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Strategy As Culture

All organizations face the necessity of dealing with IT transformation and therefore the uncertainty of IT’s evolution. Specifically, transformation produces and includes three huge variations of information technology availability: modification, diversity and innovation. However this variety does not mean that there is no logic to employ for making and synchronizing progress within IT’s transitory state.

Real Time Service Management means both managing real-time services in runtime and exercising continual management in real-time.

The main challenge addressed is the unpredictability of the overall environment within which technology users make choices and commit action on their own.

For a user of information, the diversity of automation technologies represents multiple ways to gain a given outcome. However, the ongoing pace and processes of continual change create a significant risk of reducing the convenience of diversity to the confusion of complexity.

The combination of modifications, innovations and diversity resists predictability and optimization. Yet the users’ concept of value is based on their confidence in getting the kind of thing that they need at the time to do what they are trying to do.

This pits the users’ circumstantial awareness of apparent options against a knowledgeable awareness of the real options (processes, infrastructure and support) that affect the users’ intentions. Additionally, the number and variety of users makes demand a problem of scale as well as timing.

Therefore the issue is, what kind of logic successfully manages the accessibility, scaling and manipulation of the IT environment? Management continually profiles the current state of user-service interaction to make decisions about where and why to exert influence. In effect, that makes strategy cultural.

 

MODELS:

The user’s overall desired experience of technology is not hard to articulate.  As opposed to opportunistic usage, deliberate foreseen usage questions numerous factors that make up a degree of confidence in making choices.

Technology Awareness

 

The user’s intuitive perspective on technology options is highly pronounced in real-time demand. That perspective includes a set of typical concerns imposed on the pool of options. Staging the fulfillment of demand amounts to promoting manageable offers, expectations and constraints that users recognize.

Management organizations plan to enable diversity to satisfy the user, exerting influence on how the user’s requirements align across their concerns.

Technology Scale for Diversity

 

Management influence, as seen above, can systematically take on all of the currently transformative aspects of technology usage and direct them towards predictably enabling affects on users. The management organization also has the responsibility to generate this coverage at whatever scale the business requires. Scalability focuses the organization on infrastructure, process and support as means to enable the key real-time fulfillment workflows for translating demand into received provisions.

Applying the workflows at the necessary scale is realized through a set of basic capabilities that are exercised on a continual basis. All solutions for managing technology utilization are understandable in terms of their contribution to these capabilities.

Technology Management Workstreams


Assessing the Individual Contributor

The personnel management bookends – of Hiring and Performance Evaluation – have both long ago outstripped most people’s intuitive ability to “objectively” foresee specific comings and goings. To some extent, we expect that those two efforts will be pushed in one direction or another by relationships that pave the “inside tracks” to adequate visibility and preference. The complexity and brute force of recruiting, references, and resume robots each can create many different paths, but the average person being evaluated doesn’t know what the particular path is at the time without lots of “inside” help. There are just too many variables.

Why are some people hired or fired when they appear only comparable to others who are not? How do they get on the necessary track to be chosen or retained? Or how does the track change and run out from under them without their knowing it?

The approach used here to reach an answer began by looking to neutralize (or set aside) “relationships”, while cataloging characteristics frequently observed being used as “selection criteria”. The characteristics all pertain to a candidate individual. The problem of selection is framed as a cross-referencing of Position (the chance to do something) and Skill (the ability to do something).

The high-level abstraction of Position versus Skill has been chosen because of its simplicity and directness in pointing at Effectiveness. The framework argues that Effectiveness, whether projected or proven, is the single most important factor in both the decision to hire and the evaluation of performance. Effectiveness Assessment_Individual_green

Most conversations about the reason for selection or rejection will feature a vocabulary found within this framework of “characteristics”. For any given occasion of evaluation, the characteristics are the criteria, and some of the criteria are emphasized significantly more than others. The emphasis comes from whatever is driving the perceived need to modify the organization at the time. The emphasis determines how important it is that any particular characteristics are sufficient and beneficial. Part of the equation for a candidate, then, is to show alignment with the current emphasis.

A critical difference between the Position criteria and the Skill criteria is that Position can be circumstantial and simply mandated. Position is intentionally highly variable and can easily be the source of a sudden misalignment with the current presence and arrangements of Skill. Skill, on the other hand, must be acquired or cultivated for the Position if it is to be meaningful.

In this approach, assessing effectiveness relies on the same information regardless of whether the effort is prescriptive before the fact or descriptive after the fact. Emphasis on one criterion or another shifts from time to time, but all characteristics are tactically significant in a standing general way as potential contributors to be leveraged by the organization. The vocabulary of that leverage tends to name outcomes recognized as effectiveness.

Meanwhile, as we know, relationships can be decisive by funneling key information to individuals about impending conditions, priorities and preferences.

 


I.T. is Dead; Long Live I.T.

The End Of Disruption

We have had over 60 years of business-class production based on intelligent automation through computing. During that time, business continually drove the evolution of the technology environment and focused intently on being a technology supplier itself.

Now, we have a change of view.

Thanks to the pervasiveness of the diversity of the internet, the demand perspective, not the supply perspective, is the heart of the business view – and Technology Information, not Information Technology, is the heart of the demand perspective on intelligent automation.

In the next normal, when the Internet of Things  (IoT) is the default activity platform, we get the return of information services to the top of the discussion queue.

Information services will allow relief from the limitations of strategy based on fixed process, and will begin maturation of techniques needed in the new production ecology.

Even more to the point, the default business view of service is about service information, not about service technology.

Demand-orientation creates a different understanding of services for production, while it explains the logical posture of management against constant environmental change.

Disruption only occurs when there is an over-commitment to low agility. This discussion lays out the management adaptation to services in the complex environment of the IoT.

Open The End of Disruption_IT Is Dead

Synthetic Intelligence for Production


The Requirements Gap

Interpretation of Needs


Recognizing Governance

Doing things the right way is most often looked at in terms of whether a desired result predictably arrives. Those results make sense for “share” holders as performance, but “stake” holders are different.

Stakeholders want things done a certain way, and they base their support of the organization on that. To retain that support, assurance must be developed for stakeholders.  It means discovering and aligning governance opportunities as an intrinsic influence throughout the organization’s behaviors.
Get the notebook behind this overview diagram on Slideshare at this link.
(c) 2014 Malcolm Ryder

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Systemic Governance

Like defense or offense, governance is a high-level orchestration of multiple concurrent activities, conducted to create an overall state — in this case, a state of assurance of stakeholder values. Governance provides an orientation to activities that, by executing them under known constraints, aligns their impacts cooperatively towards assurance. This framework guides the orchestration.

The background notes for this framework are here on Slideshare.

 

Systemic%20Governance[1]

 

 


The Typology of Change

Now that “Change” is the default condition instead of the exception, ordinary management intends to bring regularity to directing the influence, preparation, and exploitation of it. The key obstacle to this regularity is ambiguity. The ambiguity often stems from the buzziness of the words used to make change stand out as a priority. Disambiguation is a good thing.For example…

 

The Typology of Change


Business Reference to ITSM

The business reference to ITSM has an overall subject matter of why the business has the services that it does, in the form and availability that they have.

The business perspective on IT Service Management is generated primarily from a demand-based point-of-view. This is because the fundamental requirement of the business Client is to use IT-based services, not to make them. In the role of service user, the top issue is to identify the key factors and flavors of business change, while the ability to obtain and leverage service is derived from the objectives of managing the services. Unless the objectives are aligned to the business factors, there is no reason to expect significant levels of benefits from the service.

The reference framework here identifies essential actions of the business that are the appropriate direct business influence on the management of the service. All of the business actions represent decisions that may retain the status quo or change it. The sensitivity to the level and scope of change is often arbitrarily limited or disorganized, creating complications between the service user and service provider. However, the default situation is that the business is the customer and is always responsive to a need for change, while the provider is always a replaceable option at some level of risk and convenience. Overall, the business needs an organized way to refer to its intent to influence the service impacts.

In general, the business has three groups of demand-side influence.

  • An environment of guidance is established. (Leadership / Strategy / Best Prractices)
  • Services and their lifecycle are built and managed. (Production / Operation)
  • The means of production are chosen and applied. (Processes / Tools)

The management of the service, from the business POV, also falls into three general areas.

  • Design service. (Transform / Plan)
  • Provide service. (Implement / Run)
  • Align service. (Optimize)

ITSM