Can you share a time you inherited a negative reputation from a predecessor and how did you work to dispel that image?
That was the premise under which I accepted the position. However, as I engaged with the entire IT team individually, discussing their concerns and evaluating the situation, it became apparent that things weren't as dire as I had been led to believe. Certainly, there were challenges, but they didn't seem as insurmountable as initially portrayed.
Simultaneously, I reached out to stakeholders, conversing with product owners to understand their perspectives. Where did they see IT contributing positively? Where did they identify issues? Over time, I formulated a roadmap to address feasible challenges, transparently communicating what could and couldn't be tackled and why.
Subsequently, the focus shifted to systematically ticking off items on that roadmap, building trust, and nurturing relationships. This trust was established by showcasing our ability to deliver results, initially on a smaller scale and then expanding to larger initiatives.
A recurring theme I heard in IT a lot is the notion of IT having a "seat at the table." To me, it's a two-way street. Ideally, the organization recognizes the strategic importance of IT, acknowledging that virtually every aspect of today's operations involves a core IT component.
However, earning that seat is crucial. In instances where IT lacks representation at the table, there are various reasons, some of which lie within the IT department itself. We must demonstrate that we are true partners capable of meaningful engagement, with a keen understanding of the business and the ability to contribute to the bottom line.
If we limit ourselves to a mere help desk mentality, that's precisely how we'll be treated. Conversely, by building relationships and demonstrating our ability to positively impact clinical processes, such as making the lives of doctors and nurses easier through efficiency improvements or enhanced information accessibility, we can secure that coveted seat.
It's not solely the company's responsibility to acknowledge the need for IT's presence; we must also actively earn and continually prove the value of that seat. If you want to remain in that position of influence, the onus is on you to consistently reaffirm your worth.
Several years ago, I found myself in a similar situation as Frank. During discussions with my business partners concerning the brand and the unfavorable reputation it was garnering, I uncovered a significant issue. The IT team held a misguided notion of what constituted success.
While they believed they were executing the right strategies, the disconnect arose when the business asserted that IT’s proficiency was good in certain aspects but fell short in critical areas.
During my listening tour, someone highlighted a crucial point – the need for genuine understanding. I adopted the role of an attentive listener and conveyed that although they excelled in the metrics they were reporting, those metrics lacked significance to the business.
Transitioning seamlessly, I began tracking what the business deemed as victories, and incrementally improved and influenced progress in those specific areas every day. Alignment between reported metrics and the genuine needs of the business became super important.
I've personally experienced the challenge when, despite excelling in the ten metrics on our scorecard, the business units remained indifferent, considering them mere table stakes.
Whether it's streamlining processes or consolidating information the key lies in aligning our efforts with the actual needs of those we serve.
In that pivotal instance, someone within the group summoned the courage to voice their concerns, and I expressed gratitude for that courage. This moment sparked a crucial conversation in the room. But we didn't stop there. It became the cornerstone of collaborative efforts with the committee to completely overhaul IT, transforming it into a service organization, an implementer, and an innovator. Together, we reshaped the narrative.
IT wasn't confined to simply reporting out and formulating strategic plans. On that very day, I made a commitment to rectify the prevailing perception. I pledged that we would work collectively to address the issues, assuring them that the challenges would be resolved within a matter of, as I recall, three months or so.
However, upon delving deeper into discussions with the team, it became apparent that the issues were not solely within the IT team itself. While there were areas requiring improvement, IT was never perceived as a department strategically driving the company. Instead, it was regarded more as a help desk or an electronic data processing group, lacking sufficient funding and importance. It had no place in executive meetings.
This prompted me to inquire about how best we could assist. Traditional companies, especially in manufacturing, still view IT merely as a support organization or a cost center, far from being a partner or enabler.
Despite the challenges, we managed to build a reputation that allowed us to present in Senior Leadership Team (SLT) meetings. We initiated the journey by focusing on fundamental aspects like collaboration, ITSM platforms, and modernizing customer-facing CRMs to create a unified global system. While there is much work to be done, particularly in the back-end enterprise systems, we took the first step in working with the business and ensuring everyone is on the same page, working under the same brand, and facilitating seamless collaboration.