1. Week 4 Case: IT in Education IT Advancement - Technology & Family, 1:39, viewview Negative side of IT – Micky, Donald, and Goofy’s trouble with IT, 2:28, viewview IT in Education, 5:05, viewview IT evolution – The history of Technology in education, 3:41, view view ©2015 1

2. Communicating with Business Managers Chapter 5 5- 2 © 2015 Pearson Education, Inc. Publishing as Prentice Hall

3. The Importance of Communication Communication is a key social element of the organizational alignment between IT and business. One of the most important skills IT staff needs to develop is how to communicate effectively with businesses. 5- 3

4. The Importance of Communication Good communication is essential for: Building trust and partnerships between the business and IT Helping IT to manage the business perceptions of IT Understanding the priorities and pressures of the business Conveying the business value of IT Effective communication 1:181:18 Fail to communicate 2:282:28 5- 4

5. Principles of “Good” Communication Principle 1: The effectiveness of communication is measured by its outcomes. Principle 2: Communication is social behavior. Principle 3: Shared knowledge improves communication. Principle 4: Mature organizations have better communication. 5- 5

6. Obstacles To Effective Communication 5- 6 The changing nature of IT work: IT work has become more complex over time. Multiple cultures, different political contexts, various times zones, and virtual contacts make communication more challenging.

7. Obstacles To Effective Communication (continued) 5- 7 Hiring practices: IT skills are changing to become more consultative and collaborative, rather than focused exclusively on technology. “IT organizations can no longer support smart, super-talented but socially disruptive people”

8. Obstacles To Effective Communication (continued) 5- 8 IT and business organization structures: IT staff is expected to play a “knowledge broker” role, not only between IT and business but also between business units. Thus, business silos can make this communication challenging.

9. Obstacles To Effective Communication (continued) 5- 9 Nature and frequency of communication: Formal interactions improve communication, but communication should not exclusively occur in formal interactions (e.g., through IT governance).

10. Obstacles To Effective Communication (continued) 5- 10 Attitude: Many IT staff are motivated by the desire to be right rather than the desire to communicate effectively. “We definitely need a ‘we’ attitude in IT, rather than ‘us-them’ attitude”

11. “T-Level” Communication Skills for IT Staff 5- 11 Translation: A four-step process Business Impact of Technology Issues Business Technology Issues IT Solutions Business Solutions IT Translation Video: 2:572:57

12. “T-Level” Communication Skills for IT Staff (continued) 5- 12 Tailoring: IT staff needs to adapt their communication to the needs of their audience by: -- Understanding needs, agendas, and politics. -- Choosing the suitable communication method (e.g., reports, face-to-face, e-mails).

13. “T-Level” Communication Skills for IT Staff (continued) 5- 13 Transparency: The business needs to see what is being done in IT and what it costs. This means: -- Communication that is honest, accurate, ethical, and respectful. -- Getting the communication process flowing both ways.

14. “T-Level” Communication Skills for IT Staff (continued) 5- 14 Thinking, talking, and listening: --IT staff needs to understand how and where to speak and how to listen to others. -- Communicating innovative ideas effectively involves “getting inside the head of the business”.

15. Recommendations to improve Business-IT communication 5- 15 Make the importance of effective communication visible. Work with HR to develop new skill expectations and roles. Develop communication skills both formally and informally. Increase the nature and frequency of communication. Spend more time on communication.

16. Conclusions 5- 16 Effective communication can overcome misunderstandings, dysfunctional behavior, and, above all, failures to deliver IT value. Good communication has both social and organizational dimensions. A “virtuous circle” of communication can improve IT performance and perceptions of IT value.

17. Building Better IT Leaders from the Bottom Up Chapter 6 6- 17 © 2015 Pearson Education, Inc. Publishing as Prentice Hall

18. Leadership Is Everyone’s Job 6- 18 Leadership 1:061:06

19. The Changing Role of the IT leader Traditional and hierarchical IT organization is now in retreat, and there is a growing recognition that IT organizations must do a better job of inculcating leadership behaviors in all their staff. 6- 19

20. Transformational IT Leadership Requires … Top-Line Focus – New technologies and applications drive the enterprise to differentiation and transformation strategies to deliver top line growth. Strong IT leadership teams are needed to take on roles to influence business leaders. Transformational leadership 2:492:49 6- 20

21. Transformational IT Leadership Requires … (continued) Credibility – IT must consistently deliver on results. IT must demonstrate the skills and competencies to deliver what it says it will do. 6- 21

22. Transformational IT Leadership Requires … (continued) Impact – IT staff must have stronger organizational perspectives, decision- making, entrepreneurialism, and risk- assessment capabilities at lower levels because even small IT decisions can have a major impact on the organization. 6- 22

23. Transformational IT Leadership Requires … (continued) Flexibility – IT staff and organizations are expected to be responsive to changing business needs. IT staffs must be proactive, have strong technical skills and the ability to quickly act in the best interests of the organization when the need arises. 6- 23

24. Transformational IT Leadership Requires … (continued) Complexity – IT is expected to offer change and innovation leadership, low- cost services and lead the way through ever changing new technology opportunities. 6- 24

25. Transformational IT Leadership Requires … (continued) New Technology – Staffs are increasingly mobile and their interactions with their managers are mediated by technology. New technologies change how information is acquired and disseminated, how communication takes place, how people are influenced and decisions made. 6- 25

26. What Makes a Good IT Leader? Self-knowledge Awareness of individuals approaches to work Adapt to different situations Personal Mastery Motivation & team building Collaboration & communication Risk assessment & problem solving Coaching & mentoring Leadership Skill Mastery 6- 26

27. What Makes a Good IT Leader? (continued) 6- 27 Strategic Vision Solid understanding of current operations Solid understanding of future direction Business Understanding Ability to Execute Enterprise Transformation Ability to Integrate Technology with People & Processes Political Savvy & Effective Use of Governance Structures Organizational Understanding

28. What Makes a Good IT Leader? (continued) 6- 28 Create an environment of: Trust Accountability Empowerment Creating a Supportive Working Environment Ability to concentrate on biggest payoff areas Recognize where resources should not be used Enhance people’s abilities Effective Use of Resources

29. What Makes a Good IT Leader? (continued) 6- 29 Know where and how to exercise leadership Adjust style to suit the situation Flexibility of Approach Ability to articulate contributions in business terms Ability to interact with business leaders Ability to educate and guide business leaders in the use of technology Ability to Gain Business Attention

30. Flexible Leadership Styles (Roberts and Mingay, 2004) Commanding – “Do What I Tell You” Pacesetting – “Do as I Do Now” Visionary – “Come with Me” Affiliate – “People come First” Coaching – “Try This” Democratic – “What do You Think” 6- 30 Video: Six styles 2:20, Good leader: 2:45, Characteristics 4:202:202:454:20

31. Effective Leadership Development Requires… 6- 31 Video: 4:144:14

32. Elements of a Supportive Environment Well articulated and instantiated values A climate of trust Empowerment Clear and frequent communication Accountability 6- 32

33. Elements of Process & Practices Activities such as planning, budgeting, conflict resolution, service delivery, and financial reviews should be well defined and documented. Establish job rotations and mentoring programs. 6- 33

34. Elements of Formal Training Can be internally developed or externally purchased. Requires a time commitment to ensure staff can take advantage of training. Training is perceived as a tool for helping individuals make their best contributions and achieving success. 6- 34

35. Leadership Development: Articulating IT Value Proposition Elements of value can be achieved by implementing a leadership program that asks: What is the value? Who will deliver the value? When will the value be realized? How will the value be delivered? Delivering business value 4:104:10 So many IT initiatives, so little time 4:384:38 6- 35

36. Conclusion Senior IT leaders must make IT leadership development a priority if IT is going to contribute to business strategy. Management must take a comprehensive approach to integrate culture, behavior, processes, and training to deliver business value. 6- 36