State of evolution over time in a company’s use of IT, first as a means of reducing cost, then as a means of adding value, then as a means of innovation and value creation

Do You Have IT Organizational Clarity – Part 3

This picks up on Part 1 and Part 2 in this series on IT Organizational Clarity.

In Part 1, I discussed the importance of IT Organizational Clarity, the symptoms when clarity is compromised, and the challenges of trying to address those symptoms rather than the root causes that lead to compromised clarity.  Part 1 closed with […]

Do You Have IT Organizational Clarity – Part 2

My previous post introduced the topic of IT Organizational Clarity, discussed common symptoms arising from a lack of Organizational Clarity, and suggested two dimensions through which clarity can be assessed and improved:

Bounding scope by defining “IT Capabilities” at an appropriate level of granularity. (Units of analysis).
Defining meaningful and assessable characteristics for IT Capabilities. (Means of […]

Unsure of Yourself? – Debate the Trivial!

Thanks to my colleague Roy Youngman for suggesting the theme of this (very short) post when we were comparing notes on past consulting clients.  Our discussion was about why some are so satisfying to work with while others can be so frustrating.  By the way, as I write this I am well aware of the […]

By |September 21st, 2010|IS Management, IT Management, IT Maturity|0 Comments

Portland's Street People and Well-Managed IT Organizations

Yes – I can connect the unlikely subjects in this blog’s title.  But bear with me a few sentences to set the context.

I recently posted on my time in Portland, Oregon, and my love for the city.  I also mentioned the anomalous ‘street people’ scene.  Portland is so squeaky clean and seemingly well-run, and yet […]

By |September 16th, 2010|Change Management, IS Management, IT Management, IT Maturity|0 Comments

Account Teams and Business-IT Relationship Management

I’ve posted quite frequently on this blog about the role of the Business-IT Relationship Manager. It’s a key role – crucial, in fact, at mid-levels of Business-IT maturity.  It’s a role that typically does not work well at lower maturity, yet is essential to reaching higher maturity. It’s also a role that is hard […]

By |September 14th, 2010|Demand Maturity, IT Management, IT Maturity|0 Comments

Matrix Management and the IT Organization

Many years ago, when I was a partner with Ernst & Young, John Cross, the CIO of BP (a very highly regarded company at that time) approached me wanting to benchmark the way E&Y managed its engagements.  My first reaction was incredulity.  I knew we were good at engagement management – after all, it was […]

Are Your Processes Setting You Free? Or Holding You Back?

Early in this blog’s life, I posted quite a bit on ‘sticking points’ that IT organizations find about mid-way through the journey to high Business-IT Maturity.  Process discipline can be one of the quintessential such sticking points.  Process management can get you out of the mess of Low business-IT maturity to a mid-level, but simply […]

By |July 28th, 2010|Change Management, IT Management, IT Maturity|0 Comments

Four Common Mistakes in IT Portfolio Management

Among my most popular topics, week after week, is Portfolio Management.  It’s a key discipline, especially crucial in driving Business-IT Maturity past the tricky mid-point where many IT organizations tend to get stuck.

IT Business Edge has just published a short slideshow on “Four Common Mistakes in IT Portfolio Management”, re-purposing a post of mine from […]

IT Organizational Implications of Cloud Computing

First off, let me make myself clear.  I firmly believe that Cloud Computing, in its various forms, is real, absolutely inevitable and will completely revolutionize the form and role of the IT Organization.  Some readers will look at that sentence and laugh – it’s like saying “day will pass into night.”  Obvious, beyond dispute, devoid […]

By |June 30th, 2010|IT Maturity|0 Comments

Crowdsourcing Organizational Change: A Collaborative Approach to Leading Change

In the first post in this series, I provided some brief context for ‘change leadership’ (a term I find more apt than ‘change management.’)  I also introduced a caveat about linear, sequential, ‘programmatic’ change methodologies and briefly discussed the emergence over the last 15 years or so, of a more organic and emergent view of […]

By |May 6th, 2010|IT Maturity|0 Comments