None of these things will happen overnight - there are pitfalls and challenges attached to all of them.
- There will be scope expectations, and more than one critic will say, "Why are we doing all this? Where's the return?"
- Realize that some budget owners are going to resist increased scrutiny over investment proposals: "It's my budget, and I am going to spend it as I see fit!"
- There is a very real possibility that the first communications will be greeted with "who cares?"
- For many, the inclusion of compliance and risk issues into their world is going to be a complicating matter, and they simply are not going to want to go beyond a certain point.
- And, particularly in times of economic stress, making decisions on the future design of the organization will cause a chill among employees - while seeming to resist the call for deep cuts in headcount. These decisions must be handled deftly. The important thing to remember is that there will be a future - and that effective planning will make it just that much more profitable.
A way of life
An enterprise setting out to improve the way it manages business technology must realize that changing its governance and the organization will require time and attention. Changes here are immediately visible, and the results can be quickly realized.
Perhaps more than any other area it will require business and technology to work together, and it will require true business sponsorship and partnership with technology, because it provides the forum for business and technology leadership to make decisions together that drive the enterprise's direction.
What is required is what Carlson did - set goals and work with determination toward reaching them; anticipate and address potential pitfalls in each activity; establish a plan to increase maturity and work according to this guidebook for improvement; and, put into place durable operating models, policies, processes and procedures that will ensure that the changes made in the enterprise during its process of maturation become a way of life.
**The above article is adopted from the BTM forthcoming research series, "Management Maturity for Convergence" and was written in collaboration with Joseph Mimms and Terry Kirkpatrick.
Faisal Hoque is an internationally known entrepreneur and author, and the founder and CEO of BTM Corporation (www.btmcorporation.com). His previous books include "Sustained Innovation" and "Winning The 3-Legged Race". BTM innovates business models and enhances financial performance by converging business and technology with its products and intellectual property. Â© 2009 Faisal Hoque | firstname.lastname@example.org
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