We are coming up on the 60d mark at LANVERA and wanted talk about information technology’s vision for 2017. In the first 30d, Steve and I had multiple conversations with various leaders throughout the organization about priorities, needs, and vision. A central theme emerged. How can we take IT to the next level, enabling our software development teams to build and test quicker without encumberance? How do we monitor key pieces of the technologies faster and leverage automation? How do we give more traditional IT functions to business units so we can more efficiently support our customers? How do we do knowledge management protecting intellectual property? And how can IT help infuse a positive values culture?
My recommendation to Steve is what I’ve expoused for over a decade: A culture of enablement, services, and transparency. Let’s unpack these three areas.
Giving our people the freedom and resources they say they need to do their job. Traditional IT is the top-down command and control approach that is arguably out dated and killing organizations abilities to be agile. Traditional IT’s leaders have the ability to control, but that is not where innovation comes from, is it? If we want LANVERA to feel like owners, what must give our people exactly that: ownership. This includes access rights, privledges, and determination of their tools. IT’s role will be to give them the framework, healthy auditing, and constant oversight. This will let teams do what they need to do: Be awesome. And not just our development teams. All teams.
IT as a utility is not a new concept and dominates the cloud model. It’s successful because it’s utilitarian approach. However, what if IT’s role is that of consultants leveraging our resources? Traditional IT’s reactive approaches are usually the result of poor IT to business engagement. Or worse, poor strategic planning with the business and IT alike. This divides and compounds. IT will offer menus of services and cost, including professional services. Teams will choose what they need, when they need it, and the resource cost of that service delivery. IT is the consultancy to the business that encorporates not just core IT functions, but how we can partner with teams to do more leveraging IT. To achieve, we crank up IT’s role as educator and communicate far far more.
Technical people not given good intel or access to actionable information will make assumptions about your network. This silo’ing of information breeds fear, uncertainty, and doubt across teams. Once made, hard to reverse perceptions, especially if baked over time. If we are going to embrace DevOps, we have to show a commitment to CAMS: Culture, Automation, Measurement, and Sharing. I’ve tested this theory over my career and have been surprised every time: the more information you give, the better the decisions are made, especially during crisis. As we monitor and measure, we’ll ensure all teams have access to these systems. All teams will see how resources are utilized, changed, and managed. We’ll also include audit data like who, when, what, how. Working as a team means establishing trust and accountability as a part of the culture. We start with ourselves.
Transform IT from a top-down production support focused team stuck in reactive and manual states to a infrastrucutre services based team focusing on network health, security, and reliability. Key strategic initiatives include focusing on security postures, auditing, monitoring, and automating core functions. Others include technology refreshes, examining our strategic partner relationships, and working towards vision through the three IT culture pillars.
“You know, Jonathan, that all sounds great, but you really haven’t said how your going to do all that.”
Your right. And if your reading this, your on this journey with me. More to come.