probability. Some of that stuff is just wrong.

I may just be a grumpy old man, but I really just want detailed problem reports, accurate analysis, and reliable search results. Because not all progress is good progress.

Featured image from Pixabay.

Monthly retrospective: August 2024

This content is 1 year old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

I know it’s nearly the end of September now, but here’s my look back at what I got up to in August…

The two most significant events were:

Right. Rant over. What else did I get up to in August?

  • Well, for starters, I actually wrote a blog post (not just the one about my holidays). Inspired by one of the challenges my team faces, I wrote about choosing between chats and channels in Microsoft Teams (and the types of channels that should be used). Spoiler: if you want to collaborate, or to communicate with more than a few users, choose a channel. Though, as one colleague pointed out, if the decision needs a flow chart, it’s probably too complicated…
  • I needed to visit the Apple Store in Milton Keynes and found that it’s moved, expanded, and has a huge new screen across the entire back wall. My pictures don’t do it justice but it’s a big improvement on the old store…
  • I found myself commenting on a former colleague’s LinkedIn post about Klarna replacing human employees with AI. There’s enough in there for a whole blog post… but I think it’s worth a look at Marcus’ post and the various replies…
  • I also weighed in on my colleague Glenn Akester’s post about the Crowdstrike outage (not a “Microsoft outage”!) looking at what happened, and critically, some of the lessons we can learn to reduce the impact of similar problems in future.
  • I also got involved in a discussion about Gartner Hype Cycles, after it seemed the whole world picked up on one article by the Economist that seemed (prematurely, in my opinion), to be suggesting that AI is through the hype now (and that not all technologies go through the hype cycle).
  • Following on from the AI post, we move to the underlying data:
  • I’ve had a Bookings page on Microsoft 365 for a while but it doesn’t get much use. That was until I added it to my LinkedIn profile and posted about Node4’s partnership with Elastio for ransomware protection. The first contact came soon after. Admittedly, it wasn’t a customer but it was good to connect, understand someone else’s proposition and bear it in mind for the future!
  • A colleague flagged a CIO post by Brian Solis about “the end of digital transformation and the rise of business model innovation”. He was asking if the digital transformation term is tired and if AI will make business leaders rethink their business models to make good use of it. Again, I think, given time, I could write a whole post on this topic but here’s the top line:
    • It’s an interesting article but predicated on the author’s view that much digital transformation missed the transformation part and digitised existing processes. I think that’s the key there – abuse of a term for marketing purposes… 
    • Many people skipped the business transformation part (what we used to call business process re-engineering). The author seems to be saying that we now need to do that, but using AI… and dreaming up a new term “business model innovation”.
    • I don’t think we need new terms to confuse the issue. What we need is to double down on Digital Transformation. AI is part of the toolset, but it’s also the latest shiny thing. I still think this post that I wrote five years ago has legs. 
  • On that note, I’ve started to write a book… on digital transformation (to be co-authored with my colleague Bjoern Hirtenjohann). More on that as it starts to take shape.
  • Diving into tech for a moment, this post explains why I’ve been receiving emails from Microsoft about a deleted Azure subscription. They were concerning but everything seemed to work, so I put them to the back of my mind. It turns out that it’s just really bad communication and, retiring outdated “Access to Azure Active Directory” subscriptions is removing a legacy method for integrating Azure AD (now Entra ID) with Office 365 (now Microsoft 365). There’s more on the Access to Azure Active Directory subscriptions in this post by Jason Fritts.
  • Before I wrap up this month’s retrospective, here’s a couple more articles that piqued my interest:
    • Sonos’ CEO was forced to admit that S2 isn’t coming back, because the technical architecture has moved on and it can no longer work. Time will tell whether this becomes a really damaging point in the company’s history. They’ve ridden out controversy in the past (over technical obsolescence) but it really is important to listen to customer feedback on your app. Personally, I find it unusable and mostly rely on Spotify’s integration with my Sonos speakers…
    • High-end racing bikes are now vulnerable to hacking. Yep. You read that correctly. Wireless gears can be hacked… potentially to impede other riders’ progress.

Watching and listening

It seems I haven’t been posting any photos recently (not since my holiday), so in place of the normal section on photography, a couple of things I’ve been enjoying recently:

  • Watching series 1 of Sherwood on BBC iPlayer. We haven’t got further than episode 1 of the second series yet (and season 3 has been commissioned), but I found series 1 fascinating from the perspective of someone who was only a child at the time of The Miners’ Strike but has seen the long term implications of the UK’s move from manufacturing to a services economy.
  • Now that you can only pause an Audible subscription once a year, I’m trying to find things to spend my surplus credits on (and then cancel my subscription). Non-fiction can be a bit heavy sometimes (and I listen to a lot of podcasts) so I tried some fiction… KL Slater’s “Message Deleted” was quickly consumed via my AirPods as I went about my weekend activities!

That’s all for now – watch out for September’s retrospective in a week or two!

Featured image: author’s own

Self-scan stress in Sainsbury’s. And why don’t UK supermarkets use electronic shelf labels?

This content is 1 year old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

Almost every Thursday morning, before I start work, I visit the town market to buy food. After that, I do the weekly supermarket shop. Most people can understand me shopping locally and supporting the market. The question I’m sometimes asked is why I don’t do the supermarket shop online? It’s partly because I’ve learned that the store is well-stocked on a Thursday morning and I can do the weekly shop in 20-30 minutes. There’s also an element of dissatisfaction with previous online supermarket shopping experiences.

I mostly shop at Sainsbury’s. There are some items that we get from Lidl in the next town (though there’s an Aldi locally now, so that may change) and I have to go to Tesco or Waitrose for some other items because the local Sainsbury’s is too small. I also use Costco. Basically, I know what I can get where, at what price/quality.

“SmartShop”

In Sainsbury’s, I use the SmartShop self-scanning technology. According to the Sainsbury’s website:

“SmartShop is the new way to shop at Sainsbury’s. Just scan, bag and go, it couldn’t be easier!”

I started to use this a few years ago, when Sainsbury’s ran a campaign to encourage its use. Then, just a few weeks ago, some tills were removed in our local store to enlarge the self-checkout area. I’ve also switched from using the app on my phone to an in-store handset as I found the barcode scanning to be more efficient.

Random checks

A few months ago, almost every shop was being selected for a “random” check. Sainsbury’s explains that:

“Sometimes customers can double scan an item by mistake, or an item might end up in your trolley that hasn’t been scanned properly. So from time to time we might ask you to have your shopping re-scanned by one of our colleagues.

These rescans are random and they’ll only happen at checkout.”

These were annoying (as it was a regular occurrence), but understandable, until one time the entire shop had to be re-scanned. One of the advantages of self-scanning is that you can carefully place your items in bags so they are not damaged. I watched as my items were re-scanned and roughly repacked for me. I took a deep breath and walked away.

I understand why stores do this. Shoplifting is a huge issue nationally, thought more of a problem in some stores than others. But this policy on self-scans is effectively saying “we think you might be stealing from us”. There’s no apology when no theft is found.

There is an argument that self-scan is also a cost saving measure for supermarkets. That needs to be weighed up against the shrinkage and the customer experience. Some stores simply won’t install self-scan in certain areas, because of the risk.

The “random” checks stopped for a while but today, I was selected again. It’s fair to say that I did not respond well. In fact, I was enraged. 12 September is not a great day for me (it would have been my late Father’s birthday) but I honestly don’t know if that was a factor in my anger when a full re-scan was required. I insisted on speaking to a manager – I don’t believe the scans are random and I’m sure there’s some pattern recognition on my shopping habits via my Nectar card. The last couple of weeks’ shopping was small (with one teenager away from home). This week I spent more, including alcohol, and it felt like I was being singled out.

Pricing errors

The irony is that, after the store re-scanned all my shopping, I found mistakes in their pricing! Far from me adding to Sainsbury’s shrinkage bill, they were not passing on advertised savings to customers.

Readers will probably be familiar with the concept of discounts for loyalty card holders. Tesco has Clubcard, Sainsbury’s has Nectar, other retailers have their own schemes too. These are controversial for some, but I’m comfortable accepting that I trade my data for cash. After all, I give data about my habits away all the time on the Internet, using “free” services (if you’re not paying for the product, you are the product).

I found that Sainsbury’s had not passed on a Nectar discount on one of my items. Furthermore, because the ePOS system was not configured with the correct price, it would presumably have been overcharging every customer who bought that item and used their Nectar card.

Then, later in the day, I spotted that some of the personalised Nectar offers from a SmartShop scan were not passed to me when I’d had the full shop scanned through a normal till. Those offers were actually a reason for me to buy multiple items, rather than just one. They had increased the volume of the sale, but I’d ended up paying the full price.

Both of these mistakes were corrected by staff but they shouldn’t have happened.

In summary, when Sainsbury’s systems suspected I might have been shoplifting, it actually turned out that they owed me money.

Teenage kicks

I started my working life in retail. As a teenager, I worked for Bejam (now Iceland), and then a few years at Safeway. It was mostly stacking shelves but also warehouse work and checkouts when the store was busy. I saw the change from manual pricing to ePOS with barcodes, and I worked on a number of store openings and refits. After I decided to go to Polytechnic instead of joining Safeway’s management programme, I came back in my holidays and worked night shifts. That period of my life taught me quite a lot about supermarket retail and, fundamentally, not much has changed since. Of course, there have been some developments – like just-in-time deliveries replacing in-store warehouse space and the creation of digital services such as online shopping and self-scan.

One thing that does seem to have changed though is the checks on price labels. At Safeway in the late ’80s and early ’90s, it was a full-time job to check every price in store and manage changes/promotions. If the shelf edge labels didn’t match the computer then the customers were charged the wrong price. That was taken seriously back then.

This attention to detail seems to be gone. I imagine it was a cost-cutting efficiency (as is self-service). Nowadays, I regularly spot pricing errors in Sainsbury’s and it usually leads to store staff removing errant shelf edge tags. And Sainsbury’s are not alone – the local Co-op and OneStop stores seem to have similar issues.

Electronic shelf labelling

So, why don’t UK supermarkets use electronic shelf labels (ESLs), like those seen in continental Europe? I did some basic analysis and it seems that early trials were inconclusive, with concerns around cost, technology and operational challenges. So, just like any IT system really.

On the other hand, the benefits include efficiency, dynamic pricing, customer information and sustainability. The Grocer reported in 2021 that ESLs were making a comeback but I’ve not seen much evidence to suggest it’s happening quickly.

So what might ESLs cost for a store like the one where I shop, which was only built 5 years ago?

My local Sainsbury’s store cost £3.3m to build and is 1610 square metres in size. A few prompts to an AI assistant has told me that:

  • A store this size can be expected to stock 20-25,000 product lines.
  • The cost of ESLs can vary depending on the brand and features but an investment for 10,000 lines would be around £50-80,000.

So, about £125-200,000 for a store this size (between 3.7 and 6% of the £3.3m budget) to have accurate pricing in store.

No business case?

The thing is, that, in addition to my teenage shelf-stacking, I have some IT experience of working in retail. When I was at Polo Ralph Lauren in the early 2000s it was a lot easier to justify application spend than infrastructure. If IT spend doesn’t add to the bottom line, then the business case is unlikely to be approved. And if stores make more money from advertising offers that are not applied, why would they invest in a system to display accurate pricing?

Call me a cynic, but could that be the real reason why UK stores haven’t invested in electronic ticketing?

Featured image: author’s own.

Retrospective: June/July 2024

This content is 1 year old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

In 1999, I left the only company I’d worked at since graduation. After 5 and a half years (plus a year or so during my degree), I moved on from ICL and followed a colleague to Capita, to be part of a new Microsoft practice. I still remember the conversation on the night before I started: “so, what’s it like to be unemployed, Mark?”. Leaving a place where I was comfortable and respected to start again elsewhere was a big deal for me so I wasn’t amused. Even more so as I’d taken out a mortgage on a house a year or so earlier.

I can’t remember the timings but it soon became clear that a recent re-organisation had changed the focus. The Microsoft practice was no longer a priority. My colleague left Capita soon afterwards. I remained, in a strange organisation, like a fish out of water. I made the most of it, built up my technical skills, and annoyed a few people by taking an outsourced client through the Technology Adoption Programme for Exchange Server 2000. (I was told that “our standard is Exchange 5.5. – you can’t just put in a new version”. Well, I did.)

I stuck it out for 18 months before I left to travel and work in Australia. That was a shorter trip than originally intended (a different story, which involved returning to the UK to settle down with Mrs Wilson). The point is that I learned not to build my career around other people. If I moved jobs again, it would be for me (or in one case, redundancy).

So why tell this story? Well, I’ve written on previous posts about my journey into my current team – and I feel like I’ve found a place that suits me and where I can make a difference. But June was an unsettling month as we prepared for a change of leadership for the Node4 Office of the CTO. It’ll all work out – but I won’t pretend I found it easy. And it reminded me that, however much respect I have for my outgoing CTO, there’s only one person responsible for where I take my career – and that’s me.

Right, enough of the career history lesson. What did I get up to more recently?

At work

Work highlights included:

  • Renewal of my Microsoft Azure Solution Architect Expert certifications.
  • Attending the second and third modules of my level 5 leadership and management training (inclusive leadership; and driving and implementing strategic change). I missed the first module in April, so will have to go back next year to learn about developing my personal leadership brand.
  • Two days at Commsverse – a Microsoft Teams conference organised by, among others, two of my former colleagues (Mark Vale and Martin Boam), at a really cool venue (Mercedes-Benz World). I have a whole load of blog posts planned from that event, though the backlog is pretty huge now. In the meantime, here’s my Twitter thread:
  • I managed to get a couple of posts published on the Node4 site, even if my own blog has been a bit quiet:
  • I also got my paws on this one, though only as an editor:
  • A trip to the North East, to help a client define their future technology direction, including facilitating a workshop with around 15 of their team to identify the challenges that they face.
  • Preparing for the audit (and hopefully renewal) of Node4’s Azure Expert Microsoft Solution Provider competency in a few weeks’ time.
  • Time spent together as a team, planning the future for the Node4 OCTO.

At home (the tech)

CCTV

I’ve been looking to install some CCTV at home for a while. Whilst many would recommend I go down the Ubiquiti route (UniFi Protect), I decided to save some money, using Reolink cameras with my existing Synology NAS.

So far I’ve installed an RLC-811A, which was also my first foray into PoE-powered devices (with a UniFi PoE adapter). Despite the low price, it’s remarkably good camera, both day and night, with the added bonus that it’s supported by Home Assistant.

Correlation or causation?

Sadly, it wasn’t enough, but was it really just a co-incidence that, as I changed my addressable LEDs from blue to red and white, England scored a goal in the Euros final?

And some writing

One blog post that did make it out of the door:

At home (the rest)

Whilst I’m not getting to many of Matt’s cycle races at the moment, I did head up to Darlington with him for the British National Circuit Race Championships. The race didn’t end as we hoped – he crashed – but his on-bike camera footage has 2.8 million views on Instagram at the time of writing!

He was back on the bike the next night as we went down to London for the Via Criterium at the London Cycle Festival. Oh my. What an awesome event. And a good result for Matt too…

And he’s got some decent results in some of the other crits… here’s Otley:

That bike didn’t last much longer though… this happened a week or so later, but he did at least jump back on and ride it to the finish!

And only a couple of days ago, he got caught up in a crash at Sheffield. I’ll be glad when the crit season is over.

I’ve been just as busy travelling around the country with Ben, as he visits the universities he might like to apply to. I missed the Warwick weekend but with Exeter, Bath, Bristol, Nottingham and Cardiff it’s been full on. And, just as when I did the rounds with Matt a couple of years ago, it’s left me wishing I could do it all again, knowing what I know now!

And, as for that car that I spent lots of money insuring recently. Yeah, not what I had in mind…

Watching

I haven’t written much recently about our TV watching, but in addition to my Tour de France addiction that has to be fed each July, Nikki and I have enjoyed:

  • All the light we cannot see, on Netflix. Set towards the end of World War 2, this mini series shows how the paths of a blind French girl and a German soldier collide, guided my the medium of radio. As a bit of a radio guy, I found it quite magical, along with this (unrelated) tweet: Where was Hilversum, anyway?
  • Douglas is cancelled, on ITV. Episode 3 is difficult to watch, but persist – the twist at the end of Episode 4 is worth it!

Travelling

I wrote most of this post as I was preparing to head off for a couple of weeks’ travelling with my youngest son. In fact, that’s why the June retrospective is mashed up with half of July… I’ll be off travelling for the other half.

It’s also meant a very busy week getting ready. New purchases from outdoor shops: lightweight sleeping bag; new walking trousers; new trainers. And cleaning my down jacket (because it might still be cold at night in the Swiss Alps). Rab Equipment are ace:

Tomorrow morning we should be catching the Eurostar to Amsterdam. Or we will be if today’s Microsoft Azure/Microsoft 365 outage and the separate but still severe Crowdstrike/Windows outage don’t affect my journey! I really must stop catastrophising…

Photographing

Elsewhere

A few things that caught my eye over the last few weeks…

  • Improving your messaging:
  • Milton Keynes Geek Night:
  • Wellbeing:
  • Initial view on Copilot-generated meeting notes:
  • Lazy coding:
  • It’s going to get harder to buy a Microsoft Enterprise Agreement:
  • More on getting your message across:
  • Tech life in China:
  • AI image generation:
  • Business strategy planning:
  • It seems I have a new soapbox… more on Copilot meeting notes:
  • And this is what two professional writers think of AI (and more):
  • Another post where I suggest that AI may not be very good for society…
  • Especially when senior Microsoft personnel seem to “forget” that we have copyright laws:
  • I do get cross when people suggest that a company running Microsoft software is somehow making bad choices and should be avoided:
  • A thread on how AI was amazing. And then it started making things up. It’s not much help if I have to check the output…
  • I feel this discussion will continue to run on for a very long time yet:
  • It affects employee engagement too:
  • You did read the terms of service, right?
  • Customer service calls in real life:
  • It seems that we really are spending more time in meetings:
  • Apparently I’ve spent over 15 years scrolling through Twitter…
  • A slightly different take on introversion:
  • Just imagine if AI did become self-aware:

Featured image: author’s own

Monthly Retrospective: May 2024

This content is 1 year old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

May’s update was late, and June’s is in danger of rolling into July, so here’s a few highlights from my life in and around tech…

At work

On the work front, it was a short month – I was on holiday for the last week and with public holidays too there was lots to cram into a few short weeks. Nevertheless, I still managed to:

  • Continue to develop Node4’s new ransomware scanning service.
  • Finalise a dozen product data sheets for our public cloud services.
  • Submit some blog posts to our marketing team to support upcoming campaigns.
  • Keep pushing some pre-sales activities forwards.
  • And mine and Bjoern Hirtenjohann (/in/BjoernHirtenjohann)’s internal Node4 podcast on public cloud was released:

But the biggest activity in the month was presenting at Node4’s Infrastructure Symposium. One of our Practice Directors brought all his teams together to learn about the products and services that we jointly deliver. With four (or five, depending on how you look at it) companies all merged, there’s been a lot of change at Node4 over the last year or so. Getting everyone together is a great way to break down boundaries and understand the direction we’re headed in. And for me it was a chance to outline that our cloud offers span public, private and hybrid delivery models – and that we will deliver what’s right for the client, not for us. We call this Pragmatic Cloud (and I freely admit we didn’t come up with the term, but it I like it a lot).

I also celebrated my 9 year anniversary of joining risual/Node4 in May. And, for those who were confused by my comments last month, I was saying that my recent move has been overwhelmingly positive and I’m in a better place than I have been for a long while!

Elsewhere

Away from work…

  • My youngest son, Ben, passed his driving test. I was ready for a big insurance bill, but what I wasn’t ready for was: a) no decrease on the bill for the 19 year-old’s insurance (now with 2 years’ experience); and b) a 350% increase in premiums between him passing his test 2 years ago and the 17 year-old passing now. Even with a black box, parents as named drivers, etc. the car insurance bill for the two old cars that our family share with the teenagers was around £4500. For contrast, the bill for my Volvo (with just me and Mrs W as drivers) actually fell and is now back under £500. Public transport is just not reliable enough where we live, so the choices are: a) drive the teenagers everywhere; or b) pay the money. I’m still getting over this assault on our savings… some families just won’t have that money and I dread to think how many uninsured cars there are on the road as a consequence.
  • My eldest son, Matt, continues to race his bike up and down the country. After a catastrophic failure of the fork steerer tube, his Canyon road bike was hastily replaced. That meant a drive to Wakefield to collect the new bike, but it is rather lovely. I don’t get to all his races these days but I did manage to watch him in Ixworth and I was in the team car again for the Lincoln GP. Unfortunately, when he went to Ireland to race the Rás Tailteann I had to make do with watching for updates on Twitter!
  • Ben and I have been planning our Interrail trip – and now we have bought our passes along with inbound/outbound travel. Plus, we’re going to be taking the NightJet sleeper train from Berlin to Vienna! There were a few challenges with seat availability (things have changed since last time I went – we can use high speed rail, but there’s limited availability and we need to pay a supplement). This is more of a problem when dates are fixed so we had to change our route a little. On the flip side, with the start and end locked in, the middle section of the holiday is now free for us to be flexible.
  • I completed the home network upgrade. Was the switch from AmpliFi to UniFi worth it? Time will tell. It’s certainly more flexible but it’s cost me more and my house does not lend itself to structured cable runs. Maybe I should have just replaced the broken AmpliFi mesh point but it felt like I could fall into the trap of the sunk cost fallacy.
  • On the home automation front:
    • Octopus Energy sent us a Home Mini, which should give more granular data on electricity consumption, once I get the Home Assistant configuration right (I’m still tweaking).
    • I’ve also continued to play around with Home Assistant, including a bed occupancy sensor (which I can link to turning off the lights). I will admit that’s probably a step too far into nerd territory.
  • The month ended with a short break in Spain. Originally scheduled for May 2021, we never did get to go on a family holiday to Barcelona and the Costa Brava, though Matt made it out there on a training trip to Girona earlier this year. So, half the holiday, with only one of the “children” (though he is now twice the size!), Nikki, Ben and I spent a glorious few days in an around Begur.

Writing

These retrospectives are a bit of a blogging catch-all, but I did write a post on LinkedIn that turned into a blog in its own right. You can read it at the link below:

Photographing

Bits and pieces

  • 300m short of 200km!
  • Choose your PIN wisely:
  • Commentary on technical debt and the British Library’s ransomware attack woes:
  • Who doesn’t love a bit of Top Gun?
  • Thoughts on location tracking for family members:
  • Why it’s better to find a real application compatibility fix instead of just giving users admin access:
  • And why encrypted messaging is difficult:
  • Finally, shipping sunlight for green energy. Not as bonkers as it sounds!

Featured image: author’s own