university of alberta connect 2015 conference it in motion… 1
TRANSCRIPT
1
University of Alberta CONNECT 2015 Conference
IT in Motion…
2
Françoise Morissette. M.Ed., P.C.C.
Academic Françoise has been a Faculty
Member at Queen’s University’s IRC since 1994, and was made a Fellow in 2006.
In 2008, she became a Fellow of the Wallace McCain Institute at UNB.
In 2009, she joined the University of Alberta’s School of Business, where her focus is on leadership.
Consulting & Coaching Françoise is a major
contributor to the field of OD Writing With HR expert Amal Henein,
CHRP, she wrote Made in Canada Leadership, published in May 2007.
3
The Context …
4
Volatile: Changes quickly, frequently and often, surprisingly…
Uncertain: Lacks predictability, difficult to forecast, conflicting trends…
Complex: Encompasses numerous issues, which may conflict and confound…
Ambiguous: Hard to discern what is significant, relevant & meaningful; many ways to interpret a situation…
VUCA: The New Normal
5
The world is changing and consequently, organizations must transform to remain effective, relevant, sustainable, and successful.
Our Challenge…
6
It’s about Remaining Fit for Purpose…
Universities
Monarchies
Libraries
7
Private: Death Public: Irrelevance
• Blindsided: did not see the future coming
• Did not renew, re-invent in time to remain relevant & sustainable
• Too focused on Management, not enough on Leadership
• Declared bankruptcy!
Disconnected with mandate & purpose
Internally focused
Structure & processes out of date with current realities
Questionable appointment system
Or Face a Bleak Future…
BLUEPRINT
8
DIAGNOSE
DECIDE
DO
9
In The Past…
IT Departments had a well-defined set of responsibilities, including:
systems administration & maintenance
policy & regulatory compliance cost reduction & control
IT Systems were designed in silos, if not isolation…
IT Professionals were cast in expert roles, performing administrative functions
10
Today…
IT Departments are asked to deliver on organizational strategy, boost productivity, enable change, provide new solutions etc…
IT Systems: are aligned to the business strategy, geared to produce specific outcomes such as better analytics, increased agility, enhanced online capacity…
IT Professionals: are expected to play a strategic role, lead, innovate, and partner all around…
11
Implications for Organizations
Organizations must intentionally design & manage their Digital Estate: IT is the highway to the future.
IT architecture must be conceived strategically, with the whole system in mind
Analytics have to be rigorously designed and impeccably delivered
IT professionals must be equipped with new capabilities.
12
New Roles… New Capabilities
… NEW CAPABILITIESSystems Thinking, Design & ActionChange/ Innovation Leadership
Collaboration & Support
NEW ROLES…Organizational Architects
Change/ Innovation Catalysts
Valued Partners
13
ORGANIZATIONAL ARCHITECTS
CHANGE & INNOVATION CATALYSTS
VALUED PARTNERS
13
DECIDE
15
The Disease: Silo Thinking
Issue Impact
• Several platforms, often incompatible with each other, at different stages of life…
• Difficult communication between platforms
• As age increases, problem frequency increases as well as cost to fix
• Several public websites which vary in navigation, look & feel
• Confusing to the public• Gaps and duplications
• Non-existent or poorly designed IM Strategy
• Poor data reliability and security • Version control issues
16
Define Measures
& Reporting
Set Up Governanc
e
Finalize Plan
Implement Plan
Do
Overall Approach
Strategic Sequence
Decide External
Drivers
Diagnose
The Cure: Systems Thinking
17
18
Priority: Linking Architectures
20
Integrated Strategic Architecture
21
Monitoring & Reporting Progress
Edmonton reports on progress made in ‘The Way Ahead’ through Citizen Dashboard: transparent, accountable, user friendly … with the right analytics
https://dashboard.edmonton.ca/
23
Food for Thought…
‘Too often, implementing enterprise-wide IT neglects the human factor.
Recent research shows it is not the “hard” technology acquisitions that guarantee organizational success, but the integration into the change management strategy geared to raise the human system’s performance.
Users must be engaged in implementation planning at the beginning, instead of as an afterthought.’Ivey Business Journal, Jan-Feb 2008
http://iveybusinessjournal.com/publication/using-a-change-management-approach-to-implement-it-programs/
24
IT Implementation: High Stress Factor
ChangeTransition
Event
External
Episode
Can be quick
Outcome driven
Focus: Getting there
Experience
Internal
Gradual
Always slow
Loss driven
Focus: Being there
25
Why? Because of Transition Issues…
26
Leading Change & Transition
26
27
IT’s Key Role during Times of Change
What can you do? How can you help?
28
Change, CI & Innovation Continuum
Continuous Improvement: Incremental, Evolutionary
Breakthrough Innovation:Transformative, Definitive
29
Hack Days at Shopify
Hack Days enable employees to focus on a topic of interest and find a solution
They have to ‘ship’ the solution at the end of 2 days
They happen every 3 months
Shopify is now considering increasing the frequency given the spectacular success
https://www.youtube.com/watch?v=v80UVaw-qmA
32
Technology Partners
Founded in 1995 in London, Ontario, the company has expanded internationally.
Market: small to medium enterprises, residential customers, typically served on site.
Services: computer &
network installation , support, web design, security consulting.
Business Model: Independent contractors: EnterpreNerds share the brand.
Capacity Building: University of Nerdology, Tech Forums, Product & Service Wiki Boards, Reboot Conferences etc…
33
CHARGE: Culture Pillars
Confident, Competent CEO
H Honesty
A Attitude of Humility
R Responsive and Resourceful
G Coal and Destination Focused
E Engaging and Enthusiastic
C C : Capacity
E : Expansion
O : Orchestrator
https://www.youtube.com/watch?v=5-ltD2p3tYw
34
Critical Success Factors
Smart, Effective Branding
Clear Talent Descriptors: CHARGE
Partnering is at the core: with clients, each other, community
All Qs are equally important: IQ: Brain Capacity EQ: Relationship Capacity SQ: Trustworthiness Capacity
35
Key Learnings
36
DO
FOCUS
STRATEGIZE
LEAD ON!
36
37
The What The How
1.Stakeholder Engagement Process, not event With people, not To people
2. Organization & IT Alignment• Strategy• Architecture
3. New Capability Development
• From knowledge to know how…
• To ‘the way we do things around here’…
4. Leadership Bench Strength• For designated &
• Distributed leaders
The Focus
37
38
Leadership Capacity
Much like electricity brings physical systems to life, leadership moves organizational systems to action, performance and transformation
Demand for leadership energy increases with task magnitude
Function
Perform
Transform
38
39
Designated Leaders
Who? People in formal leadership roles
Goal: Designated leaders provide high quality leadership
Why? They influence 60-80% of outcomes
Key: Top Talent in Top Roles
Kathy Bardswick CEO
The Co-operators
Gregg Saretsky CEO, WestJet
39
Leadership Talent Distribution
Low20%
High20%
Average to Very Good60%
40
41
Distributed Leaders
Who? Everyone else: Leading from every chair’
Goal: More people provide leadership across the system
Why? System contamination for transformation
Key: Empowerment & accountability; supportive culture; access to development
41
42
My One Thing…
What is the One Thing you will start doing tomorrow to show up and make a difference as an innovative leader?