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If an IT organization cannot keep up with the rate of change it will fall behind. In today's global economy, products, services, core and non-core IT and Business processes can all be copied. Organizational Learning cannot.
It has become perfectly plausible that Organizational Learning is the only way to create a truly sustained competitive advantage. Moreover, an IT organization's ability to learn faster, smarter and better than its competitors may be the only determining factor in its future success.
How does your IT organization stand, does it have a Learning Culture?
As IT leaders we must set our sights on The Living & Learning IT Organization ― how to increase the intellectual output and cohesiveness of an organization made from disparate units or islands that sometimes appear to have little in common.
In the last post on Developing IT Management Style we discovered by means of the Case Study that the most challenging issues faced by IT Management in delivering innovation were enablement and leverage. It is quite often said that a high percentage of new ideas fail, not because they're bad ideas, but rather because their inventors can't leverage them.
Many great ideas fail because they cannot get off the ground; add to the equation a busy IT support environment, budgetary constraints, resource issues, deadlines, priorities and governance, and it's hardly surprising that even the most brilliant of ideas quite often get shelved. Sometimes for good, especially in our rapidly changing organizational environments.
If we also consider an organization's inability to learn, then it's very surprising that we manage to deliver any innovation at all. Quite often we're struggling to keep our heads above water, in implementing somebody else's innovation, let alone bringing our own innovation to the table.
We have looked into some fundamental ways how to enable and develop the innovative management style, what we need to do next is find out how to leverage the whole of IT in bringing the newfound innovation to fruition. Moreover, we need to build a central nervous system through which is channeled knowledge, information and organizational learning.
A central nervous system that connects and unites the whole of IT, from CIO to Data Center Operator, each member of the IT organization must be connected to the same bus concurrently in real time. Often the central nervous system only works when we feel pain ― "get it fixed", "restore service", and when the lights return to green once again we become disconnected.
In the human body the cervical vertebrae (neck bones) in the neck connect the brain to the spinal cord and rest of the body, which enables the central nervous system to function, any fracture or injury of the vertebrae can result in loss of sensation, paralysis, or death.
How is the central nervous system in your IT organization? Does it suffer from a momentary loss of sensation, is it partially or completely paralyzed or has it already passed away to be resurrected by an IT outsourcer?
People are innovative it's in their nature to be, but not all organizational cultures are, so in order to harness the
innovative power of our people we must change our organizations by making real changes to the culture.