More on Operational DNA – Keeping your Documentation Procedures up to Date

photo credit: kevin dooley via photopin cc

photo credit: kevin dooley via photopin cc

“We had some great documentation but it is now out of date from all the changes we made in the past years”

Sounds familiar?

How many times do we put the effort into constructing something only for the projects we run to invalidate it. This is especially the case with operational documentation. Organisations get it in place for a whole host of reasons but so many just ignore updating it when they run a project which becomes a false economy as the update job will happen at some time. Once they are established in a job, the organisation forgets that useful asset and ignores it when they make changes to the way they work.

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Setting up the right IT Governance – Part 1

IT Governance is no piece of cake. While there is no such thing as one-size governance, “over-governance” and “under-governance” are pretty easy to spot. The terrors of the former include redundant committees, attendees who show up because “it’s nice to know what’s going on,” and long paper trails that obstruct decision-making. The problems associated with the latter are arguably even uglier: failed audits, delayed projects, and political crises. As the CIO, you need to strike the right balance in setting up governance, and then walk the tightrope ever on…. To continue reading this article, please visit our sister blog from cibsys directly via this link: ‘Setting up the right IT Governance’ 

Getting Buy-in for Strategy

photo credit: Global X via photopin cc

photo credit: Global X via photopin cc

Whenever we kick of a strategy study in our consulting business with a client, we face a classic choice – do we involve the team from the start or work in a think tank and then syndicate the results. I was fascinated to notice that this dilemma occurs more often as mentioned in the recent BBC Article ‘The Difficult Art of a Good Brainstorm’.

There are many relevant points in the article but I think a fundamental point has been omitted that applies to many organisations, especially larger ones. It is of little relevance how good the idea is as long as the organisation does not buy into it. Therefore consulting the wider team in early stages can be critical to paving the way to future radical change. In order to achieve a mental alignment, it is important to to assess early on whether the strategy is likely to just be an ‘evolution’ from where you are today or more a ‘revolution’. Continue reading