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Tag Archives: Process
Organizational “How”
Wouldn’t it be nice if it organizational institutionalization was as easy as making a pronouncement of the change, waving your magic wand, saying a few words channeled through your inner warlock, and poof! the change was made. Sadly the real world is far more complex… Continue reading
Posted in Consulting, Process
Tagged organization, people, Process, productivity, simplicity
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Move to Information Trumping Process
…This is not as obvious as some of the trends that we see all around us, but I have no doubt about its certainty. In many ways this is a natural outgrowth of several other trends we are in the midst of… Continue reading
Posted in Consulting, Process, Technology
Tagged capability, change, communication, organization, Process, productivity, social technology
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The “How” of Your Strategy
After you have finished with defining strategic intents of your organization, defined the goals you are going to reach, established the operating principles to define your key positions, and values you will work by, you come to where the rubber meets the road – defining how you get all of this done… Continue reading
Elements of IT Strategy
Type “IT Strategy” into Google and the search engine will return over 140 million entries. These results indicate there is no single way to draft an IT Strategy. Continue reading
Decisions are Made by Individuals
Let’s be clear. Decisions are made by people – by individuals. Decisions are not made by groups or committees… Continue reading
Posted in Leadership, Management, Process
Tagged decision, Leadership, Management, Process
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How We Make Decisions
…It is often thought that big decisions need big process to support them. This is not necessarily so. Sometimes speed of decision is more important than the comprehensiveness of a “big process”. Let us be clear though, a process (formal / informal, structured / unstructured, instinctive / thoughtful) exists for all decisions, whether you realize it or not. Continue reading
Hey CIO, How Are Your HR/OD Skills?
Organizations morph. Sometimes the change is slow over time, sometimes rapid as part of a merger. What was effective structurally at one point inevitable deconstructs as the organization it supports changes. As people move in and out of the organization personalities change the roles and by association how the work gets done. Informal structures emerge and at some point the formal organization becomes a hinderance as opposed to a means to facilitate and support successful results. Continue reading
Posted in Leadership, Management
Tagged Management, organization, people, Process, productivity
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Physics of IT – Mass (of Capabilities)
While certainly not as straight forward as inventorying people or assets, the capabilities of the IT organization provide is another form of mass. Capabilities add process processes to the people and the technology (Vaughan Merlyn has a great post on differentiating capabilities from processes) and in so doing provide a business perspective of the scope of value provided by the IT organization. By cataloguing the capabilities of an IT organization it is possible to assess the mass this set of capabilities provides. Continue reading
Posted in Consulting, Process
Tagged alignment, capability, organization, portfolio, Process, value
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How to Organize for Success
There are four building blocks to the model. Each of which should be followed at a high level to understand the bigger picture and in doing so define the parameters to work within. Once this has been performed at a high level, an additional level of detail should be produced to provide additional specificity to each of the four building blocks of the template. Continue reading
Posted in Management, Process
Tagged organization, outcomes, people, Process, staff, structure
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Connectivity Dependence
For a 24 hour period today I will be in an area with very poor Internet connectivity. This isn’t backpacking in the Andes, it’s downtown Tacoma, WA. This is in no way a condemnation of Tacoma, but a reminder that even in the urban environments we often have “dead zones” that we have to deal with. Continue reading
