This topic is all about ambition and opportunity. We often hear about ‘joined up thinking.’ But nobody seems to be doing anything about making sure that we have properly joined-up-management for a joined-up-world.
This was my theme for my plenary session at the ICTWM conference in November 2010 where I gave a quick insight into how this could be the biggest opportunity yet for IT.
You can see the recording of my presentation below.
In the interests of doing things differently, I used the Pecha Kucha approach to present 20 slides in 400 seconds:
My presentation is the ‘ice-breaker’ that sets out an alternative future for IT that could add significant value for ALL concerned: practitioners, providers and stakeholders alike.
Please use the form below if you would like to contact Colin Beveridge and discuss your opportunities for improving properly joined-up-management:
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Hi Colin,
I just got around to watching your pecha kutcha to the ICTWM. Seems you somewhat stunned the audience (who I take to be mostly IT folks?). It amused me to hear two of those with questions claim to be doing *projects* that were integrating business systems. Clearly there is a long way to go to achieve the new mindset you alluded to!
I agree with so much of what you said. But I wonder whether there is any point in talking to the technologists? Surely it is the CEO who must take responsibility for his/her business as a system within a system of systems. Or rather, as one systems within ‘the environment’ which is provided by the world as we know it. Without the engagement, nay sponsorship, of the CEO, I somehow doubt the ability of any other person in the C-suite to achieve the cross-functional consensus that is needed to achieve the necessary transformation.
But as Deming observed, “survival is not mandatory”.
There seems to be two key barriers. 1) Few CXOs seem to appreciate the need for joined-up thinking. 2) Those that do don’t really know how to achieve a successful transformation… they can see the issues, but not the solutions.
Change projects are still seen as separate and distinct from business-as-usual. Technology is promoted as a solution and an end in itself, instead of a means to an end. The focus is on cuts and efficiencies, instead of on outcomes and effectiveness.
So… how do we take these important messages to the business leaders who make all the key decisions (when they make any)?