I was reminiscing with a consulting colleague recently about the two kinds of IT shops we’d worked with. (Reminds me of an old joke that I first heard from Professor John Henderson at Boston University – “There are two kinds of people in this world – those who believe there’s two kinds of people and […]
COBIT is described by its creators, ISACA, as a “Framework for IT Governance and Control.” Celebrating it’s 15-year anniversary, COBIT provides an excellent framework for helping bring IT under control. In ISACA’s own words:
COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues and […]
For some reason, I get much more commentary about my posts via personal emails than by direct commentary. There’s something I quite like about that – it feels more personal when someone takes the time to send an email about a post. On the other hand, the emailed comments are often illuminating and deserve a […]
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 […]
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 […]
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 […]
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 […]
I’ve posted before on the emergent confluence between business and IT. I’ve also discussed the shift from Business-IT Alignment to Business-IT Convergence as an aspect of increasing business and IT maturity. I’ve noted (Goodbye, Shadow IT – Hello, Shadow IT) that ‘Shadow IT’, often viewed as a problem to be solved might be more appropriately […]
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 […]
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 […]