Sunday, November 30, 2008

Characteristics of professional transformation and optimisation practices

Professionals will see to work organisations that they can be proud of, that excel, that have integrity, that learn, and with people they can respect (and who respect them). And I don't mean this as some kind of platitude to be trotted out for the benefit for impressing customers, partners or the market, by some marketing person who could just as easily be working for a brewer or a manufacturer.

These practices are lead and directed by visionary people - who practice i.e. do (not by people who spruik, not accountants - unless of course it is an accounting practice). This is true of all great practices. These people genuinely believe in what they do, and evangelical about doing things better, smarter, etc. and lead from front. They need these characteristics to overcome the inherent resistence that they will encounter from those who have built their reputations doing things in some outdated way. This is true in any real profession.

In all cases the business leader(s) would actively and continuously seek way of doing things (steps, tools etc.). The leader would engage other professional around who specialised in different areas and oversee: consistency, quality and learning for the organisation as a whole. This of course requires a real and genuine interest in the domain (in doing - not selling), talent, great self discipline, consistency, honesty and bravey etc. These practice would select people would have talent, intelligence, skill, be willing to learn, change. They would meet challenges, take responsibility, and be persistent. Those who were most highly rewarded would be the professionals leading the practice (not sales, marketing, general management, or accounting types). You can see in established professions: Architectural, Engineering, Medical, Legal, etc.

I am interested in strategic transformation and optimisation practice. In practices oriented at this there needs to be a focus on things such as:
- strategic planning and architecture: so what to deliver would be known.
- project and design management: so it would be possible to manage delivery
- technology and product selection: so the best materials and components could be used (rather than being in some vendors pocket)
- design and constructions methods: as often industry best practice is less than ideal
- operations: both because often industry best practice is poor and because ensures an understanding of operational realities (and changes and improvements must be able to operationally effective).

Sadly many IT oriented practices that claim to focus on transformation and optimisation are not lead this way. This results is pitiful best practice, over pricing, under delivery and lack of any real will to improve or change. I have heard every excuse in the book as to why IT is different. The sad truth is that IT has historically been a sales and marketing driven industry lead by persuasive, charming, well connected people. They think business is best done over meals, and drinks and social events are the build professionalism. Secretly they look down on the professionals they have in their ranks. Over time this means that the best and brightest professionals leave.