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Lah Printer Friendly Version Post Comment 0 Topics 0 Replies Defining “World-Class” (by Ken Moskowitz and Harris Kern - May 2,2002) What is the definition of a “World-Class” environment?A “World-Class” environment is an environment designed to exceed the enterprise’s strategic goals while nurturing the individual to achieve exceptional productivity and job satisfaction.If an environment consists of: Executive managers educated and committed to the enterprise Business goals and objectives completely aligned for success Strategic decisions that accommodate a rapidly changing dynamic business environment Continuous cost effectiveness Common architecture (i.e., tools, standards, etc.) Blossoming individuals instead of drowning individuals in a bureaucratic environment A culture where honesty, mutual respect, and job satisfaction flourish. In order to build a “World-Class” IT organization, your organization has to be designed to exceed the enterprise’s strategic goals while still nurturing individuals to achieve exceptional productivity and job satisfaction, thus providing the enterprise with a vision that is meaningful to every individual. The more meaningful it becomes to the people involved, the greater the effort that will be exerted by them to bring about success. It goes without saying a mission or vision statement that is “owned” by the organization and not by the individuals will provide mediocreresults.When it is owned by the organization, you get brick layers earning wages.Owned by the individuals, cathedrals are built. IT executives need to unite the business by being one with the business.What will it take? All individuals must be convinced that they are indeed a valuable element of the business. efore: “In organizations where IT is viewed as extremely critical to the business, today’s CIO has not only realized that marketing the IT organization furthers the awareness that IT adds value to the business, but also has acted on that realization through concerted efforts to market IT…more than 70% of Global 2000 organizations perceived their IT units as supporting the business:they have a cost center, ‘just-keep-the-lights-on’,service-utility mentality that maintains IT should be mostly transparent to the rest of the business. If things are going well, no one knows the IT organization is there. If things are going badly, it gets noticed…leading CIO’s are focused on bringing the full value of information to the enterprises bottom line…because business exists more and more at the discretion of information, IT organizations need to sell to their business colleagues the fact that IT can and should be leveraged for business value and growth.Marketing the IT organization increases the correct perception that IT adds value to the business…marketing the IT organization raises the enterprise’s recognition of its dependence on the IT organization and helps ensure the CIO is (and is perceived to be) a business partner. ” (The CIO desk reference - Metagroup 2001). IT needs to successfully partner with the business and the best way to achieve such is by organizing itself to respond to the needs of individual business groups. This requires a planning process which when tightly integrated with each of the business groups it establishes enterprise-wide vision where all of these needs can be met.This can only be accomplished by establishing working relationships at individual and group levels with all business partners where business teams, including IT as a “business”, can work together. Enterprise Infrastructure is the only IT project. Whether IT is responsible for 10% of the tasks or 90% of the tasks IT is merely a member of a business team led by a business project champion. All projects require business unit champions and business project champions. What makes a successful partnership? Good relationships that is critical for good partnerships. Relationships that are continuously nurtured. Relationships that are institutionalized. Relationships that grow beyond an individual’s relationship to departmental relationships. Relationship that are viewed as value-add. A partner’s perspective that is anticipated at all times. A partner that can answer a question before it is asked. Remember relationships while strongly encouraged on an individual level, they need to be understood on a group level. For example, if a particularly difficult partner has been unable to form a relationship with the technology staff, the technology department must recognize this and take steps to forge the right relationships. This should require senior technology managers to identify the sources of the relationship problem and proactively correct them. This may involve issues of competence, mutual respect, credibility, business knowledge and perspective, or communications etc. Relationships are not built overnight and require patience and consistency. Success is based upon: Managing technology as a strategic asset rather than managing technology as acost center by: Managing risks Managing expectations Business alignment Vision Strategy vs. tactics Partnering with the business and becoming part of the business rather than being apart from the business by: Building relationships Creating business teams Presenting business cases Acknowledging business unit champions Building a track record Building a culture based on shared values such as: Guiding principles Common culture Quality of life Recognizing and communicating value to the enterprise by: Expressing IT’s value to the enterprise Recognizing value Measuring value Communicating value IT organizations need to sell to their business colleagues the idea that IT can and should be leveraged for business value and growth. Dedication requires an educated understanding. It is the CIO’s responsibility to demonstrate the relationship between understanding strategic technology initiatives and the long-term success of the firm. Fact is if executive management fails to see the value of their involvement, it is then the CIO’s role to change that perception or to think about his next career move. Other articles under Executive IT Management:   Business Environments Affect the CIO Crossing the Chasm: Framework to Connect IT to Desired Business Outcomes The Challenge to CIOs, Partnering for Success IT as a Profit Center: Financing the next big Project The Business’ Big Picture IT as a Profit Center: Financing the next Big Project II The IT Dimension: Capturing the Six Key IT Areas You Must Manage Leading by Example The Maturing of IT as a Business Discipline CIO's Influenced by Direct Reports Consequence Vs Situation IT Strategy Managing Human Capital What You Should Know Before Outsourcing The First 90 Days Value Management The CEO Roles and Responsibilities The History of the CIO Related articles:   Technology Strategy: Behavior and Perspective The Maturing of IT as a Business Discipline The Extended Enterprise CIO The Enlightened IT Leader

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