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Category Archives: Value Generation
Principles as Attractors and Safety Mechanisms
Governing IT to generate innovation and value means having the business unlock resources for these purposes. Safe-to-fail experiments — the hallmark of probing for opportunity — are a type of “project”, therefore, that will be run. They will tend to … Continue reading
Governance models for the real world
Different types of order require different approaches to leadership, and thus different approaches to governance. First, let’s get situated. If you’re not familiar with the Cognitive Edge Cynefin Framework, this post is going to lean on it heavily. Dave Snowden, … Continue reading
Portfolio classes for the greater recession
In an economy that doesn’t move forward easily if at all, the traditional classes in portfolio planning aren’t enough. A Governing Board needs to establish a mix designed to deal with a long period of malaise. That would be now, … Continue reading
The kill decision
Probably the hardest decision to make in any organisation is the decision to kill a project that’s underway. Time, effort and money has been sunk into it. There are expectations of its completion — successful completion is preferred, but, when … Continue reading
Teachable moments
Most IT systems deployed to this point are designed to do two things: monitor and control operations, or portray information (e.g. business intelligence systems). Knowledge management was brought forward as a third leg — capturing, coding and using knowledge gained … Continue reading
Evaluating performance for results
Most managers I know hate to do performance evaluations. (I’m one of them, by the way.) In the typical enterprise, evaluations have become a way to find reasons to hold pay down. The amount available for increases is limited, as … Continue reading
Breaking up the monoliths
I worked with a fellow analyst in the 1990s who used to stand on stage and say that buying SAP was a lot like pouring concrete over an organization. That’s not a dig at SAP — you could have said … Continue reading
Digging into deployment
You can’t get the promised return on investment (ROI) if people don’t use the features that supposedly generate that return. That’s why spending time after deployment understanding usage, and making changes to get the benefits, matters so much. It’s one … Continue reading
Keeping it small
Organizations exist to grow. (It’s why we make the transition from being a solo practitioner to thinking about working with others, and, of course, organizations create room for newcomers to learn “on the job”, making them ideal for new entrants … Continue reading
