Finding Your Place in The Strategic Technology Organization

Doug Kahn

SUNY Technology Conference June 20, 2011

Agenda

Strategic Organizations Organizational Levels Behavioral Models Alignment

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For the Techno-Addict:

Please use technology responsibly this morning!

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The Catch

Active learning experience

This is a conversation

Musical Chairs
Executive i.e., The Tech Buck Stops Here Managerial i.e., Manager in the Middle Line Technical i.e., The Geek Squad

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Successful Strategic Organizations

Each Group Answer the Following:
What makes an organization successful? How is it measured?

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Strategic Organizations

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Strong Mission Orientation

Mission:
Strategic Level Statement Long Term Focus Core Values Clear, Concise and Vague Stakeholder Oriented

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Clear Vision of the Future

Vision Is Often Confused With Mission A Look Into the Future Where the Institution is Taking the Stakeholder
The Value Proposition

Rules: Same as Mission

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Strong Mission/Vision Orientation

Actively Managed Three Ways Strategic Plan Tactical Planning Operations Management

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Strategic Planning Basics

The roadmap from Mission and Vision to actualization Global orientation Sets long term objectives 5 to 10 years The translation from executive to middle management

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Strategic Plan Components

Vision / Purpose Statement Elaboration of Process Assumptions Five year objectives broken into annual increments with measurable criteria Tasking that includes stakeholders Defined assessment process Change management Defined reporting intervals
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Strategic Plans are Process Oriented

Common Mission and Vision Teamwork We together for each other

E.g. Stakeholders and IT Professionals

Plan the work Work the plan Dynamics: Assess, Adapt, Evolve

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Tactical Planning Basics

Not Long or Short Term 1 to 2 Years Think Annual Objectives Departmental Focus

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Objectives

Clear Alignment with Mission and Vision Spread Across Major Strategic Plan Areas Pass the Three Way Test
Measurable Attainable Time Bound

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Operations

Line Managers with Staff Day to Day, Week to Week Department/Product/Customer Focused

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Operations: Strategies

Actions Visibly Tie to Objectives One Strategy to Support Multiple Objectives Spread Strategies Across Departments
i.e., eggs in multiple baskets

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Your Thoughts?
Each Group Take 5 Minutes to Ask:

What Three Things Should Be Part of the Successful IT Organization Mission? Repeat for Vision.
Lets Talk About It.

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Think

Can You See Evidence in Your Institution?

Do Not Answer This

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Levels of Organizations

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Organizational Hierarchy

Executive

Middle Management Line Management

Non-Supervisory Staff
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Executive

Highest Level of Organization President, Vice Presidents Strategic Planners Create Policy High Level Budget Planning

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Middle Management

Directors, Managers Sit Between Executive and Line Management Tactical Planners Set Objectives to Meet Strategic Plans Implement Policy Department Budget Planning

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Line Management

Supervisors, Team Leaders Between Middle Management and Line Staff Translate Objectives to Daily Operations Daily Budget Management Employ Strategies Staff Can Understand

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Non-Supervisory Staff

People Doing the Work

Programming Administrating Systems Analyzing Performance, etc

Task Orientation

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How Many Layers is Right

More Layers of Management =

Greater Distance Between Strategic Planning and Actual Work

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Attributes of Successful People

Each Group Take Five Minutes:

Describe the Attributes You Need to Have to Succeed. What Attributes Should the Other Two Groups Have to Help You Succeed? Lets Talk About It E.g., listening, mentoring, creativity, etc

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Behavioral Models

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Motivation

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Maslow: Theory of Motivation

Hierarchy of Needs Basic physiological needs to safety, social and esteem needs to self-actualization needs. Needs that have already been met do not motivate. When a need is filled, the next higher-level need emerges.

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Maslows Hierarchy of Needs

Self Actualization Esteem Needs

Social Needs Safety Needs Physiological Needs
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Herzberg: Motivational Factors

Motivators: Factors that cause employees to be productive and give them satisfaction. Hygiene Factors: When missing cause dissatisfaction, but do not motivate employees if increased.

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Motivators and Hygiene Factors

Motivators
Work Itself Achievement Recognition Responsibility Growth and Advancement

Hygiene Factors
Company Policy and Administration Supervision Working Conditions Interpersonal Relations Salary, Status and Job Security

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Personality

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Meyers Briggs Personality Types

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Personality Attributes
Acts professionally Adventurous Alert Aware of opportunities Calm Clear goals Clear thoughts Comprehends Conscious of one's weaknesses Constructive Creative Deliberative Detail-oriented Directed Disciplined Dynamic Efficient Energetic Enterprising Entrepreneurial

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Personality Attributes
Envisions the unseen Experienced Focused Goal-oriented Has initiative High goals Idea-driven Imaginative Improves self Innovative Insightful Intelligent Leads others Listens Mentors Motivated Objective Observant Organized Patient Personable Politically Adept

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Map Needs and Personality to Level

Take 10 Minutes:

Map Five Essential Attributes for Each Level then Two Basic Needs for Each Level
Executive Middle Management Line Staff

Lets Talk About It.

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Aligning

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My Organization

Does my institution think and act strategically? Does my leadership think and act strategically?

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Personal Assessment

What Level Am I? What Are My Strongest Attributes? Do These Match?

What Do I Need to Improve? What Can I Improve to Become Better?

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The Key

Understand Strategic Organizations Map Mission and Vision to Daily Tasks Know the Role of Levels of Organization Identify With Needs and Attributes of These Levels. Be Aware of Your Level Align Yourself
Align Yourself Align Yourself
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Thank You Very Much

Questions? Too Shy?

kahnd@sunysuffolk.edu

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