The phrase "IT strategy" has different meanings for different people.  Some think of IT strategy as a list of sytems that need to be replaced, or the future state of the network infrastructure.  Others see it as a document that gathers dust on a shelf somewhere.  Some even have an instinctive aversion to the topics of "IT" and "strategy," and when the words are put together in the same sentence, they want to run for the hills.  Heaven forbid!

One can understand that perspective.  If strategy is in fact just a document, or just a list of tasks to accomplish, then is there any real and lasting value for the organization?

We believe that the value of any good strategy is ultimately a change in behavior and attitudes.  Roger Connors and Tim Smith describe this in their book Journey to the Emerald City.  They outline four steps to behavior change:  see it, own it, solve it, do it.  These steps take us through the process of recognizing that a problem exists, taking responsiblity for it, engaging yourself and providing new perspectives, and taking action.

In the world of IT strategy, this same concept translates to how organizations manage their technology capability.  Are business executives really seeing their true role in making technology decisions?  Are they owning technology problems?  Is the organization collaborating to solve the problem?  Are the right actions being taken on the business and technology side?

Here are some steps you can follow to make sure your strategy work is resulting in behavioral change:

Identify what's wrong.  Often the toughest issues aren't discussed openly.  Organizations need to learn how to get these issues out on the table so they can address them in a constructive way.  This prepares the groundwork for behavioral change.

Understand all the perspectives.  Guess what?  That person you disagree with probably has some very valid points.  It is often the synthesis of opposing ideas that leads to a better way of doing things.

Forge the path.  Once you have a shared understanding of the problem, it is time to develop a shared vision for change.  It is extremely important that that vision be commonly held among the organization's leaders.  Without that, any plan for action is meaningless.

Measure your progress.  Behaviors don't change overnight.  We might have a shared vision of the future and we believe we are all on the same path, but it takes a certain amount of vigilance to make sure we don't revert to old ways.  Shared accountabilty goes a long way.

I would like to hear your stories about getting organizations to change behaviors.  Let me know about what worked and what didn't work.  We'll discuss the interesting cases in the blog section of our web site at www.ambassadorsolutions.com. 

Send your comments to me at rthieme@ambassadorsolutions.com. 

Ron Thieme, Ph.D.
VP, Strategic Services