Skill management in retained organizations

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Presentation by Hans-Christian Boos (CEO arago AG) at the itSMF Congress in Kassel on 12/03/12

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Skill management in retained organizations

  1. 1. 3.12.2012 itSMF Kongress KasselSkill Management in Retained Organizations Hans-Christian Boos (@boosc, boos@arago.de)
  2. 2. Agenda• What can go wrong when you do not actively deal with people?• Stop managing skill, start managing talent.• A talent based delivery partnership.• Talent management means standardizing along knowledge.
  3. 3. Outsourcing can bedone for manywrong reasons, butin the end it doesnot matter. Once adeal is there, youwill have to makethe best of it.Your people arethe key factor inmaking any deal asuccessfulrelationship.
  4. 4. When youapproach the topicof people thewrong wayinneversable actionwill be taken –mostly beyondyour influence.You need to beaware of theconsequences.
  5. 5. Good people mayturn their backs onyou, just becausethere are rumoursabout your retainedorganisation. Thegood guys are thefirst to leave, andthey do sopreemptively.Make sure youcommunicate upfront what you wantand who you arelooking for.
  6. 6. Setting up orcommunicating thewrong roles in yourretained organisationwill slow youroutsourced entitiesdown.For example, if youmake your currentoperators governourswithout telling themthat they are notsupposed to „google“their way throughincident telcos.
  7. 7. Because certainknowledge is neededat the insourcer youmay be forced to movekey people over toyour insourcer.Generally this is good,because good peoplewill find betteropportunities for theirIT skills in a „real“ ITorganization, but –bluntly – it also holdsthe danger of youkeeping the deadwood.
  8. 8. Summary: Bad things that happen with people 1 The good guys leave preemptively, because you failed to communicate about their future. 2 People have no clue what their new job actually is, so they do their old one and make things unbearably complicated. 3 Your best knowledge goes to the insourcer and as outsourcer you are left with the dead wood.
  9. 9. Agenda• What can go wrong when you do not actively deal with people?• Stop managing skill, start managing talent.• A talent based delivery partnership.• Talent management means standardizing along knowledge.
  10. 10. Look at the coreskills needed foryour core tasks.Tere will be clustersfor1. Governance people2. Architects3. Commercial people4. …The technical skillis not essential
  11. 11. What you are reallylooking for istalent.Because1. Talent attracts talent2. Talent can learn missing skills3. Talent is engaged and committed
  12. 12. Talent, what people do to get “it” and make “it” stay!
  13. 13. If you are feelingtense at Google…you can go and get amassage…..
  14. 14. At W.L. Gore thestaff elect their CEOto avoid the PeterPrinciple…
  15. 15. A movie suggestedto us that being ableto hold your drinkwill get you a goodengineering job atfacebook…
  16. 16. And as a CEO of ahot startup in Berlinyou spend your dayin a coffee shopchatting….
  17. 17. Talent – Why we need it so badly in retained organizations
  18. 18. Jobs with greatperspective, jobsthat developedcountries have tooffer need brains,not bodies!
  19. 19. Unfortunately brainsand bodies are notalways connected…And we no longerjust need the bodies,so we have to attractthe brains…
  20. 20. To avoidmisunderstanding:We need brains,because we needresults. Thus thebrains we want toattract need toproduce results…
  21. 21. The 1st law ofbehavioral physicstells us:Brains do not createresults upon request
  22. 22. Conclusion:It is an economicnecessity to createenvironments toincrease thelikelihood of goodresults from brains
  23. 23. So stop thinking likea HR planner whenthinking about yourretainedorganization.Think about yourretainedorganization as astartup that hasexactly one year tobe successful but isfortunate enough tobe able to hire froma pool ofexperienced people.
  24. 24. Agenda• What can go wrong when you do not actively deal with people?• Stop managing skill, start managing talent.• A talent based delivery partnership.• Talent management means standardizing along knowledge.
  25. 25. YOUTHEM
  26. 26. YOUBUSINESS / GOVERNANCE THEM
  27. 27. YOU LIFECYCLE, ARCHITECTURE, OPTIMIZATION THEM BUSINESS / GOVERNANCE
  28. 28. YOUBUSINESS / GOVERNANCE SERVICE MANAGEMENT ARCHITECTURE, OPTIMIZATION (all things ITIL, but PLEASE make LIFECYCLE, them agile and build an API for them) THEM
  29. 29. YOU BUSINESS / GOVERNANCE SERVICE MANAGEMENT ARCHITECTURE, OPTIMIZATION TECH- (all things ITIL, but PLEASE make LIFECYCLE, them agile and build an API forNOLOGY them) STACK(from data center toregulatory license) THEM
  30. 30. YOU BUSINESS / GOVERNANCE SERVICE MANAGEMENT ARCHITECTURE, OPTIMIZATION TECH- (all things ITIL, but PLEASE make LIFECYCLE, them agile and build an API forNOLOGY them) STACK(from data center toregulatory license) OPERATING THEM
  31. 31. YOU BUSINESS / GOVERNANCE SERVICE MANAGEMENT ARCHITECTURE, OPTIMIZATION TECH- (all things ITIL, but PLEASE make LIFECYCLE, them agile and build an API forNOLOGY them) STACK(from data center to AUTOMATIONregulatory license) OPERATING THEM
  32. 32. Let the horse dothe running!i.e. let theoutsourcer do theIT. You need tofocus on sayingwhat it is you need.People who cansay that and do QAon that are theones you need!
  33. 33. These people are notlone super heroes!They are extremelyadaptable, motivatedteam players.They are core talent!And you do not need10.000 of them. Ifyour „process“ seemsto make thatnecessary, rethinkyour rules!
  34. 34. Agenda• What can go wrong when you do not actively deal with people?• Stop managing skill, start managing talent.• A talent based delivery partnership.• Talent management means standardizing along knowledge.
  35. 35. You can pack up yourprocess whip!Processes exist tolubricate interactionbetween differentskill sets, not as afirewall or blamewhip!If you want to be theboss of youroutsourced IT, youneed knowledge andthe ability to generatenew knowledge orask for it if yourbusiness requries so!
  36. 36. Factual Knowledge Describes the IT R S landscape, MA S architecture and R regulatory S R M checkpoints in aA S rough sketch. R M S Factual knowledge M has a medium to R S M low volatility and a degree of incorrectness.
  37. 37. Actionable KnowledgeActions that can beexecuted or need to beexecuted in certainsituations.These “knowledgeitems” are connectedthough their expressionI/O scheme, i.e. a block’spossible outputexpressions connect tothe next block’s possibleinput expressions. Theweight of a connection isdetermined by thedegree of datacongruency.
  38. 38. Situational KnowledgeThe most volatileknowledge describingthe current situationor other timedependent data ofparts of the IT model.In a typicalenvironmentsituational knowledgeis obtained frommonitoring systems,service managementdash boards or databusses.
  39. 39. The skills youprobably wantedto manage are justpieces ofknowledge now.
  40. 40. And we have gone fullcircle, you can take offnow!If you can standardizealong knowledge, youwill need to managetalent in your retainedorganization in termsof:1. Governance2. Architecture3. Optimization4. Change Management5. Knowledge acquisition
  41. 41. Thank you for your time which we hope was well invested, because dismissing good ideas can harm your future

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