In my 13 years in IT and I have worked in many different organisations both big and small and the one thing you know about IT is that it's always evolving, customer demand increasing and the margin for error in delivering services open to scrutiny and negative feedback especially with social media at everyone's fingertips.
More so than ever IT has become more dynamic, more challenging and more uncertain. Organisations face increased pressure for competition across various sectors and the need to drive rapid change through people and technology brings many complexities in terms of changing culture, breaking down silos and putting customers at the forefront instead of focussing on the internal politics.
In order for companies to overcome these everyday challenges they all need a vision, strong leadership, employees that believe in the philosophy, leadership and are energised and self motivated knowing that the value they add makes a difference.
Every mature organisation will understand the importance of having a corporate strategy and the ability to stimulate growth given the financial and economical instability in the world and how they will meet customer expectations. Corporate visions can only be delivered with strong leadership, listening and engagement throughout the organisation.
Leaders have many qualities but of all of them the key is in their decision making, this separates the good from the bad.
How will the organisation operate in the future and how it will benefit both customers and employees? This doesn't necessarily mean that those decisions will be popular or easy. These decisions often met with resentment but only years later realised and respected.
As an IT Pro it is currently one of the most challenging times to be in IT. In a world where cloud adoption is very much on everyone's lips or actively the driving force behind your organisation it requires a different approach a different thought process on how to embrace and re-skill successfully.
One of the biggest challenges is being caught between the On-Premises world and trying to adopt cloud technologies. Although I'm a huge advocate of cloud technologies trying to focus on the day job in an On-Premises world where 'keeping the lights on' is the big focus and then embracing the future can be seen as quite daunting as it will require a great amount of commitment to acquire the knowledge and skills. Gone are the days of re-certifying every few years in the same technology stack. Having the foresight to understand which skills will be relevant in the future and where their use cases in business will reside is the real key to success.
These types of changes normally highlight insecurities within people or teams (we all have them!). The most important thing is that the strategy and impending changes are transparent which should include anything that may initially be a disadvantage. Any information withheld could be met with resistance to change at a later time which could impact customers.
In order to drive change organisations should actively expose their IT staff to the front end services and the customers they support. The need to reconnect IT to the organisation and breakdown the silos that exist can be a huge task especially if some organisations have allowed this to manifest over many years, this is where effective leaders will identify these situations and understand what adaption is required.
Given the state of the changing world it is always concerning to see the same tried and tested processes that have become redundant with time, still being carried out because individuals, teams and leaders have lost sight at what is important, the customer and the organisation!
The philosophy of 'We've always done it this way' or 'if its not broken, don't fix it' is out of touch.
Many staff have become too comfortable with inefficiencies in technology and have a lack of desire to tackle these head on. Change & innovation to bridge these gaps is often seen as negative and a bigger risk when leaving things as they are is more likely cause bigger problems in the future.