Sometimes following the right process or methodology is not the best way to manage a project. I think the key to a successful project is much deeper than the methodology, tools, processes or even the quality of the project manager. I think it has a lot to do with the relationship between IT and the business.
Take the pulse of your organization, for instance. Are IT and business managers coming together as strategic partners, or is IT simply viewed as a service provider within the organization? Coming together as strategic partners doesn't just imply that you share a seat at the table; it means that you're striving to learn and understand the language of the business. It means that both IT and business are making strategic efforts to move from the "service mindset" to a "value mindset". Taking the time to learn the language of the business, and the company's vision for the future will help clarify the areas in which technology can add the most value. But getting these basics right isn't enough. The challenge here is to instill in the IT staff, a mindset of continuous improvement, and to ensure that their goals align with the business needs, even as they change and evolve daily.
Becoming strategic partners allows both IT and the business units to create a shared vision, which they can successfully spread across the entire organization. Creating this shared vision is simpler than you would imagine – just take the time to understand what the business units do, and ask yourself how can I help them improve this with my IT knowledge. It may also mean that discussions start from the very beginning, by examining how past IT initiatives helped or hurt the business and how they can be improved upon.
It's also important to note that the business doesn't want you, the IT professional, to do their business; they want you to enable their business. It's up to the IT professionals to help them understand the value that IT brings to their daily processes as well as to their strategic direction rather than a barrier to innovation. Demonstrate that innovation isn’t fueled by technology, but rather through discussion and collaboration.
So the next time you start a new IT project, look beyond the methodologies, tools and processes and understand the business. Be aware of the importance of change management, communication, and risk and compliance. And don’t lose opportunities to be creative because of rigid processes and standards. As IT professionals, it’s up to us to get out of the business of maintaining and start innovating.
.jpg)
Posts
Good advice, Sonal, but what about the other side of the partnership?
ReplyDeleteIn several of the organizations I've worked at - and you're familiar with at least one of them - IT was more than willing to be a strategic partner, but the business side was stuck in the "service mindset" - the all-too-familiar "Just do what we tell you/build what we asked for" mentality.
Any suggestions on how to bring the business units to the table, and help them realize that if they permit IT to contribute to the shared vision, they can add value in ways that the business team would have never dreamed of on their own?
Mark,
ReplyDeletethank you for you comments. I agree that the challenge can often times be on the other end, where the business needs to be convinced that IT is adding value.
My suggestion is to create a pressure free forum where both business and IT leaders can come together to discuss topics that are relevant to creating a shared vision and becoming a value mindset organization. A round table discussion is a great way of bringing people to the table without feeling threatened.
Be ready to facilitate the discussion with topics that focus on the end goal of creating the shared vision. Once this forum gains traction, utilize it as a vehicle to demonstrate how IT can innovate the business...remember...not run the business. On the onset, be prepared to hear about all of the things that IT is or has done wrong. But as these sessions continue, know how to change the tone of the discussions into sessions about "creating that shared vision". I've found that sometimes it helps to have a unbiased third party to help facilitate these discussions. It allows everyone to really focus on reaching an end goal rather then the forum turning into a blame game session.
Once you've established these lines of communication, utilize them. Meet with the business regularly, even if there is "nothing to report". Be interested in learning what the top business initiatives are and start thinking of ways to add value to them. And lastly, deliver, deliver, deliver...on the goals that you've established otherwise you loose credibility and are adding no value.