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Embed behavioral strategy

Four steps to adopting behavioral strategy

1. Decide which decisions warrant the effort

the judicial analogy is instructive. Just as higher standards of process apply in a capital case than in a proceeding before a small-claims court, companies can and should pay special attention to two types of decisions.

People and process drive IT implementation success not technology

From this important article by McKinsey

CIOs, COOs, and other service executives should have a clear game plan to avoid wasteful investments in technology. Before they act, they should consider the following:

Identify value drivers. Determine the areas—across service supply chains, back-office workflows, mobile workforces, and centralized workforces—where IT automation is likely to produce marked improvements.

hubris, arrogance and indolence

Space shuttles shatter. Bridges buckle. Hotel walkways collapse. Levees fail. An offshore oil rig explodes, creating the biggest offshore oil spill in U.S. history.

The common thread often is technological arrogance and hubris. It's the belief by those in charge that they're the experts, that they know what they're doing is safe. Add to that the human weaknesses of avoidance, greed and sloppiness

power of positive thinking

2 types of problem resolution:

Problem focused
Solution focused
Most of us tend to use option 1 but her study has shown that when you use a Solution focused approach the average MTRS was much lower... studies of aid projects that failed (as in - didn't achieve the positive outcomes they expected) because they only focused on the things that were going wrong... rather than asking the questions why certain things and certain people succeeded in spite of their situation...

Dell Services Organizational Change Methodology model pretty simplistic once you look into it but I like the term "change guardians"

From itSMF USA Newsletter 28/4/10 by Bianka Shah and Loy Allen, Dell

Appears to be descended from Perot Systems ideas

ITSM process creates a matrix organisation

From Pink Elephant's ITIL Process Implementation Strategy White Paper

By mandating that departments have to work as cross-functional teams instead of systems
based silos, a variety of fundamental changes need to take place:
o Defined and repeatable cross-departmental processes need to be overlaid
across hierarchal silo-based and system-based organisational structures,
effectively creating a matrix organisation

What successful transformations share

From a McKinsey Quarterly survey (You need to be a McKinsey premium member)

Cummings & Worley's six guidelines for cultural change

Cummings & Worley's six guidelines for cultural change which are in line with Kotter's eight-step strategy. The steps are as follow:

1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p. 2)
In order to make a cultural change effective a clear vision of the firm’s new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2005, p.490).

2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)

Situational Leadership

Troy at Pink Elephant reminded me of Situational Leadership.

Ken Blanchard’s model called “Situational Leadership”: The premise of Blanchard’s model is that at various points in a team’s evolution a different type of leadership approach is required.

Cultural change viewed as a grieving process

Troy Dumoulin of Pink Elephant wrote an excellent post about Cultural Change viewed as a grieving process. It is written about ITIL change but it applies to any organisational change and it is brilliant stuff.