Tag Archives: leadership

ITSM, Leadership, Organizational Change

Nothing will change. Unless you change.

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A few years ago, I was invited to conduct an ITSM assessment for an organization. While the request itself wasn’t unusual, it was unusual in that I had conducted an ITSM assessment for that same organization a few years prior. The  IT leadership of the organization had not changed over that time, apart from a different person leading their ITSM adoption efforts. But I was intrigued by the prospect of revisiting a past client engagement to learn whether my previous recommendations had had the positive impact that I had determined was possible.

After conducting interviews, examining their ITSM policies and procedures,  reviewing their IT strategy, and evaluating their ITSM performance reports, I was disappointed to find that there had been no substantial change in their ITSM journey from when I first visited.

I confronted the CIO with my findings. During our conversation, he acknowledged that there had not been much progress in their ITSM journey. He went on to ask if I would simply just tell them exactly what they needed to do, based on my “deep” knowledge of his organization.

I was taken aback. It had been a few years since that first assessment. Over the course of the two engagements,  I had spent about a total of 30 days interacting with the organization – hardly what I would consider a qualification for having a “deep knowledge” of the organization.

So, I took a deep breath, looked the CIO in the eye, and told him that – that I felt that 30 days of engagement over a few years doesn’t constitute a “deep” knowledge of the organization. Further, it was not an issue of not knowing what needed to be done – what needed to be done was clearly outlined in both assessment reports. The issue was that no one – including the CIO – wanted to change.

And then I said it.

“Nothing will change unless there is change.”

And with that, our meeting ended. I packed up my laptop,  left the building, drove away….and  subsequently was not invited back.

Everybody wants change. No one wants *to* change.

I see it all the time. People within an organization get enthusiastic about making a change, improving what is currently being done, expanding and enhancing their capabilities, thinking in terms of possibilities. Excitement fills the discussions within the conference rooms. People leave meetings eager to get started.

And then the time comes for the work that needs to be done to make the change….and sadly, things often go kaput.

What happened?

The 3 U’s of failed change

I’m no psychologist, but from everything that I have read, experienced, and observed about failed change, it seems to come down to the basic human instinct of fear of change. In my experience, that fear of change presents itself in one or more of the following symptoms that I call the “three U’s of failed change”.

  • Unknown – Change pulls people out of their personal comfort zones, where they feel safe. According to this article, this uncertainty feels like failure to our brains, and our brains automatically work to prevent us from failing.
  • Unprepared – Many people resist change because they feel unprepared. Provided training doesn’t really prepare people for the change, and as a result, there is a feeling of loss of mastery. Communications aren’t two-way, so there is no opportunity for feedback or to get answers to questions.
  • Unwilling – Even though people know that processes and systems aren’t working as well as they could, people have become comfortable in their interactions with those processes and systems. They “know” where the issues are, and how to make things work despite those issues. Changes to those processes and systems are perceived as a threat to the personal value of the people doing that work.

These are powerful reasons why change fails, but they are not insurmountable.

How can anything change…unless *you* change?

Is change working through your organization? Are you personally going through change? The answer to these questions is likely “yes”. Organizations are continually changing and evolving. As individuals, we are continually evolving as well. Think about it – what is different about your organization today when compared to two years ago? Compared to two months ago? What events or learnings over that time – both from a professional perspective and a personal perspective – have had an influence on you?

Change is constant – in our lives and in our careers. Here are some tips that I have found useful when experiencing change.

  • Educate yourself. Much of the angst around change is the fear of the unknown. To combat that fear, learn all that you can about what is changing. This will help restore any feelings of loss of mastery.
  • Ask questions. Fill in gaps in your understanding about what is changing. Listen for the “why” – the compelling reason change is necessary, and what success will look like after the change. This will help with any feelings of being unprepared.
  • Try it on. While it takes courage to push through the unknown, leaning into the change and exploring possibilities provides a sense of control. Being a pioneer within the change helps overcome feelings of loss of value. Trying on the change also provides you with valuable insights that you can use to make data-driven decisions about your next steps.

Change is a constant – in our organizations, in our jobs, and in our personal lives. Don’t let change paralyze you – take control. Educating yourself, asking questions, and trying on the change gives the you power and control you need to successfully push through the unknowns associated with change.

 

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ESM, ITSM

The Curious Case of the Missing IT Strategy

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IT organizations often get stuck in a vicious cycle of never-ending work. IT implements solution after solution, fixes one problem after another, and no matter how many times they do it, those solutions and fixes never seem to stick. IT often finds itself just trying to keep up with what appears to be a constantly changing business. IT is often seen as the anchor slowing business down and has earned a reputation of being the slowest path toward technology implementation.  And when budget times come around, IT never seems to manage to get its fair share. 

These are signs that an IT organization is missing strategy.  This is a massive problem for both IT and the organizations that IT works within. Why are so many IT organizations missing a strategy?  What can be done to establish a viable IT strategy?

One thing that is certain – the strategy can’t just be “do”.

The Missing IT Strategy

Of course, no leader intentionally avoids developing strategy. It’s usually a consequence of a number of factors. However, in the case of the missing IT strategy, the CIO has to establish a business-technology (not technology alone) strategy, talk and share that strategy with other leaders, incorporate and underpin the larger business strategy, and drive the IT organization forward following that strategy. If a CIO spends too much of their time doing or supervising the day-to-day work within an IT organization instead of delegating, she won’t have the time (or energy) to be strategic. If a CIO has to spend more time supervising the daily activities of IT than ensuring business outcomes and value, that’s usually an indicator of a missing IT strategy. 

The second indicator of a missing IT strategy is the lack of true service management. Why? Because if the service management foundation is not strong or well executed, IT can never be strategic. If IT ignores:

  • Defining services in terms of business value and outcomes
  • Creating workflows that are based on services, not technologies or organization charts
  • Publishing performance reports that are relevant to and meaningful for the business 

then IT is setting itself up for failure.  Many organizations look at service management as just something that a service desk does.  But good service management provides the capability of relating technology investments to business outcomes.  This makes good service management a critical part of the foundation of IT. Having a solid foundation is what keeps IT relevant, reliable, and able to scale to meet business needs. WIthout good service management, IT will waste a lot of time just trying to keep up with service requests and putting out fires instead of enabling the realization of business strategy.  

Finally, the third indicator of a missing IT strategy is a “one thing at a time” mentality. To stay on track, IT organizations often choose to focus on just one initiative at a time. This might help your team feel less overwhelmed, but it often comes with the cost of missing a holistic view of the organization. The ability to see the birds eye view of how the organization relies on technology to create better outcomes for end users and customers is one of the most important skills for an IT leader.  Having this big picture view enables the IT leader to be even more strategic.  

Why does IT need a strategy?

IT operating as only a support team is no longer an option for any business. The speed of business has increased significantly over the last decade, due in a large part to the introduction of new technologies, such as automation, mobile computing, cloud-based services and machine learning. IT has to be the driver and enabler of technology. Whether it’s realized or not, technology has become “baked into” every aspect of the organization. 

The question is “has IT become ‘baked in’ as well?”  Without a well-defined IT strategy, the answer to this question is usually “no”.   

Defining, socializing, and executing a strategy strengthens IT’s role within an organization. It’s what separates the IT organizations that are treated as order takers from the IT organizations that are treated as valued partners. 

How to solve the case of the missing IT strategy

Here are three things that IT leaders can do to solve the case of the missing IT strategy.

What is the business strategy?  How can technology enable realization of business strategy? To shift from a “support only” team to a strategic asset, IT first has to understand the goals and objectives of the overall organization – and how technology can be used to enable realization of those goals and objectives. IT’s strategy must be tied to these business goals and objectives. IT leaders have to take a step back from the inner workings, day-to-day activities of IT and look at the bigger picture of the organization. 

Elevate to real service management, not just some arbitrarily selected processes.  Once IT understands the role of technology in achieving business strategy, IT must then elevate its approach to service management.  Service management is more than just fulfilling requests and resolving outages. An effective approach for elevating service management is to identify and map the value streams of an organization, then identifying how technology underpins those value streams.  Value streams help identify the products and services that IT must deliver. This exercise not only lays out what service management must enable and deliver for the organization, it is also a great way to align what IT is doing to the overall needs of the business. 

Report IT performance in business terms. Once you’ve elevated your service management and understand the goals and objectives of the company, then you’ll be able to produce and publish performance reports that reflect how IT contributions enabled achievement of business goals and objectives.  Having this capability is significant for a number of reasons.  First, it demonstrates that IT truly understands what is important to the organization.  Secondly, it provides the ability to evaluate if IT strategy is meeting business needs.  And lastly, it begins to change the perception of IT as just being a “support team” to a strategic asset.

Thinking and working strategically is transformative for an IT organization. After you’ve seen how IT integrates with the rest of the organization, you won’t be able to go back to working only in a ‘support’ role.  By defining and executing an IT strategy , your entire business will become stronger.  

Need help developing an IT strategy that is aligned with your business objectives?  Let Tedder Consulting help!  Tedder Consulting will first visit your organization to understand your business, goals, and current IT situation.  Tedder Consulting will then conduct an analysis of your IT services and practices to determine how they are operating. Finally, we deliver a plan for aligning your technology strategy to your business goals.  For more information, contact Tedder Consulting today.

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Leadership

What Ever Happened to Critical Thinking?

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As businesses grow, so do the size and complexity of their problems and challenges. To solve those complex challenges and problems, leaders need to employ more critical thinking from themselves and their teams.

However, the world seems to be lacking critical thinking at a time when businesses need it most. And the lack of critical thinking isn’t just anecdotal tales told by frustrated leaders. There’s research to back it up. So, whatever happened to critical thinking and can we get it back?

Critical Thinking, Defined

First, let’s address the big question: what exactly is critical thinking? In the broadest terms, critical thinking is the ability to think reasonably, removing your own emotional attachment and personal bias.

Critical thinking requires individuals to rely on data and take the steps to analyze and evaluate data to make a decision. According to the Foundation for Critical Thinking, “critical thinking is self-directed, self-disciplined, self-monitored, and self-corrective thinking.”

It’s important to note that critical thinking helps you to avoid doing things simply because they’ve always been done a certain way or because a certain way seems easier or faster.

What has happened to critical thinking?

Has there really been a decline in critical thinking? There is research that shows this is a reality for many higher education institutions and businesses.

A Wall Street Journal analysis of standardized test scores given to freshmen and seniors found that the average graduate from prestigious institutions show little or no improvement in critical thinking over four years.

That trend extends into the business world. In May 2016, a survey by PayScale and Future Workplace found that 60% of employers believe new college graduates lack critical thinking skills, based on a survey of over 76,000 managers and executives. Additionally, about half of employers rate their employees’ critical thinking skills as average or worse.

There is no one main reason for this decline in critical thinking. Most experts attribute it to a combination of things.

To start off with, there is not a clear definition of critical thinking and therefore, many professors, instructors and employers lack a way to objectively assess critical thinking skills. And many teachers struggle to teach critical thinking so many simply don’t do it. The Education Post found that only 1 out of 10 educators teach critical thinking and that teacher usually teaches at a selective school or to a select group of students.

And some experts say technology is one of the reasons for this decline. According to research by Patricia Greenfield, UCLA distinguished professor of psychology and director of the Children’s Digital Media Center, Los Angeles, as technology plays a bigger role, our skills in critical thinking have declined and our visual skills have improved.

Anecdotally, I think it’s important to point out that a decline in critical thinking in business might not be the actual decline in critical thinking. Rather, the decline in critical thinking is due to a lack of opportunities (or ignoring opportunities) to encourage critical thinking.

Many businesses are only looking for the fastest (and sometimes cheapest) way to a solution. Such an approach is an anti-pattern for critical thinking. When you’re always looking for shortcuts, you’re cutting out the time to critically think. When you’re too quick to say something isn’t working and that you need to change directions completely, you’re sabotaging critical thinking.

All of this probably sounds like bad news for those looking to increase critical thinking in their organizations. The good news is that critical thinking can be taught and if it’s encouraged enough in an organization, it will be taught!

How to Improve Critical Thinking

Contrary to many opinions, critical thinking is not a soft skill. It can be learned and it must be practiced to be developed. Here are a few steps that will help you tap into critical thinking.

  1.  Gather more and better data
    Critical thinking is the ability to remove your own bias from problem-solving and the best way to do that is to look at the data. Many organizations are trying to make decisions with poor data. As an organization, you need to prioritize having as much high-quality data as possible. And as the IT organization, you must collect this data and ensure that the organization is using it to its fullest ability.

2. Question assumptions
This is the most important piece to critical thinking — and it’s often the most difficult part. Don’t just look at the “what” of the problem. Ask about why it’s happening. Be wary of the assumptions you may bring to the table and when you come to a conclusion, ask yourself if you’re basing the conclusion on the matter at hand or on previous experiences. Additionally, it’s important to separate data and facts from assumptions and inferences. Often, leaders will make an assumption and then treat it as fact. Dig into the why and use data to protect yourself from inferences.

3. Look for opportunities and potential
Critical thinking isn’t about shutting down opportunities or ideas. It’s about seeing possibility and potential based on data and without assumption. For example, failed initiatives and major service interruptions are opportunities to revamp processes or rethink strategies to create something better.

4. Look for new perspectives
To be a critical thinker, you have to get out of the echo chamber. Engage in active listening when discussing problems and solutions. Engage with and actively listen to colleagues with opposing views in your own organization. While most people dread having to speak to someone who simply does not understand their role, it can be an excellent exercise to obtain new perspectives that can give more context to problems, examine your own biases and spark more ideas. Additionally, as a leader, you may benefit from learning from other industries or experts from other organizations. Be open to new perspectives or ideas from unlikely avenues.

5. Manage ambiguity
Finally to improve your critical thinking skills, get comfortable with ambiguity. We are all operating in rapidly changing environments. The data we have will change. Your own perspectives will shift, as well the perspective of others. You have to be comfortable identifying that you are making the right decision today, but the way those decisions get made can change in the future. Getting comfortable with this type of ambiguity and being able to practice critical thinking despite this rapid pace of change will help you to make better decisions for your organization in the long run.

Critical thinking doesn’t have to be a lost art. It can and should be encouraged at all levels of the organization – but it must start from the top. If you’re wondering whatever happened to critical thinking in your organization, perhaps it’s time to take a step back to examine your own critical thinking approach.

Is your organization suffering from a lack of critical thinking? Has your organization found ways to nurture and encourage critical thinking? Please share your thoughts!

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Digital Transformation, ITSM

You’re Talking About Value Wrong

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“Value” is one of the most overused and misunderstood terms in business today.

It is often thrown around in meetings and on company websites but while many organizations talk about value, very few get it right.

Why is that? What is the problem with value? For starters, value is a perception. What is valuable to one organization -or one person – may not be as valuable to another. And many organizations don’t define value at an enterprise level. As a result, company initiatives are fractured and less impactful because everyone within the organization is using their own value measuring stick.

The second problem with value is that too many organizations equate value only with cost savings. This is a misconception that can cost organizations a lot of money and time with little to show for it. Fact is that organizations, just like people, are happy to pay for things that they perceive as being valuable – cost is secondary.

If you’re talking about value wrong or worse, not talking about it at all, here are three points that will help you reframe the value conversation.

Value does not equal cost savings.

When thinking about value, it’s easy to just think in terms of dollars and cents. It’s straightforward and unlike value, everyone knows exactly how much dollars and cents are worth.

Now, cost is a factor in value but it should not be the leading factor of value. Because in addition to a price tag, there are intangible costs with any transaction. These intangible costs include things like time to make the purchase, the ease of making a purchase, the time to get set up with a product or service, etc. These intangible costs factor into the value and depending on the end-user, they could mean much more than a specific dollar amount.

When you’re discussing value — whether it’s the value of your product or service, a new technology, or your own IT services, don’t forget the intangibles and factor those into the value.

Outcomes by themselves don’t deliver value.

In an article for SysAid, I explained the difference between outcomes and outputs in reference to ordering a pizza. The outputs are the operational measures, like when you order a pizza and it arrives on time and at the agreed upon price. The outcomes are the results that show the value of that pizza delivery, such as did you get the pizza you ordered, was it hot and fresh, did it taste good and so on.

More IT professionals are beginning to focus on outcomes instead of outputs, which is very important! However, outcomes alone don’t get the job done when it comes to value. Competition is too intense these days and consumers have a lot of options, and high expectations.

So what combines with outcomes to create value? The experience of the transaction.

Part of value is experience.

If you don’t provide or enable a good experience, you’re not offering value. The experience is just as important today. In fact, Salesforce found in a survey that 80% of customers say the experience businesses provide is just as important as its products and services. And Gartner found that 81% of businesses compete primarily on customer experience.

Customer experience is more important than ever and if you want to deliver value through your products and services, you have to offer a seamless and personalized experience for your customers.

The Role of Service Management in Value

By this point, it’s clear that value isn’t just about a price tag. It’s a combination of understanding what’s important to your consumers and consistently delivering those results – along with a great experience. In short, someone finds value when they can say “I got the outcome I needed and expected and I had a good experience while doing it – at the price I was willing to pay.”

The connection between the experience and outcomes lives in your service management foundations. Service management is how you can monitor the experience and ensure you deliver the outcomes that a customer wants so they can recognize the value of your products and services.

Is your service management approach strong enough to deliver value? Have you done these things in the last 12 months?

  • Met with your key stakeholders to review and agree on a shared definition of value
  • Mapped your value streams with all stakeholders, not just IT
  • Audited your workflows to identify and implement improvements
  • Implemented continual improvement strategies

Service management is an ongoing initiative but it can — and will — help to deliver value if it’s done properly with buy-in from the entire team.

If you’ve been struggling with showing how IT delivers value to the bottom line and you want to elevate your IT organization, you need to be sure you’re talking about value correctly. Review your service management approach. Examine the customer experience. You may just find the areas where IT can fill any gaps and deliver the value your customer needs.

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Leadership

Is the CIO the Continual Improvement Officer?

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The CIO is often wearing many hats. They have to be tech whizzes and also strategic visionaries. And in my opinion, they now have to be the Continual Improvement Officer for their teams, their organizations, and in their careers.

Continual improvement is about improving the quality of products and services by learning from past successes and failures and making incremental changes over time. It helps IT align and realign its products, services, and activities to meet ever-changing business needs.  Continual improvement can be the key to large-scale growth. 

When done correctly, continual improvement can improve product and service quality, boost productivity and creativity, increase teamwork and create a competitive advantage. 

It sounds simple, doesn’t it? We should learn from the mistakes – and the successes –  we have. But, in a business environment, it’s never that simple. Why? Because many leaders don’t want to admit to mistakes. They don’t want to explore why things aren’t working as well as they should.  They settle for “good enough”.  They don’t want to examine what could be done better because they want to plunge ahead into that next project and hope that people forget about whatever mistakes were made or problems that were encountered. 

For continual improvement to have success, it has to be embedded into the culture of an organization. It has to be accepted – and driven – from the top-down so that everyone is empowered to look at failed initiatives and missed KPIs as learning and improvement opportunities. 

How can the CIO become the Continual Improvement Officer and build a culture that supports this?

Continual Improvement in IT

If a CIO wants to become the Continual Improvement Officer, she has to start with her own teams. One of the most important things a CIO can do then is allocate the time for continual improvement. IT is often (usually?) inundated with day-to-day work. They often are putting out fires or working to meet aggressive delivery deadlines and objectives. There is rarely-if ever- time for that “be back” work that inevitably comes up. 

It’s up to the CIO to ensure continual improvement becomes a standard mode of operation and allocate adequate time to address continual improvement. How? It could be frequent projects or sprints with an objective to reduce technical debt. Perhaps it is establishing a cadence of regular meetings or time to discuss and implement continual improvement initiatives.  Or it could be requiring that teams take the time to reflect on completed projects and initiatives and identify gaps, issues, and what could have been done differently. 

Make these efforts inclusive by encouraging team members to bring their ideas to the table — and then identify opportunities to implement those ideas. Companies with a strong culture of continual improvement implement about 80% of their employees’ improvement ideas, according to KaiNexus.  By implementing the improvement ideas from those that do the work establishes a mindset of continual improvement and encourages the team to identify and suggest further improvements.  It’s a win-win for both the team and the organization. 

Continual Improvement in the Rest of the Organization

IT is only one piece of the improvement puzzle though. To really build a culture of continual improvement, the CIO has to be the continual improvement champion within the rest of the organization and that requires communicating with and motivating other leaders. 

CIOs can share their own continual improvement learnings and lessons. CIOs must be open about the setbacks and the growth from continual improvement activities, and when able, connect how continual improvement enhanced another department’s initiatives. Invite other executives to your continual improvement meetings to demonstrate how building a culture of continual improvement within IT is working.  Offer to provide coaching and the expertise to help those leaders establish continual improvement efforts within their teams. 

Continual Improvement as a CIO

I think the CIO needs to be the Continual Improvement Officer because it will not only improve their organization, but it is a critical skillset and approach that will benefit the CIO’s career. 

Unfortunately, the CIO role has one of the highest turnover rates among the C-suite. According to TechTarget, the average CIO tenure hovers around 4 years. That means CIOs are frequently moving into new environments and navigating new work cultures. The best thing any CIO can do when they first step into a role is to bring an attitude of continual improvement.  Not just for the new organization, but for their own individual actions.

It’s a powerful move to reflect on what could have been done differently in a  past role as you move into a new role. This will help you embody the culture of continual improvement that you want your team to adapt as well. Be willing to address and share your own opportunities for improvement with your team as you begin implementing new initiatives.

What continual improvement successes have you had within your organization? What advice would you give to other leaders working toward a culture of continual improvement? Share your thoughts with me on LinkedIn! 

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ITSM

How to Master the Art of IT Partnerships

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As businesses continue to become more reliant on technology, more and more organizations have formed partnership ecosystems. Bringing in and working with multiple partners is a smart way to deliver better experiences with optimized costs and capabilities. 

While there are many pros to working with partners — there are some drawbacks as well. Operations become increasingly complex as a partnership ecosystem grows. Regardless, end users will still expect a seamless experience, and the more partners you work with, the harder it could become to maintain that smooth experience. 

This article will address how CIOs can effectively manage those IT partnerships and set up their organizations for success in a partnership ecosystem.   

Partners vs. Suppliers and Vendors

You’ll notice that I refer to “partners” and not “suppliers” or “vendors”. That’s intentional verbiage. In order to succeed in this new paradigm, CIOs need to evolve from working with vendors and suppliers in a strictly transactional sense. Strategic partners are vendors that have go above and beyond effective delivery of systems and services – they commit to helping the CIO achieve the organizational goals of the company. 

The difference between “partner” and “supplier” has become increasingly noticeable due to COVID-19. Many CIOs saw partners be more proactive in their relationships by reaching out to see how they could better assist organizations during the pandemic. 

The best partners recognize that a business relationship is about more than making a sale. It’s about building a relationship where they understand the customer’s business models and the inner workings of the company. They don’t just execute on the customer’s demands, they work with the customer to find mutually beneficial solutions. 

When Badly Managed Partnerships Happen to Good Organizations

Why should you care about managing your partnerships? When does a vendor need to be a partner? 

Silo mentality has been a frequent roadblock within many organizations –  and IT is no stranger to them. Internal silos can wreak havoc on workflows and efficiencies. When IT isn’t looped into the full scope of projects and how the rest of the organization is driving value, they are often left to catch up — and end-users always suffer. And that’s just with internal silos! 

Compound that with the fact that more organizations are reducing staffing yet increasing demand for technology. This means more outsourcing and external support.  But without a shared and agreed approach to delivering that support, IT organizations could easily find themselves in a chaotic situation.  

Finding the Right Partners

Of course, there are many vendors simply parading as partners –  so how do you know what to look for in a partner? The most important thing is not to rush into a relationship or make a decision based solely on price. Yes, it can be time-consuming to get referrals and do your due diligence when evaluating potential partners. Start off with your trusted circle of IT leaders. Other leaders are often the best source of knowledge of who is a great partner and who simply delivers a product. 

Once you have your shortlist of partners from your own research and recommendations from peers, it’s time to start establishing connections. Remember that the right partner doesn’t start the conversation about themselves or their product – they will want to first talk about your goals and objectives.

Perhaps more importantly though, you have to view a potential partnership for what it is — a partnership, not a vendor-client relationship. It’s important to not view the potential partner as just a fulfiller of work. During those initial discussions, you have the responsibility of clearly defining expectations, challenges, organizational dynamics, and the goals of your organization. Don’t limit your conversations to specifically IT or the initiatives for a particular tool or product. IT is crucial to the success of any business so any IT partner needs to have a clear picture of that business. 

This will give the partner the opportunity to create a better strategy for delivering the right products and services for helping you achieve your goals. 

How to Better Manage Your Partners 

The best partnerships happen because they’re built on trust, respect, and mutual understanding. So there is a level of “people-work” that has to go into any of these relationships. But there are some ways you can better structure your organization so your partnerships will be more successful. 

  • Keep the lines of communication open. 

 

Far too often, supplier check-ins are just quick reviews of operational metrics or updates on the tasks completed during a timeframe. These types of communications aren’t sufficient in a partner relationship – in fact, this is a disadvantage to you and your partners! You want your team to be actively communicating with your partners about what’s happening in your organization so they can continue to get a clear vision of the overall picture of your organization.

 

  • Establish transparent workflows for all your partners.

 

This might be difficult because your partners likely have their own workflows. But working with them to establish a shared process that all partners follow makes for a smoother experience for your entire organization. Again, this might be a difficult ask and could take some time to develop, but the right partners will be willing to engage in defining workflows that work for your organization.

 

  • Get your internal teams and stakeholders to see partners as part of the team

 

Silo mentality doesn’t work — even when those silos are made up of full-time employees and contractors. Your internal departments and teams should feel empowered to be a part of the partner-IT relationship. You want everyone in your organization to know and trust your partners. This might mean bringing other departments to meetings with external partners or looping your external partners into existing initiatives with other departments.  

Introducing Service Integration and Management 

If you are looking for a better way to integrate your partnerships, Service Integration and Management (SIAM) might be the best option for you. SIAM is a management methodology that is growing in popularity. SIAM will provide an organization with governance, coordination, assurance, and integration for working with outside partners by introducing a “service integrator” role. If you’re working with multiple vendors, suppliers, and partners, SIAM can enhance the experience for everyone within your organization and for suppliers and partners working with your organization.  

If you’re curious about introducing SIAM or improving your partner relationships, I’d love to discuss how to prepare your organization to thrive in a multi-partner ecosystem.

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Leadership

Are You Inviting Trouble? 7 Signs You’re Attracting Chaos to IT

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CIOs are no strangers to chaos. Working in IT means you’ve dealt with your fair share of chaotic moments. Technology has an annoying habit of not working properly – even when everything seems to be set up correctly. IT pros have had to learn to keep their cool when the tech just isn’t working — and the end user is feeling the frustration.

Being able to handle chaos is a skill every leader must develop. But long-term success working in a continual state of chaos can cause problems. Chaos can cause a surge of adrenaline and some people begin to subconsciously crave that adrenaline rush they feel from chaotic moments. When that happens, they may start to create situations that result in chaos and can cause those adrenaline rushes. The best example of this would be a student who consistently procrastinates on their assignments because they feel they “work better under pressure”.

Is it really possible that accomplished professionals and industry leaders can repeat the same mistakes that a college student would make? Absolutely! Stress naturally spikes cortisol levels, which is the built-in alarm system in your body. That spike in cortisol is not necessarily a bad thing. It’s our “fight or flight” instinct and it plays a number of roles in our body. Specifically, it boosts energy so you can handle stress and then will restore the balance afterward.

Many driven and ambitious people love that energy boost and thrive on the tension that a challenge creates. After all, meeting and overcoming those challenges is how they found success!

But if you find your IT organization in a constant state of chaos, it might be time to check in to see if you’re causing it and making more trouble than IT needs. Here are 7 signs you’re attracting chaos to your IT organization.

You’re working in a vacuum

Siloed thinking and poor communication habits can cause many problems for an IT organization. Many technologists do not focus on their communication or collaboration skills. In many organizations, IT has been seen as unwelcoming and isolated. When you tune out other departments and their needs and don’t include them in solution designs, you end up with workflows that aren’t followed, products that aren’t used to their fullest capabilities, and too many “last minute” requests that cause stress.

You don’t communicate in business terms

Learning to speak the language of the business is one of the most important things a CIO can do. Without describing – in business, not technical terms – how IT solutions fit in to business objectives, you’ll spend a lot of time and effort defending your initiatives, shifting initiatives at the last minute, and potentially working on initiatives that don’t contribute to needed business outcomes. Once you start mastering how IT and technology contribute to business objectives, you can position your initiatives in a better light, and this will decrease resistance from the C-suite.

You have shiny object syndrome

Everyone needs the newest, fastest, shiniest technology, right?! No, they don’t. Non-technologists and leaders in the C-suite might always be pushing you to invest in new technologies, in the belief that those technologies will instantly solve every business challenge. But without proper analysis of the challenge that needs to be solved, this mistaken belief in bright and shiny new technologies will only keep IT and the rest of the organization spinning in circles. You will experience the tension and challenge of continually deploying and training on new technologies – and be blamed when those new technologies don’t address the problem that needed solving. And you’ll spend a lot of money on tools that “don’t work”.

IT success isn’t clearly defined

How is IT success being defined? Often IT success is defined only as delivering projects on-time and within budget. But that definition ignores IT’s contributions to business objectives and the organization’s bottom line. By defining IT success in terms of business results and bottom-line impact, the CIO becomes a strategic leader in the company, and IT becomes a valued partner within the organization, not perceived as a necessary, but expensive, cost center. By failing to establish IT success measures in terms of organizational success, you’ll spend time and energy on hitting metrics that don’t properly elevate the CIO or IT.

Pushing change at the wrong pace

Accelerated timelines can be common in IT organizations – but are they realistic? CIOs are often operating under unrealistic expectations (see above) and therefore trying to force innovation without laying the proper groundwork. This can sometimes feel like running straight on into a brick wall and expecting it to topple over on the first try. You will quickly burnout and exit out if you push change at an unreasonable pace. Instead, CIOs need to set realistic expectations with the C-suite regarding the pace of change and establish realistic and achievable milestones to show that digital transformation is on its way.

You spend all your time putting out fires

Are you constantly involved in every little fire that comes up within IT? If you can’t rely on your team to handle the day-to-day fires that will always exist in IT so you can free up your time to focus on the bigger picture and strategic initiatives, then you are contributing to that chaos. I’m not saying that you should ignore those fires, but as CIO, you have to trust your team to handle the day-to-day work and provide coaching and support to get IT out of fire-fighting and into leading business innovation. Your time is better spent focused on solving the bigger business challenges within the organization.

You ignore the foundations of your IT organization

Foundations can be boring. They do not cause stress or any excitement when (if?) you think about them but having a strong IT foundation is absolutely necessary. The foundations of your IT organization include your workflows, processes, and value streams, and are what keep the wheels of IT turning, even during the chaos. If you ignore the steps it takes to keep your foundations optimized, you will continually get stuck in day-to-day fires and siloed communications which waste your time and your team’s talent.

Having a little bit of chaos can be a good thing. It can inspire innovation and create motivation but it’s a little bit like rainstorms. You want enough of it to keep things growing but you don’t want to live in it 24 hours a day, 7 days a week. As the CIO, you have the responsibility to balance having that healthy level of chaos in your organization while at the same time, be the calm in the storm. That tension and those cortisol spikes will still come — only this time, it will be because you’re working on bigger challenges that will have a larger impact on the success of your organization.

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Leadership

CEOs, are you making your CIO sick?

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Here’s a scenario that might sound familiar:

The CEO of a mid-sized organization calls in the CIO because times are desperate. The company needs to deploy new technology to increase revenue — quickly. The organization has already invested in a variety of tools and technology… but it’s not getting the job done. Now the CEO wants the CIO to find the right tool, the one that will help the organization, and it needs to be cheap and it needs to show results quickly. The CIO — who up until this point, has had little opportunity, much less been invited, to interact with other departments to identify needs and pain points with the current toolset. In fact, beyond any initial training and implementation of the current tools, the CIO has been relegated to sitting on the sidelines. But the CEO is convinced that new technology is the answer, and expects the CIO to get it done to get the organization back into the black … and the clock is ticking.

Scenarios similar to this one happen all the time in organizations. The pressure is constantly on the CIO, but she is often not enabled to be proactive or even part of the larger conversations with the business.

For CIOs, it often feels like they’re being given a teaspoon of gas and asked to get the company through the end of the cross-country road trip. They’re being asked enormous tasks with little budget or agency over previous decisions. They’re damned if they do — and damned if they don’t.

And this happens over and over! The CIO constantly jumps through hoops… only to land and then have to run back around to jump through it all over again. It’s no wonder that CIO position has one of the highest turnover rates among the C-suite, with an average tenure of just 4 years, according to TechTarget.

The relationship between the CIO and CEO has been fraught in the past and unfortunately in some organizations, that hasn’t improved. Even as the CIO becomes more influential and valued within the organization, many CEOs are still stressing out their CIOs!

For many organizations, there’s a gap in what the CEO expects and what the CIOs need to be able to deliver on those expectations. The CEO is the one with the power to bridge the gap. Let’s address those CEO expectations and how CEOs can give CIOs what they need to meet them.

CEO Expectations and CIO Needs

CEO Expectation: Business perspective.
The CEO expects the CIO to be the bridge between technology and the rest of the company. The CIO needs to look ahead and align technical benefit with the initiatives of the company and tailoring systems to meet business needs. This is absolutely critical for success in any business. Every business needs to use technology to its fullest potential and the CIO is the only person who can ensure that is happening. If the CIO and CEO are unable to fully enable the organization with technology, the organization is at risk of losing business to the competition.

CIO Need: Business enablement
In order for the CIO to have a business perspective, the CEO needs to recognize the role the CIO and IT play in business enablement. The CEO must ensure that their CIO is part of developing business strategies and plans. The CIO’s voice in business matters should be just as important as the voices of other leadership roles. That means the CIO has to be involved from the beginning of strategy conversations, instead of at the end of them.

CEO Expectation: Leadership
CEOs expect CIOs to be self-starters. The CIO needs to be able to motivate their teams and get buy-in from the rest of the organization. Because they often work closely with other members of the organization, the CIO needs to be viewed as an influential member of the organization who can lead the way.

CIO Need: Sponsorship
The CEO can strengthen the CIO’s credibility with peers by providing strategic support. Whether it’s inviting CIOs to strategic meetings or voicing their support of a CIO’s decision, the CEO can help the CIO attain the needed credibility to influence the organization. The CEO can also help the CIO form partnerships with external partners by starting introductions or including the CIO in communications.

CEO Expectation: Vision
The CIOs need to see the big picture of the business. CEOs want CIOs to be visionaries who are constantly moving toward the future vision of the business. The CIO has to buy-in to the CEOs vision and help the CEO turn the vision into a reality.

CIO Need: Vision and Strategic Consistency
However, for the CIO to become this visionary, the CEO needs to formally articulate the vision and mission for the company. The CIO will need to interpret how that vision fits into technology strategy, but that vision has to start from the top. Additionally, the CIO needs consistency and clarity in that vision. If the vision or strategy is constantly changing, the CIO won’t be able to create systems or initiatives to sustain it.

CEO Expectation: Innovation
Turning any vision into reality needs an innovative leader. The CIO should be on the cutting edge of all the trends and continually looking for new and better ways to leverage technology to propel the business. But the CIO also needs to be able to balance innovation and risk. She has to be able to explain the cost trade-offs with every innovative initiative.

CIO Need: Challenge
If the CEO wants an innovative CIO, they need to give the CIO those opportunities to be innovative. Challenge the CIO to use her talents on things that matter to the bottom line of the business. Don’t use her as a task rabbit who can simply pull the business over the finish line. Incorporate their expertise at the start of business challenges.

CEO Expectation: ROI
Finally, the CEO expects — and needs — the CIO to enhance ROI margins and profits. The CIO must contribute to the bottom line these days. Technology is inextricably linked to the success of any business today, so the CIO has to think in terms of ROI.

CIO Needs: Flexibility
The CIO can contribute to ROI, but she needs the CEO to understand the challenges of deploying and managing technology – at least at a high level. The CEO needs to give the CIO the chance to explain the complexities and challenges they face and demystify the technology. Then they need to allow them the flexibility to develop different approaches to solving problems. The CEO needs to understand that some IT investments take time to deliver their full potential value and allow the CIO that space to ensure that value is delivered.

In Conclusion

Now, I don’t think CEOs should give CIOs any kind of “favored status” or special accommodations within the C-suite. The CIO doesn’t need to have her hand held, but CEOs do need to consider the impact of their own actions when they review how the CIO is operating. If there is high turnover in the CIO role, perhaps the first place to look is to determine if there are gaps between the CEO expectations and the CIO needs.

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Digital Transformation, ESM, Leadership

Are You Wasting Last Year’s Success?

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2020 was a historic year for CIOs. Before last year, there had never been a point when nearly every CIO had to completely restructure how their organization did business in just a matter of days — or even a few hours. But that’s what happened thanks to COVID-19.

Seemingly overnight, CIOs turned their organizations into remote companies. Some CIOs were able to accelerate their organization’s digital transformation efforts by years.

It was a tremendous effort, but many CIOs were up to the task – and it resulted in positive changes. According to the 2020 Harvey Nash/KPMG CIO Survey, 61% of 4,200 IT leaders reported that the pandemic has permanently increased the influence of technology within the organization.

However, the job of a CIO isn’t over after this win. No one should be sitting back and relaxing because of this success. Now, I’m not saying that any CIOs are simply sitting pretty, just basking in the success of last spring. But it is easy to slip back into a world of managing the daily fires within IT and lose sight of the larger business.

The organization is going to expect more now from the CIO than ever before. Now that the rest of the organization knows the difference a good CIO can make, they are going to want one that is innovative, proactive, and continuing to work for the bigger picture of business success.

Don’t get lost in the day-to-day management of IT and let the successes of 2020 go to waste.

Are you wasting last year’s success?

Here are some things to check to determine if you’re wasting last year’s success:

You haven’t reviewed what you implemented in 2020 to check for gaps.

This is not to take away the accomplishments of IT. The swift change to remote work was an incredible undertaking and if you knocked it out of the park, then you should feel proud of that success. However, that transition was likely rushed and lots of organizations implemented band-aid solutions. No one had any idea that we would still be dealing with the fallout of COVID-19 almost a year after the initial shutdown. It’s entirely possible the solution you implemented was never meant to be a long-term solution. Now’s the time to review those solutions and determine if they’re meeting the needs of your company today. You should also ensure that these solutions match the current business strategy. Did your organization pivot how they deliver value to the customer? Is remote work becoming a permanent part of your organization? How has your company shifted since the original shutdown last March?

You may find that parts of your remote work solutions simply aren’t meeting the needs of your organization anymore. You may need to revisit technology investments or redesign workflows to better fit the current goals and reality of your organization.

You’re ignoring foundational issues in workflows and service delivery.

Remote work is not easy, especially since many team members are working from home with their families and children. Have you addressed the workflows inside and outside of IT since the beginning of the pandemic? And what about service delivery? Have you surveyed colleagues to ensure their technology needs are being met? Workflows naturally shift over time, and with so much upheaval, there is no doubt that work has shifted and that value might not be reaching the end-user. Get an up-to-date view of your workflows to make sure they’re still delivering.

You’re not involved with the customer experience.

If IT has not been brought into the customer experience yet, your organization is already falling behind. 2020 completely changed how products and services are delivered and used by customers and technology played a huge role in that change. One of the many lessons that 2020 taught us was that CIOs and IT have to play a role in creating and managing the customer experience. So if customer experience hasn’t made its way to your “to do” list, it’s time to prioritize that.

You’re not involved in the employee experience.

Much like the customer experience, the employee experience quickly evolved in 2020. IT has always played a chief role in employee experience, but it’s more vital now. Many organizations are working remotely or operating in a hybrid remote/traditional office model. As I mentioned earlier, employees are under a lot of pressure as many are juggling working from home with their personal responsibilities, like managing virtual schooling or sharing home office spaces with their partners and roommates. CIOs and HR must work together to monitor how employees are operating and if they are receiving everything they need to do their jobs now.

You’re not actively engaging with the rest of the organization.

A true leader is not someone who hides out in their office or only deals with their team. For CIOs to maintain the status they achieved during the early days of the pandemic, they must actively engage with every department in the organization. IT is unique in that it is a cross-departmental organization. IT works with every other department within the organization to help them achieve their goals. CIOs must become more of a presence everywhere — and yes, even remotely. If you haven’t met with other department leaders and gotten up to date on their goals and challenges for 2021, it’s time to book some meetings on the calendar.

How to Capitalize on Last Year’s Success

If any of the above scenarios sound familiar to you, it’s ok! The CIO role is evolving and that takes some level of adjustment. But you want to act now if you want to capitalize on last year’s success. Here are some small steps you can take to get started.

Leverage what worked and previous successes.

Continual improvement is even more important right now. Most organizations are in the midst of change and to keep that change positive, you want to leverage the things that worked for you in 2020. Review your wins from 2020 and see how you can either enhance those wins with better service delivery, tightened workflows, or additional technology. Small wins like this can add up.

Look at where there are gaps in service.

As I already mentioned, some solutions implemented last spring were not meant to be long-term – and that’s okay. But now is the time to address it. Instead of thinking of these changes as huge overhauls or that you’re starting from scratch, they can simply be enhancements in your workflow or service delivery. The good news is that you did so much of the heavy lifting last spring when you originally made the switch to remote work.

Communicate and engage with other business leaders.

You earned their respect in 2020. Now it’s time to earn their trust. Other leaders in the business will be more open and inviting to you if you demonstrate that your goal is to help them achieve their goals. No other leader wants to feel like they have to be forced into IT’s workflows or that IT is trying to control their access to tools and technology. You have to prove that IT has moved past being the “Department of No” by being a collaborative partner who works towards the same goals. Start building these relationships one by one and you will create support for any future IT initiative.

I don’t want to diminish the success that IT leaders achieved in 2020. Like I said at the start of this article, 2020 was a banner year. Every CIO had to step up to the plate. But it’s important to check that you’re still taking steps to optimize services and leverage all your success from last year. My hope is that 2020 was just the beginning and that every CIO can keep innovating and playing a vital role in business decisions.

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Leadership

The Opportunity of Failed IT Plans

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What went wrong in 2020?

I know, it’s a big question and most people would probably say “Everything.” Or at least, many CIOs would confess that the original strategic plans they had for 2020 were not executed.

There were many initiatives that just failed to get off the ground in 2020 due to COVID-19.

Now that 2020 is winding down — what happens to those initiatives? Should you try to execute on them in 2021? Are they even still valuable to your organization? Will you still have the capital for them? How can you afford them?

Smart CIOs know they can’t carry on as normal. Just because something was on the plan for 2020 doesn’t mean it should continue to be on it for 2021. Yes, strategic projects are still strategic, but it’s time to address whether the strategy has changed. If it has, the CIO has to know how to protect IT’s budget while shifting initiatives.

This is where the opportunity of a failed plan presents itself and where innovative CIOs can reset their priorities, align themselves with the rest of the organization, and ensure budget protection for 2021.

Revisit Your Organization’s Existing Strategic Plan

First, it’s important to understand what impact COVID-19 has had on your organization. This means more than just a workforce that is now working remotely. How did it impact the way your business operates and delivers value to customers? Did business models change? Did you add any new capabilities that are still contributing to ROI?

Now look at your existing IT strategic plan. Does it incorporate the changes made because of the impact of COVID-19?

It’s possible you could have some major changes to make to the IT strategic plan. For example, if your organization has added new revenue streams, then you may need to completely change the strategic plan to incorporate those new streams.

Look for Opportunities in your Value Streams

As you review what has changed in your organizations, you should also be identifying the opportunities for IT inside of this new strategy.

This exercise is best if you know the value streams in your organization (whether they are brand new as a result of COVID or they were already in place). If you don’t know the value streams of your organization, then now is the time to map them along with other members of the executive teams.

Remember, this is a chance for meaningful, impactful change. It’s no longer “business as usual.” We can’t say “Well this is the way it’s always been done” because organizations have proven they are capable of agility and making big changes quickly. When mapping value streams and looking for opportunities, don’t be afraid to open up to possibilities that might have seemed impossible a year ago. After all, most people would have said taking an organization completely remote in 48 hours would have been impossible this time last year but by now, most IT organizations have accomplished exactly that!

Fix any Value Leaks

Now, after you’ve reviewed value streams and are fired up about the new strategic projects you could bring to the organization in 2021, there’s a big question to answer: Where do you find the budget for it?

Some IT organizations were fortunate enough to have larger budgets this year while they enabled remote working — but those checkbooks won’t be as open in 2021.

Here’s what you can do right now to protect your budget in 2021

Look for the value leaks in your organization. Value leakage is a common problem in every organization but few leaders know to look for it. Businesses don’t operate on a consistent basis every single day. Value leaks can occur when changes in business workflows aren’t reflected in technology workflows, or people weren’t trained on new products or features, or when services or products aren’t retired appropriately. Value leaks occur due to poor communications, or when the organization fails to fully understand the costs and risks of any change, no matter how slight it may seem. If no one is monitoring value streams and measuring how value is delivered, then value will start getting dropped along the way.

In the context of protecting the budget for 2021, you can start finding and addressing the value leaks that are happening right now in 2020. When you start to fix the leaks, you can prove to the organization that you’re creating more value. The more value you bring to the table, the more you can justify your future budget and protect the budget for those bigger strategic projects you identify when mapping your value streams.

The Key is the Big Picture

The most important thing any CIO can do to seize the opportunity of failed plans is to not lose sight of the bigger picture. 2020 didn’t go to plan for anyone and every organization experienced shifts that will impact future strategies.

Your strategic projects from 2020 might still make sense in 2021. Or they might not. What’s important now is to look at how the organization delivers value to its customers and the opportunities for IT to enable and co-create that value. Then look at how IT can create even more value by fixing existing value leaks.

I think everyone will say that 2020 changed everything. But only the most innovative CIOs will be able to say that 2020 changed everything in the best way possible.

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