Anyone that has spent a lengthy amount of time with a toddler, know that they see the world differently. The thing that they do that has always amazed me is ask “Why” for everything, over and over and over again. That and how quickly they can shove something into their mouths and start waddling away. This investigative and repetitive learning with “Why” needs to create a reunion with our adult brains, especially in IT.
Picture it… Indiana… 2023.
You are settling into your pile of work, and an “EMERGENCY” message comes from another group. We burst into action, as we have been trained to do. We meet with the group and find out their “EMERGENCY” was not, it was a feature request that they wanted IT to prioritize by using our trigger word. Once the steam stops pouring out of your ear, you look deeper at the request. It seems less like a request and more of a pre-selected solution that you are just being requested to “install it and don’t worry about it”.
What I described above is not a rarity in many organizations. And it did not start in a way to cause IT grief. But as we, IT, delivered these requests, we unfortunately encouraged and nurtured this awful behavior. When we try to stop it, we are immediately seen as obstructionist, or it just validates the claim that IT is too slow. You know that is bullshit! They have NO idea what seems like a simple change looks like on the backside for IT. The adoption of SaaS has only made this worse. Now, they can come to you with a fully implemented system and request integration, IMMEDIATELY.
How to stop it and/or avoid it.
What is being asked of IT is not to create a new IT project. In these situations, the organization is requesting something for the business. This is the first place you can align your efforts. It is no longer a one-to-one request; it is a one-to-one-to-many request. Slight education on what IT must do anytime a business request comes through, will only create eyerolls and more resentment from the business. We all have our processes. So, what can you do. Here are a couple of things.
Get your operational house in order. IT groups are killing themselves to keep the business running, leveraging new technologies, implementing new systems, and trying to stay invisible so they don’t get a target painted on them. This only causes stress to everyone. Many of the reasons why these requests come in this way, or why Shadow IT exists is because IT is not flexible or fast enough to help the business. Although the value of that flexibility and speed are debatable, the emotional perception is what wins. So, act like the excellence driven operational organization that you have been selling, training, coaching, and sharing to the business. Make accountability a real thing, and rally your team around operations, and then OUTSOURCE THIS! There is no innovation in upgrading print drivers or resetting passwords.
Now that you can have a meeting about new topics without being reminded that someone in the office still can’t print, kicking off the “airing of grievances”, you can attack the next obstacle. That obstacle is being delivered a solution, not a problem. Tech is so commoditized, and the tech fluency is higher for more people in the office, and the human tendency is to immediately create solutions. This is where a trick I learned from a factory QA department comes in handy. Use the “5 Whys” method of truly understanding what is being asked.
Example:
Business brings request to implement a new CRM platform for the sales division.
IT: Why do you need the new CRM?
BIZ: We need to get better at competing in our market!
IT: Why?
BIZ: Because we are currently losing market share!
IT: Why?
BIZ: Because the salespeople aren’t closing deals!
IT: Why?
BIZ: We think the salespeople aren’t working as hard as they could!
IT: Why?
BIZ: We don’t have any measurements or structured sales process to tell us either way. We only find out when we see a PO or don’t.
IT: So, can I share what I hear?
You are needing a solid sales process that allows our salespeople to meet with the right people at more companies, provides a method for them to share data back to the company so we can better support them, eventually closing more sales. More sales equals more revenue, which equals more market share. Sound right?
BIZ: I mean, kind of.
IT: What did we miss?
BIZ: Nothing, so can we get this software implemented quickly?
IT: NO. The root issue is not fixed by software. We can revisit this request when the root issue requires technology to resolve. We can work with you, and the business architects to design and experiment with new processes that can help achieve this. After those experiments, lets circle back.
<Audience gives standing ovation, cast bows, Oscars are pre-awarded>
Now at this point, when you start, the eyes have been rolling and their faces are probably red. As you do this more, deliver technology when it is the ANSWER to the root ISSUE, not the easy way out, they will be more and more willing to collaborate. Remember, they may seem like the problem, but they are reacting to a culture and behaviors that IT contributed to creating.
Lastly, when the decision is made to implement an IT system to answer a business request, deliver the f*&king solution! No half-assing. Scope should be high level to allow for agility, but the business should be IN the project. When the business loses focus, STOP WORKING AND SOUND THE ALARM!!! If they can’t give you the focus that THEIR project requires, why are you? Stop the project and discuss with leadership. This is not to be adversarial; this is to make sure IT is not focusing and spending time/money on something that may no longer be the priority it was, or even the correct solution to the market. Best to stop and get new directions, rather than keep going and realize you are no longer in alignment with the business.
IT and the business need to adjust their thinking away from IT as order takers. This is a huge lift, but not an unknown journey. Only with this shift in IT culture and mindset, can you truly collaborate with the business to make amazing things happen.
Comments