I got an email from a colleague the other day and thought I would share. This CIO is concerned they are always behind, always playing catch up, and taken by surprise when new technology comes out. How do we keep ahead of the game? What can they do to ensure they are not finding themselves 3 releases behind on Microsoft products, out of date on applications, and unaware of new mobile technology. The business always comes to them to push for updated software, infrastructure – technology. They would like to get to the place where they are going to the business with up and coming technology capabilities.
So this is an interesting discussion, because there are several issues here. In back and forth emails with this CIO there are some clear places to start. There is a clear resource constraint in this IT organization and the business has no desire to add staff. So they really need to complete an application and technology inventory. Get a complete picture of everything your IT organization is supporting. Then determine what is core to the business and what can be pushed out as a service. Things like firewall support, monitoring, maybe even email are all target items that could be given to a service provider. That will free up some staff to dedicate to other functions. Keep the lights on activity (KTLO) on older technology or infrastructure can eat up a great deal of resource, both staff and financial.
My other recommendation was to get an Enterprise Architecture team established. Take your senior members from the operations side of the house and give them a career path to a EA team. This Enterprise Architecture team brings the 2-3 year vision to the organization for technology, application, information, and data architecture. This will not only align IT to the business, but will get this team in alignment to the industry, no more playing catch up. Let operations do operations and EA do architecture and strategy.
What will this EA team deliver to the business? There are several objectives or goals of a great EA team, such as provide innovation, establish standards, practices, patterns by which IT will deliver/deploy solutions, and reduce cost(s). Provide capability roadmaps, and technology strategy to support business goals or capabilities. Plus, the introduction of new technology that can deliver perhaps a competitive advantage to the business.
My other feedback to my colleague was automation. Get some automation in place to deliver applications to the desktops, provision servers, and provision storage. These automation tools will not only expedite delivery of technology solutions to the business, but free staff time up for other tasks or projects. It is like the car mechanic story, they are so busy fixing customer cars that they never take the time to maintain the tow truck, till it breaks down. Now they are dead in the water and have to take the time to fix their own vehicle. So time to fix your own IT house and get in a better position to serve the business. This may mean some temporary staff augmentation and vendor services to get back on top of these things and get in a better position. I think a sit down with the CEO and CFO should paint the appropriate picture and provide a roadmap and solutions on how to correct this.
One last thing, I sense this CIO is dealing with staff burn out or stress. The fire and desire of the staff is gone, it is in a mode of “so what…”. You can’t run your shop 100mph 6 days a week and not realize it will break at some point. So the EA team creation could bring new life to your senior staff, be sure to give them some monetary benefit for the new role. I would also share your vision and roadmap with your staff, show them how things will get better. This will let them know you are aware and sensitive to their situation. I would also at the conclusion of this new vision and direction for the department hand out some hand written thank you notes with some gift cards enclosed. The money you will spend is an investment into a new energy, new vision and the road to recovery. Celebrate the accomplishments, say thank you, and mean it. The new road to recovery can’t be paved with slavery, so plan some additional staff, reasonable timelines, and let staff have a work/life balance. You need them engaged to be successful, and they need to feel good about the job, the company, and you as a leader. One more thing, there will be some late nights for cutovers or downtime – be there with them. Bring in dinner, help rack/stack or field phone calls. Nothing wrong with the IT Leader being in the trenches from time to time with the staff and understand their challenges. Don’t do their job for them, but be there to support them.
I think you have some good places to start, and map out your vision and plan to bring this IT organization back and communicate it, up and down the organization. Good luck!
Keep it positive!
Scott Arnett
scott.arnett@charter.net
About Me
- Scott Arnett
- Scott Arnett is an Information Technology & Security Professional Executive with over 30 years experience in IT. Scott has worked in various industries such as health care, insurance, manufacturing, broadcast, printing, and consulting and in enterprises ranging in size from $50M to $20B in revenue. Scott’s experience encompasses the following areas of specialization: Leadership, Strategy, Architecture, Business Partnership & Acumen, Process Management, Infrastructure and Security. With his broad understanding of technology and his ability to communicate successfully with both Executives and Technical Specialists, Scott has been consistently recognized as someone who not only can "Connect the Dots", but who can also create a workable solution. Scott is equally comfortable playing technical, project management/leadership and organizational leadership roles through experience gained throughout his career. Scott has previously acted in the role of CIO, CTO, and VP of IT, successfully built 9 data centers across the country, and is expert in understanding ITIL, PCI Compliance, SOX, HIPAA, FERPA, FRCP and COBIT.
I need to start a new Architecture Practice in 2012, your post really drove that home for me. What are the top 5 things I need to consider to get this started? I really enjoy your leadership and wisdom.
ReplyDeleteNick, I would start by defining what your goals and objectives for the new architecture team will be. Once you have that defined, build your organizational structure. Once the team is defined, let them help you define or select the framework you will be using. Next, I would start a communication effort to communicate to the organization the new team, their goals/objectives and benefit to IT. It will be essential to cut them from their old role, to many times they become level 3 support. In the event of a DR/BCP call, it is all hands on deck, we all understand that. For day to day operations, they are not in that role anymore, so break the strings as quickly as possible. I would also have a communication plan for all your strategic vendors on the new team. Vendor relationships for strategy/architecture belong to the new team now, operations stay with operations.
ReplyDeleteGood luck!
Scott, my problem with our architecture team is that we can't get out of running projects, fire fighting and that level 3 support you mention. When I push back to Sr. Management, they don't seem to get what the architecture team can do for the company. How can I handle that?
ReplyDeleteAlso, who sets the standards for IT - Operations or Architecture?
I love the blog, keep up the efforts, it really helps me.
Terry, great questions. My immediate response to your standards question is Architecture team. Operations needs to be focused on operations, performance, capacity - they have their hands full. At the same time, they need to be on board for the standards being defined by the architecture team, may not always agree, but they need to be aware, and support it.
ReplyDeleteYour challenge with Sr. Management is not that uncommon. You are asking them to add head count, tools, and overhead - expense. So what are they going to get for this investment. You have to do a great job showing the business value and how driving business capability and IT alignment will drive profit, customer satisfaction, and product delivery. Just to name a few.
Good luck!