Strategic Alliance – Business and IT

A Strategic Alliance is needed…

In the 1970’s, IT or DP (Data Processing) as it was called then, frequently was part of the finance department. Those of us in IT promoted the position that we should view business as “customers” and we (IT) as ”service providers”. In some ways, it helped as most organizations established a Chief Information Officer (CIO) and many now have a Chief Data Officer (CDO) and/or a Chief Technology Officer (CTO). However, I believe this to be a problem in the long run. Why?

The Problem 

Business Analysts and Project Managers are brought into projects after the business has already thought quite a bit about the project – they do the cost benefit analysis and, once approved, they assign a team. That puts IT in the service provider role (order-takers) – simply providing what the “customer” wants. The problem is that the real “customer” is whoever buys the company product, not the business. IT serves the wrong customer. Therefore, the organization loses out because:

    • Business doesn’t get input from IT. That input helps with ideas – by enhancing them, expanding them, or enabling them to work.
    • IT has many ideas about how to use technology for competitive advantage and the business loses opportunities if IT doesn’t have the chance to bring its own ideas to the table.
    • Once a project starts, business often wastes money by going down a path that could have been avoided simply by involving IT from the beginning.
    • The relationship between business and IT becomes strained because it remains a “we, they” relationship instead of “us”.

How do we Change this?

Business must involve IT, Business Analysts, Project Managers, and other departments, from the initial germination of the idea to ensure that they are looking at the whole picture. This comes from a holistic approach, System Thinking, i.e., seeing the impact to the overall system. An added benefit is that ideas that help provide a strategic advantage to the business don’t get lost.

Business Analysts and Project Managers should schedule 10- to 30-minute periodic discussions to keep on top of what is happening and how they can participate. IT also must spend time on relationship building by networking and engaging with business.

I recommend that all projects use facilitated workshops to develop scope, schedules, requirements, design, etc., as facilitated workshops produce better results while effectively engaging all.


IT is a strategic partner with business. IT and business need to be on equal footing and work together. Both must be fully engaged in identifying and executing projects. The best way for this to happen is for IT and business to view each other as strategic partners instead of customer/service provider.focused logo

“Why?” Gives us Purpose

Arguably the most important question asked is, “Why?” Even children drive parents crazy asking, “Why?” “Why?” challenges our paradigms. Simon Sinek describes how Steven Jobs begins presentations with “why” then moves to “how” and “what” to increase impact and acceptance of an idea. I instruct my students to focus on “why” in their process designs so participants understand the purpose of what they are doing. Why is this question so important?

Whenever people get together they do so for a reason. That reason describes the “purpose”. When people do things without knowing the purpose, the end result is unproductive. We need to know why we are doing something – it’s part of our DNA.

How often have you been asked to do something and didn’t ask why? Did it work? Well, it seldom does when you cannot explain why – the purpose. Employee satisfaction surveys often assume that salary will be the biggest complaint, but the results generally indicate that the biggest complaint is that employees don’t know how their work fits into the big picture, i.e., they don’t know “why” they are doing the work. Business processes exist for a reason; data is gathered for a reason; an organization exists for a reason – they answer the question, “Why?”

When I train Facilitators and Leaders “how to” effectively run meetings and workshops, I insist that they write a purpose statement for every step in the agenda so that if someone asks, “why?” there is a legitimate response – purpose. Whenever he or she doesn’t have a legitimate response, he or she will find it difficult to guide the group because when the why is not known, groups resist or don’t participate.

The same is true in defining processes, data, organizations, building computer systems, buying software, etc. When “why” is not known, decisions, selections, and actions serve no purpose. It must be the first question asked in any effort. “Why are we buying this software?” “Why do you need this data?” “Why does this process exist?” If you don’t have or receive a legitimate response, it’s to your benefit to keep asking until you do.

So, begin whatever you do by asking, “Why?” When we ask “Why?”, we start our efforts off on the right track. We do work that gives us purpose. purpose

Make People the Real Next Big Thing!

You’re drowning in technology; inundated with work that not only requires engaging with others, but also requires meetings that you find a drag and a waste of time.  Technology helps you communicate but it’s at a distance.  You send and respond to emails and text messages, but you don’t know if the other person is smiling or recoiling.  You read about methods, such as Agile, that promote face-to-face interaction, requiring training in “soft” skills – people skills, but you find getting training difficult.

Wouldn’t it be great if everyone in your organization had the skills needed to facilitate interaction?  Meetings would be a pleasure to attend because you actually accomplish good work.  Even short stand-up meetings are productive.  People would work well together because miscommunication would be lessened.

So, let’s do something radical.  Why not have everyone in your organization trained in “soft” skills?  These people skills cover communication skills needed to correct the problems you encounter.  “People” are the single most significant resource of your organization, so why not invest in your future working with people?

When you propose this type of training, cost and time resistance invariably comes up.  Your organization wants justification.  I’ve documented the value of using facilitated sessions in projects as improving productivity in ¼ the time.  If we look at return on individual (ROI), the savings are even greater because not only does productivity and engagement increase, but morale and collaboration improves, innovative ideas are brought to the surface, and risk and responsibility is shared throughout your organization.

Investing in “people” is the single most important investment your organization can make.  Just think:

  • Meetings will become valuable and productive events.
  • Technology then would be a useful tool to support human interaction.
  • Your organization will become more agile because business agility relies on people working well together.

We’ve had many “next big things” in technology, such as Augmented Reality, AI, Internet of Things, Big Data, Blockchain, etc., so, instead, let’s do something radical, make “people” the real next big thing!

The Must-Have Critical Skill-Set

I spoke at two conferences within these past two weeks – (1) IIBA Chicagoland Business Analysis Develop Day (ChiBADD) and (2) Data Modeling Zone (DMZ2017). At multiple sessions at each conference, a skill-set that is critical to the success of Business Analysts and Data Modelers kept coming up – facilitation skills, also referred to as “soft” skills. I also facilitated a “Data Hack-a-thon” at DMZ2017 and the only skill-set listed that was common to all 11 tables was “facilitation”. At ChiBADD, Bob Prentiss (Bob the BA), in his keynote presentation, called Business Analysts “Facilitators of Understanding”. There is a shift. Let’s explore.

After years of promoting group facilitation skills as a must-have skill-set to any role, I can say that people finally are listening, e.g.,

  • Agile recommends facilitation in every aspect of a project.
  • Data Modelers recommend facilitation in engaging the business in building business data models.
  • Business Analysts are realizing that facilitation is required for effective requirements elicitation.

Yet some people don’t get that learning facilitation skills is about developing a skill-set that is essential to their job. Business Analysts, Project Managers, Data Modelers, Six Sigma Green Belts, Strategic Planners, and others who don’t develop this skill-set are not prepared for today or the future. Unfortunately, too many people also believe that they have effective facilitation skills (“soft” skills) because they’ve presented or get along well with people. Not so…

Facilitation skills are a broad mix of skills. Some critical skills include:

  • Active listening – Hearing what others are really saying.
  • Group dynamics – Developing trust, teaming, and authentic collaboration amongst the group.
  • Dealing with difficult people – Turning difficult people into productive contributors.
  • Communication skills – Knowing “how to” present yourself ensuring that what you say is heard and understood.
  • Critical thinking – Pulling together the fragments of the message into a whole to form a better understanding helping people synthesize what has been said.

If you believe that you can learn this skill-set on the job, you are missing out. Learning on the job is a hit or miss effort where mistakes are perpetuated and there is no consistency – trial and error – and it demeans those people who, through proper training, spent a great deal of effort learning these skills. You must seek out proper facilitation skills training to be successful. Some Agile classes, data modeling classes, business analysis classes, etc., lightly touch on facilitation skills, but these classes focus on the specific technical knowledge required. That’s fine, but not sufficient.

You need an understanding of the “why”, practical applicable techniques, and structured thought processes in order for this must-have skill-set to be effective. Learn group facilitation skills, not because you want to become a dedicated Facilitator (which, by the way, is an option if you so desire), but because you can enhance job performance, drive collaboration, and achieve quality results.

Applying Agile Concepts to Strategic Planning

The Agile Manifesto may have been written initially for software, but its application to Strategic Planning works and it changes Strategic Planning from an event into a process. So, why not apply Agile concepts to Strategic Planning? I believe that planning should be a process not an event.  See “Swift” Strategic Planning.

I facilitated an Agile Strategic Plan for a group of organizational leaders who had hired a consultant a few years prior and the plan wasn’t working for them. The consultant took the leaders off-site for a week to work out their plan. The plan ended up being 84 pages long with loads of Baldrige Key Performance Indicators, but the plan ended up as “shelfware” for two years. The leaders wanted me to develop the plan a different way, so I applied Agile values to make the plan useful, as follows:

  • Individuals and interactions over processes and tools.
  • Working software (plan in this case) over comprehensive documentation.
  • Customer collaboration over contract negotiation.
  • Responding to change over following a plan.

First of all, we set a plan target of four pages long – the length of the U.S. Constitution. That’s adhering to the second value – working plan over comprehensive documentation. Reading 4 pages, versus reading 84 pages, makes a big difference. It also means that it makes it easier for the stakeholders to absorb and understand the plan, making it useful.

Looking at the first value, individuals and interactions over processes and tools, we developed the plan in facilitated workshops. Structuring the workshops to include multiple layers of leadership as participants incorporated the third value, customer collaboration over contract negotiation. We kept it simple, i.e., no complex processes. The leaders of the organization knew their industry – if not, strategic planning was not the solution to a lack of industry knowledge.

We further followed the Agile values by scheduling the facilitated workshops to last 4- to 8-hours to occur once a month. That meant that we never attempted to hammer out the entire plan in one workshop and each subsequent workshop began by reviewing the feedback and suggestions. We defined each “sprint” to define a portion of the plan, e.g., a complete Mission statement or a complete Vision, or a complete SWOT. In between, the leaders took what they had developed and shared it with others gathering feedback and suggestions. This brought in stakeholder collaboration and interaction.

Finally, once the Agile Strategic Plan was complete, the organization leaders defined a process for continuous review. They assigned a person to manage the plan and they reviewed the plan at every monthly staff meeting. The review was for progress, changes, and additions – i.e., it was a living plan and never “complete”. That supported the fourth value of responding to change over following a plan.

In addition to following the Agile values, we also were able to follow the Agile principles. Our measure of success was the plan. We provided continuous delivery of a working product and welcomed changes through the iterative workshops (“sprints”). Stakeholders were involved and leaders were motivated in a supportive environment. Face-to-face conversations were the norm in gathering feedback and suggestions. Sustainable development was accomplished through short, iterative workshops with continuous attention to excellence, good design, and simplicity enabling the plan to be useful. In the facilitated workshops, the leaders drove the process and we began each workshop with a reflection on previous work to improve following work.

Developing a Strategic Plan once a year and then waiting until the next planning cycle to update, makes no sense – the world doesn’t wait.

Hopes for 2017

“My Hopes for 2017”

Since 2016 has been viewed as a not so good year, I wanted to look at 2017 with optimism.  My hopes for 2017:

For all:

Let’s eliminate polarizing groups.  No one group has all the right answers and we need to work together to solve the problems facing humanity.  We do this by replacing judgment with dialog.

Let’s make collaboration a reality instead of a “buzzword”.  In 2016, much was written about collaboration, but it tended to focus more on tools and working together.  I believe that collaboration is far more than that.  We do this by building trust and understanding “how to” share ideas, listen, and build on each other’s strengths.

Let’s make Diversity a standard.  The trend towards parochialism undermines diversity.  Diverse environments are stronger – whether you are talking about sociology, science, other.  We do this by embracing Diversity so racism becomes unacceptable.

Let’s make fake news a thing of the past – this is not “freedom of speech”.  We need to hold our news sources accountable.  We do this by not looking only for those who support our pre-conceived ideas, but looking for those that present facts instead of opinions.

Let’s support peace.  In 2016, for the first time, there was no armed conflict in the Western Hemisphere.  We do this by supporting peace and those promoting peace to spread to all hemispheres.

For Companies:

I hope that companies realize the importance of preparing their people for the 21st Century.  Technology is important but without people, where would technology be?  The critical skills for success needed to prepare people for the 21st Century are: self-awareness and emotional intelligence, team building and trust, communication skills, critical thinking, innovative problem-solving, collaborative solutions, etc.  As we move towards an era when outsourcing is commonplace, co-creating, co-working, and the gig economy increases, these critical skills become crucial.

I hope that companies realize that with Data, they need to develop a plan and a business model.  Data, Big Data, IoT, etc., are all the rage, as they should be, but like many other trends (or fads) in the past, automation helps but companies need to understand what the data means, how it’s to be used, and their needs.  Without that, data is simply noiseData needs understanding to become information and then knowledge.

I hope that companies realize that strategy is “not” dead – strategy is never dead.  A fast-changing environment needs strategies more than tactics – you either lead or follow.  With Strategies, you lead.  However, companies need to realize that with Strategies, a living plan exceeds a static plan.  You cannot create static strategies in this environment; they need to be flexible, agile, and understood by all – making it an ongoing process, not an event.

For Group Facilitation Skills:

I hope to see structured facilitation become less formal and more of a standard practice with group facilitation skills becoming a core skill set of many roles.

I hope to see companies recognize the importance of Group Facilitation Skills training.  The ability to engage people in effective communication, decision-making, and problem-solving is a skill set that cannot be outsourced.  Increasingly, these skills are being included as core competencies in many jobs/roles because they contribute to the overall well-being of any organization.  They are trainable and make a significant impact to the bottom line.

I hope to see companies recognize that Process Skills are as important as People Skills.  People skills are absolutely necessary, however the group must also build something of value – that requires a thought process.  This is crucial to building something of value.  A thought process is not a procedure – it is a thinking process that takes people from point A to Z in making decisions, solving problems, etc.  Meetings without thought processes do not succeed.  People Skills combined with Process Skills enable collaboration.

I hope to see Virtual Meetings become productive using group facilitation skills.  These are viewed as cost-effective meetings by saving travel.  They have become a standard, but virtual meetings do not enable teaming – trust is lacking.  Implementing them requires thought to ensure engagement and overcome the barriers that impede teaming.  In virtual meetings, building trust is crucial.

For me:

I hope to train all y’all this year!

I hope Millie, Sean, Al, and I continue to be healthy and close – working with your family is a challenging adventure and I wouldn’t miss it for the world.

Last, but not least:

Thank you for your loyalty and I wish all y’all a Healthy and Prosperous Year!gary rush facilitation