These days an organization cannot afford “hidden” assets.  Who would want to be unaware of, and thus under-utilize, an asset?  Yet many organizations fail to leverage assets that essentially hide in plain sight.  In these days of austerity, particularly for small and medium sized business, an organization’s best efforts take on a whole new meaning – an unqualified meaning:  It is no longer acceptable to take a position that “we’re doing the best we can, given the circumstances.”

We have to do our best (individually and collectively), in reaching the organization’s best – and further, we must constantly exceed “the best” by defining that best ever upward and hitting new heights.  A steep challenge – and yet an ongoing goal that must be attained – and one with attendant rewards.

We must change and bias circumstances to favor everything we do in achieving objectives – with the maximization of all resources:  fiscal, human, tangible, outside services, and so on.  A few posts ago, I spoke of doing more with less – that is most certainly possible and surely desirable.  However, once the organization has eliminated waste, possibly even reducing expenditures to the point of impinging on some legitimate supports, it becomes necessary to look at what’s left.  Within that comes the concept of doing more with more.

Doing More with More

We need to achieve success on an ever-expanding basis, in the circumstances of a business-technology change continuum.  As but one example, let’s consider people.  When we consider people, we have in each individual a considerable set of circumstances – and the potential for many optimizations.  For any manager, we owe it to people to help them actualize and optimize their contribution to the organization.  For any person, manager included, we desire to work smarter, making greater contribution, in forwarding the organization… and ourselves.

PEOPLE

Just as we expose and leverage content contained in various systems of storage, we must expose and leverage knowledge as contained in people.  This is what various forums present:  From Users’ Groups to programmers’ meetings, manager’s enclaves, work retreats, etc. – opportunities to expose and leverage collective knowledge and talent in managing the present and future.  There is always more knowledge and talent to be leveraged, and it involves every person at every level.

There are those individuals who know how to do things that others do not, or who know how to do things better than others.  Things that are common requirements for all staff, or things that all staff can use. Because individuals have strengths and weaknesses, we should strive to propagate strengths in overcoming weaknesses.  After all, it’s not like transferring water from one bucket to another:  we don’t lose strength in one individual who imparts knowledge or training to someone who gains those things. Further, the imparting individual can gain training skills, communication skills, and other collaborative skills. The receiver gains the new knowledge and abilities. Of course the organization gains by having a more knowledgeable, able, staff. This is a win-win-win for all involved.

In the coming days we’ll explore additional doing more with more ideas.

July 24th: On this day in 1965 Bob Dylan releases “Like a Rolling Stone.”

I was reading an interesting article at InformationWeek.com today.  I just happened to land on, Global CIO:  The Top 10 CIO Issues for 2010 by Bob Evans.  It’s a great article. 

I was struck by something on the second page – Issue 7) CIO Priorities, CIO Compensation, CIO Evaluation.  Even if you’re not a CIO, the thought that struck me still pertains to anyone working in the larger field of IT.

You can refer to the item as necessary, but Mr. Evans asks the question (of CIOs), “How are you paid?”  He notes: not how well, but “how” as in… for what are you being paid?  He asks in part if your compensation package is mapping to “tired jobs” of counting PCs, and functioning as an assistant to the CFO – as opposed to what he calls the new firebrand-type CIO – with growth, customers and market-centric innovation as key drivers. 

Say what??

If you, as a CIO, or you, as an IT staff member, are laboring in an IT department (and by extension, embedded in an organization) that has CIOs laboring to granular, mundane, details such as PC counts then something is grossly out of balance (and here neither I, nor Mr. Evans, mean running around performing a physical count, but rather answering to the counts).  Any organizational department is a hierarchy:  PCs darn sure need to be counted – as but one example from the article – and someone has to do the counting. 

But it’s doubtful if many CIOs are “counting” in even an overview sense.  A workstation population is a line in a budget, and it can be managed according to identification of less expensive items, more “bang for the buck” discoveries, etc., as delivered by proactive IT Directors/Managers, Network Managers, HelpDesk staff, even end-users – anyone the organization decides to actualize and listen to in delivering ever greater returns on behalf of business.  The CIO, in part, leads, inspires, and trusts:  At least in the environments that accrue and retain true, trusted, talent.

A post or two ago I spoke of “an accrual of returns.”  Get everyone actualized – focusing on the near-term horizon and on the slightly more distant future – watch for things that work elsewhere, look to the puzzle pieces that may fit your future and suggest, test, implement…

I suggest you look up Mr. Evans’ article – it’s a great piece, and he likely has his finger on the pulse of many organizations:  hobbling their CIO’s with what he refers to as “plumbing style metrics” (uptimes, line-items, SLAs, headcounts), which in-turn prevents CIOs from making imaginative contributions.  Contributions such as process breakthroughs and tech innovations in service to sales, markets, customers and overall business profitability and success.  I say:  If CIOs are hobbled, then there undoubtedly is a crippling compress on all elements of IT and the people staffing it.  A corresponding business hobble is inevitable.

As I wrote a few days ago, IT leaders who want to be truly effective must deliver on business expectations and beyond.  In doing that, you must disabuse IT governance (business) of old-school notions of IT – IT is not what I used to call “glorified typewriter repair.”  In doing this, you must install the modern IT department, with clear (but overlapping and backed up) division of duties; that’s not too difficult for the true IT leader and with a little sanction from HR.  Following that, install appropriate inspiration to IT staff to grow their positions for the oncoming future (by virtue of their suggestions for leaders’ review and subsequent appropriate sanction).

IT is a functioning and enabling arm of business – and it’s contribution cannot be underestimated any more than, say, Sales and Marketing.

July 22nd:  On this day in 1796, Cleveland, Ohio was founded by General Moses Cleaveland.