In my last blog, I introduced several  ‘IT Paradoxes’  from Martha Heller and from my experiences, and the Seven ‘IT’ Habits that can mitigate or resolve these paradoxes.  By developing and improving these Habits and using them to address paradoxes, barriers, and issues, IT organizations, and the business, will see these improvements:

 

  • Faster Throughput (projects and processes)
  • Less Costly (unit costs)
  • Better Quality (products, software, systems and processes)
  • More Agility (ability to change)
  • More Capacity (do more with less)
  • Better Risk Management
  • Better Place to Work (less stress, turnover, etc)
  • Improved Trust and Credibility (less conflicts)

 

Let’s take a couple of paradoxes/barriers mentioned before and see which Habits IT Leaders must develop/improve to mitigate or eliminate the paradox/barrier.

1. The Business wants IT to be strategic, but force them to spend most of their time on operational issues.

This paradox can be complex, but usually exists because IT has low credibility with the its business peers and/or inadequate IT leadership.  ‘Leaders’ in IT must resolve this paradox by: (1) Build  trust and credibility; (2) Understand  the business, model and industry; (3) Align goals and objectives; and (4) Lead  People.

2. ‘IT’ can make or break a company, but its leader(s) are infrequently members of C – level executive groups.

This paradox is a good measurement of the overall success of, or lack of, an IT organization, and is a direct measure of leadership in IT.  C-level leaders in other parts of the business tend to see opportunities, issues, etc. in ‘shades of gray’ where many IT leaders see the same in terms of ‘black and white’, which can cause a lack of trust and credibility, and thus conflicts.   ‘Leaders’ in IT need to improve these Habits to resolve this paradox: (1) Build  trust and credibility; (2) Understand  the business, model and industry; (3) Lead  People; and (4) Adapt to change.

Next blog, I will discuss what it means to build trust and credibility, and how to begin.