As always any LinkedIn.com links require you to be a member of the site and the group links require you to be a member of the group.
In recent weeks, I have posted two pieces relating how a discussion thread on the LinkedIn.com Chief Information Officer (CIO) Network group had led to an article on TechRepublic. The first of these was, The scope of IT’s responsibility when businesses go bad and the second, “Why taking a few punches on the financial crisis just might save IT” by Patrick Gray on TechRepublic.
This week, by way of variation, I present an article on TechRepublic that has led to heated debate on the LinkedIn.com Organizational Change Practitioners group. Today’s featured article is by one of my favourite bloggers, Ilya Bogorad and is entitled, Lessons in Leadership: How to instigate and manage change.
The importance of change management in business intelligence projects and both IT and non-IT projects in general is of course a particular hobby-horse of mine and a subject I have written on extensively (a list of some of my more substantial change-related articles can be viewed here). I have been enormously encouraged by the number of influential IT bloggers who have made this very same connection in the last few months. Two examples are Maureen Clarry writing about BI and change on BeyeNetwork recently (my article about her piece can be read here) and Neil Raden (again on BeyeNetwork) who states:
[...] technology is never a solution to social problems, and interactions between human beings are inherently social. This is why performance management is a very complex discipline, not just the implementation of dashboard or scorecard technology. Luckily, the business community seems to be plugged into this concept in a way they never were in the old context of business intelligence. In this new context, organizations understand that measurement tools only imply remediation and that business intelligence is most often applied merely to inform people, not to catalyze change. In practice, such undertakings almost always lack a change management methodology or portfolio.
You can both read my reflections on Neil’s article and link to it here.
Ilya’s piece is about change in general, but clearly he brings both an IT and business sensibility to his writing. He identifies five main areas to consider:
- Do change for a good reason
- Set clear goals
- Establish responsibilities
- Use the right leverage
- Measure and adjust
There are enormous volumes of literature about change management available, some academic, some based on practical experience, the best combining elements of both. However it is sometimes useful to distil things down to some easily digestible and memorable elements. In his article, Ilya is effectively playing the role of a University professor teaching a first year class. Of course he pitches his messages at a level appropriate for the audience, but (as may be gauged from his other writings) Ilya’s insights are clearly based on a more substantial foundation of personal knowledge.
When I posted a link to Ilya’s article on the LinkedIn.com Organizational Change Practitioners group, it certainly elicited a large number of interesting responses (74 at the time of publishing this article). These came from a wide range of change professionals who are members. It would not be an overstatement to say that debate became somewhat heated at times. Ilya himself also made an appearance later on in the discussions.
Some of the opinions expressed on this discussion thread are well-aligned with my own experiences in successfully driving change; others were very much at variance to this. What is beyond doubt are two things: more and more people are paying very close attention to change management and realising the pivotal role it has to play in business projects; there is also a rapidly growing body of theory about the subject (some of it informed by practical experience) which will hopefully eventually mature to the degree that parts of it can be useful to a broader audience change practitioners grappling with real business problems.
Other TechRepublic-related articles on this site inlcude: “Why taking a few punches on the financial crisis just might save IT” by Patrick Gray on TechRepublic and Ilya Bogorad on Talking Business.
Ilya Bogorad is the Principal of Bizvortex Consulting Group Inc, a management consulting company located in Toronto, Canada. Ilya specializes in building better IT organizations and can be reached at email@example.com or (905) 278 4753. Follow him on Twitter at twitter.com/bizvortex.
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