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Copyright © 2014 by Dan Roberts. All rights reserved.
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Library of Congress Cataloging-in-Publication Data:
Roberts, Dan (Dan D.), 1963-
Unleashing the power of IT: bringing people, business, and technology together / Dan Roberts. – Second Edition.
pages cm. — (CIO series)
Includes bibliographical references and index.
ISBN 978-1-118-73856-6 (Hardcover) – ISBN 978-1-118-82472-6 (ePDF) – ISBN 978-1-118-82452-8 (ePub) – ISBN 978-1-118-82467-2 (oBook)
1. Information technology–Management. I. Title.
HD30.2.R6277 2013
004.068—dc23
2013030216
A funny thing has happened to business in the last 30 years. In many cases, technology has become the face of the company, for both its internal clients and its external customers. Are you tracking shipments through the FedEx web site? Ordering books from Amazon? That interface is the business. Meanwhile, in the same time frame, a funny thing has happened to technology: The success of implementation hinges more on human behavior and well-executed processes than on the performance of development languages and database design.
I can fairly say that I was there when the business world began to discover data, a key factor in today's high valuation of technology. When I first started in information technology (IT), mainframes hummed away in a darkened room, and we worked behind a curtain of mystique, automating traditional business processes for technologically unsophisticated users. But as time moved on, projects grew more complex and strategic. During my days as a senior executive and chief information officer (CIO), I helped introduce FedEx's worldwide package-tracking system, oversaw the implementation of AT&T and Sprint's customer billing and marketing systems, and drove the technology strategy as Wellpoint grew from an $18 billion company to a $76 billion health insurance giant.
Fast-forward a few years, and we reach the age of the Internet, rampant mobilization, and new computing architectures like cloud computing—not to mention steady progress in database design and programming languages—to the point where today, technology has never been more complex yet more integral to most people's lives. Meanwhile, when it comes to being technology savvy, all the players—internal clients, business leaders, and external customers—are smarter than they've ever been.
What all this means for IT leaders is that the demands have never been greater. And yet I see a disturbing trend in the increasing scarcity of what I call “the complete CIO.” This is someone who can sit at the table with the C-suite, with a complete command of the IT strategy, a masterful knowledge of the business strategy, and the ability to synchronize and coordinate the two. This person should thoroughly understand the business the company is in and view it through the client's and the customer's eyes. He or she needs to comprehend the entire technology spectrum and have the mind-set and skills to see projects through to completion. Unfortunately, this is the kind of rising IT leader that seems to be in diminishing supply these days.
In the large and complex projects in which I've been involved, technology has generally never been the salient point of failure. It's always some aspect of the human equation that falters: not having an enterprise view, not being politically astute, not knowing how or when to push back on client requests in a positive way. Today I see up-and-coming IT leaders continually repeating the same mistakes. I'm not sure if this is true for other professions, but what we lack in IT is a vehicle for transferring knowledge from a collective memory bank of lessons learned so that we can grow and evolve into something better with each passing year.
Now that's about to change. Ouellette & Associates (O&A) has successfully captured years of experience in one easily digested but highly detailed, very true-to-reality book. Finally, someone has recorded what it takes to move beyond the behaviors that lead to project delays and cost overruns and transform IT into the mature, evolved profession that those who are committed to it—and those who rely on it—truly deserve. O&A has compiled, in one place, decades of lessons learned and recipes and prescriptions for doing IT right—indeed, a guide to becoming the “complete CIO.”
Reading this book was a fascinating experience for me—it felt like a collection of memories from my time in the industry and like a searing look at the present as well. The human side of the IT enterprise is where the work needs to be done, and that's exactly where this book focuses for creating a transformed IT workforce and culture.
IT transformation doesn't happen overnight, and the book's layout takes that into consideration. Read straight through, the book moves from the stage-setting topics of team transformation and leading change into building a service-oriented and consultative mind-set to the more advanced skills of negotiation and political savvy. With that foundation, it focuses on project management and requirements gathering and then examines the more sophisticated areas of vendor management and marketing IT. For each skill, you can dip your toe in the water, get comfortable, and then move to the next stage.
I've always believed in tackling large and complex jobs by breaking them into smaller, logical pieces, and this book accomplishes that. You can go right to Chapter 5 to learn about consultant skills or burrow into Chapter 11 to learn how to market IT. Checklists, recipes, and diagrams enable you to put new insights immediately into action. And all the while, you get the distinct feeling that all the contributors to this book get it: They've seen it before. They've been there.
I see the need for this book in almost every company I work with today—and, in retrospect, the ones I worked with in the past. It is my firm belief that many senior IT professionals have the capacity to be the complete CIOs that business needs today, if they would give themselves, and their staffs, the chance.
It's easy to say, “I don't have the time” for the transformation espoused in this book. But if everyone could do even half of what this book advocates, we could begin to pass the baton of experience on to the next generation of IT leaders, who could then enjoy the fulfilling career in IT that people like me have had the honor to experience.
I think that anyone who, like me, has spent the last three decades in IT would concur: With this book, O&A has done a great service for IT professionals. I'd urge anyone who is serious about IT to start the transformation this book describes to unleash the power of his or her own career.
We at Ouellette & Associates Consulting Inc. (O&A) are committed more than ever to preparing information technology (IT) leaders and their staffs and organizations for the next phase of IT's evolution and a successful future. This is particularly true as forward-thinking IT leaders change their focus from aligning IT with the business to instilling the philosophy that “we are the business.” With the growing belief that IT and business alignment has exacerbated an us-versus-them mentality, IT leaders today are becoming laser-focused on ensuring that IT is integrated into the business.
Since 1984, our tagline has been “Developing the human side of technology,” and never has this mantra been more important to IT than it is today. We've been fortunate to work with more than 3,000 IT organizations representing all industries, led by progressive IT leaders who are dedicated to changing the culture of their IT organizations, whether their staffs numbered 10 or 10,000. This book is based on these industry pioneers and their passion for and commitment to moving their organizations from reactive, technology-centric order takers to consultative and service-minded organizations—in short, positioning internal IT as the technology provider of choice.
While other managers immediately cut their professional or organizational development budgets at the first sign of economic distress, these savvy leaders invested in their people during both good and bad economic times. Through their leadership, professional development, and talent management initiatives, they spearheaded and sponsored their own personal transformations and then proceeded to help their departments reach their full potential.
Others have written about the changing field of IT, but O&A's approach is unique. For one, it's written by a team of highly experienced subject-matter experts who have lived in the trenches, worked with world-class IT organizations, and—for the first time—committed their insights and experience to paper. Together, these seasoned professionals represent more than 200 years of experience in the real-world IT trenches and as consultants and trainers, helping tens of thousands of IT professionals change how they do business, both individually and organizationally. Because they've walked the walk as IT practitioners, leaders, and consultants, they write with a voice of authority that comes from experience.
On a personal level, I have contributed to several books that have been very well received by our industry. I am extremely excited about the second edition of Unleashing the Power of IT: Bringing People, Business, and Technology Together, based on the reviews and feedback provided by several respected industry leaders, and I am confident about the value it's going to bring to the IT industry and profession.
Our approach is also unique because the advice and guidance we provide are not just words that lie on the page. You won't hear us promoting the latest management fad or promising silver-bullet solutions to the challenges you face as an IT leader. We strove to write a book that was practical and immediately applicable. How many times have you read a business book, agreed with almost everything it said, and then discovered that you didn't have much, if anything, tangible to apply? This book, like the proven workshops and services it is based on, is designed for you to immediately begin using what you've learned. Rather than writing from a 30,000-foot level, we have combined a big-picture context with specific advice and tools you can use in your next planning session, staff meeting, or client interaction.
At the end of each chapter, you'll find a top 10 list summarizing the chapter and providing you with immediate, actionable tips. We also prompt you to note a few specific actions you can take based on what you just read. Several CIOs have used the first edition of this book as part of their leadership book club, assigning chapters to team members and challenging them to come up with ways to address the topics within their organization. We encourage you to try it out in your company with this edition to get some quick wins and long-term strategic value.
In addition, we've added a complimentary 14-day trial of our IT Skill Builder competency assessment tool so you can begin to assess your skills and plan your professional development. You will see how this tool can guide development efforts not just for yourself but also for your IT organization. Based on competencies that current research and leading-edge CIOs have agreed are critical for success in today's business climate, this tool will help you identify your strengths and gaps, giving you a road map to help make your organization more competitive now and in the future.
We also include a “Stories from the Trenches” chapter in which we illustrate how three of our clients have successfully utilized our series of IT-specific leadership and professional development training services, competency assessment and development tools, and thought leadership to transform their IT organizations into highly trusted and influential strategic business partners.
This format aligns with our overall philosophy of helping our clients “learn how to fish.” At O&A, we've never been big fans of the traditional consulting model that makes clients be dependent. This may be good for revenue generation, but it's an approach that has never sat well with us. Our focus has always been on helping our clients become self-sufficient. This book seeks to do the same.
This book is also not going to tell you everything there is to know about IT culture change. It would take several books and more time than you have to cover everything there is to know about this topic. Our goal instead is to help you be effective, to jump-start your journey, and to build and sustain your momentum. If you've already begun doing that, then this book will add to your tool kit. If you're one of those rare IT leaders who have successfully transformed your IT organization, you already recognize that success is a journey and not a destination. I hope you'll meld our experiences and best practices with your own to take your organization to the next level.
We base the book on proven approaches that generate results. O&A's clients have applied and sustained the teachings in this book, and by doing so, they've positioned their organizations for the future. They've chosen to focus on developing the human side of IT rather than “fixing” IT by applying the latest technology, methodology, framework, or management guru fad. They've discovered that success is based not on a big-bang theory but on executing many little things every day. These small wins add up and build momentum from the top down and from the bottom up.
That's why we believe that by reading this book and acting on its advice, you too can build strong relationships with your business partners and earn a seat at the table of strategic decision making. You too can develop the IT talent management strategies that will help you prepare your workforce for the challenges of the twenty-first century. You too will be perceived as an effective communicator, a tactful negotiator, and an influential opinion leader across your organization. And your IT organization will also be positioned as the IT provider of first choice.
A book project is a major undertaking that requires the efforts of many great people to bring it to fruition. Looking back, we realize that we actually started work on this book in 1984, when we began partnering with our clients in support of their transformation efforts.
We want to thank our world-class clients who include us in their transformation initiatives. We consider ourselves extremely fortunate to work with some of the most savvy IT leaders in our industry; some have sponsored our work at two, three, and even four companies. Without them, our work would not be possible, and this book could never have been written.
Three CIOs have provided us with an inside look at how they have transformed their IT organizations, applying the concepts of this book to build a high-performing culture. In Chapter 13, you will read about the real-world success stories of Marriott Corporation CIO Carl Wilson (retired), St. Luke's Health System CIO Adrienne Edens (now regional CIO at Sutter Health East Bay Region), and Bowdoin College CIO Mitch Davis. You will no doubt enjoy reading about the transformational journeys of these visionary CIOs and benefit from their years of experience, their keen insights, and the best practices they utilized along the way.
We would also like to thank the thousands of IT leaders around the world who have made the first edition of this book an integral part of their IT transformation journey and talent management initiatives. Their positive feedback and success in applying the key lessons from the book inspired us to publish a second edition with updated and new material.
Several clients were kind enough to review and critique our manuscript, provide encouragement, and offer detailed feedback that greatly enhanced the book you now have in your hands. These highly regarded IT leaders include Roger Agee, JELD WEN Inc.; Ben Berry, City of Portland, Oregon; Scott Culbertson, UGI Utilities; Don Desiderato, New York Life Insurance; Rick Giese, Great Lakes Educational Loan Services; Alan Guibord, the Advisory Council; Cam Henderson, Portland General Electric; Don Imholz, Centene Corporation; Laurie Koetting, Computer World Services; Barbara Koster, Prudential; Mark Leach, Cameco; Chris Loizides, the MITRE Corporation; Deane Morrison, Capital Region Health Care; Eric Nilson, Jet Propulsion Laboratory; Ron Ponder, the Ponder Group; Guy Russo, Community America Credit Union; Wade Vann, Augusta Sportswear; Sharon Waid, Boston Financial; Lorena Weaver, AIG; and Meg Williams, Columbus Regional Airport Authority.
We also want to thank our families, who support the work we do with clients. Without their support on the home front while we are traveling and logging crazy hours, we could not do the work that we love so much.
Bringing a book from concept to fruition is a multifaceted project that takes all the skills highlighted in this book. Long-time O&A team member Karen Keller has used these skills to get both versions of this book published, meeting all the deadlines, working closely with our editor, and keeping all the pieces and players moving forward with professional persistence. We greatly appreciate all her behind-the-scenes work.
Tackling a book project with multiple authors is a blessing and a curse. It's a blessing because you benefit from the knowledge and experiences of many subject-matter experts. It's a curse when you try to weave different personalities and voices together to ensure consistency for the reader. Given this challenge, we want to thank Mary Brandel, because without her writing talents, this book would not have become a reality. Her ability to capture our real-world experiences and personalities is a gift. Her ability to find a common voice for our readers was incredibly important.
Finally, many thanks are extended to the great folks at John Wiley & Sons. We could not ask for a publishing partner that is more talented, dedicated, and professional. We are proud to be part of Wiley's CIO series.
Carolynn Benson (Chapter 11) is a senior facilitator and consultant with O&A with extensive experience in the areas of internal consulting, client service, negotiating, presentation skills, corporate politics, and marketing. One of her key strengths is helping clients build a more consultative, client-focused culture. Before joining O&A, Carolynn worked for 17 years in high tech in a number of management, consulting, and sales and marketing capacities.
Charlie Duczakowski (Chapter 9) is a senior O&A facilitator and consultant who specializes in business requirements gathering and management, modeling, metrics, project management, and business process reengineering. He brings a unique blend of knowledge in the fields of system analysis and functional metrics, with a wealth of practical, hands-on experience in both writing and managing requirements. Before joining O&A, Charlie was a consultant for Capers Jones's Software Productivity Research. He also served as a director, business analyst and project manager, director of systems development, and director of relationship management and systems analysis at Fidelity Investments.
Kenneth Emery (Chapter 10) is a senior facilitator and consultant with O&A. He has been recognized as a highly skilled senior executive with strong strategic planning and change management experience in diverse industries. He has effectively utilized IT to enable organizational growth, change, and profitability. Before joining O&A, Ken was senior vice president of information management and shared services for CPS Energy, the largest municipally owned utility in the United States.
Greg Fouquet, PMP, CCP, CISA (Chapter 8), is a senior O&A facilitator and consultant who has spent the past 15 years helping organizations in numerous industries improve the productivity, satisfaction, and overall success of their business and IT projects. Before coming to O&A, Greg spent four years at Ernst & Young's national office as a senior manager and project director in the company's advanced technology group. He also has more than 15 years of IT management experience as vice president and manager of a 160-person IT department, senior group project manager, senior systems analyst, and lead electronic data processing (EDP) auditor.
Laura Gorman (Chapter 5) is a senior facilitator and consultant for O&A with extensive experience in the areas of leading change, internal consulting, client service, meeting management, and leadership. Her strengths are in facilitating the development and implementation of change management strategies. Before joining O&A, Laura was a senior consultant with a large Midwestern insurance and financial services company, for which she was a consultant to the IT department.
Bill Hagerup (Chapter 7) has been in IT for more than 30 years. He has held numerous leadership roles and worked in systems development, client support, and computer operations. He's adept at leading both software development and organizational transformation projects and demonstrates natural talents as an instructor and a facilitator. Before joining O&A, Bill worked for a consulting company, for which he led numerous IT culture change efforts, and at a large insurance company, as vice president of organizational effectiveness.
Anita Leto (Chapter 4) has been a senior facilitator and consultant for O&A for the past 16 years. She has extensive experience in internal client service, IT marketing, consulting, team building, and leadership. She facilitates sessions for senior IT leaders in the areas of strategic and tactical planning, GAP analysis, and culture change. Anita is known for her keen ability to understand a company's existing culture and provide specific action plans on how it can evolve to its desired culture. Before O&A, Anita worked for Canon Inc. and Unisys Corporation, where she held a variety of managerial positions.
Sean Murray (Chapter 14) is a seasoned expert in the field of IT competency assessment and talent development, providing leadership development and talent management services to corporate clients, including Johnson & Johnson, FedEx, Nordstrom, Starbucks, and Lockheed Martin. Sean is the coauthor of the book Getting More from Your Investment in Training: The 5A's Framework and also writes the RealTime Leadership blog. Sean has an undergraduate degree from the University of Puget Sound and a master's of business administration from the University of Oregon.
Salvatore Parise and Patricia J. Guinan (Chapter 12) are associate professors in the Technology, Operations, and Information Management Division at Babson College in Wellesley, MA. Their research focuses on the use of social media technologies to support innovation and collaboration in organizations. They have published several research papers on this topic in both academic and practitioner journals, including the Harvard Business Review. They teach multidisciplinary courses in information technology and management at the MBA graduate program at Babson. They have also been involved in designing and delivering numerous executive programs at Babson's School of Executive Education with corporate clients from many industries.
Dan Roberts joined O&A in 1986 and has been its president since 1995. He strategizes with IT and business executives and their leadership teams across North America on issues relating to transitioning their IT cultures from reactive, technology-centric order takers to consultative, client-focused providers of choice. Dan is the coauthor of Confessions of a Successful CIO: Lessons from the World's Premier Technology Leaders, which is also part of Wiley's CIO book series.
Gwen Walsh (Chapter 2) is a senior consultant with more than 25 years of experience in leadership development and organization reinvention. She helps clients create and sustain execution-based cultures focused on delivering results and attaining performance targets, shaping and instilling leadership competencies and behaviors, increasing profitability and competitive advantage, optimizing human capital investments, and driving down expenses. Before coming to O&A, Gwen served as CIO and partner for Christian & Timbers, a large executive search firm, and as director of information systems at Medical Mutual.
Lisha Wentworth (Chapter 6) has been a senior facilitator and consultant at O&A since the late 1980s. She is an experienced IT instructor, course developer, and consultant in the areas of IT client service, internal consulting, negotiating and communicating, and marketing. Lisha is known for her energy, humor, and ability to connect with and engage an audience. Before joining O&A, she served as a project manager at a nationally known health insurance provider and at a large New England–based insurance company.
There has never been a better time to be an information technology (IT) professional. That's right! While prognosticators have loudly predicted the demise of IT, I firmly believe there has never been a more exciting or auspicious time to be in this profession.
That may sound strange to some of you IT veterans out there. You may remember the good ol' days of electronic data processing when IT professionals were safe behind the glass walls, free to focus on technology without interference from those pesky end users. Or perhaps you remember being the hero in the late 1990s, riding in on a white horse to save the world from the Y2K coding debacle. Then there were the wild early days of the Internet, when being a techie was suddenly cool.
For those who long for any of those days, I can appreciate your disdain for my optimism. You've weathered the worst recession we've seen in our lifetimes, the outsourcing that leveled many of your staffs, the questioning of IT's value, and the return-on-investment scrutiny that continues today. You're now witnessing the encroachment of consumer technology on the enterprise, the rampant proliferation of as-a-service computing models, the virtualization of nearly everything, and the growing assumption that applications and data can and should be accessed and run from anywhere on anything.
But still, I don't think I'm being naïve. Although the last few years have created a lot of doubt, disappointment, and discomfort, they have also produced an awareness in most of the business world that technology can be a game changer. From a business leader's perspective, market forces such as globalization, consumerization, and increasingly savvy consumers have turned technology into a key differentiator as companies seek to expand into new markets and create a competitive advantage. Cutthroat competition is forcing continuous innovation, and government regulations are driving constant introspection—all fueled by technology. Corporate strategies are increasingly influenced by the desire to interact with customers through online communities and use the social Web to enhance customer loyalty and find new product and service innovations. Meanwhile, particularly as Generation Y and even younger employees fill the payrolls, people have no patience with the “IT computer guys” who say, “We can't do that.”
At the same time, the people in charge of technology are expected to be technologically advanced, business-minded, customer-focused, and financially astute. Technology leaders are expected to reduce costs, increase productivity, drive innovation, and help the business identify and pursue new business opportunities and customers. In the face of unforgiving competition, rampant globalization, and demanding customers, business leaders now know that it's absolutely essential to have a strong, active partner keeping a firm hand on IT decisions and strategies.
Of course, there have never been more options to consider when it comes to doing just that. IT faces competition from internal shadow groups, vendors and consultants, service providers, cloud providers, and offshorers, all promising to do it faster, cheaper, better. But still, I firmly believe that IT organizations can be well positioned to compete as their companies' value-added provider of choice—if and only if they're ready to take a hard look at themselves and make some changes, both in regard to how they approach their work and the personal skill set they consider essential to tackling the demands of an ever-changing business environment. The bottom line is that the IT professional of the past won't cut it in today's corporate world.
To remain viable, IT leaders need to proactively transform their organizations and cultures. To accomplish this, they need to develop an IT workforce that has the new mind-set, skill set, and tool set necessary for success, such as communicating, building relationships, collaborating, managing change, marketing, and negotiating. These are the skills that are necessary for effectively filling the growing percentage of IT jobs that are business-facing.
You've heard this before, but today it's no longer just a suggestion: What have historically been termed soft skills are the very skills that will drive IT to the level it needs to reach to be viable in the future. In fact, savvy IT leaders no longer use the term soft skills when referring to these key capabilities. They call them core skills, because they're exactly what is needed to achieve hard results. Chapter 14 contains the full list of core skills or competencies that have been identified as the most critical for success in IT today and in the future.
If you step back for a minute, you will see that the need to evolve isn't surprising. The IT profession is really still in its infancy. It's only a few decades old—a new kid on the block compared to its peers in other business areas that have had centuries to develop. I can imagine a time in the future when we'll look back at the second half of the twentieth century as the time when IT was just cutting its teeth.
In some ways, IT professionals are now living through the tough teenage years of their profession. They're wrestling with internal turmoil they often don't understand while defiantly ignoring the advice and experience provided by the external environment. Like teenagers, they want so badly to be independent and earn the respect of their peers and elders. However, their erratic, mercurial behavior and unpredictability continue to demonstrate their immaturity.
The exciting news for IT professionals is that they're poised to enter adulthood. And this new era will have less to do with a command-and-control or bits-and-bytes mind-set and more to do with being collaborative and versatile business partners.
Since the original launch of this book, we have worked closely with industry-leading chief information officers (CIOs) to create an IT-specific competency assessment and development tool that helps drive their transformation journey. Working closely with our publisher, we are excited to provide you with access to this cloud-based self-assessment tool. At the end of Chapter 14, you will find a link and an access code for a 14-day free trial of the online IT Skill Builder assessment tool. Completing the assessment is easy and straightforward and will provide you with the following:
We also reinforce some key concepts throughout the book that apply to multiple competencies. For example, you'll read a lot about the importance of teamwork and collaboration—not just with clients, but also with peers in IT. It's time for IT professionals to rid themselves of us-versus-them tendencies, because to meet the needs of the business, everyone needs to row the boat in the same direction.
Interpersonal skills also come up a lot. In fact, one of our consultants refers to his project management workshops as a “three-day charm school.” Interpersonal skills, or core skills, lead to strong relationships, which lead to trust, and with trust we can overcome even the most difficult situations.
IT professionals tend not to like the touchy-feely stuff, but you'll also read a lot about empathy, an area of weakness in the IT profession. You'll find that empathy is less touchy-feely than you think and that it is actually a key tool for working through conflict, building relationships, and achieving your full potential. It's a matter of listening to the other person's perspectives and letting that person know you've heard and understand him or her. You don't even need to agree!
A wide range of people will benefit from reading this book, including IT leaders holding titles like CIO, business unit or regional information officer, vice president, director, or manager. Whether you are the CIO of a 10,000-person IT staff that spans the globe or a manager overseeing a local IT team, I am confident that you will benefit from reading this book. We are excited to share the experience, best practices, and proven techniques that other IT leaders are using to reorient, reskill, and retool their IT workforce and build a new culture.
It's not only leaders who will benefit from this book. Wherever you are on the IT staff—whether you work in applications or in the technology infrastructure side of the IT business or you aspire to management or wish to be the most effective individual contributor you can be—this book will introduce you to the philosophies, skill sets, and tools that will help you meet the challenges of your profession. If you follow the latest research and read industry trade publications, you know that an increasing percentage of IT jobs and roles in the future are going to be facing the client and the business, and we will help you prepare for these new opportunities.
We believe that each of the chapters in this book is important for success. That being said, we appreciate that every IT organization is in a different stage of transformation evolution and that some chapters will be more immediately applicable than others. We also appreciate that it isn't feasible to effectively tackle all these areas at once.
Therefore, we recommend that once you've read the book, you identify the two or three chapters that address the areas most pressing in your organization today. Make these a priority in your organization and strategy planning. Demonstrate your commitment and sponsorship by taking every opportunity to “walk the talk” and communicating these priorities to your people.
We also advise that you engage each level of your management team in your IT initiative, because all levels play a critical role in building a new culture. Include them in establishing priorities and determining action plans, and hold them accountable for achieving these priorities. Don't allow them to revert to their technical comfort zones. Many clients have used the first edition of this book in an IT leadership book club format: reading and discussing the chapters that are most applicable to their organization, or reading the book in its entirety. Be sure to position your people for success by investing in them and providing them with the new skills and tools they'll need to be successful. This approach will help you address today's priorities while building momentum toward the future.
Warning! Do not start down this path unless you are seriously committed to sustaining it. If your efforts are not continued, you will add to the cynicism level created by past transformation initiatives that ended prematurely or were pushed aside by yet another flavor of the month. Slow and steady can win the race, but starting and stopping is not an option; it will negatively affect your reputation and the credibility of IT across the enterprise.
So let me modify the statement I made at the very beginning of this chapter. I still say there's never been a better time to be in IT, but I'll add that there's also never been a more challenging time in IT's short history. The question is, are you up for that challenge? Because if you are, we wish you success and are excited that you have included us in your transformation journey!