General

One of the most valuable assets of today’s companies have is information. As the digital era’s oil, data has become the world’s most valuable resource. However, without governing information appropriately, it can increase risk. It’s the reason why U.S. businesses spent an average of $8 million per data breach in 2018. Aligning your IT with your business strategy is essential for reaching your company’s business and financial goals and protecting its IT investments. That’s where IT governance comes in handy. IT governance is the formal foundation or core process to ensure your IT aligns with your business goals and strategy and a crucial component of corporate governance.

IT governance matters because it ensures your company is using its IT resources and assets effectively and efficiently to achieve the desired outcomes of your enterprise’s goals. It’s also crucial to implement IT governance to comply with laws and industry regulations, including privacy and data protection laws. But when you don’t update your IT governance in this age of digital transformation, you risk the protection of your enterprise’s and consumers’ data and privacy, facing lawsuits, and, ultimately, hurting your bottom line. That’s because sound IT governance prevents adverse situations, such as data breaches. Thus, it’s important to understand the principles for creating a successful foundation for IT governance.

Here are six key ways to achieve IT governance success:

1. Establish an IT Governance Mindset for the Entire Organization (Not Just CIOs)

Traditionally, IT governance has been seen as the responsibility of the CIO and executive leadership. However, IT governance success calls for a shift from CIO-dedicated ownership to ownership of a wider audience of organizational leadership. The board must determine the objectives that everyone in the organization needs to achieve. It allows for radical decision-making and is necessary for keeping pace with digital transformation.

2. Update Governance Views

A large part of modernizing IT governance requires a mind shift from enterprise leaders. That’s why it’s important that enterprise leaders update their views on IT governance. Traditionally, enterprise leaders view IT governance as a set of restrictions. But if you want to modernize your IT governance, your enterprise leaders need to think beyond restrictions. Instead, leaders need to understand that good IT governance is a digital enabler.

3. Focus on Outcomes (Not Fixed Processes)

A modern IT governance foundation considers more than fixed processes. Instead, good IT governance focuses on outcomes. That’s because outcomes provide proof. Leading digital enterprises exhibit an IT governance capability that focuses on outcomes. These outcomes require flexibility to change as often as necessary when specific situations arise. With a 47 percent hike in data breaches in the second half of 2018, ensuring the outcomes of the processes you implement is essential to protecting the business objective of securing user data and privacy. Thus, it’s critical to not only limit the focus to processes but to consider if these processes achieve the desired outcome.

4. Embrace Automation to Promote Adherence

Adhering to IT governance is a challenge for traditional IT governance compliance. It’s hindered innovation due to inefficient allocation of capital and puts enterprises at risk for falling out of compliance. However, modern IT governance leverages automation to promote governance adherence. Thus, it’s critical that your IT leadership and team takes advantage of the same technologies that are automating the workflows of businesses and apply them to IT processes. By embracing automation, you can encourage adherence to governance.

5. Customize IT Governance

Each company’s goals and needs differ. Moreover, time, industry trends and economic factors can change the business’ goals at any time. When this occurs, an outdated IT governance framework may not achieve your current, specific goals. That’s why it’s vital to customize your IT governance to your company’s current and unique needs.
There are several governance frameworks that leaders update to address the needs of the enterprise. Some of the common frameworks for IT governance include Factor Analysis Information Risk (FAIR), COBIT, COSO, Capability Maturity Model Integration (CMMI) and ITIL. While these frameworks provide a foundation for establishing objective measurements and outlining important factors that take into account stakeholders interest, it’s important to choose a framework that works for your business’ needs and adjust the framework as the need arises.

6. Adjust Governance More Often

Modernizing IT governance requires adjusting the framework more frequently than in the past. While experts note that no formula exists that dictates the best times to refresh your governance program, they do advise adjusting your program whenever your organization evolves or its principles change. Facebook had to adjust its IT governance structure after the Cambridge Analytica data leak. From promising to cut off dormant apps from accessing user data to disclosing information about advertisers, the social media tech company has moved to adjust how it handles data governance to provide transparency for its users and protect user data.

Final Thoughts

There is no doubt that IT governance is a crucial part of any modern company in today’s digital era. But if you want to modernize IT governance, you have to put a few effective strategies in place. From extending the responsibilities of IT governance from CIOs to IT leaders to adjusting IT governance frequently, there are several key strategies you can implement to update your IT governance program. By using these key principles, you can set up your IT governance framework for success.

 

In my last post I talked about the benefits of having a dedicated Workfront system administrator. But from my experience with clients I’ve learned that not everyone anticipates needing full time resources to support a SaaS application. More often than not this stems from a lack of context—being unsure of what duties a sys admin could or should take on and not knowing just how much time those activities can consume. If your organization decides that it needs a Workfront administrator but doesn’t know what to expect, I have created a “starter” list of roles and responsibilities I have performed while working as a Workfront administrator:

 

1. User profile management (1-2 hours per month)

While your account rep will almost certainly ensure you don’t go over your license count for any extended period of time, it can be incredibly helpful to keep track of how close you are to the threshold, whether licenses are appropriately allocated across groups, and whether accounts need to be deactivated. Additionally, it’s a good practice to regularly validate that users have all the appropriate settings—layout template, job role, team assignments, etc.—even more so if you’re leveraging group administrators. Most of this can be easily done by setting up a few key reports. But they still require someone to manually check the information. Below are three simple reports I’ve used in the past:

  • Quarterly license audits
  • Bi-weekly Human Resources termination audits
  • Monthly groups and teams audits

 

2. Report and dashboard management (4-8 hours per month)

This one is no small feat. Depending on where you are in your Workfront journey, creating and managing reports could actually account for the vast majority of your time. The trick, of course, is to create a suite of reports that can be flexibly applied across users through a combination of wildcard filters. But the path to get there is not always so easy…or quick. In my experience, work in this area typically falls into one of three categories:

  • Create reports and dashboards to support project managers, project teams, and executive leadership
  • Customize layout templates for different user personas by applying dashboards to enhance the user experience
  • Quarterly report and dashboard audits

 

3. Custom fields and forms management (1-2 hours per month)

Custom fields can get tricky. Staying on top of field consistency and eliminating redundancy can be the difference between sys admin sanity and overload. But your users don’t really tend to care about all that so long as the fields and forms they need are to their liking. So it’s a “shadow” responsibility for any prudent admin to consistently review custom fields, make sure they have the right data type (string, date, currency, etc.), and that there’s as little redundancy as possible. Doing so will ultimately help keep the Workfront instance leaner and reduce the overhead associated with changes.

  • Create and update custom fields and custom forms to support the various teams using Workfront
  • Review fields across user groups and identify opportunities to consolidate

 

4. Create and maintain standard PMO processes and training documents (8-32 hours per month)

While Workfront is certainly a powerful tool it can’t technically dictate or enforce what your processes and procedures look like. It can help provide some structure; but it still requires users to take an appropriate set of actions in any given situation. That said, your processes certainly need to be simpatico with Workfront. And your procedures need to tie the two together. The Workfront administrator is a powerful resource for helping to do just that: defining procedures, mapping processes, and creating or maintaining training materials that educate staff on how to apply a process in a Workfront-driven world.

 

5. Troubleshoot technical Workfront issues and bugs and coordinate with Workfront technical support when necessary (40-48 hours per month)

I mean, come on, can you imagine a world without a support desk?

 

6. Test Workfront beta preview releases and inform executive leadership and the PMO of Workfront Release changes (4-5 hours per month)

Release management is a big one. There are really two scenarios: 1) completely new functionality or features are being released and you need to assess whether it makes sense to leverage them; or 2) features are being deprecated and you need to game plan how to roll out and train staff on alternatives. The latter doesn’t happen very frequently but when it does it poses a huge risk. Which is why someone needs to stay on top of the releases.

  • Workfront conducts three releases a year that have minor and significant changes to the software. It is recommended that a Workfront administrator or a dedicated resource review and test all new features in the Preview Sandbox region prior to launch
  • Testing is conducted to confirm that current workflows and processes will not be negatively impacted

 

7. Project development and management (1-2 hours per month)

These activities ring particularly true for organizations that don’t yet have fully matured project management methodologies—organizations where project plans may be subject to frequent change or the portfolio/project hierarchy is still fluid. But even teams that have been “PMO-ing” for ages will still find that they need to make the occasional change as they better learn how to take advantage of things like workflow automation and some of the other collaborative features of Workfront.

  • Create project templates in coordination with the PMO
  • Quarterly portfolio, program, and project audits
  • Quarterly queue audits

 

8. Perform general maintenance and updates of the Workfront system (4-8 hours per month)

Invariably things need to get tidied up. Even with the most careful user base there are errors and incorrect settings. And while it’s easy enough to ignore these things, they can go a long way to ensuring data integrity. And if you don’t care about data integrity right now, you will when it comes time to perform operational analysis. Want to know how long projects for a specific line of business take? Then you need to make sure the necessary custom fields are filled out. Need to re-baseline your project benchmarks? Then you need to have confidence in your duration actuals. At the end of the day, the data is all incredibly important, and while users do their best, you need a system of checks and balances to help ensure integrity and accuracy.

 

9. Create configuration documentation for all internal changes and updates to the Workfront system (1-2 hours per month)

A lot of organizations don’t take this one seriously. They see it as needless overhead. But from experience I can tell you it’s anything but. Configuration documentation is basically a requirements and design artifact that gets created when you implement the system and gets updated with each major change you make. It serves, in this sense, as a change log so that if ever you make a serious design/architecture faux pas you have a historical record of what things got changed from so that you can more easily change them back. Trust me when I say nothing is worse than implementing a major change only for there to be user mutiny and no quick means to change things back.

 

10. Traffic intake management (8-12 per month)

Depending on your processes or how many licenses you have, the number of users that can create projects might be incredibly limited. In these instances, traffic and project set up are handled, primarily, by system administrators. They act as traffic managers and make sure all the requisite details on custom forms are filled out and that all approvals are completed in accordance to PMO processes (as applicable). While this area of responsibility is more closely aligned with business users, it can often fall within the purview of sys admins and, when it does, it can take up a significant amount of time.

 

By now, hopefully you’ve realized not just how important dedicated sys admin support is, but how much of it there is to do. It takes a lot of time from a very skilled resource and can be incredibly difficult for someone to do “in the margins”. If you’ve been doing the math you know my “starter list” can easily eat up over 70% of an FTE. And that’s before we even delve into more advanced functions like operational analysis and continual process improvement. The moral of the story is that, if you’re wondering if a dedicate Workfront administrator will have enough to do, you’re asking the question the wrong way. The real question is “who will support these responsibilities if you don’t have a dedicated administrator?”

 

If you’re interested in learning more about what to look for in a Workfront system administrator or if you’d like information on our managed services, contact us at info@leappoint.com.

In today’s marketing landscape, relying on your gut feeling doesn’t work. Instead, sound marketing requires data-driven tactics to make strategic and informed decisions. You can achieve this when you integrate analytics into your marketing. Here’s how:

1. Know your basics

Understand key marketing analytics terms so you can apply vital metrics to reach your marketing goals effectively. Some key marketing analytics terms to learn include:

Leads generated. This is the number of sales leads you produce with your marketing efforts. Sales leads are individuals who are interested in the goods or services you offer and can potentially lead to a paying customer.

Sales growth. This is the rate at which your sales increase over time based on your marketing strategies, such as lead generation.

Conversion rate. This is the percentage of your leads who transform into paying customers.

Web analytics. These are the different types of metrics and data that specifically measure online activity from various platforms, including email and e-commerce. You use web analytics to understand how site visitors use the web so you can optimize your web content. Some key terms include:

  • Click-through rate (CTR). CTR measures the percentage of individuals who clicked on your digital ad or call-to-action (CTA) in comparison to individuals who only viewed it.
  • Traffic. Traffic measures the number of visitors that come to your website.
  • Engagement. Engagement typically measures the rate at which individuals interact with your online content and the way they interact with this content. The pages per session, bounce rate and time on page are a few of the several data points that constitute engagement.
  • Open rate. This metric measures the rate at which recipients of your email campaign open the emails you send.

 

2. Push your metrics further with insights

Without drawing insights from your data, it’s challenging to understand their value. Accomplish this by assessing how specific marketing activities impact different metrics. For instance, you can measure the performance between two different CTAs by comparing the changes in the CTR for each CTA. If you notice the first CTA garners a better CTR, then it may be ideal to use the first call-to-action to drive traffic.

3. Track lead sources

You can better integrate analytics into your marketing by tracking the source channels of your leads. This is especially useful for tracking social media sources. Review the source of your leads by measuring the CTR. This can help you better determine where to focus your marketing efforts.

4. Improve the user experience

You can use data to also enhance the site experience users have when they visit your website. For example, you can monitor changes in your bounce rate before and after making a technical change such as removing images that slow down site performance, to determine the effectiveness of the change. If it decreases your bounce rate and keeps visitors on your site longer, it can mean that it’s enhancing the user experience.

5. Craft your strategy around insights

You can’t maximize your data’s potential if you lack effective strategies. It’s not uncommon for marketers to limit their data’s potential by using it to support pre-made decisions. However, it’s key to leverage the potential of data to drive action. You can do this by crafting your strategy around insights. Consider using these tips to build a driving strategy with marketing analytics:

  • Make marketing analytics accessible. Make sure your team has access to your insight and discuss how analytics impacts your marketing goals.
  • Get help. Get a different perspective and ensure you’re capturing data from different angles by leveraging the help of an expert or partner.
  • Test your tactics. Perform tests to determine if the theories or tactics you have are working based on your analytics.

Robotic process automation (RPA) involves configuring computer software or robots to automate and standardize business processes and communicate with other digital systems. Such bots work across application user interfaces, imitating the actions of humans, such as signing in and out of applications, checking emails, copying and pasting content, and filling forms.

RPA provides your business with greater efficiency, lesser costs and higher quality. It is applicable in a wide range of industries. It is not surprising that RPA is expected to be adopted worldwide in the next five years.

Technical Advantages of RPA

Ease of Implementation

RPA is easy to configure and deploy. It works well across multiple back-end systems. RPA software or bots interact with existing IT applications. They don’t need any re-architecting or system integration.

Efficiency in Business Processes

By automating IT infrastructure management, you can regularly detect and solve problems faster. RPA improves service desk operations and the monitoring of network devices, thereby increasing accuracy.

Machines can retrieve information, process language, and frame basic content much better now. This means RPA can respond to human beings in natural language rather than in software code, which helps you to conserve resources at customer support/service centers.

You can also use bots to improve personal productivity by deploying custom solutions in individual computers. Since all bots can be managed from a centralized server, your IT department would still be able to maintain control over all bots.

Proven Success

NASA launched four RPA proofs of concepts, found that all worked well, and is now opting for more RPA bots. The expectations of many organizations who implemented RPA pilots and proofs of concept have been met or exceeded.

Foundation for Other Applications

RPA is often the first step in your business’ digital transformation and in adopting artificial intelligence (AI). A recent survey on priorities in process and performance management found that 69 percent of digital strategies were achieved via RPA.

Is RPA a Threat to Human Resources?

RPA doesn’t mean that all your employees will lose their jobs. Instead, robotic systems will free them from repetitive, rules-based, non-subjective tasks, leaving them free to do jobs that need social awareness and decision-making.

Approximately 10-20 percent of employee hours are usually spent on dull, repetitive tasks. Most companies that implement RPA reallocate workers to more knowledge-based, creative and strategic processes, thereby improving productivity and innovation.

Your employees don’t need programming skills to set up RPA bots, assign them tasks, and manage them. Conversely, the bots might require direction from them to automate most processes.

RPA and Return on Investment (ROI)

A large percent of enterprises across industries are ready to make significant investments in RPA. It’s versatile and scalable enough to be used anywhere. RPA can provide a high ROI, thanks to its various benefits:

  • Improves all business processes
  • Provides uninterrupted 24/7 service
  • Reduces costs, increases throughput
  • Saves time and resources
  • Requires only minimal individual dependency and training
  • Delivers defect-free outcomes
  • Records all steps, making auditing easy
  • Maintains high security
  • Supports all compliance processes

RPA Best Practices

Before you opt for RPA, consider its impact on your business and employees. Use it not just as a way of saving expenses, but as a broader strategy.

Define desired ROI and focus on it. Find a good service provider to help implement RPA. Automate a stable, rules-based, repetitive, optimized, high-volume process first.

Build an RPA team capable of assessing feasibility of proposals and deploying RPA, managing it, and monitoring its efficiency. Gradually automate large, impactful processes. Combine non-intentional and planned RPA.

Ensure compliance with policy, corporate and legal requirements. Develop ROI metrics for RPA to help you make better decisions, learn from any problems, and optimize solutions.

RPA will deliver real value if you set well-defined parameters for it. When managed well, the relationship between technology and people can be quite fruitful.

Digital asset management (DAM) software gives businesses a platform for storing, retrieving, and sharing digital content such as videos, photos, audio files, presentations, and images. Instead of keeping files on different computers, businesses can use DAM software to create a centralized library that gives everyone access to the content they may need.

 

How DAM Software Can Benefit Your Business

Before you purchase DAM software, you should learn about some of the ways it can help your business. You should also learn about some of the most popular software options and the features they offer.

 

Organize Your Digital Media

Without DAM, your business doesn’t have an easy way to organize digital media. At best, you can try to keep certain files in one folder. Given enough time, though, people will forget where they saved files. When they need to retrieve them, they end up wasting a lot of time searching for the files they want.

DAM organizes your files in a central location, so you can quickly find the items you need. You can even add metadata to help you find content. Instead of losing your assets, you organize them in a convenient place that the whole team can access.

Improve Workflow

Since everyone involved in a project has access to the files stored in your DAM software, you can reduce redundancies that slow your workflow. The best DAM software has built-in workflow management features that let you track a project from beginning to end. The smoother your workflow gets, the faster you can bring your projects to market.

Manage Rights and License Agreements

You may not own all of the digital media that your company uses, so you need to keep track of each asset’s rights or license agreements. It’s very difficult to manage rights and license agreements when you store media in folders.

When you use DAM, though, the software remembers all of the rights and license agreements for you. That way, you never mistakenly use content that could get you sued for copyright infringement.

DAM Software Scales to Your Needs

Digital media files can take up a lot of space on your computer, especially when you work with audio and video. Cloud-based DAM software can scale to meet your current needs. If you need more memory today because you’re working on three videos, then the software can accommodate that. Tomorrow, when you work on one video, the software automatically scales down.

Once you find the right DAM, you have all of the memory and processing power that you need to finish your projects.

 

The Top 3 Digital Asset Management Platforms

Make sure you review some of the most popular DAM software options so you can choose one with the features that matter most to you.

Bynder

Bynder excels at giving users access to templates that make it easier for designers to complete projects. Since Bynder uses the AWS cloud, the software can scale to your immediate needs. As your business grows, the software will grow with you. Finally, Bynder has a built-in, customizable workflow feature that lets you improve efficiency and track each step in a project’s progress.

Aprimo

In addition to storing digital media, Aprimo can automatically approve each step of a project. Assuming that the software approves terrific content, you should see your efficiency improve significantly. Aprimo also benefits from its ability to connect to other systems, including Adobe Creative Cloud, eCommerce, and Enterprise Resource Planning (ERP)

Adobe Experience Manager Assets

Adobe Experience Manager Assets makes it easier for colleagues to collaborate. The collaboration feature should help improve your office’s efficiency. Adobe Experience Manager Assets also stands out for its AI insights. The software will review your content and tell you where you get the best ROI.

Many DAMs will let you try a demo before you purchase. Explore your options, find one that works well for you, and get your DAM life in order.

We are proud to announce LeapPoint’s new status as a Microsoft Azure Silver Partner.

The Silver Cloud Platform Competency is an acknowledgment given only to those who specialize in building, integrating and/or extending solutions or infrastructures using the Microsoft Azure cloud platform.

An organization can only qualify for the Cloud Platform Competency after demonstrating proven Azure performance, passing rigorous technology assessments, meeting the Azure consumption requirement and providing references that not only prove successful implementation of cloud projects but satisfactory customer service. Due to the challenging criteria, achieving a silver competency places LeapPoint among a small percentage of Microsoft partners worldwide.

Microsoft Silver Partner Logo (PRNewsFoto/Fixstars)

The Silver Cloud Platform Competency demonstrates LeapPoint’s dedication to meeting the evolving business infrastructure needs of Microsoft’s customers and enables LeapPoint to keep clients ahead with innovative solutions that help them move faster, achieve more and save money.

 

About LeapPoint

We drive enterprise change. A management and technology consulting firm that provides advisory and digital services, as well as custom application development, LeapPoint offers a thoughtful blend of resources to bring just the right mix of business acumen and functional expertise to drive enterprise change. Our genesis is firmly rooted in the belief that your success is the most important outcome of our work. For more information, visit leappoint.com.

Let’s face the facts: Approximately 80% of New Year’s Resolutions fail. A similar percentage of organizational change initiatives (70%) fail to reach stated objectives. Why?

 

It starts and ends with commitment issues. 

 

You wouldn’t start making resolutions or proposing an organizational change if you weren’t non-committal to the status quo in the first place. Still, those of you maintaining a relatively stable lifestyle, relationship, career, etc. may have thought you didn’t have commitment issues. However, if you ever experience patterns of not doing what you intended to do when you intended to do it, then your commitment issues are alive and well, and they’re undermining your power to create change at the individual and organizational levels. “Symptoms” of commitment issues include but are not limited to: “snoozing” alarms, starting/ ending work (or your workout) later than planned, procrastinating, burning your food, giving up on New Year’s Resolutions, and mismanaging digital transformations.

The good news – humans have sucked at commitment for a long time, so experts in psychology and business have developed strategies for understanding commitment and preparing people for a timely change. The great news? These strategies apply to New Year’s Resolutions and organizational change – Here’s how:

 

Start by asking yourself “how committed am I, really?”

 

Imagine it’s New Year’s Eve – you ate too much, drank too much, and the resolution “I’m going to get in shape this year” rolled off your tongue. Of course, it did. You’d just overdone it, and the fantasy of being in shape a year from now feels way better than your current discomfort. Time and money investments aren’t a factor when you’re looking forward to just how much you can accomplish in a year. Plus, what does getting “in shape” even mean – how will you know when you’re there, how will you get there, and how will you maintain progress? So many exciting paths you can take on your fitness journey! So many chances to fail because you haven’t committed until you’ve clearly defined what you’re committing to – the process and outcome. 

The digital transformation “resolution” tends to take a similar course. Imagine you’re meeting with company leaders. Challenges from 2018 are reviewed, including overdue projects that were also over-budget, departmental siloes with redundant initiatives, and knowledge workers spending most of their days on administrative duties. Leadership in the room agreed “it’s time to digitally transform our business,” because they’re realizing the way they’ve been working is not working. Surely, they can save more time and money with all the technological advancements they have to choose from! All they have to do is acquire another tool and then email an announcement when it’s time for go-live. This is usually when their workforce tells the project sponsors to “go…”

This is not commitment.

To be clear – the desire to change is not problematic in either scenario. The desire to address challenges and improve, like your non-committal response to the status quo, is the start to impactful change.

 

Misunderstanding the desire to change as a commitment to change is the problem.

 

Prematurely assuming commitment without the readiness and preparation that comes when people really commit is a recipe for wasting time, money, and morale. Until you’ve precisely defined where you are, why you can’t stay there, where you need to go, when, and who’s going with you – including plans and contingency plans – you have not committed. Preparing for change is a lot of work, but it’s inspired, intuitive and rewarding work when you’re truly committed to the process and targeted outcomes.

 

Once you’ve acknowledged commitment issues, determine your stage of change.

 

Even if you’ve slipped on your resolution or realized your transformation plan isn’t nearly detailed enough to create sustainable change, stay in the change game by more thoroughly evaluating your commitment and readiness for change.

The Transtheoretical Model (TTM) of Change helps psychologists “diagnose” where people are in the process of changing their behavior at individual and organizational levels.1 In the TTM, people and organizations move through five stages of change, characterized by varying levels of commitment and readiness to change.

  1. Precontemplation

For the “get in shape” resolution, this stage may mean neither being thrilled about your current “shape” or seeing it as a problem. It sounds like “I can shape up, I just don’t want to today; Maybe I’ll want to soon.” For a digital transformation, this an organization recognizing they could save time and money or produce more, but business is good enough. Time to change? Nah.

  1. Contemplation

This is the New Year’s Eve and digital transformation “resolution” scenario described earlier. It’s decided that your current “shape” or your way of working is problematic, and there’s a belief that the problems could be addressed. However, plans to solve identified problems are vague. Time to change? Not yet, but it will be within the first half of the year.

  1. Preparation

The preparation stage for getting in shape is when you’ve defined your current “shape,” the target for “in shape,” and the path you’ll take to get there (e.g., plans for nutrition, physical activity, and overcoming challenges). You’ve committed to start enacting these plans within the month. Generally speaking, you’re probably around the preparation stage in the digital transformation process when you’ve selected digital solutions and outlined an implementation process/ timeline that’s aligned with the transformation project objectives. More importantly yet more often overlooked, you’ve developed a detailed change management plan for engaging, training, supporting, and communicating with stakeholders – everyone you need to sponsor, support, and embrace the change while managing other business demands. This stage is the test of an organization’s commitment to digital transformation. This stage done right requires investments in change management.

  1. Action

You know you’re in action when you’ve started enacting plans for change and you believe you’ll continue for the foreseeable future. You’ve started working out, eating, and managing your environment according to the plan for getting in shape. For digital transformations – stakeholders are being engaged, getting trained, receiving regular updates, giving feedback, and seeing their feedback responded to in an iterative process of implementing improvements. This sounds nice and small wins are celebrated along the way, but it’s way easier described than done. Inevitably there are challenges, people get tired, distracted, and the phrase “things get worse before they get better” applies as productivity and spirits tend to dip before benefits are clearly realized. Still, change readily occurs when the preparation stage was done right. Well-prepared organizations have committed to change management plans for overcoming barriers to the desired action.

  1. Maintenance

This is when you’ve enacted your “in shape” and transformation plans for a period of time (6 months according to the TTM for an individual change) and need to sustain positive changes. Part of the planning in the preparation stage should have included how to fold into your lifestyle the behavioral changes you made to get “in shape.” In order to maintain digital transformation initiatives and maximize the benefits of selected solutions, organizational culture needs to transform in tandem with the digital adoption process. That quality change management plan you developed during the Preparation Stage should have included steps for reinforcing digital transformation outcomes over time by integrating them into the way people work.

 

After diagnosing your change stage, engage in stage-matched behaviors.

 

Once you’re realistic about your current stage of change, you’re ready to explore ways to catalyze or capitalize on your commitment so that you can progress through additional stages.

For your New Year’s Resolution, find an accountability buddy, coach, or therapist to help you commit to the change. For your digital transformation, contact LeapPoint to learn more about how we work with customers to understand their commitment and increase their readiness for change with stage-appropriate approaches to change management.

So, in the season and spirit of failing, fail fast – be honest with yourself about your commitment to personal and professional resolutions, and if you’re not committed then it’s not the right time. You’ll know what to do when it is.

Communication is a word that we hear all the time, and even though we know what it is by definition and why it’s important, we don’t always grasp the real necessity of it in a business context and how it can be applied strategically to your business.

What is good communication?

Communication is more than just stringing words into a sentence that can be understood by others; it’s a process that involves careful consideration to get the desired response. If you want to have a positive impact on your colleagues and just about everyone in your life, you have to plan your communication approach. Here is an example of how to tackle an issue in the workplace:

1. Be clear about what you’re saying – Identify the problem and speak in a calm, compassionate manner.
2. Be direct and to the point because this way you get to focus on what’s important without getting derailed.
3. Suggest a solution that you think would address the issue.
4. Listen carefully and respectfully to what the other person(s) have to say.

Once an issue is raised thoughtfully, negotiations will commence until both sides find a resolution that works.

Why an internal communications strategy matters?

So, what does it mean to be genuinely strategic? A good strategy involves planning an actionable response to any potential problems that can arise at any given time and frequently reviewing your plan to find out what is working and what isn’t. After all, it makes good business sense to implement a carefully crafted plan which highlights company goals and objectives to reach these goals.

You’d be surprised just how many businesses don’t have an actionable plan and leave their internal communications to chance. But the problem with this is that it can have a detrimental effect on a business. For instance, it can lead to low employee engagement which can lower morale and efficiency in the workplace. And who represents the company? Your employees. And everything about the way they manage these interactions gives an overall impression of the company in question.

Achieving enterprise objectives through communications

Michelle Roberts, a CEO with more than twenty years of experience in crisis management and strategic planning emphasizes the importance of identifying strategic goals and the tactics to attain them. She notes that “Strategic communication is much more than just words; it’s about aligning actions, words, and images to reinforce the business’s strategic goals. It’s what builds a company’s reputation.”

Roberts also recognizes the importance of thinking collectively when it comes to tackling the different types of communications within a firm. She mentions that if social media, marketing, advertising, public relations, and the company website are managed individually, it can give a disjointed impression to customers. Thus, damaging the company’s reputation.

These days the communication process is multi-directional, so listening is just as critical as communicating. If your company is getting poor online feedback, it’s essential to take on board what the customers are saying and look at how you can improve.

Lastly, consulting with your staff on a regular basis is necessary to ensure that your internal communications strategy is working. If some aspects of it need tweaking, you can do that before little problems turn into big problems.

Businesses today rely on being able to analyze large amounts of data to monitor performance and inform their decision making. An IT-governed business intelligence platform ensures that information technology is used intelligently to further the goals of the business. However, IT-governed BI platforms have both pros and cons for an organization. Let’s take a look at which solutions are the best options for IT-governed and non-IT-governed data environments.

What is an IT-Governed BI Platform?

An IT-governed BI platform allows IT to control the flow of data through an organization. This means that users see only the data that is most relevant to them. The platform allows the business to use this data to support better business decision making. Analytics software solutions allow businesses to analyze data and draw conclusions that can help to guide strategic and operational decision making. When you have a clear view of what is going on in all areas of your organization, you can make better-informed decisions that make the most of all the resources in your business.

The Advantages of Having an IT-Governed BI Platform

Using an IT-governed BI platform has many advantages for a business. The analytics and insights that IT-governed BI can provide help businesses to make data-driven decisions that are based on facts, not guesswork. An IT-governed approach changes the role of IT within an organization, redefining it as working toward the achievement of business objectives. Too often, IT ends up struggling to meet the challenges of dwindling resources and responding to a seemingly never-ending stream of problems. An IT-governed BI platform aims to fundamentally shift the approach, giving the IT department a central role in driving important decisions by empowering it to use conclusions drawn from data.

The Disadvantages of Having an IT-Governed BI Platform

Not every business is able to make an IT-governed BI platform work. Some businesses simply do not provide their IT departments with the resources they need to take on the role demanded by this type of platform. If your company is not ready to invest in the resources necessary to make an IT-governed BI platform work for your business, you need to be aware that the benefits provided by this type of platform could be very limited.

To IT Govern or Not to IT Govern: Which is Right For Your Business?

IT governance is one option for companies that are keen to use data analytics and business intelligence to drive their decision making and strategy setting processes. However, IT governing is not always the right approach for every organization. When making the decision over whether to IT govern or not to IT govern, it is a good idea to get a consultant partner on board to guide your decision making. Contact LeapPoint today to find out how we can drive innovation in your organization and help you get the results you want.

To compete in the world of dynamic and disrupted digital markets your organization needs to develop the right technology and IT strategy for success. Here are 5 steps to building a better IT strategy for your organization:

1. Traditional or agile?

You’ve heard time and time again the difference between agile and traditional approaches, but do you know which method your organization needs?

Traditional IT Strategy

The traditional approach to developing a new technology strategy involves a structured and sequential process that produces a long-term view of the organization’s technology requirements together with a plan for meeting these needs. Technology strategies developed using the classic approach have a 3- to 5-year time horizon in line with your organization’s vision and business strategy. But focusing purely on long-term goals and plans could actually limit the organization’s ability to respond to the inevitable changes in its markets that will happen over much shorter timescales. Long-term technology plans run the risk of diverging from the actual business needs, which inevitably change and evolve over time.

It’s important to acknowledge, though, the traditional approach to technology strategy has many strengths, and it can serve your organization very well if used in the right circumstances.

Agile IT strategy

The agile approach to technology strategy is based on many of the same activities as the traditional approach but with some key differences that take into account the need for speed and flexibility. The agile technology strategy requires a collaborative and interactive approach with IT personnel working side-by-side with staff from other areas of the business during every step of the process. Additionally, architecture plays a key role in this approach – it’s assumed that the organization’s current architecture is already documented and maintained as changes are made and that architectural principles and standards are established and are used to guide decisions made about technology initiatives.

2. Create your IT mission

IT missions are a great way to highlight cultural points that are of particular importance to the IT department. When formulating an IT mission, remember:

  • It should align with your defined corporate mission.
  • Create a set of simple guiding principles that will drive daily decision making. A great IT mission ought to be used in the recruiting process to gauge cultural fit; it should be used as part of the evaluation of staff; it should even be used to gauge fit of strategic vendor partners.
  • It should be created with at least a five-year time horizon in mind.

 

3. Work with your enterprise

No industry or organization exists that isn’t impacted by technology. Moreover, there is no division of the company that doesn’t need technology to implement its strategies. So, it’s essential that IT engages the rest of the leaders of the company early enough that the plans can still be shaped.

The best way to engage leaders outside of IT is to talk to them about the future. Remember, the conversations don’t have to be explicitly about technology – technology is the “how” or the means of getting to the ends. It’s more important to address the “what” first. If possible, IT should push department leaders to leverage a common framework so that strategic plans line up at the same level of clarity and granularity. By using a common framework, each department plan can be compared, and your organization’s IT team will be able to identify where common themes exist and suggest single solutions.

4. Develop IT’s own strategy

With IT’s mission firmly in mind, and with the insights garnered from having helped shape the strategies of the other divisions of the company and at the enterprise level, IT must develop its own plan. In addition to the inputs from the rest of the company, IT should conduct research into rising general IT trends such as:

  • More sophisticated and persistent cyber threats
  • The innovation of technology at a staggering pace
  • Clients expecting even more from IT
  • The war for technical talent
  • Industry volatility

 

Once the strategy is created, it is essential that the dots be connected with the initiatives and processes that IT will develop and deploy respectively.

5. Don’t discount the power of change management

“Change is good” is a common statement, especially in the digital transformation era, but you would be surprised by the number of well-formulated IT strategies that don’t end up generating the value anticipated because the plans are not communicated well, leading to only a few people driving the strategy forward effectively.

Change management is critical to the success of business technology programs geared towards realizing the mission and vision of an organization. To encourage positive and sustainable change across your organization’s departments, learn the 6 change management strategies that’ll help you avoid burnout and improve digital transformation adoption.