A collecation of frameworks that I’ve come across that help cast light on the journey to IT 2017.

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 […]

Do You Have IT Organizational Clarity?

This is the first in a series of posts on the subject of IT Organizational Clarity.  The general concept of  Organizational Clarity is clearly laid out in Patrick Lencioni’s wonderful leadership fable, The Four Obsessions of an Extraordinary Executive.

I believe that Organizational Clarity is particularly important for IT leaders today as IT management and operational […]

Exploring an IT Operating Model for Enterprise 2.0 – Part 2

Elements of an IT Operating Model
This is the second part of my series on IT Operating Models for Enterprise 2.0 (for the introduction, please see here.)  In Part 1, I explored the question, “Why Does Enterprise 2.0 Demand a New IT Operating Model?”  I posited three key answers:

The types of IT products and […]

Exploring an IT Operating Model for Enterprise 2.0

First, in the interests of full disclosure, the title for this blog was inspired the excellent blog, Wierarchy, and its latest post on Exploring the HR Management Framework for Enterprise 2.0. Note, I have changed the title from “an” to “the”  as I feel there are multiple possible management frameworks for IT, and from “Management […]

Simple Processes

I just came across a new blog called Simple Processes, and I’m sufficiently impressed to add it to my Google Reader, to my blog roll, and to use this post to point my readers to it.  In his current post, Glenn Remoreras discusses the achievement of the highest level of process culture maturity.  This is […]

By |August 26th, 2009|IS Management, IT Management, IT Maturity, Key Frameworks|0 Comments

How "IT-Savvy" Is Your Company? Why Does That Matter?

Regular readers will know that from time to time I refer to research by Peter Weill, Chairman & Senior Research Scientist, Center for Information Systems Research (CISR) at the MIT Sloan School of Management.  I’ve had the privilege of knowing Dr. Weill for many years, and having collaborated with him on several multi-company research initiatives.

Peter […]

Personal Knowledge Management – One Guru's Framework

I will break my own principle about not simply referencing another blog’s work, but I think in this case, it’s a worthwhile rule break.  I came across a great piece by Harold Jarche on his blog called Sense Making with PKM.

Harold nicely lays out a simple Personal Knowledge Management framework combining internal processes with external […]

By |March 18th, 2009|Change Management, Key Frameworks, Useful Tools, Web 2.0|0 Comments

"But We Don't Have the Discipline to Implement ITILv3!"

I was talking to a consultant recently about some process work he was doing with a large, global IT organization.  I asked him if they had adopted any formal service management framework and he said that when he asked them about ITILv3, they said, “We tried that, but we just don’t have the discipline to […]

By |February 24th, 2009|IT Infrastructure, IT Management, IT Maturity, Key Frameworks|0 Comments

Business-IT Alignment As Simple Rules

Back in 2001, Kathleen M. Eisenhardt and Donald N. Sull published a Harvard Business Review paper called “Strategy as Simple Rules.”   This was a great paper that spoke to the need for a few straightforward, hard-and-fast rules that
define direction without confining it.  It resonated strongly with my colleagues and I as the term “simple rule” […]