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Shared World View for Business-IT Fusion
- 1. ACTKM October 2012 Business-IT Fusion: Shared World View Nina Evans Rob Malcolm
- 2. Dr Nina Evans Current Role: Associate Head of the School of Computer and Information Science at the University of South Australia Qualifications: Chemical Engineering, Education, Computer Science, Masters in IT, MBA and PhD Teaching: E-business, Entrepreneurship, Business Information Systems, IT Stakeholder Engagement, Knowledge Management (Masters), ICT Leadership (Doctorate) Research: Knowledge Management (Absorptive Capacity and Social Networks, KM in Regional SMEs), Business-IT fusion, Stakeholder Engagement, CSR, Information Asset Management, Digital inclusion (Senior citizens Entrepreneurship and Innovation) Published in numerous academic journals and presented at international academic conferences and industry workshops Supervise 5 PhD students
- 3. Rob Malcolm • Experience: State Government, Logistics, R & D, Manufacturing, Distribution and Banking • Strong background in: – Business innovation and continuous improvement – Enterprise and information architecture – Data Quality Management – Data, information and knowledge management – Systems development – Leading change
- 4. Agenda 1. Introduction 2. Workshop preamble 3. Business-IT Fusion • Constancy of Purpose • Shared Word View • Adapting 4. Workshop
- 6. Business-IT Gap Disconnect between IT and business people •Low trust •Low cooperation
- 7. Why the disconnect? • Failed projects • Silver bullets that miss the mark • Quick fixes that fail with unintended consequences (over time and cumulative) • 80% of IT resources are being used to ‘Keep the Lights on’ (Gartner 2006) IT - from innovation enabler to constraint? Unless you’re in an organisation that does not have these problems!
- 8. Alignment - bridges the gap Strategic plan (annual) Project Plan (when required) Evolv * Chan, Y. E. and B. H. Reich (2007). "IT alignment: what have we learned?" Journal of Information Technology 22: 297-315. es ** Galliers, R. D. (2006). "On confronting some of the common myths of Information Systems strategy discourse: towards a revised framework." OLKC Conference proceedings. into Fusion – closes the gap
- 9. Fusion fu•sion 'fyü-zhen n, 1: A merging of divorced, distinct or separate elements into a unified whole (Business and IT, in terms of both organization and strategy, are unified.) 2: A union of particles that result in the release of enormous quantities of energy (Business and IT fusion can create greater customer value and profitability.)
- 10. What does Business-IT Fusion look like? • Equal involvement in strategy and business design • Harmonisation, not standardisation • Measures that matter • A businesslike approach to IT investment • Joint ownership of outcomes Britt, F.F. 2002. Multiplying business value: The fusion of business and technology. IBM Institute for Business Value.USA.
- 11. Fusion in the Business-IT Relationship A key criterion from a KM perspective: “Business clients and IT professionals understand each other's worlds and speak a common language” Evans, N. (2004). Promoting Fusion in the Business-IT Relationship. Issues in Informing Science and Information Technology.
- 12. Workshop: People and outcomes Everyone (individually and as a group) desires success Everyone has desired outcomes and own worldview To be successful you need to understand all perspectives
- 13. Workshop In your experience, what you see as important outcomes for Business-IT fusion from the following perspectives: CEO, CIO, CKO, CTO, Business User & IT staff In your groups assign a role to one or two people Consider that position as we go though the material At the end we will discuss the success factors of your assigned role
- 14. Business-IT Fusion Framework From your experience do the different roles Constancy of Purpose have a single purpose? To deliver sustainable value to either the client or the people who service them. Focus, skills & behaviours • Roles and responsibilities • Leadership • Relationship skills “Create constancy of purpose toward • Guiding ideas/ Principles improvement of product and service, with the aim to become competitive and to stay in Continuous Improvement business, and to provide jobs”. • Tools • Mindfulness and Deming, W. E. (1986). Out of the crisis, Awareness MIT Center for Advanced Education Services.
- 15. Business-IT Fusion Framework Shared World View Where people share a common This cycle builds understanding of the knowledge and known world relationships A cyclic ongoing •Knowledge we can process of: use, reuse and grow • Surfacing • Sense making •Relationships to • Capturing build our shared • Sharing future • Using
- 16. Shared World View - how • Surfacing – the act of unearthing existing tacit and explicit knowledge in whatever form it is presented in • Sensemaking – building shared understanding across the group of stakeholders using it then deciding further action • Capturing – organising the knowledge in a format where it can be related to other elements, put into context, and if possible verified • Sharing – presenting the knowledge in a form that is accessible and understandable by those who need it • Using – ensuring it is ‘fit for purpose’ for job people want to use it for.
- 17. Shared World View - What Enterprise Architecture •Conceptual Models Reports Specifications Diagrams Scorecards etc Shared Language •Glossary Shared Stories •Wiki •Lessons learned •Metadata •etc •etc
- 18. Shared World View - Why Build Shared Knowledge Build Relationships Brehm, J. and W. Rahn (1997). "Individual-Level Evidence for the Causes and Consequences of Social Capital." American Journal of Political Science 41(3): 999-1023.
- 19. Shared World View - When • Whenever an opportunity arises • Mindfulness and Awareness – 24/7
- 20. Business-IT Fusion Framework Adapting to a changing and unpredictable environment By sensing, exploring and allowing new ideas and knowledge to emerge. In your experience how well do business and IT adapt to change?
- 21. Business-IT Fusion Framework Together these three elements drive the Fusion Journey and close the gap
- 25. Fusion drives the innovation cycle
- 26. Workshop: Desired outcomes Get together in your role groups. It is 18 months since the Business-IT fusion initiative started and you are talking to a friend over a glass or two and you say: “Our Business-IT Fusion program has been a real success because….(3 bullet points)”
- 27. Thank you!!
Editor's Notes
- Silver bullets seem the endemic in IT. An example: Many writers have researched and question the real business of ERP systems. How can you get sustainable competitive from ‘ off the shelf ’ best practice? Unintended consequences are the result of the quick fix. There is a time delay so they may go unnoticed and not associated with the fix when it is made. The issues accumulate and eventually result in a toxic business enviromnet. Data and Information integrity issues Increasing use of systems ‘ in the wild ’ Increasingly toxic business environments Knowledge hoarding and hiding Gartner 2006 – 80%
- .
- For the workshop you will work in groups at you tables. This is a modified version of a workshop approach I have successfully applied build understanding between business functional areas that were quite dysfunctional; to build the ‘vision’ for strategic and project plans. I have simplified it to suit our limited timeframe and preselected the key stakeholders. Normally we would start by identifying the stakeholders as those groups who can judge, block and/or contribute – all positions of power that a wise project manager considers in building the communication plan. Effective stakeholder engagement and involvement are prerequisites for project success. Without an understanding of what key stakeholders consider as an successful outcome for the project, there is no guarantee it will be considered successful by others, even if it may deliver what the Project Team intended, on time and within budget.( Bourne and Walker 2005 ) INVITES REPRESENTATION FROM ALL GROUPS WITH AN INTEREST IN THE TOPIC. THERE MAY BE THE TEMPTATION TO EXCLUDE PEOPLE OR GROUPS THAT COULD BE NEGATIVE OR TROUBLESOME DUE TO ONGOING CONFLICT AND POLITICS. IF THESE GROUPS ARE EXCLUDED THEY WILL NOT TAKE ‘ OWNERSHIP ’ AND MAY TURN INTO FUTURE ‘ BLOCKERS ’ THREAT MIGHT INHIBIT OR EVEN DERAIL THE RESULTS. IN THIS CASE THE STORY WILL BE INCOMPLETE. EMBRACING CONFLICT AS A POWERFUL SOURCE OF ENERGY AND CREATIVITY IN AN ATMOSPHERE OF MUTUAL TRUST AND RESPECT WILL HELP ACHIEVE THE BEST RESULTS INCLUDES BUSINESS CLIENTS IN MEETINGS, WORKSHOPS COMMUNICATION AND FEEDBACK CYCLES AND GIVE PEOPLE EVERY OPPORTUNITY TO PARTICIPATE. EVEN IF THEY CANNOT ATTEND KEY MEETINGS THEY SHOULD BE INCLUDED IN SOME LEVEL OF DISCUSSION ON THE OUTCOMES AND INVITED TO AIR THEIR VIEWS INVOLVES BUSINESS CLIENTS IN THE ONGOING TASKS AND SHOWS APPRECIATION FOR THEIR ONGOING EFFORTS.
- Customer focus One of the problems in modern organisations is people working at cross purposes. Where goals of one group work to contradict another group. In my experience I have worked with IT people who only see their role as providing technology. At Faulding where Corporate Account Manager the PC support in providing a pc for a new employee only saw their role as putting a box on a desk. After some frustrating incidents where people we unable to function seamlessly for the first two days or even weeks we had a discussion where it was agreed their job was to provide a tool for their customer to do a job, so PCs came with logons, printers allocated and tested, working email accounts and the appropriated access permissions. Change agent Working towards fusion is organisation change. The change agent role described here is based on the working model I have used to for data stewards, people responsible for data and information management. It is closely related to the Kaizen Champion Role I worked on when I was collaborating the Kaizen Institute. So the people responsible need to have the leadership and relationship skills to drive change. From my experience the most important personal skills are resilience followed closely by conflict resolution and critique. The change agents primary role if building sustainable relationships based on mutual trust and respect. Principles These include using a single source for definitions of words used in document glossaries.
- SURFACING Surfacing refers to the act of unearthing existing tacit and explicit knowledge in whatever form it is presented. Sveiby (2007) classifies knowledge as either task oriented, i.e. ‘ how ’ things are done, or contextual, referring to ‘ why ’ things are done. There is a need to be constantly aware of- and on the lookout for sources of tacit and explicit knowledge that may contribute to innovation As Galliers (2006:12) puts it: “ I would argue that there is potentially considerably more to be gained from the process of knowing, of knowledge creation, of learning and human interaction – in the context of this essay, the process of strategising – than the mere transfer of ‘ knowledge ’ (sic.) per se. ” Surfacing is a key early stage in building requirements and the models used in Enterprise Architecture. Invite Include Involve SENSE-MAKING AND CAPTURING Sense-making refers to the act of building shared meaning across the group of people who have access to that knowledge to do their jobs. Weick (1995) says that an important implication of sensemaking is that, to change a group, “ one must change what it says and what its words mean ” . The shared effort in sense making and capturing, if properly executed, will define the commonly used terms that describe things of interest to the organisation that is then captured in a Glossary, a Wiki or a Metadata Management Repository. Pictures I am looking forward to the session tomorrow A picture is worth a thousand words Cory Banks. A well designed picture built collaboratively are powerful tools for sharing meaning back to other people. Pictures can be worth 10,000 words, as when we look at some representational diagrams we can see the interrelationships between the elements and we can make sense of the whole ( Larkin and Simon 1987 ) Stories and narrative Storytelling has been used across all cultures and over millennia to capture and pass important knowledge from generation to generation. Indigenous Australians used storylines to describe and navigate trade routes across the continent ( Kerwin 2010 ) He suggests different patterns that can be applied to spark action, show who you are, transmit values, brand the firm, foster collaboration, tame the grapevine, share knowledge and lead people into the future. Gershon and Page go so far to claim a story is worth a 1000 pictures ( Gershon and Page 2001 ) Building stories can foster collaboration; they “ movingly recount a situation that listeners have also experienced and prompt them to share their own stories about the topic ” (Denning, 2006:43) SHARING Sharing is about making content available and accessible. This means that the people who need to use the content to do their jobs can easily access it in a form that they can use. Accessible not only means people can find what they want, when they want it, they can also consume it in a form that they can use. This is why the ‘ fitness for purpose ’ we discussed previously is so important. There is a solid connection here back to data stewardship and data quality management. USING Using refers to the act of utilising the captured content in whatever form it is presented. People turn content into knowledge by assigning meaning in a particular context. Knowledge is the only asset that grows in value with usage ( Sveiby 1997 ). The content shared should be used to provide the basis across the organisation when people talk about a new idea or problem in the business, whether it is a formal planning session or an informal ad hoc meeting. . This is one of the most powerful ways of using shared content in the concept of war rooms, as outlined by Shaker (2006).
- Summary The Shared World View cycle is ongoing and never-ending. The content is never complete as the changing business environment challenges the existing business ‘ systems ’ , leading to further insights, new terms, different perspectives and new stories. The circle must be completed by ‘ surfacing ’ new knowledge as it arises from the insights gained by people using the shared content. New words may be added, the meaning of existing words qualified better, linkages made with other words, pictures and stories. With each new cycle the virtuous cycle of trust enhancing cooperation and cooperation enhancing trust is further reinforced this ongoing dialogue meaning and understanding are shared, tested and retested and thus common language and a common view becomes more pervasive, builds trust and cooperation, breaks down communication barriers and prepares the way for business-IT fusion to evolve. Fusion is not a destination it is a journey