sim working group ibm · overview working group on reshaping is culture sim ibm ... -hawkey merck...
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© 1995 Society for Information Management & IBM Corporation 11
Working Groupon ReshapingIS Culture
SIM IBM
Duane TruexAssistant Professor
Computer InformationSystems Department
College of BusinessAdministrationAtlanta, Georgia
© 1995 Society for Information Management & IBM Corporation 12
• Sim Working Group• Study Method• Key Findings• 7 Stage Model Principles Practices
PresentationOverview
Working Group on Reshaping IS Culture
SIM IBM
© 1995 Society for Information Management & IBM Corporation 13
CORE TEAM: Chairperson: Janet Caldow, IBM Corporation
Loy Allen SABRE Decision Technologies Barbara Bell-Hawkey Merck & Company, Inc. Fred Faccenda Prudential Asset Management Group Willie Fields Kraft General Foods Jeanne Fraser Integrated Systems Solutions Corporation Ken Jackson Mitchell Titus & Company Jim Love ITT Hartford Ephraim R. McLean Georgia State University James Routh American Management Systems V. Sambamurthy Florida State University James A. Senn Georgia State University Michael Shank Renaissance Vision Stanley Smits Georgia State University Duane Truex Georgia State University
EXTENDED TEAM:
Cliff Hallberg Interpersonal Technology Group Michael Kretsch Diana Bander Associates Jim Lamoin Aetna Life and Casualty John Weathers IBM Information and Telecommunications Systems
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The Working Group Developed the Research Design(1)
• Surveyed existing literature
• Identified cultural variables
• Identified leading I/S organizations, as reflected in the professional press
- InformationWEEK 500 - Computerworld 100 - CIO 100 - Sim Partners in Leadership Award - Sim Juried Paper Awards Winners
© 1995 Society for Information Management & IBM Corporation 15
The Working Group Developed the Research Design(2)
• Letter and telephone contacts requesting cooperation - 22 companies - 7 participated
• Structured interview guide - Individually - Small groups
• One-to-two day on-site visits using two-person teams
© 1995 Society for Information Management & IBM Corporation 16
Research Objectives
• At the level of organizational culture
• How do the IT Unit, Business Unit, and Parent Organization interact?
• Are they the same or different?- coexist- submit- subsumed
• Are the cultures ‘aligned’?
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Organizational
Culture
• NOT ‘Societal Culture’- too big and inclusive a concept
• Organizational Culture- That which makes us ‘we,’ ‘insiders,’ an identifiable group with shared values
• A Social Construct- shared values and ways of...- meaningful orders to group members- common beliefs
© 1995 Society for Information Management & IBM Corporation 18
SIM IBM
© 1995 Society for Information Management & IBM Corporation 19
SIM IBM
© 1995 Society for Information Management & IBM Corporation 20
SIM IBM
© 1995 Society for Information Management & IBM Corporation 21
•On hours•Stress•Reengineering•High performance•Virtual organizations in time and space
•Unrelenting Competition•Downsizing•Fast Growth while downsizing•Running Scared•No more employement paternalism•Cycle time reduction
It's Monday... 7 Days a Week
© 1995 Society for Information Management & IBM Corporation 22
SevenElementFramework
BusinessLinkages
ManagmentSystems
Structures
ManagingChange
HumanResources
People (I/Tprofessionals)
SEVENELEMENTFRAMEWORK
BusinessLinkages
ManagmentSystems
OrganizationalStructures
ManagingChange
HumanResources
People (I/Tprofessionals)
New TechnologyAdoption
© 1995 Society for Information Management & IBM Corporation 23
Key Principle
IS Unit:
get closer to thebusiness
© 1995 Society for Information Management & IBM Corporation 24
Form, in itself, is not an indicator of high performance.
The study group fell into four different categories.
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Characteristics• All IS activities distributed to /belong to the business unit - each site directly serves customers• All employees are culturally similar• IS skills not shared across sites• Corporate standards may exist
Form
Radically Decentralized;Culturally Indistinguishable
(Hologram)
© 1995 Society for Information Management & IBM Corporation 26
Form
Cultural Separatist
Characteristics
§ Wholly centralized I/S, and wholly centralized corporate management§ Separate but unequal§ - existing in separate locations§ - no career track from IS to§ corporate§ Individual, identifiable§ cultures; not co-mingled§ Shared business mission and strategy (culture is not glue, strategy is)
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Characteristics§ Leverages both centralized§ and decentralized worlds§ Centralized architecture,§ standards, cross business unit§ development projects§ Decentralized ownership and control: - development, projects, and§ staffing move to business units§ Mixed bag of cultures where IS§ may serve as buffer§
Form
Federalist Model
© 1995 Society for Information Management & IBM Corporation 28
Characteristics§ Identifies key skill sets within an entire organization which become the inventory of competency centers§ As needed, assembles and deploys ‘strike force’ teams from competency centers to business units§ Strike force composition is dynamic§ May share elements of culture, but will be perceived as ‘friendly outsiders’ by business units
Form
Virtual TechnologyNetwork
© 1995 Society for Information Management & IBM Corporation 29
Competency Models Demand 'Virtual Structures' in the Dynamic Deployment of People and Projects
Competency Centers
Object Oriented
Coach
Coach
Coach
Coach
COBOL
Networks
UNIX
Phase I Team
Phase II Team
Phase III Team
Business UnitPeople ProjectTeams Teams
Project Team Leader
Reports to BU
Leader
Responsible for
project,
not people
management
CoachesResponsible for competency center members
•Career growth•Skills development•Knowledge sharing•Performance appraisal•Compensation
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High Performance IS OrganizationsTrack Business and Technical Skill Development of theIS Professional
Knowledge of theBusiness
High value is placed on the IT individual who is both a business expert(e.g., specific insurance) and a technical expert (e.g., Object Orientation)
-Knowledge of Technology-
General
General
Specialized
Specialized
Systems Integrator Bus-Tech Laison
Business Expert Line Manager
IT ‘Expert’ Technical Guru
The ‘IDEAL’A business &Systems Architect
© 1995 Society for Information Management & IBM Corporation 31
Outsourcing/Subcontracting: High-Performance
Organizations Conceptualize and Manage Intellectual Capital at Three Levels
Strategic
Tactical
Operational
© 1995 Society for Information Management & IBM Corporation 32
Organizational knowledge isseen as intellectual capital andtreated as a strategic resource.
Thus high-level Outsourcing isseen as a loss of capital.
Strategic
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Applications leveldevelopment may be jobbedout as long as ownership ofdata and organizational-specific knowledge is retained.
Tactical
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External expertise ispurchased tomanage coreorganizational skillsand to fill skill setsas needed.
Operational
© 1995 Society for Information Management & IBM Corporation 35
Forge of oldlarge-scaleproject development
Projects
Qualitybegetsquality
The skillstemperedin the forgesof oldlarge-scaleprojects arestill relevant
Skills
© 1995 Society for Information Management & IBM Corporation
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Cultural Karma
New World
© 1995 Society for Information Management & IBM Corporation 37
PrinciplesandPractices
BusinessLinkages
ManagmentSystems
OrganizationalStructures
ManagingChange
HumanResources
People (I/Tprofessionals)
New TechnologyAdoption
PRINCIPLESANDPRACTICES
© 1995 Society for Information Management & IBM Corporation 38
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
Business Linkagesn Create and communicate the ‘vision’
© 1995 Society for Information Management & IBM Corporation 39
• Make the IT/Business ‘vision’• explicit and clear• Vision: oriented toward• partnerships, collaboration,• and co-ownership• Job rotation to solidify• relationships• Hiring:• - fit cultural characteristics,• not just skills• - ideal: some business unit• and IS people to become• indistinguishable•- direct line of sight to the• ultimate customer
BusinessLinkagesP
RACTICES
© 1995 Society for Information Management & IBM Corporation 40
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
Management Systemsn Match capabilities
(people, technology andprocesses) towardmeeting the businessneed
CreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
© 1995 Society for Information Management & IBM Corporation 41
• Leaders communicate well and• often• Leaders create ‘buy-in’• Three stage leadership
•- Visionary•- Implementor•- Consolidator
• Risk taking is encouraged• within limits• Mistakes are OK if the• organization learns• Decision-making is• collaborative• The performance bar is raised• often• Financial responsibility for unit-• specific systems and operations• is held in the business unit
ManagmentSystems
PRACTICES
© 1995 Society for Information Management & IBM Corporation 42
Implementing and Enabling the VisionCreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
Organizational Structures
n Find the ‘right’ solution - Not in structures but structuring
Organizational Structures
n Find the ‘right’ solution - Not in structures but structuring
© 1995 Society for Information Management & IBM Corporation 43
• Experiment: if an organizational form doesn’t fit then change it• (IRM) Information Resource Management is a strategic competency• Core IS: organize like a• consulting group• Assemble special ‘strike forces’
•- build virtual teams•- change team assignment• AND team composition as• warranted
• Corporate IS center is the• ‘home room’ and the work is• performed in the business units• Enable coaches to provide ongoing career feedback
OrganizationalStructures
PRACTICES
© 1995 Society for Information Management & IBM Corporation 44
Implementing and Enabling the VisionCreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Organizational Structures
.Find the ‘right’
solution
- Not in
structures but structuring
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
Managing Change
n Embrace a revised viewof change where stabilityis the exception andchange is the rule
© 1995 Society for Information Management & IBM Corporation 45
ManagingChange
• Driven by threat of outsourcing• Fear lack of critical skills in• emerging technologies• Organizational knowledge seen as• capital asset• Organizational learning is critical and is seen as building competence
PRACTICES
© 1995 Society for Information Management & IBM Corporation 46
Implementing and Enabling the VisionCreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Organizational Structures
.Find the ‘right’
solution
- Not in
structures but structuring
ManagingChange
.Embrace a
revised view
of change
where
stability is the
exception
and
change is the
rule
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
n
n Human Resourcesn Build organizational competency and
flexibilityn Create a new employment covenant
promoting accountability
- employee: - maintains his own skills portfolio
- employer: - defines the requirements
- provides opportunities and incentives
- gives frequent feedback
© 1995 Society for Information Management & IBM Corporation 47
• Compensation increasingly tied to:• - Business performance• - Team performance• - Individual skill development• The ‘at risk’ part of compensation is• growing• 360 degree review applied to all• employees• Tracking and managing of employee• 'skill sets’• Recognition is little and often• High-profile project assignments are• used for reward/recognition• Move away from Hay Point classes• to competency ‘bands’• Use skill profiles vs. job• descriptions
HumanResources
PRACTICES
© 1995 Society for Information Management & IBM Corporation 48
Implementing and Enabling the VisionCreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Organizational Structures
.Find the ‘right’
solution
- Not in
structures but structuring
ManagingChange
.Embrace a
revised view
of change
where
stability is the
exception
and
change is the
rule
Human Resources
.Build organizational
competency and flexibility
.Create a new
employment contract
promoting account-
ability where the
-employee: -maintains his own
skills portfolio
-employer:
-defines the requirements
-provides opportunities
and incentives
-gives frequent feedback
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
People (I/Tprofessionals)
n Match employee skills tochanging business needs
© 1995 Society for Information Management & IBM Corporation 49
• Survival = flexibility and ability to change• Must work effectively in the• business arena• Trend toward technical• specialization in• addition to good generalized IT• knowledge• Increased emphasis on ‘soft’ skills• e.g., negotiating skills; the ability• to work in teams; and a tolerance• for ambiguity and uncertainty
People (I/Tprofessionals)
PRACTICES
© 1995 Society for Information Management & IBM Corporation 50
Implementing and Enabling the VisionCreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Organizational Structures
.Find the ‘right’
solution
- Not in
structures but structuring
ManagingChange
.Embrace a
revised view
of change
where
stability is the
exception
and
change is the
rule
Human Resources
.Build organizational
competency and flexibility
.Create a new
employment contract
promoting account-
ability where the
-employee: -maintains his own
skills portfolio
-employer:
-defines the requirements
-provides opportunities
and incentives
-gives frequent feedback
People (I/Tprofessionals)
.Match
employee skills to changing
business needs
New TechnologyAdoption
n Design collaborative,distributed electronicenvironments
independent of time and space
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
© 1995 Society for Information Management & IBM Corporation 51
• Increasingly•- Client server•- Network centric•- Distributed•- Object-oriented
• Building virtual networks and• virtual teams via competency• centers• Technology integrators vs.• builders from scratch• Old technologies and skills: - remain a vital piece of• organization competence - are a launching pad• for discipline in• distributed environments
New TechnologyAdoption
PRACTICES
© 1995 Society for Information Management & IBM Corporation 52
Implementing and Enabling the Vision
Composite Profile of Seven High PerformanceIS Organizations: Principles and Practices
•
CreatingVision
BusinessLinkages
.Create and
communicate
the ‘vision’
ManagementSystems
.Match
capabilities
(people,
technology and
processes)
toward
meeting the business
need
Organizational Structures
.Find the ‘right’
solution
- Not in
structures but structuring
ManagingChange
.Embrace a
revised view
of change
where
stability is the
exception
and
change is the
rule
Human Resources
.Build organizational
competency and flexibility
.Create a new
employment contract
promoting account-
ability where the
-employee: -maintains his own
skills portfolio
-employer:
-defines the requirements
-provides opportunities
and incentives
-gives frequent feedback
People (I/Tprofessionals)
.Match
employee skills to changing
business needs
NewTechnologyAdoption
.Design
collaborative, distributed
electronic
environments
independent of time and space
© 1995 Society for Information Management & IBM Corporation 53
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 54
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 55
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 56
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 57
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 58
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 59
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 60
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 61
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 62
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 63
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 64
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 65
Computer Information Systems DepartmentCollege of Business AdministrationAtlanta, Georgia
Produced by:
Karen Bauder Hays of the
© 1995 Society for Information Management & IBM Corporation 66
Framework of Seven Cultural Elements
Business Linkages
VisionBusiness valueStrategic directionRelationship to customerRelationship with business unitsIS/Company/ Industry alignment
Management Systems
Leadership modelsDecision makingRisk managementCommunication strategyMeasurement systemsFinancial management systemsControl systemsLearning systems
Structure
Degrees of centralization/ decentralizationGeographic locationWork structuresNetworksTeamsHierarchies
Alignment with or located in business units
Human Resources
RewardsRecognitionSkills managementDiversityCompensationMeasurement systemsRecruitmentSuccession planningCareer developmentCompetenciesAttrition
People
Personal attributesWork ethicTeam ethicTechnical skillsBusiness skillsSoft skills
Managing Change
DriversProcess for change
SponsorshipChange agentsAttitudeBehaviorStories, heroesValuesStatus
Technology
Technology architectureStandardsPlatform choicesAbsorption rate of new technologyPenetration and pervasiveness of technologyDevelopment environment/ operational environment