I have heard much talk recently about the apparent difficulty of attracting young people to computing. Some of the UK commentators hark back to the early 1980s, the heyday of the ubiquitous micro computers, such as the BBC Micro and Clive Sinclair’s budget computers (ZX80/81 and Spectrum).

The Micro generation of the early ’80s were keen to make computers do things, their boxes had to be programmed and the kids soon picked up the skills and the principles involved.

No wonder then that our schools responded to the technology bow-wave and brought computing to the classroom. The kit was there and the kids were there.

Thirty years on, though, the DIY micro has long since given way to the games console – plug-and-play devices which need no understanding of, or technical facility with, the technology.

So we have successive ‘Console’ generations who just like playing games and are less likely to want to know about making computers do things, apart from achieving a higher score, a higher level or perhaps an even quicker cheat.

If we really want to get back to fostering computing skills from an early age, we don’t need another games console. We need a ZX80 or BBC Micro for the 21st Century

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• Ten Essential Skills for an effective CIO

In my experience, investment proposals and business cases never (and I do mean absolutely never) consider such things as the personal motivation and career cycle position of even the key actors, let alone those on the periphery of the initiative.

The universally prevailing presumption must be that these aspects are neutral to a business proposal. And yet, in reality, they are ultimately conclusive to the outcome.

To be blunt, the intended outcome is unlikely to be achieved without the hard work, good-will and contribution of those involved. These critical success factors should not be taken for granted.

So why don’t we always put suitable incentives into our project proposals?

However, most importantly, we should also carefully consider whether or not there is any potential mis-alignment of the corporate and personal benefit cycles, e.g. where the corporate reward for investment is long-term and low, while the ‘personal’ reward is short-term.

If we really want successful projects, we need to make sure that the corporate and personal benefit cycles are properly aligned and staged progressively.

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• Prestige or pay?

According to Morgan: “a 2007 study in the Harvard Business Review showed that typically C-level turnover at large US enterprises was 16 per cent. If the CEO left and was replaced by an internal candidate that rose to 20 per cent; if an external CEO came in, turnover hit an eye-watering 40 per cent.”

40% is a really scary number, if the HBR research quoted by Gareth Morgan is broadly representative. And, of course, we are already living through very uncertain times.

So how can we prepare and protect ourselves from getting caught in the crossfire of a management shake-out?

What is the most important thing we can do to survive and thrive?

Well, we are often caught on the hop by a shake-out so being fore-warned is not always an option. That does not mean though that we can’t be fore-armed.

My conversation with Gareth Morgan touched on this key aspect and here is one of my suggestions that didn’t make the final cut:

CxOs should routinely anticipate Senior Management changes, by preparing and maintaining a Personal Continuity Plan – that sets out their coping strategy and their personal value proposition to the organization.

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• Goodbye to the Government CIO

You might have heard about Dan Pink’s book, Drive: The surprising truth about what motivates us but not seen the terrific animation produced to accompany his talk at The RSA.

I thoroughly enjoyed watching this:

My favourite line in Dan’s talk? An exhortation we would do well to remember: start treating people like people, instead of like smaller, better-smelling horses.

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• Prestige or pay?