Digital transformation, IT is business

Cultural change in IT 1/X

May 3, 2019

Recently I had once again the privilege to join an international. It gathered decision makers of global IT leaders from companies like Caterpillar, Wells Fargo, Delta, CVS Health and many others.

People like them are always in a rush. When they decide to invest their time spending days out of the office, these moments must be very productive. These leaders always look to enhance their knowledge, and did so in two different ways:

  • Experiences exchange with their industry peers;
  • Watch really relevant content brought by authorities on some subjects;

I’ve been in touch with this audience for few years, and no matter what is the season or the new IT acronym brought to call attention, the biggest difficulty for all the leaders, to make their businesses thrive, always is culture. It’s getting more and more evident.

(With culture I refer to the need companies have to change the way their employees operate, how they think, manage their resistances and expectations. The companies have to develop them. Not only through practical and technical courses that can be done in a week or two, but also through more abstract scenarios like their behavior).

A way to make progress

An excellent panel from a former Gartner Vice President approached the subject. He gave his suggestion on how to lead this cultural change in an organization the right way.

At that moment he suggested people will have more adherence and will give credit to the change once they are exposed to and actually find themselves in three clear aspects:

  • Purpose
  • Autonomy
  • Ambition

People must have a clear purpose in front of them. This purpose must make sense. It can’t be evil. Nor be only make money. It must do good to something: maybe the environment, maybe someone else, etc. After that, they must have their ambition clearly known by their leader. It’s something very personal and some people might not enjoy talking about it. Everybody has it in some way. But purpose and ambition, without autonomy, is useless . If people see something that is not right, they must be able to fix it by themselves. Period.

A beautiful example of how it’s given to people on production lines using an Andon cord (from SixSigma) was shown. But how to achieve it on IT? (On the original speech, the author suggested the IT managers to give it to their technical teams by implementing DevOps).

This moment was very meaningful, and the connection between theory and reality was immediate. The only way to develop people having the three items above in mind is through individual development. Be close, instruct, direct, suggest. Persuade people in their personal development, through weekly or biweekly evolutions. This is the only way to keep expectations of the company’s goals and the three described items. It will ensure no misunderstanding is created and no interferences between those who think on strategy and those being developed will occur.

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