Successful IT leadership teams have a shared point of view on what change is and how it will be delivered
Leadership teams that deliver sustained change have talent and experience, but importantly, they also have a shared point of view.
Having a shared point of view based upon contemporary thinking enables the leadership team to exercise collective leadership .
Collective leadership comes from a common understanding based on a shared set of mental models, frameworks, practices and language. It’s about having a ‘star organisation’ rather than an ‘organisation of stars’.
Service Options Measurement – that reflects outward-facing business objectives and key performance indicators Sourcing – segment suppliers, understand their value proposition, develop the right relationships and execute flawlessly Manage IT Organisation Manage IT Supply Operate IT Infrastructure Discover Business-IT Potential Deliver Business Solutions Operate Business Systems Manage Enterprise Architecture Manage Business-IT Portfolio Manage Customer Relationships
Establishing the value proposition and changing the operating model alone will not transform performance; it is people with the right mindset who make great organisations.
A mindset is a set of assumptions, methods or systems held by one or more people, or groups of people, which is established so that it creates a powerful incentive within these people or groups to continue to adopt or accept prior behaviours, choices or tools.
Mindsets are created and changed by:
Leaders: through the way they are seen to act and behave
Communications: through the messages people see, hear and believe
Policies and procedures: through the behaviours they reinforce
Learning and development: through the capabilities and confidence it gives people to perform.
7. The role of leaders is to put in place the conditions for success – not come up with the answers
For transformation journeys to be successful, a number of ‘critical conditions for success’ need to be put in place and sustained over time.
Like gardening, if the conditions are not in place (eg soil quality) the plants will not grow and disappointment will follow.
It is the role of leaders to define, put in place and sustain these critical conditions for success.
A periodic assessment can identify the conditions, determine to what extent a leadership team is aligned about their importance, and the actions they need to take to strengthen any particular conditions.
Operating practices are very difficult to transfer between organisations as they are context-specific and the context is different between organisations.
Operating principles are transferable across organisations, and the application of the principles in a specific context (ie within a specific organisation) establishes practices that are ‘fit for purpose’.
Operating principles are conscious choices made by leaders that define how they would like their organisation to operate.
For each operating principle there is an equally valid alternative choice .
9. Collaboration, not PowerPoint, drives engagement, sustained performance and continuous improvement
Improved organisational clarity of understanding from a single source of ‘truth’