DeepRoots™ was created in answer to a simple question,
Through years of working with clients we had seen this happen too many times. We realized that the reason was that the focus was typically in all the wrong places. While there was significant focus on technology and process and structures, there was very little focus on the two things that really made the biggest difference - building business-driven capabilities and developing the people that would deliver them.
The goal of our DeepRoots™ methodology is to create lasting organizational change through a focus on these two simple, yet powerful anchors:
From this simple foundation, six core principles and an execution methodology evolved. Together, they are the building blocks to mobilize IT teams around a common vision, to rapidly develop core capabilities that deliver measurable value and to create lasting, organizational change for the better.
Thoughts, Ideas & Real World Experiences About Transforming IT Organizations
We in the Service Management industry have made a big deal about putting our services in the context of business value. That is the right thing to do, but it is misaligned when we discuss the value of Service Management. The cold, hard truth about Service Management is that it has no value in-and-of itself. "Finding Value in Service Management" delves into how the real value of Service Management is only found when…
Let's face it, sometimes we're literally thrown into an IT/business relationship with no history, faced to come up with a quick solution and expected to deliver results that show value to our customers. "Communications: Building and Maintaining Effective Business Relationships" discusses why the power of the liaison position can be an outstanding way to build and maintain effective business relationships that do just that.
The most well run organizations in the world are masters at defining and understanding their markets and customer segments. World class IT organizations should be no different. Our latest article, "Creating a Service Portfolio Through Markets and Customer Segments," discusses how to create a service portfolio that is both relevant and designed to deliver optimal value to your customers.
While traditional performance management practices focus on fixing individual and team weaknesses, this presentation explores strengths-based strategies for increasing team performance, team member fulfillment and overall project results.
Your company may be giving IT vendors more help with their innovation than your own. Our latest article,"Are You Leveraging Your Vendors for Innovation?"discusses how to work with your vendors to not only implement innovation in their products and services, but how to leverage your strategic vendors to help your company's innovation and improve the value of IT to your business.
