IT Strategy 7 - Reposting

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Chapter 18

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Little Pressure to Change

Organization that IT is a Part of is Hierarchical

Senior Executives have Difficulty Relinquishing

Control

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Top-Line Focus – New technologies and applications drive the enterprise to differentiation and transformation strategies to deliver top line growth. Strong IT leadership teams are needed to take on roles to influence business leaders.

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Credibility – IT must consistently deliver on results. IT must demonstrate the skills and competencies to deliver what it says it will do.

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Impact – IT staff must have stronger organizational perspectives, decision- making, entrepreneurialism, and risk- assessment capabilities at lower levels because even small IT decisions can have a major impact on the organization.

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Flexibility – IT staff and organizations are expected to be responsive to changing business needs. IT staffs must be proactive, have strong technical skills and the ability to quickly act in the best interests of the organization when the need arises.

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Complexity – IT is expected to offer change and innovation leadership, low- cost services and lead the way through ever changing new technology opportunities.

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New Technology – Staffs are increasingly mobile and their interactions with their managers are mediated by technology. New technologies change how information is acquired and disseminated, how communication takes place, how people are influenced and decisions made.

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• Self-knowledge

• Awareness of individuals approaches to work

• Adapt to different situations

Personal Mastery

• Motivation & Team Building

• Collaboration & Communication

• Risk Assessment & Problem Solving

• Coaching & Mentoring

Leadership Skill

Mastery

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• Strategic Vision

• Solid Understanding of Current Operations

• Solid Understanding of Fute Direction

Business Understanding

• Ability to Execute Enterprise Transformation

• Ability to Integrate Technology with People & Processes

• Political Savvy & Effective Use of Governance Structures

Organizational Understanding

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• Create an Environment of Trust

• Create an Environment of Accountability

• Create an Environment of Empowerment

Creating a Supportive

Working Environment

• Ability to Concentrate on Biggest Payoff Areas

• Recognize where Resources Should Not be Used

• Enhance People’s Abilities

Effective Use of Resources

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• Know where and how to exercise leadership

• Adjust style to suit the situation Flexibility of

Approach

• Ability to articulate contributions in business terms

• Ability to interact with business leaders

• Ability to educate and guide business leaders in the use of technology

Ability to Gain Business

Attention

Commanding – “Do What I Tell You” Pacesetting – “Do as I Do Now” Visionary – “Come with Me”

Affiliate – “People come First” Coaching – “Try This” Democratic – “What do You Think”

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Figure 18.1

Well articulated and instantiated values A climate of trust Empowerment Clear and frequent communication Accountability

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Activities such as planning, budgeting, conflict resolution, service delivery, and financial reviews should be well defined and documented Establish job rotations and mentoring programs

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Can be internally developed or externally purchased Requires a time commitment to ensure staff can take advantage of training

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What is the value? Who will deliver the value? When will the value be realized? How will the value be delivered?

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Senior IT leaders must make IT leadership development a priority if IT is going to contribute to business strategy. Management must take a comprehensive approach to integrate culture, behavior, processes, and training to deliver business value.

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