Showing posts with label Execution. Show all posts
Showing posts with label Execution. Show all posts

August 14, 2019

Goals Vs. Tactics

I liked this saying from someone in the IDF. 

Be "flexible in tactics, but stay fixed on the goals!"

There are many ways to accomplish the same thing. 

And different people have their own approaches. 

As in the lyrics: "You take the high road and I'll take the low road."

That's absolutely okay. 

In fact, that's one of the strengths and benefits of diversity.

We bring different ways of looking at the world to the table.

Hence, we can bounce fresh ideas off each other and come to a great way forward. 

The main thing is that we focus on our goals and progress to achieve them. 

Be rigid on goals and flexible in tactics. ;-)

(Credit Photo: Andy Blumenthal)
Share/Save/Bookmark

July 25, 2019

@Bagels and Business with CEO Hair Cuttery, Dennis Ratner



Hair Cuttery has 1,000 company-owned Salons in 18 states in the USA.  

Dennis Ratner, the founder and CEO is a huge success story.

- Puts people first. 

- Gives back to the community. 

- Believes in vision, planning, and execution. 

- Dennis said: "Effort = Reward" and to be "Relentless" in pursuing your passion.

- Great roles model. 

(Source Video: Andy Blumenthal)
Share/Save/Bookmark

April 30, 2018

DMAIC Reengineering

A colleague gave a wonderful talk the other day on process engineering.

The key steps to reduce waste (Lean) or variation/defects (Six Sigma) are as follows:

Define - Scope the project.

Measure - Benchmark current processes.

Analyze - Develop to-be processes (with a prioritized list of improvements) and plan for implementation.

Improve - Executive process improvements.

Control - Monitor/refine new processes.

It was amazing to me how similar to enterprise architecture this is in terms of: defining your "current" and "future" states and creating a transition plan and executing it.

Also, really liked the Project Scoping questions:

- What problem do you want to solve/what process do you want to improve?
- Why do you need this?
- What is the benefit?  And to whom?
- What are your objectives for this effort?
- Who are the key stakeholders?
- When is this needed and why?

I think process improvement/engineering methodologies like this can be a huge benefit to our organizations, especially where the tagline is "Why should we change--we've always done it this way!" ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

April 26, 2017

BIG Difference Between Private and Public Sectors

So I thought this was very telling today about the difference between the public and private sectors...

I was teaching a class and gave the students a challenging scenario and problem and asked how they would solve it.

The class was a mix of leaders and managers from the public and private sectors--this time weighted mostly on the commercial side. 

Typically, the students from the government usually provide answers in terms of lengthy analysis processes, negotiations, vetting and getting buy-in and approvals through many layers of bureaucracy and red tape, as well as getting people to understand the what's in it for me (WIIFM) value proposition.

However, this time, one the students from the private sector said bluntly, the following:


We can either do it the easy way or the hard way!

So I asked, "What do you mean the easy and hard ways?"

And he answered:


The easy way is that we can try at first to appeal to people, but if that doesn't work then the hard way is we just do what needs get done.

Again with great interest and curiosity, I inquire, "And how do you that?"

This time someone else answers, and says:


We do "rip and replace"--we pull up the truck in the middle of the night and we rip out the things we don't like and replace it with what we do, period.

Then I ask innocently again, "So what happens the next morning?"

And the 2nd person answers again, and says:


Who cares, the job is done!

This reminded me a little of the old images of the mob gangster pulling up in the shadows of the night to someone's door that wasn't cooperating and applying the baseball bat to the knees!

Yes, it's a very different and extreme way of getting what you want and when you want it, done. 

Quite a BIG difference between the private and public sector approach to getting thing done!

One one hand, we have the speed and execution of the marketplace versus the more lengthly thoughtfulness and inherent compromises of government and politics. 

What's it gonna be--some bureaucracy, seemingly endless red tape, and horse-trading or the good ol' baseball bat to the knees? ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

September 22, 2016

Did You Know You're A Sinner

So walking down the street here yesterday, I ran into a sign and was handed a postcard, declaring:
"Sin Awareness Day"

Then I was confronted by a gentleman (or not so gentle) who proceeded to explain to me that I--and everyone else--are sinners!

Innocently, I ask, "Well, what have I done?"

The missionary answers with a stern face, "I'm sure you have lied!"

I said, "I don't think so," but then to play alone, I smirked and said, "Well what if I did?"

He answers and says, "You'll need to repent!"

Thinking that Rosh Hashanah (Jewish New Year) is right around the corner in a couple of weeks, I thought to myself, hey that's right in line with where I'm going anyway...

The guy continues--of course--to try to enlist me to his "savior" that he believes can save us from all our sins. 

I challenged and said, "Well, how about Moses?"

He roars back, "Moses?!!!" and starts railing on about "convert, convert, convert." 

Uh no, thank you, I am fine with the faith of my father, and grandfathers, and great grandfathers, etc. 

And I appreciate if we can avoid the forcible conversion parts of yesteryear from various empires, caliphates, crusades, and inquisitions, with no shortage of associated torture, executions, and expulsions. 

Then breaking this historical context and glancing at the back of the postcard that he handed out, I did like this one thing that it said:
"Sin is not primarily a measure of how bad you are, but a measure of how good you are not."

Heck, why be negative about ourselves (we are not inherently bad); instead see that we not living up to our potential and try, always, to do better. 

In that I am definitely a believer!  ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

May 12, 2016

From Top To Bottom


The the other day, I was walking through the grass.

I came across these toys horses that had been left in a pile.

I thought about the innocence and beauty of children.

How nice it is to just sit in the green grass and play with your horsies. 

Today, I was downtown and GWU has a big graduation going on.

This guy wrote on the bottom of his cap, "If youre reading this, I just graduated."

Of course, this is America, and so he left off the apostrophe (') in you're (you are).

Oh well--neither STEM nor spelling is apparently part of the education curriculum anymore. 

But how quickly the kids grow up and before we know they're college graduates. 

From childhood innocence and dependence to adulthood independence and its colorful assortment of sin. 

All grown up and what we hope happens next...

...off to start a big career, continue with graduate studies, marriage and kids of their own...the sky is the limit. 

We need smart and enthusiastic people coming of age with big ideas, teamwork, and precision execution to solve the ginormous problems we face.

Still huge debts, hunger and poverty, dreaded old to frighteningly new illnesses, a unsustainable use of our planet with tongue in cheek efforts to change, rising social inequity and racial tensions, and raging terrorism and WMD that is making a global and more deadly comeback.

I have no grads this year, but we sure as hell need every person coming off the assembly line to step up and make a difference. 

Right now, the leadership in the world (commercial, spiritual, and government) is overwhelmingly deadwood (people lacking in caliber and  integrity like Steve Jobs, the Lubavicher Rebbe, Nelson Mandela, and Ronald Reagan).

From failing products and falling profits, to "religious" sex abuse, demagogues overseas, and plenty of lying and corruption at home. We need and should expect more, demand more, perhaps in the young people there will be more--that is our hope and saving grace. 

(Source Photos: Andy Blumenthal)

Share/Save/Bookmark

January 10, 2016

Enterprise Architecture - Make The Leap

Another good depiction of enterprise architecture.

What we are, the divide, and what we want to be.

We have to make the leap, but only with good planning and decision-making governance. 

Otherwise, it's a long fall down the project failure abyss. 

Faith is always important, but so it doing your credible part. ;-)

(Source Photo: Via Instagram)
Share/Save/Bookmark

October 22, 2015

Measured {Leadership + Management} + Staff = Success!

So I heard from a colleague this week an argument about:

Too much leadership dilutes good management. 

AND [similarly]

Too much management dilutes good leadership.

What is this a tug of war (without the showy skirts please!)?

Or 

Can you ever have too much of a good thing? 


Typically, leaders provide the vision and managers the execution.

I don't see how it is really possible to have one without the other and have anything useful at the end of the day.

A vision without delivered execution is just another big idea.

And

Execution without a meaningful vision is just chasing your tail.

Too much leadership with grandiose vision after vision overwhelms the ability to manage a successful execution.

Too much management of the devils-in-the-details and even the best leadership vision isn't going to see the light of day.

So the conclusion:

Great leaders need to set the goal posts high but doable and then get out of the way so that talented managers can make sure to get the job done and done right.

And don't forget that it's a diverse and skilled staff that actually does the heavy lifting and need to be respected and appreciated.

Tug of war over! ;-)

(Source Photo: here with attribution to Jamie McCaffrey)
Share/Save/Bookmark

November 18, 2014

Say Little And Do Much

New Article by Andy Blumenthal here in Public CIO Magazine. 

"It's not what we say, it's what we do that really matters."

Hope you enjoy!

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

October 30, 2014

It's All In The Execution, Baby!

I took this photo on the left yesterday (while the one on the right is from a CD music set).

This lady was wearing this gorgeous shirt.

The words: "Hope, Progress, Change, Action. Yes we can Believe."

Aroud it were the tie-dye colors emanating like the sun,

It is very inspiring!

I was reminded of a similar 1960's slogan of "Peace, Love, and Rock & Roll."

Also good stuff and especially with the cool VW brightly painted minivan--who doesn't want that?

We all want great things from life.

The key is getting us from idea to execution.

Maybe not such a little thing, but that's what life is all about! ;-)

(Source Photo: Andy Blumenthal)
Share/Save/Bookmark

August 19, 2013

What YOU Need To Land That Next Job

Mashable (17 August 2013) has some good advice for job seekers--show you mean business and here's how to do it:

1) Integrity--This is the #1 fundamental. If you are not trustworthy, reliable, honest...you are more trouble than you're worth. Integrity underscores your character as a person and professional. If you cheat, lie, steal, and are self-serving, why would anyone want to associate with you, let alone have you work for them?

2) Adaptability--Change is constant and happening faster and faster. If you are status quo, "old school", and can't innovate your way off a typewriter, how in G-d's name are you going to help a business grow and adapt to changing market conditions?  Go-getters, trend-setters, and change-agents, desired and welcome. 

3) Problem-solvers-Anyone can complain and see problems, but it takes special folks to solve those large and complex ones. You need to be able to come up with a strategy, articulate it, and execute on it. If you see the bad in everything, but can't solve anything--you are part of the problem and not part of the solution.  If you have technical skills and can apply them, you are valuable to the organization. 

4) Self-Starters--No time to babysit snoozers, slackers, or the constantly tardy--organizations are looking for professionals. You need to hit the ground running. If you don't know what to do, how to do it, or can't pick up on it pretty quickly, this is going to be a painful experience. Those with initiative, enthusiasm, team players, and hard workers make it relatively easy,

5) Loyalty--Backstabbers, users, and serial job-hoppers, you're wasting precious time. If you're loyal to the organization and leadership, you deserve the same in return. Your value increases as you learn the organization, mission, and people and can apply your unique training and experiences over time. The organization wants you to grow with them. 

You're a fork, a spoon, and a knife and you are just what the organization is looking for. ;-)

(Source Photo: Andy Blumenthal)


Share/Save/Bookmark

October 1, 2012

First They Came For...


This was a short film/music video that my daughter brought to my attention. 

It reminded me of the famous quote about how anyone can be targeted and if we do not speak out, who will be there to speak for us. 

"First they came for the Jews
and I did not speak out
because I was not a Jew.
Then they came for the Communists
and I did not speak out
because I was not a Communist.
Then they came for the trade unionists
and I did not speak out
because I was not a trade unionist.
Then they came for me
and there was no one left
to speak out for me."

- Martin Niemoller

Warning: Graphic images--nudity and violence.

Share/Save/Bookmark

December 2, 2011

The Done Manifesto v2

The Done Manifesto with 13 principles of getting to done has been circulated since 2009 (and recently reprinted in LifeHacker). It was made into a poster and creatively illustrated with Rubik's cubes.
Below are the 13 principles revised and presented as The Done Manifesto Version 2.
(Copyright: Andy Blumenthal)
Of course, there is a 14th principle that could also be considered--I remember this from a poster that I first saw in the local newspaper and candy store in Riverdale--it was illustrated with a little boy on a toilet and a roll of toilet tissue and had a caption that said "No Job is Finished Until The Paperwork is Done." ;-)

Share/Save/Bookmark

June 5, 2010

Reorganization Best Practices

Sometimes a leader has to consider and implement a reorganization (“reorg”) as this can benefit a organization.

Organizations are not a static environment, but rather are dynamic systems. To survive, organizations must adapt to changes in the external environment and from changing forces within, by reorganizing in ways that improve the organization’s ability to perform.

Harvard Business Review, June 2010, has a couple of important articles on this topic (the articles are actually in reverse order in the issue):

1) “Change For Change’s Sake” by Vermeulen, Puranam, and Gulati

2) “The Decision-Driven Organization” by Blenko, Mankins, and Rogers

In the first article, the authors assert that “even successful corporations have to shake things up to stay ahead of the competition.”

  • Sometimes, this can be driven by changes in the competitive landscape necessitating that we adapt to meet these head on.
  • At other times, it is because of internal organization dysfunctions such as where: routines are stifling innovation, silos are hampering collaboration, and resources have become entrenched with the powerful few—these will hamper performance and potentially destroy the organization if not disrupted.

In the second article, the authors recommend that reorganizations should focus on better decision-making, i.e. on structures that “improves the organization’s ability to make and execute key decisions better and faster than competitors.”

  • Reorgs are seen as necessary for creating the right structure to perform: “Like Generals, they [CEO’s] see their job as putting the right collection of troops in the right place…Nearly half of all CEOs launch a reorg during their first two years on the job.”
  • Results of reorgs are generally poor: According to a Bain and Company study of 57 reorganizations, “fewer than one-third produced any meaningful improvement in performance. Most had no affect, and some actually destroyed value.”
  • Start with a “decision audit”: “Instead of beginning a reorg with an analysis of Strengths, weaknesses, opportunities, and threats [SWOT], structural changes need to start with what we call a decision audit. The goals of the audit are to understand the set of decisions that are critical to the success of your company’s strategy and to determine the organizational level at which those decision should be made and executed to create the most value.”
  • Align organizational elements to optimize decision-making: Organize assets, capabilities, and structures to “make the essential decisions and get those decisions right more often than not.” Similarly, align “incentives, information flows, and processes with those related to decision-making.”
  • Avoid conducting reorgs that degenerate into turf battles and horse-trading: “Powerful managers grad decision rights they shouldn’t really own while weak ones surrender rights they really should own. [Further,] people end up with responsibilities hat are defined too broadly or too narrowly, given the decision they need to make…without a focus on decisions, these power struggles too often lead too creeping complexity in an organization’s infrastructure.”

In my opinion, reorganizations are likely to be most successful when they have specific goals such as adapting to changes, creating new opportunities, closing gaps, and fixing misalignments. Simply “shaking things up” is not enough reason.

Secondly, aligning the organization around execution is as important as better planning/decision-making. Therefore, we should restructure around two areas—strategy (i.e. planning and decision-making) and operations. For example, in Information Technology, we could restructure and align the organization to improve:

1) Strategy formulation: This involves reorganizing to improve architecture and planning, investment decision-making, project management oversight, customer relationship management, and performance measurement. (Reference: The CIO Support Services Framework)

2) Operational execution: This involves reorganizing to improve IT execution of network and operations, systems lifecycle, information management, and information assurance.

Thirdly, success depends on implementing the reorg with people, funding, and other tangible changes that will help the reorg to meet its goals. This advances it from “redrawing the map” to giving it “the legs” to work on the ground, and is the most exciting stage in seeing the vision be fulfilled.

By reorganizing with specific goals, focusing on better decision-making and execution, and on fully implementing the reorganization with enabling structural and process changes, executives can broadly and deeply impact the performance of the organization for the better.


Share/Save/Bookmark

February 13, 2010

Fire In The Belly

Recently I read a classic article in Harvard Business Review (March-April 1992) called “Managers and Leaders,” by Abraham Zaleznik, in which he differentiates between these two frequently confused types of people.

Some highlights:

Leaders

Managers

Personality

Shape the goals

Solve the problems

Decision-making

Open up new options

“Limit choices” to execute

Relationships

Emotion-driven

Process-oriented

Risks

Prudent risk-takers

Conservative risk-avoidance

Sense of self

Strong and separate

Based on the organization

In my experience, Zaleznik was correct in observing that leaders and managers are very different. In particular, I have seen the following.

· Discipline: Leadership is more of an art, and management is more of a science.

· Orientation: Leaders focus on “the what,” (i.e. effectiveness) and managers on “the how” (i.e. efficiency).

· Aptitude: Leaders are visionaries and motivators, and managers are skilled at execution and organization.

· Ambitions: Leaders seek to be transformational catalysts for change, and managers (as Zaleznik points out) seek perpetuation of the institution.

Given that leaders and managers are inherently dissimilar, advancement from management to leadership is not an absolute, nor is it necessarily a good thing. However, many managers aspire to be leaders, and with training, coaching, and mentoring, some can make this leap. Those who can make their mark as leaders are incredibly valuable to organizations because they know how to transform, shape, and illuminate the way forward. Of course, the role that managers play is incredibly valuable as well (probably undervalued), but nevertheless, they support and execute on the vision of the leader and as such a leader commands a premium.

What I think we can take away from Zaleznik’s work, then, is that a leader should never be thought of as just a manager “on steroids.” Instead, leaders and managers are distinct, and the synergy between them is healthy, as they each fulfill a different set of needs. In this vein, when organizations seek to recruit from within the ranks for leadership positions, it would be wise for them to look at candidates more discriminatingly than just looking at their managerial experience. (In fact, counter to the conventional wisdom, the best leader may never have been a manager at all, or may have been a mediocre or even a horrible one!) We cannot just expect that good managers will necessarily make good leaders (although to some extent success may breed success), but must look for what fundamentally makes a leader and ensure that we are getting what is needed and unique.

So what can a person do if they want to be a leader? In my view, it starts with believing in yourself, then genuinely wanting to achieve a leadership position, and after that being willing to do what it takes to get there. Baseline efforts include advancing your education, hard work, building relationships and credibility, and so forth, but this is only part of the equation.

The truth of the matter is, you can go to an Ivy League school and leadership boot camp for twenty years, but if you don’t have passion, determination, and a sense of mission or cause that comes from deep inside, then you are not yet a leader. These things cannot be taught or handed over to a person like a baton in a relay race. Rather, they are fundamental to who you are as a person, what drives you, and what you have to give to others and to the organization.

Regardless of what role we play, each of us has a unique gift to share with the world. We need only to find the courage to look inside, discover what it is, value its inherent worth (no matter what the dollar value placed on it), and pursue it.


Share/Save/Bookmark

February 4, 2010

What Clarity of Vision Looks Like

I saw this photo and thought this is a great image of why we need a clear vision and plan for the organization.

So often we're going in all these different directions and we may not even realize it or can't seem to get control over it.

That's where strong leadership, planning, and execution come into play.

We need to move with a unified purpose if we want to really get somewhere.

Share/Save/Bookmark

January 10, 2010

Motivated by Progress

There are all sorts of theories about what motivates people. The two most popular are Maslow’s Hierarchy of Needs and Hertzberg’s Theory of Motivation.
Maslow (1954) believed that people fulfill needs from the lowest to the highest order in terms of physiological, safety, social, esteem, and self-actualization.
Herzberg (1959) understood that more specifically at work, there were five key motivators to job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. Things like salary and working conditions were believed to not provide satisfaction, but could lead to job dissatisfaction.
An article in Harvard Business Review (January-February 2010) underscores Hertzberg’s belief that achievement is the greatest work satisfier of all, as the article states: “we now know what the top motivator of performance is…It’s progress.”
· Workers are energized when “they’re making headway in their jobs, or when they receive support that helps them overcome obstacles.”
· Workers are demoralized when “they feel they are spinning their wheels or encountering roadblocks to meaningful accomplishment.”
Bottom line is that most people generally want to work and be productive human beings: when we contribute positively to the world, we feel a purpose to life. Achievement and progress means that we somehow leave this world a little bit better than when we arrived, and the whole thing is not meaningless. The daily growing pains of life are not in vain—we are contributing to something greater—something that outlasts ourselves.
Recently, I read that only 45% of workers were satisfied with their jobs (based on finding from the Corporate Executive Board). Even in a horrible economy, people are not satisfied with a paycheck. They want to feel good about what they are doing and that they are doing something.
Something is getting in the way of people’s feeling of progress at work or their level of job satisfaction wouldn’t be the worst in decades.
The authors of the Harvard Business Review article state “the strongest advice we offer [to leaders] from this study…”scrupulously avoid impeding progress by changing goals autocratically, being indecisive or holding up resources.”
The point is that a leader is first and foremost an enabler for progress. If they are holding back their people, rather than helping them, we have dysfunctional leadership at its core.
So in simple terms—effective leaders must:
· VISION: Set and articulate a compelling vision/strategic direction for organization bringing their people into the process through genuine inclusion.
· DECISION: Make decisions with a reasonable and responsible level of analysis and consideration, but avoid analysis-paralysis, wavering, and indecision.
· EXECUTION: Give your people the authority, accountability, resources, training, and tools to execute or as the saying goes, “put your money where your mouth is.”
Progress and employee satisfaction will not be achieved with just one or two of the three: If the employees want to move forward on leadership vision, but they can’t get needed decisions to really execute, the vision is for all intensive purposes, dead on arrival. And even if employees have a vision and the needed decisions to operationalize it, but they can’t get the resources to really see it through, progress is slowed, stunted, or perhaps, not even possible at all.
Perhaps this is one reason for the high project failure rate in organizations that we’ve seen for years now resulting in cost overruns, missed project schedules, and requirements that go unmet.
Yes, workers will always seek job satisfaction, but its not just about more money, more benefits, more recognition, more advancement, like so many erroneously still believe. Rather, the Holy Grail to worker satisfaction is a leadership that knows how to let them really be productive.
I believe that true leadership success is measured in progress, and a sure sign of organizational progress is when employees feel productive. A good metric for “progress” is whether employees are engaged and (to put it simply) happy.

Share/Save/Bookmark

May 16, 2009

Executives, One Foot In and One Foot Out

The last thing any executive should be doing is getting caught up in the weeds of management. The executive needs to lead and define the organizational strategy and the management team needs to execute. The executive is the link between what needs to get done (stakeholders’ needs) for the stakeholders and getting it done (management execution) through the organization’s people, process, and technology.

How does the executive perform this linking role?

Not by looking myopically inside the organization, and not by jetting around the globe shaking hands and kissing babies. Peter Drucker said “ The chief executive officer (CEO) is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. “

In Harvard Business Review, May 2009, A. G. Lafley the CEO of Proctor & Gamble see’s that the CEO’s job is to “link the external world with the internal organization.”

The executive is the bridge between inside and outside the organization. And by having one foot in each, he/she is able to cross the artificial boundaries and bring vital stakeholder requirements in and carry organizational value back out.

Lafley breaks down the CEO’s role into four key areas, which I would summarize as follows:

  • BUSINESS SCOPE: Determining “the business we are in” and not in.  No organization can be everything to everybody. We need to determine where we will compete and where we will withdraw. GE’s Jack Welsh used to insist on working only in those markets where GE could be either #1 or #2. Drucker’s view is that “performing people are allocated to opportunities rather than only to problems.”
  • STAKEHOLDER PRIORITIZATION: “Defining and interpreting the meaningful outside”–this is really about identifying who are our stakeholders and how do we prioritize them?
  • SETTING THE STRATEGY: Balancing “yield in the present with necessary investment in the future.” Genuine leaders don’t just milk the organization in the short term, but seek to deliver reasonable results immediately while investing for future performance. Lafley states “We deliver in the short term, we invest in and plan for the midterm, and we place experimental bets for the long term.”
  • ORGANIZATIONAL CULTURE: “Shaping values and standards.” Lafley argues that “the CEO is uniquely positioned to ensure that a company’s purpose, values, and standards are relevant for the present and the future.” Of course, the culture and values need to guide the organization towards what matters most to it, to meeting its purpose, and satisfying its stakeholders.

To me, the Drucker-Lafley view on the CEO as a bridge between boundaries inside and outside the organization, can be extended a step down in the organization to other “chief” roles. The CEO’s vision and strategy to deliver value to the stakeholder to the role is fulfilled in part by the chief information officer (CIO) and chief technology officer (CTO). Together, the CIO and CTO marry needs of the business with the technology to bring them to fruition. Within the organization, the CIO is “outward” facing toward the needs of the business and the CTO is “inward” facing to technology enablement. Together, like two sides of the same coin, they execute from the IT perspective for the CEO.

Similarly, the chief enterprise architect (CEA), at the next rung—supporting the CIO/CTO, is also working to span boundaries—in this case, it is to technically interoperate the organization internally and with external partners The chief enterprise architect works to realize the vision of the CEO and the execution strategy of the CIO/CTO.

The bridge the CEO builds links the internal and external boundaries of the organization by defining stakeholders, scope, business strategy, and organizational culture. The CIO/CTO build on this and create the strategy to align business and technology The CEA takes that decomposes it into business, information, and technological components, defining and linking business functions, information flows, and system enablers to architect technology to the business imperative.

Three levels of executives—CIO, CIO/CTO, and CEA, three bridges—inside/outside the organization, business/technology sides of the organization, and business process/information flows/technologies within. Three delivery mechanisms to stakeholders—one vision and organizational strategy, one technical strategy and execution, one architecture plan to deliver through technology.


Share/Save/Bookmark

January 24, 2009

Vision and The Total CIO

Vision is often the telltale demarcation between a leader and a manager. A manager knows how to climb a ladder, but a leader knows where the ladder needs to go—leaders have the vision to point the organization in the right direction!
Harvard Business Review, January 2009, asks “what does it mean to have vision?”
First of all, HBR states that vision is the “central component in charismatic leadership.” They offer three components of vision, and here are my thoughts on these:
  1. Sensing opportunities and threats in the environment”—(recognizing future impacts) this entails “foreseeing events” and technologies that will affect the organization and one’s stakeholders. This means not only constantly scanning the environment for potential impacts, but also making the mental connections between, internal and external factors, the risks and opportunities they pose, and the probabilities that they will occur.
  2. Setting strategic direction”—(determining plans to respond) this means identifying the best strategies to get out ahead of emerging threats and opportunities and determining how to mitigate risks or leverage opportunities (for example, to increase mission effectiveness, revenue, profitability, market share, and customer satisfaction).
  3. Inspiring constituents”—(executing on a way ahead) this involves assessing change readiness, “challenging the status quo” (being a change agent), articulating the need and “new ways of doing things”, and motivating constituent to take necessary actions.
The CIO/CTO is in a unique position to provide the vision and lead in the organization, since they can bring alignment between the business needs and the technologies that can transform it.
The IT leader cannot afford to get bogged down in firefighting the day-to-day operations to the exclusion of planning for the future of the enterprise. Firefighting is mandatory when there is a fire, but he fire must eventually be extinguished and the true IT leader must provide a vision that goes beyond tomorrow’s network availability and application up-time. Sure the computers and phones need to keep working, but the real value of the IT leader is in providing a vision of the future and not just more status quo.
The challenge for the CIO/CTO is to master the business and the technical, the present and the future—to truly understand the mission and the stakeholders as they are today as well as the various technologies and management best practices available and emerging to modernize and reengineer. Armed with business and technical intelligence and a talent to convert the as-is to the to-be, the IT leader can increase organizational efficiency and effectiveness, help the enterprise better compete in the marketplace and more fully satisfy customers now and in the future.

Share/Save/Bookmark