IT departments in most organizations try to do its best to help organizations achieve their goals. Some of the IT departments are effective and some are not. Those who pursue their work with a purpose go farther than those who meander their way reacting to the situations as they arise. Those with purpose usually have a clear road map which is understood by most in the department as also by the users they serve. Let us understand how they achieve a clarity of purpose.
Good IT setups strive to define a mission for themselves and set out to achieve what they lay down as goals. This is a serious exercise and just not about writing an attractive statement and hanging it on the wall. They try to engage in serious discussion about what they are, how they are perceived by others, and what they want to become. I have found two types of such engagements in organizations. Some do this exercise because they are required to do so as per their company’s mandate and others do this of their own volition. I have been in both situations and I can state with confidence that the former case does not work; but when people carry out the study because they want to, they achieve excellence.
Such exercise requires considerable patience, understanding, ability for accepting criticism, knowledge of business, foresight and willingness to change. This is a process of enquiry and of redefining purpose and therefore needs participation and debate. Engaging an external consultant to do this work will be foolhardy because they cannot infuse enthusiasm and dedication in the group. However, to cover lack of internal expertise one can have a person as a guide or facilitator who can show them the way and ensure the group does not go astray. The group will have to debate and discover their strengths and opportunities and rededicate themselves to the task. Let us consider some ways to go over this exercise.
There are a few questions that we need to raise and answer. I am sharing these on the basis of my experience of going through this journey.
Who are we? This, is my opinion is the starting point where we try to understand ourselves and of our strengths and weaknesses. There is no harm in being self-critical so long as it is with the intention of improving ourselves. This opens up our minds to adding necessary expertise whenever the need arises.
Why do we exist? This is an important question to answer. We usually take our positions for granted and assume that we are essential part of the organization. My colleagues were taken aback when I asked them what if the management were to decide on outsourcing IT instead of retaining an in-house IT department. There were immediate protests but they had to be cooled down and asked to think and reply why their existence was important. We then went about addressing the question ‘who needs us’?
What are the needs of the organization or the expectations? This is where the needs of ‘the business’ come into play. The CIO has to understand and articulate to the team, the main direction of the organization’s business and its defined goals and priorities. The CIO also has to talk and interview various business heads to understand their issues and expectations. IT then has to align itself to business and chart out its path for playing the role of value addition. If the entire staff is aligned, they will ensure every step taken is in the right direction.
Do we fit the bill? Once this is understood, the group will have to assess their capability in delivering value and wherever there are gaps, they would need to endeavor to fill in with required resources.
Agree to walk along together: This is an important message here saying we agree to walk hand-in-hand or agree to perish together. This speaks of a shared mission on which everyone will contribute.
Having gone through these steps, the task of defining a mission statement for the group turned out to be easy summarization of the most significant ideals drawn up by us. The advantage was that the mission statement represented a value shared by all, and the group commitment went beyond the written statement.