ALIGNING THE IT HUMAN RESOURCE WITH BUSINESS VISION: THE LEADERSHIP INITIATIVE AT 3M
Roepke, Agarwal, Ferratt MIS Quarterly, (24: 2) 2000, pp. 327-353.
Team Article Review 2 – Team 3
1
Agenda
Summary Motivation Contribution Integration with Course Concepts Critique
Team 3
Keerti
Chivakula Sara Chawdy
Team Article Presentation 2 – Team 3
2
TRANSFORMATION
IT as a strategic partner rather than an essential support. Elevated role of CIO. IT department was centralized in alignment with market centers. The IT image was changed to a key business function rather than in a supporting capacity.
3
Team Article Presentation 2 – Team 3
TRANSFORMATION
Increased collaboration and participative management style. Employees given increased sense of responsibilities. Leadership responsibility among all employees.
Team Article Presentation 2 – Team 3 4
SUMMARY
The leadership initiative.
The
ability to be entrepreneurial and creative is more important than being technical. To encourage the idea of “everyone has responsibility for leadership.
Transforming the Management Worker Relationship
From
command and control to collaborative. Employees being treated as assets. Workforce participation.
Team Article Presentation 2 – Team 3 5
SUMMARY (cont‟nd)
Personal leadership model
Designed
for IT professionals. Offered training to most employees. (get people to take responsibility, handle change and become adaptive)
Positional Leadership model
Designed
for IT managers. Commitment, vision, architecture, alignment.
Team Article Presentation 2 – Team 3 6
SUMMARY (cont‟nd)
Lessons from 3M‟s innovative experience
Reorganizations
to involve human resource solution rather than technology. Developing environment that ensures that the people are motivated and aligned to the same aspirations of the management. The shared leadership architecture. Share the vision. Multiple efforts over time.
Team Article Presentation 2 – Team 3 7
Motivation
IT organization in 21st Century
Needs
to be adaptive and responsive. Suggest new and innovative ways to improve internal and external processes. Transformed to be closely aligned with business needs and serve strategic ends.
How can IT leaders develop a workforce that is capable of fulfilling a strategic role?
Team Article Presentation 2 – Team 3 8
Contribution
a transition model that describes the way IT managers and IT professionals should interrelate. model for IT professionals to take responsibility while aligning individual needs with organizational goals. Shared leadership architecture as a potential source of sustainable competitive advantage.
Team Article Presentation 2 – Team 3 9
Contribution
Points out barriers of success to the transformation of IT human resources.
„Changing
pains‟ through the organization. Imbalances in leadership development Too long and too many resources. Recognize difficulty of journey.
Team Article Presentation 2 – Team 3
10
Integration with course concepts
As information technology‟s power and ubiquity have grown, its strategic important has diminished. The way you approach IT investment and management will need to change dramatically. (Carr 2003) 3M focused on the leadership skills involved in IT.
Team Article Presentation 2 – Team 3 11
Integration with Course Concepts
Designing Information systems to help in decision making. (Gorry & Morton 1989). Dave Drew‟s vision-”executives should be involving IT in decision-making as decisions are being made, not after decisions are made.” (Roepke & Ferratt 2000)
Team Article Presentation 2 – Team 3 12
Critique
Sid Diamond– Alignment starts with the CIO
CIO
needs to communicate his vision to drive alignment. Must employ a formal IT orientation program. Hiring practices to hire managers and developers with “business knowledge and strong interpersonal skills.”
Dave Drew, CIO at 3M, led the charge with above changes in order to attain successful IT human resource alignment.
Team Article Presentation 2 – Team 3
13
Critique
Lin – IT execs are expected to run their organization like a business, with need to make wise investments and demonstrate IT‟s value to the business. Lin points out Resistance in IT as one difficulty that Roepke does not mention.
Pushes
IT people out of their comfort zones and monopoly. Essential to have a well-designed and well-communicated plan.
Team Article Presentation 2 – Team 3
14
Critique
Roepke does not mention sustaining ITBusiness alignment. Luftman and Brier: sustaining IT-business alignment is even more difficult.
„alignment
behavior‟ must be developed and
cultivated. significant behavioral traits that are characteristic of organizations that have linked IT and business strategies that should be adopted.
Team Article Presentation 2 – Team 3 15
References
Carr, N.G. “IT doesn‟t matter,” Harvard Business Review (May) 2003, pp. 41-50. Gorry, A.G. and Scott-Morton, M.S. "A Framework for Management Information Systems,” Sloan Management Review (Fall) 1971, pp. 21-36 Lin, George, “Challenges of running IT like a business,” Computerworld. Sep 29, 2003. Vol. 37, Iss. 39; pp. 46. Luftman, Jerry, “Achieving and sustaining business-IT alignment Tom Brier,” California Management Review, Fall 1999. Vol. 42, Iss. 1; pg. 109 – 123 Roepke, R., A., and Ferratt, T.W. “Aligning the IT Human Resource with Business Vision: The Leadership Initiative at 3M,” MIS Quarterly, (24: 2) 2000, pp. 327-353. Sid, Diamond, “Giving business an IT alignment,” Software Magazine. Feb 1994. Vol. 14, Iss. 2; pg. 100-102
Team Article Presentation 2 – Team 3 16