Tuesday, 31 May 2011
As for the contract, it had its pros and cons, much like every other ITSM assignment I've ever taken on, with the additional stress of a 250 mile round-trip commute! There were extremely demanding directors on both the business and the IT sides of the fence. So demanding were they in fact (for statistics, analyses, reports, new initiatives, new processes) that it seemed to me that the organisation had evolved a structure geared in large part to meet those demands rather than using the considerable abilities of the workers to create increased value (via efficiencies, automation etc) and deliver great service. Such an approach is predicated on the idea that the ten people at the top are better placed to innovate than the 500 specialists 'below' them. Such organisational toxicity ultimately helps no one; neither the customers nor the staff, nor ironically the top brass themselves. What CIOs want isn't always what they need...
Posted by Anonymous at 19:09