What I found is that this change management was really valuable. It was valuable in a number of regards. The first part of change management, which was interesting, was developing the case for change. Not to presume—even though it would be very easy to presume—that the organization would understand why it was important to do this but really to sit down and drive a compelling case for change that explained why people should go out of their comfort zone and actually go along with us in what was going to be an important but very challenging journey. We did that. We sold that all the time. We had town hall after town hall to continue to remind people why we were going through this.
And then the broad concept of constantly touching in with people and communicating and, frankly, over-communicating and sometimes even communicating when you had very little, if anything, to communicate just so that people could see you and not begin to develop views that were inconsistent with where you were heading, was really valuable.
From the perspective of the xMatters engineering team, Serediuk and Dunn-Krahn told me they see themselves as a service provider helping the business and customers to achieve their goals.
They got those super short pieces over at FierceDevOps.
There’s plenty to like in here from this 2013 talk, tips and such. Also, see this more recent interview, in text, for example:
[Y]ou have to start with a position that all organizations (it doesn’t matter what industry you’re in) are going to be disrupted by highly agile, highly automated competitors who leverage technology to be the disruptive force in the sector. And, businesses clearly have a choice as to whether they are going to be the ones doing the disruption or whether they are going to be the ones having to respond to the disruption. But in either case, it depends on your ability to adapt, change and to compete. We live in a world that is increasingly digital and where technology is the lever through which much of that computation takes place. My advice to IT folks is that you’ve got to be able to have that conversation in the voice of business leaders – you’ve got to be able to articulate that reality in a language that can be understood. This is not a technology conversation, it’s a business and a competitive strategy conversation.
Also, see the slides.
From a 2013 McKinsey survey on “going digitial.” The read is: you have to change to “culture” (business process and/or orginization) to take advantage of all that “software is eating the world stuff.”
Here’s their analysis:
Organizational issues can also hinder companies’ efforts to meet goals and see real impact from digital. As in 2012, executives most often say misaligned organizational structures are the biggest challenge their companies face in meeting digital goals. This is followed by insufficiently reworked business processes (to take advantage of the digital opportunities) and difficulty finding functional talent (such as data scientists or digital marketers). In contrast, a lack of infrastructure and absence of good data are less pressing than they were last year.
Lot and lots of discussion about culture and culture change. This discussion has been going on since forever, and if we are being frank with ourselves, it isn’t going to change dramatically soon.
So what to do? Don’t lets make the culture change discussion stop us from doing things. Have a go, fix what you can right now.
The Problem with New.
Must be in a funky mood.