"My company does not regard IT as a business partner."
This is a statement usually coming from IT Leaders and it clearly illustrates the dilemma in which the IT function finds itself in.
There is, however, a bunch of IT Leaders who have managed to address this fault line. Not only do they manage to turn their IT department around, but also their business. And boy, do they reach success!
These people are quite hard to find, but they do exist. I have sourced them from of our distinct community of change agents in mid-sized businesses which particularly includes IT Leaders. I call them witnesses as they provide first-hand accounts of success in their venture to take the business with them on their journey to innovate.
Below I have included a selection of only four stories, followed by some of the change agents' elaboration on the success factors.
There are, however, many other accounts, articles and excellent discussions for you to discover on the eXuviate network as well as the in the eXpander series.
Jason Sichkaryk leads his company to new ways just by following these very basic principles:
- Seek to understand before asking to be understood
- Good enough is actually good enough.
(The notion of a Minimum Viable Product - MVP)
- Rather beg for forgiveness than ask for permission
It all started about 5 years ago with a big dream, lots of challenges and frustrations, but he is now, as an IT Director, being asked by executives to help to turn around other departments - and he accepts the challenge. Much to learn from his journey.
Have a peek at where Jason was a year ago: eXpander episode 36: DX from the Bottom up – How to Start a Digital Transformation Without Support of the Executive.
With 18 years of high-level IT experience and impressively armored with mainstream knowledge and qualifications, Johan Pretorius can barely be called a mainstream thinker.
Now, driven by Lean Agile principles and also a good dose of gut feel, he tackles the unknowns that the future may hold in unconventional ways. Not to mention that he is taking the business along. His secret? Ample critical agile and soft skill equipment as well as translating technology into business speak, or is it rather the other way around?
For Nico, continuous engagement with his team members plays a huge part in his day-to-day responsibility.
It's almost like a salesperson who continuously goes back and tells them to foster and grow the capability within the business to drive innovation. If you don’t do that, you will get demotivated and at the end of the day, you will become irrelevant.
The book that made all the difference to Nico: I Was Your Customer, by Peter Cheales.
Watch this follow-up conversation where Nico touches on the topic of the importance of excellence in your team. eXpander Episode 68: Measurements & Masterminds
I have never stopped investing in my staff to skill them up. And that is critical. For an IT department really to be relevant, they need to be service-oriented.
Change Agents Elaborate on the Key Take-Aways
The following eXpander episodes from change agents highlight the critical success factors.
Mark Geschke asks: What are the most common beliefs that hold you back? This IT Leader coaching session indeed exposes the key limiting beliefs that hold us back. Knowing about these is the first step to get them out of the way. The next step is to identify one limiting belief that is very true for you, then work on it!
John Fisher says:
For you to be an IT Leader, you need to make that shift to be a business person first, who happens to understand technology.
Listen to John’s 35 years of experience on this topic.
Bettina Horvath reasons that Leadership skills are paramount in driving change in your business. How does one change form a tech-junkie to a business savvy growth partner? Her top tip?
Excellence is the next five minutes - Tom Peters
More of Bettina's insights:
- eXpander Episode 80: Sell Yourself – The Importance for Any IT Leader to Be Able to Sell Themselves inside the Organisation
- eXpander Episode 52: Let's Chat About Personal Development - with Bettina Horvath.
According to Tom Henricksen, you need to start collaborating up with whoever your new leader is, and then to people in other areas of the company. You want people to understand you are there to collaborate with them to jointly serve the business. When you get promoted to a leadership role, you need to understand what the business is doing and how you can serve the business.
Communicating is important, but, of course, listening is so important too. That is kind of a keystone habit that you can take whether you are in technology or any other aspect to really be effective.
According to Mike Sisco, you have got to start running technology projects like business projects and you have got to start communicating with the client.
Businesses want to spend money where they can see it will generate more revenue. And the categories for business value?
- Increase revenue,
- Decrease costs,
- Improve productivity,
- Differentiate the company to sell more widgets or services,
- Improve client service or client satisfaction to retain them.
This is the language an IT Leader should learn to speak, not technology.
Having a technical/programming background, Philipp Kellner now optimises business processes. “Fast” is the keyword here.
Making business fast is his passion, using his expertise and thinking that was formed in the technology space.
Subscribing to Conway’s law (another business concept that has originated from IT), he regards the forming of teams and empowering them as an absolutely critical aspect of speeding up business.
Expert Stephan Meyer poses that reason alone is not enough to cultivate an innovative mindset. He proposes five mindsets to explore to start a new movement.
Mike Burrows points us to a process of experimentation whilst inclusively and collaboratively exploring options.
Culture eats strategy for breakfast every day.
As IT Leaders we need to leverage disruptive technologies, but we also need to keep our eye on the impact that it may be having or the obstacles that we might need to overcome to be a successful implementer of change.
Tim Dixon got a lot of value from an organisation culture survey that also takes business performance as a metric.
NASA discovered that the speed at which an organisation can move is limited by one simple metric: The speed at which we can make a decision.
Here Craig Armour elaborates on Jason Sichkaryk's principle of “Seek to understand before asking to be understood”, expanding it to not only listening to people but also to data.
There’s perhaps a precondition to listening, and that is to ask the right questions. Judy Rees directs us to the three core collaborative competencies:
a) Advocating for a point of view,
b) paying attention, and
c) directing attention.
The quality of your attention determines the quality of another person’s thinking. - Nancy Kline
What's in a Name?
Have you made the shift? Do you think "Business" rather than "Technology"? What does your job title tell you?
Let’s see how many of our community have the word “Business” in their job titles:
I did a quick search in the eXuviate network: About 10 percent of our current members’ company role titles explicitly indicates a relation to business, e.g. containing a word like Business Technologist, Director, Executive, Business Systems Analyst. Typically, job titles have references to Technology, e.g. IT Manager, Head of IT, Head of Infrastructure and Development, Chief Information Officer.
Is this an indication of a lack of business focus of IT Leaders becoming true leaders, or is it just a lack of understanding from the business side of the important role IT Leaders have to play to become a real business partner?
Job titles will play an increasingly smaller role than in the past, but “I don’t think it’s going to go away because people need shorthands” - Bill Schiemann, CEO of Metrus Group Inc. (https://www.chieflearningofficer.com/2017/09/20/important-job-titles/)
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