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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

If the community is lost then the system isn't worth it's source code

Told to me via email, and verified through other sources:

17 years ago an application with source code was bought off a vendor.
They had a core set of developers/managers and dbas who were by accident (rule change) made permenant at inflated salaries more akin to contractor incomes.
Around them was a group of long term Analyst Programmer contractors (up to 10 years ).
A small team of Business Contacts / Testers were also key.

What successful transformations share

From a McKinsey Quarterly survey (You need to be a McKinsey premium member) https://www.mckinseyquarterly.com/Organization/Change_Management/What_su...

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.

A first model of he tangata

Drawing energy from the encouragement of Michael and Hank and others, and distilling from the many ideas, I'm starting to form a model of how He Tangata all hangs together - for cultural change. I then want to grow it into a framework of core practices, then a methodology. I need contributors of ideas, reviewers, and stress testers. Come along with me here. So this is the first cut of a model:

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