Thursday | 8 January, 2009
Winning the Credibility Race
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How Low Can You Go?
According to Gartner, the following factors cause low IS organisational credibility:- Efficiency vs business change: Many IS groups focus on squeezing efficiency from workloads and prioritising resources use rather than boosting business results over the long term.
- A technology-first bias: IS organisations suffering from poor credibility often are obsessed with technical solutions and processes, rather than the business problems of the enterprise.
- Late delivery of services: Consistent delivery delays create an aura of unreliability, leading to user frustration, annoyance and avoidance.
- Poor service: Inadequate or unreliable service execution is evident in quality and cost issues.
- Unrealistic planning process. IS organisations often base their technology planning on a best-case analysis, which fails to take into account common implementation or operation risks. Furthermore, IS organisations sometimes devise a planning process that is not aligned with or connected to business planning.
- Poor customer communications: Low credibility is aggravated by IS organisations that are unable to successfully deal with business-unit client groups.
- Low enterprise commitment to IT: Funding difficulties, inability to commit resources, prioritisation chaos, and difficulties in initiating or earning enterprise support for IT innovations mark an IS organisation with low credibility.
- Failure to establish a connection to enterprise strategies: IS initiatives that fail to map to business unit or overall enterprise business goals will challenge IS credibility.
The Credibility Gap
Gartner finds that CIOs often diminish credibility by:- Failing to develop productive, effective relationships with key business leaders and stakeholders.
- Focusing on technology solutions rather than business problems
- Focusing solely on current operational requirements
- Tying service levels to IS head count rather than business need
- Neglecting continuous-process improvement to ensure reliable delivery of services
- Over-promising on the return on IT investments while only able to control the cost side
- Establishing ineffective governance mechanisms to fund and prioritise projects
- Organising around IT disciplines rather than around services of value to the clients
- Failing to manage the client-demand side
- When mandated, reducing head count without simultaneously reducing service levels or projects
- Failing to communicate to all stakeholders
Source: Gartner
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