information and technoloy as business assets
TRANSCRIPT
1@marksmalley
How important are information and technology as business
assets?
2@marksmalley
Together Let’s Stop Traffick , LA, 9 November 2015
Information & technology
as business assetsMark Smalley, The IT Paradigmologist, ASL BiSL Foundation
[email protected] www.linkedin.com/in/marksmalley@marksmalley
3@marksmalley
Labeling of axes is crucial @Pascallisch
An outsider’s perspective
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Storyline
• Marriage counselling for business people & IT people• The IT service consumer’s role • Aligning I&T with organizational goals• Organisational design of I&T in the G.R.E.A.T.* context
* Global Resource EpiCentre Against Human Trafficking
5@marksmalley
Mark SmalleyThe IT Paradigmologist
Happ
ines
s (%
)
Manager
Prog
ram
mer Consultant
Paradigmologist
Work is more fun than fun – Noël Coward
[email protected] www.linkedin.com/in/marksmalley@marksmalley
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Speed and unpredictability of business changeComplexity of information systems
Troubled relationship between business and IT
Top IT topics
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ITBusiness
These guys are weird
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• Are bureaucratic and slow• Speak in techno-babble• Think that they know what we want • But don’t have a clue what we need• The last people we want to call
What do Business people think about IT people?
9@marksmalley
ITBusiness
These guys are weird
10@marksmalleysource: theworkplacetherapist.com
• Don’t know what they want• Are always changing their mind• Won’t take responsibility• Are never satisfied• Blame us for everything
What do IT people think about Business people?
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Demand& Use
IT Supply
Architecture & Governance of IT
How much to invest in I&T?Which investments to make?
How to delegate to IT?
How to ensure effective use?How to protect information?How to demonstrate good
management?
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Demand& Use
IT Supply
Architecture & Governance of IT
Super usersSuper (duper) users Information managers
Business analystsSystem owners
Van Haren Publishingfree e-book
BiSL Pocket Guide http://bit.ly/1Qs7jrI
Planning andresource management
Financialmanagement
Demandmanagement
Contract management
Use management Functionality management
Information strategyI-organization strategy
Connecting processes -
operational level
Strategic user relationship management
Informationcoordination
Changemanagement
Transitionmanagement
Strategic information
partnermanagement
Strategic supplier
management
End usersupport
Business datamanagement
Operational suppliermanagement
Specifyinformation requirements
Designnon-automated
informationsystems
Prepare transition
Review and testing
Man
agem
ent
proc
esse
s
Define I-organization
strategy
Connecting processes -
strategic levelSt
rate
gic
Oper
atio
nal
Man
agin
g
Informationlifecycle
managementInformation
portfoliomanagement
Establishbusiness process
developments
Establish information
chain developments
Establishtechnologicaldevelopments
14@marksmalley
CASE: The Dutch Police Force
Problem: Undetected repetition of crimes across different police regions due to poor information exchange
Solution: Use of BiSL to improve management of information between 26 semi-autonomous regional organizations
Benefits: 1. Better policing of persistent offenders2. Lower costs of I&T (incl. rationalization of IT assets)
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Perceivedsurvivor support
Perceivedjustice
Perceivedsafety
OTHER RESOURCES human, financial, social capital etc.
INFORMATION SYSTEMS SOCIETALBENEFITS
SERVICEOUTCOMES
Research
Training
Classified information
Open sourceinformation
SERVICEFUNCTIONS
Build
Plan
Use
IS functions
Business & IT
Run
More effectivejudicial
proceedings
Higher %solved cases
Better victimrehabilitation
Bett
erco
mm
unic
atio
nBetter IS functionality
Fewer/shorterIS outages
More secure IS
IS outcomes
From techno-babbleto societal benefits
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What influences G.R.E.A.T.’sorganizational design?
Organizational design of I&T is informed by G.R.E.A.T.’s systems and organization (including the ecosystem)
1. Multiple semi-autonomous organisations with diverse organizational and regional cultures
2. Complex emergent nature of G.R.E.A.T.’s environment
3. Operational and political sensitivity of G.R.E.A.T.’s mission
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1. Semi-autonomous organizations with diverse cultures
Smart collaboration at operational, tactical and strategic levels• Multidisciplinary teams with ‘T-shaped’ professionals• Consider the performance of the entire system (1)• Create and amplify feedback loops (2)
1
2
A B
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1. How well do you ‘T-shape’ up?
In-depthknowledge
of a few fields and systems
Boundary-crossing collaborative competences Broad understanding of many fields and systems
In-depthknowledge
of a few fields and systems
Boundary-crossing collaborative competences Broad understanding of many fields and systems
In-depthknowledge
of a few fields and systems
Boundary-crossing collaborative competences Broad understanding of many fields and systems
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2. Complex emergent natureof G.R.E.A.T.’s environment
Continuously explorative and adaptive organization• Invest in both continuous improvement and
discontinuous and disruptive innovation• Think safe-to-fail (not fail-safe)
‘experiments’ (3)
The Three Ways of DevOps,The Phoenix Project
1
2
3A B
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2. Cynefin sense-making framework (Dave Snowden, Cognitive Edge)
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3. Sensitivity ofG.R.E.A.T.’s mission
• Dual focus: victim-centric and perpetrator-centric • Utmost diligence in balancing transparency and
security in information gathering and sharing • Need for appropriate management and governance
constructs
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Bus Mgt App Dev
Bus Ops IT Ops
Plan
Build
Use
Run
InfoSyst
Identify
Benefit
Use
Evaluate
Apply
SpecifyDevelop
Deploy
RunSupport
3. Management of I&T
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3. Governance of I&TCOBIT®5, ISO 38500
Governors
Owners
Governors’ resources
Principles, policies and plans
Organizational structure, roles
and responsibilities
GoalsControls
Governors’ tasksDirect
MonitorEvaluate
Managers
Evaluate Direct
Monitor
Appoint
Report
Culture eats org charts for breakfast
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Summary (1/2)
• Govern and manage I&T as two intimately intertwined but separate entities
• Define the business’ I&T role as a confident and competent dancing partner – sometimes in the lead, and other times trusting IT’s guidance
Van Haren Publishingfree e-book BiSL PG http://bit.ly/1Qs7jrI
25@marksmalley
Summary (2/2)
• In complex adaptive environments, forget the illusory control of ridged processes and project plans and rely on ‘probe-sense-respond’
• Trust your people to experiment and learn, and constantly adjust to changing circumstances
• You are not a factory, you’re an organism• Get out of your silos and invest in relationships• You need each other, you’re on a mission• Be G.R.E.A.T. for the greater good
26@marksmalley
Together Let’s Stop Traffick , LA, 9 November 2015
Mark Smalley, The IT Paradigmologist, ASL BiSL Foundation
[email protected] www.linkedin.com/in/marksmalley@marksmalley
Information & technology
as business assets