There are two major reasons an IT organization is "bad," and what you do about it differs depending on the root cause.
Things fall apart. Expect It. Plan for it.
It's unfortunate — but true — that it's easier to think shallowly about a big problem than deeply about small ones.
My last post asked you to help resolve the business-IT standoff concerning the approach for a large transformation project. To recap, the business leader wants to use a three-year "big bang" consultant-driven approach while the VP of IT wants to use an iterative, fast-cycle approach. The standoff has become apparent to the powers-that-be and the two leaders have been tasked with developing a joint recommendation. With some additional education, the business leader is ready to adopt the iterative approach but is uncertain how to do so.
My last post asked you to be the judge of whether a business sponsor of a major initiative should take the advice of their consultants to "go big" or the advice of their IT counterparts to "go small."
This is not what you need. Yet again, the IT folks and consultants are at odds and you are stuck in the middle.
We've all been there. Trapped on a plane, heading home — only to be diverted to another airport. The mind races head — what to do? Caught in this situation our world view narrows to focus on one singular objective: how to get home. Mid-course, the options are few — take a bus, rent a car, book a room, or take a later flight. Once home, rested and refreshed, the memory fades, but a lingering question remains: What should I do differently next time?
Bad luck just seems to follow you around. First your dog was run over, then your priceless Monet was stolen from your front steps, and now, your house is flooded due to a botched up repair to the water heater.
Technology can help us do almost anything - for better andworse. In considering the options, leaders need to ask the question: "I know we can do it, but should we?"
By definition, a dead change agent isn't a good change agent.
Most leaders have attended the requisite change management workshops and learned how to analyze stakeholders, develop communications plans, and build momentum and skills for change.
Recently, I asked some business executives for their top three IT wishes. Across the board, their responses echoed a common plea: "I wish IT projects would come in on time and on budget."
You arrive early one morning only to discover that a mission critical system, the one that supports the fulfillment of inventory in support of your retail operations, is DOA - again.
When downturns hit, budgets are cut. And yet, the IT budget seems remarkably impervious to budget cuts.
Last week, I had a conversation with a CEO who described his CIO as being too solicitous of his business partners.
Think this is a good problem? Think again.
This article outlines how smart leaders leverage the attention focused on them by using teachable moments to convey their leadership agenda.
