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The 5 Principles CIOs Should Implement for Organisational Success

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The 5 Principles CIOs Should Implement for Organisational Success - Wayne Palmer of InfoReady, a sponsor company at the marcus evans 13th Annual Australian CIO Summit, on what companies need to do to …

The 5 Principles CIOs Should Implement for Organisational Success - Wayne Palmer of InfoReady, a sponsor company at the marcus evans 13th Annual Australian CIO Summit, on what companies need to do to succeed.

Interview with: Wayne Palmer, Principle Consultant Lean/Agile Frameworks, InfoReady

Published in: Technology

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  • 1. “Many companies today have installed best practice, from ITIL and ISO to Lean and Agile. The trouble with that is if every single organisation installs the same best practices, where is the innovation or differentiation?” asks Wayne Palmer, Principle Consultant Lean/Agile Frameworks, InfoReady. Palmer believes there are always better practices that emerge when employees are safe to experiment and test new theories. “Companies need to break free from the fear of failure. They must think for themselves and work out how to learn through the efforts of every employee, rather than just guaranteeing mediocrity. However becoming Lean or Agile is not the goal; they need to focus on resource and value stream efficiency, always improving and adapting in pursuit of their vision,” he shares. InfoReady is a sponsor company at the marcus evans 13th Annual Australian CIO Summit, in the Gold Coast, Queensland, Australia, 28 - 30 July 2014. Ahead of the Summit, Palmer outlines five principles Chief Information Officers (CIOs) should implement for organisational success. Alignment to a vision. To get the most out of knowledge workers, take into account their intrinsic motivators - purpose is key. If people buy into and believe in the vision of the organisation, it will hopefully align with their own personal values. This can act as a true north for people and help global organisations align their efforts because they are all pursuing a common vision. They do not need to start projects, change is adaptive and integral - they know where they are headed and all employees are aware of it. Many companies have a vision, but it must be a true vision embodied by everybody, especially the leaders. If they get this right, every- thing else falls into place. Instilling a culture of continuous improvement. This is vital. Continuous improvement is about conducting a series of small, scientific experiments, ideally designed to speed up the delivery of what customers demand. This is difficult to do as experiments cannot always succeed. There must be a culture of safety where it is safe to fail in. People learn a lot more from failure than continued success. This is tricky to do as many depend on getting their job done right, but being risk averse does not bring about innovation. Designing the organisation by value stream rather than resource function. Most organisations have the CIO at the top, with workers broken into different functions below. To be resilient, it is best not to separate people by their skill set, but on the flow of customer demand. If done well, this minimises wasteful steps in the supply chain and takes away the resource function approach. The entire ethos changes. Some companies are all about resource utilisation - employees are getting paid and should be as busy as possible! However, knowledge workers require thinking space and engagement to become fully engaged. Growing your people. The notion of annual performance reviews is outdated and broken. They are never about the employee improving skills or mastering new ones, but about the salary. It would be better to create internal learning academies, establish peer reviews and take away the notion of hierarchy. Knowledge workers want to excel in their craft and that must be encouraged. Break down reviews to a daily or weekly basis for encouragement and alignment. Most people get fed up with learning after school, but as a leader it is very rewarding if you rekindle their joy for learning. Selecting methods rather than tools. The trouble with installing best practices into an organisation is that everyone is doing it. How do you differ? Rather than aspiring for best practise, continually deliver or develop better practice. Kata, which means routine in Japanese, is about continually improving people and process, executing tiny experiments and testing again. Toyota makes around 1,000 tiny fixes to every process every single day. When you are skilled at this and do it subconsciously, it is fantastic. The Kanban Method pulls different approaches and theories together, never assuming there is one best way of doing things. The 5 Principles CIOs Should Implement for Organisational Success Wayne Palmer of InfoReady, a sponsor company at the marcus evans 13th Annual Australian CIO Summit, on what companies need to do to succeed. Interview with: Wayne Palmer, Principle Consultant Lean/Agile Frameworks, InfoReady
  • 2. The Information Technology Network - marcus evans Summits deliver peer-to-peer information on strategic matters, p r o f e s s i o n a l t r e n d s a n d breakthrough innovations. Please note that the Summit is a closed business event and the number of participants strictly limited. About the Australian CIO Summit 2014 The Australian CIO Summit is the premium forum bringing elite buyers and sellers together. As an invitation-only event taking place behind closed doors, the summit offers enterprise and government chief information officers and IT solution providers an intimate environment for a focused discussion of key drivers for IT innovation. This unique forum will take place at the newly-renovated RACV Royal Pines Resort, Gold Coast, Queensland, 28 - 30 July 2014. The Summit features presentations on implementing the right cloud model, crafting simple and powerful mobile solutions, streamlining processes and living up to shifting realities for the IT leader. www.australianciosummit.com Contact Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division Tel: + 357 22 849 313 Email: press@marcusevanscy.com For more information please send an email to info@marcusevanscy.com All rights reserved. The above content may be republished or reproduced. Kindly inform us by sending an email to press@marcusevanscy.com About InfoReady InfoReady is a pure-play Information Management and Business Intelligence Consultancy that specialises in making Organisations Smarter by transforming data into actionable intelligence through our unique application of our expert team, processes and technology. We offer top-tier consulting services in Strategy, Delivery, Solution Design, Architecture, and both industry and technology SME’s. www.infoready.com.au About marcus evans Summits marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, case studies, roundtables and one-to-one business meetings. For more information, please visit: www.marcusevans.com To view the web version of this interview, please click here: www.australianciosummit.com/WaynePalmer