Tackling an IT Transformation is a difficult, grueling, and tiresome endeavor for IT professionals and end-users alike due to the paradigm shift both parties must inevitably come to terms with. If you are embarking on transformation in IT, then I would strongly suggest that you consider the following framework and logical approach.
Define IT Transformation by the Why and How
Firstly, before you approach the tactical deliverables, look at the strategic elements required for an IT Transformation. This requires leaders in IT need to define why the transformation is needed and how it will create IT Value. These aspects need to be clear and concise in order to:
- Sell the IT Transformation to the Executive team (CEO, CFO CxO),
- Effectively communicate the IT Value to your internal team as well as the end-user community.
Ensure You Do Not Confuse the Two
For example, “outsourcing” is not an appropriate why; this is a how. “We believe that IT can be more efficient and effective at delivering services” is a good example of the start of a persuasive why.
If you are looking for inspiration please watch please watch this Simon Sinek’s Ted Talk, it will help provide some better fundamentals to how to craft your organizations why and ultimately sell your IT Transformation.
There are multiples challenges to large transformations in IT, not the least of which is the impact on the organization’s culture and the pace of change. The following framework is one that we’ve used successfully in the past in order to help IT organizations change their paradigms.
The above diagram gives you a simplistic model for the logical order in which the aspects of your IT Transformation should be addressed; however, this structure is not so prescriptive as to eliminate the potential for a more parallel approach. That is, though we believe that the structure of your organization needs to be established before you tackle the ‘Process’ or ‘People’ elements, this doesn’t necessarily mean that you cannot progress those items. In fact, I’d argue that the structure does not follow the typical “waterfall” methodology of project management, but rather is akin to an integrated project management plan that leverages the agile approach to its deliverables. Either way, the above diagram is a good starting point for leaders implementing IT transformation to organize their tactics and deliverables.
Don’t Forget the What of IT Transformation
Lastly, make sure you define the what for your organization. These typically take the form of metrics or KPIs that you are currently measuring that will improve by embarking on the IT Transformation.
I hope you’ve found this post intriguing and if you have questions, comments, or concerns we’d love to hear from you.