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the big problem with organization charts
Of course a major problem is that some still believe that their organization works entirely in accordance with the formal organization chart, respecting boundaries. Whereas the org chart is really only one of the essential layers in building up a multi-layer insight of how things actually work – and the other essential layers intersect, overlay and underlay the Picture credit: Etherhill Any person or organization that doesn’t evolve to changing circumstances is fated to irrelevance. I once baffled a roomful of people by showing a slide that simply (sic) read: autopoiesis, or autopsy? You choose… If this statement perplexes you, then you have a choice: ignore the statement investigate the purpose of my words The  Picture credit: kevin (iapetus) How often are we surprised when a task, or entire project, slips unexpectedly because key staff have outrageously (sic) taken a holiday at a critical point in the schedule? And, of course, the pattern of holiday absences is compounded by the number and variety of roles involved, which can make project management a nightmare from May through to the end of August. Tired of being seen as a bit-player in the business? Colin Beveridge says careful rebranding could take IT departments a lot closer to the seat of power. There is a sting in the tail of this powerful piece. Too many IT people bemoan the fact that IT is struggling to be taken seriously as a strategic dimension in their organisation. Well, tough luck guys. IT isn’t “strategic.” Never was, never will be. If King Canute was around today, he’d be first in line to demonstrate the folly of trying to make IT strategic. |
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Copyright Colin Beveridge 2008 - 2010. Some rights reserved.  |
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