A good read by by Eric Brown titled; Are you building an “order taker” or “solution maker” environment?. Now, Eric writes for IT Professionals, however for any executive or general manager in the small to medium business space, I urge you to read it as well. (And I would like to add one more thing to Mr. Brown’s post!)
The IT teams in most SME’s are Order Takers. They may not know it, and they may not really think about it, but orders come from executives or committees that provide marching orders for some new server or tool. IT just chips in and gets it done. (usually quite well too)
We can consider a spectrum, with Order Taker one one side – and primarily being in a reactive posture, then moving to the Solution Maker on the other side of the spectrum which we can be consider as being in a proactive posture. But allow me to be quite blunt, moving an IT team from Order Taker to Solution Maker is not a linear event.
Moving to the Solution Maker side of the spectrum requires organizational maturity levels that are orders of magnitude higher, perhaps even logarithmically higher than the organizational maturity required at the Order Taker side of the spectrum.
And I would argue that the first step for moving across that spectrum is for IT to have a true plan, and then be able to provide feedback and options when these Order Taker initiatives arise. Without a formal plan, you never will get beyond the Order Taker side of the spectrum.
Let me ask you a few questions, the last time you decided to purchase a large ‘IT system’ such as Service Management, Financial Management, that good ‘ole boy ‘ERP’ system, or any larger technology tool, did you….
1) Have someone draft a requirements plan?
2) Have all business units add their ‘must have’ bits and pieces that they are adamant they need?
3) Then nod sagely when a vendor describes the mysteries of a ‘gap analysis’ and listen to them solemnly state that they certainly can do all of that for you?
Oh yes, one last little question; Did your IT Team ever give you a bit of feedback (positive or negative), push back, or any other method of raising caution signs?
Here is an example that you, dear Sir or Madam have probably done yourself……
You decided to renovate one of the rooms of your home, came up with an idea or two, added in a rough budget limit…..
Ahhhh! then the real shopping begins, and upgrade after upgrade leaves that initial budget and plan blowing in the wind….
Yes! that project that started as ‘reface the cabinetry and replace the sink’ ended up with granite counter tops, tile flooring, new cabinetry and the latest high end appliances…..
Providing feedback and even some argument that you are deviating from plan may not be critical with kitchen appliances, but it can be costly in IT.
The first improvement in your IT level of organizational maturity?
Is to get your IT team clearly articulating that those business unit ‘wish lists’ are going to cost money – lots of money, specifically if they are wandering off of your plan. As one example, when one Vice President was advised that a tiny part of one wishlist alone was six figure dollar amounts to implement: “No damned way I’m spending that …” was the response.
Moving across the spectrum from order taker to solution maker is hard work, but to start, you need a plan, and you need your IT Teams to able to demonstrate when, and even argue, if you are beginning to deviate from that plan.