This is the first of a four-part series from Randy Michael of Knowledge ToolWorks.
We’re not just talking about IT here, we’re talking about your customer, your entire organization and the overall goal of being a high performing business. Most people view high performance in two metrics: quality and quantity. The reality is the top businesses in their respective industries are recognized by their customers and competitors as high performing because they have a culture and system in place to support a high level of delivery. Before you launch a new ITSM solution, you need to determine:
- What does high performing mean within the context of your organization?
- What do they need out of you and your IT team to become high performing?
High performing organizations don’t just become high performing by accident, they decide not to be mediocre. The very first thing for you to do is decide that it’s required for your team to excel, by:
- Determining who your team is at this very point in time.
- What is it going to take to become the team you want to be?
- Deciding if you’re willing to do the work to actually get to the point of high performance.
Now that you have determined who you are and where you’re going, you need to identify your competitors, your marketplace/space and compare your performance to their performance. Ask yourself, “How do I take my organization ahead of all of those competitors?”
To excel before you even start the process of launching a new ITSM solution you need to take inventory of your team. Do you have the right people with the right skillset? The right processes or activities? The right technology to get a result that is predefined and controlled? All of those requirements must be supported by a high performing technology. Organizations that are high performing have applied the right technology to the solution of business problems.
In this day and age seeing an organization’s jobs lost to outsourcing or offshoring is becoming more and more common. So, what causes outsourcing and offshoring? As technologists we often find ourselves in a position where we see our job as the delivery of technology, which makes our teams “cost-centered”. It’s time to change that perception. A value-centered organization is busy delivering business solutions using technology. To move in the direction of value-centered instead of cost-centered, a conversation needs to happen and attitudes within IT must change. A team must recognize that the value of IT is bringing business solutions and solving business problems.
High performance is going to require systems. Businesses don’t care how you manage IT, they care about the output of your work product and how the output affects their success. Define what success looks like for your team and create systems that allow for consistent delivery, repeatability and delegation of tasks.
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