Sunday, January 31, 2016

CIO’s Digital Agenda XXXVI: Setting Principles to Run a Digital IT

Principles guide you through.

Principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission. The style of the principle should be short and recognizable. Its definition describes "what" the principle means in the language understood by stakeholders. The motivation describes "why" the principle is important to achieving the organizational mission. The implications describe "how" the principle changes behaviors.

Setting Guiding Principles to Run a High-Effective IT

  • Five Principles to Run a Digital IT-: Principles are statements of values. Things that define why one make a decision one way or another. These core decision values guide the behavior of individuals within an organization. Digital does flatten  the organizational hierarchy and blur the functional, organizational, and geographical borders in the business ecosystem, it could mean less restrictive rules or bureaucracy, but it also means the guiding principles become crucial  to be defined as core decision values and behavior guidelines. It is less about controls, but more about the clarity of  "why we make decisions the way we do” and what’re the expectations of employees' work performance.

  • Three Change Principles: Statistically, more than two-thirds of change effort fail to achieve expected result. All efforts at having other humans act as you would like to depend in large part on circumstances, the number of actions/tactical moves, action sequence, and "action coordination" vary. Therefore, change is situational, these differences have to do with who the people are, what they plan, what and HOW they execute. Although there is no “one size fits all” formula for changes, you can set principles to make Change Management more effective and cohesive.

  • The Principles and Practices to Encourage Creativity: As businesses get more cut-throat in the face of fierce competitions and unprecedented changes, this puts stress on the labor force that is not conducive to creative, experimental thinking. As a business leader, what are the common solutions to encourage creativity? Will you allow people to make mistakes? Spend time on something with no guarantee of  ROIs? Work on what interests them? Which type of work activities, roles, industries, require great deals of creativity? How do you, as leaders involve all people in creative thinking and actions? And how can you help ti improve the harvest of the creative seeds? Doesn't the real solution to innovation, creativity begin with inquiry? Would it not be prudent to focus on ensuring all levels of the organization are well founded on asking learning questions?

  • Seven Principles in Managing Agile: Project With Agile has been adopted by more organizations, there’re also many debates upon whether it causes software quality issues. "Blaming Agile" is the mentality to resist changes, or make it broader, it's still the culture issue, the collective programming of mind for the group of people to think and react. Agile isn’t the answer to all things either but it surely isn’t the problem. The point is that unlike a physical product that may not be functioning correctly and, therefore, breaks down and fails, a process or methodology like agile is people dependent. Agility is all about people and change! ?

  • Simplicity as a Principle: People are complex by nature, but to dwell on complexity is to complicate an implicate order that is naturally simple. Getting to simple is not easy for most people because they rather follow the traditions and set rules and regulations in the society. They don't bother to remove the dust around them, or want to question the unknown, or challenge the status quo, out of fear. So how to address complexity, and what's the advantage to set simplicity as a principle and live with it?

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