When we engage with a new client, there are often a lot questions about how this works and the impact it may have on the organization.
When engaging on a project, we adhere to a few principles that guide our work:
There are a lot of very smart people in your organization. You already have most of the knowledge and expertise you need to transform your organization. Our job isn’t to bring in some secret sauce, it’s to help bring your team together and guide them through a process to find the answers to your business problems.
We don’t bring in armies of consultants and purport to be able to do everything for you. Our entire methodology is about building leaders and changing fundamental organizational behaviors. We can’t do it without you! That means that your teams will have to be heavily engaged, but this shouldn’t be viewed as a side effort. What we’ll be working on is fundamentally a core part of their job.
While our consultants will spend as much time on-site as necessary to ensure that we deliver results, we are just as focused on supporting the development of your team. Our goal is to build leadership and transformation skills within your teams and that can happen much more slowly if we’re there all the time. Typically, we spend a lot more time on-site at the beginning and slowly begin transitioning to remote support. Ultimately, this cuts down on travel costs and ensures that your team is building the skills they need to continue and sustain the changes long after we’ve left.
To affect a cultural transformation will require steadfast and sustained executive support. In truth, what we will really need is a Change Champion. An executive who is willing to be the personification of the culture he or she is trying to create.
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.
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