aligning the it human resource with business vision: the leadership initiative at 3m

1. Team Article Review 2 � Team 3 1 ALIGNING THE IT HUMAN RESOURCE WITH BUSINESS VISION: THE LEADERSHIP INITIATIVE AT 3M This article makes use of #M�s IT leadership initiative. This article makes use of #M�s IT leadership initiative.

2. Team Article Presentation 2 � Team 3 2

3. Team Article Presentation 2 � Team 3 3 TRANSFORMATION IT as a strategic partner rather than an essential support. Elevated role of CIO. IT department was centralized in alignment with market centers. The IT image was changed to a key business function rather than in a supporting capacity. 1. Dave Drew emphasized that the executives should be asking how IT can enable the business to succeed how business should be involving IT in decision making as decisions are being made and not when decisions have been made. 1. Dave Drew emphasized that the executives should be asking how IT can enable the business to succeed how business should be involving IT in decision making as decisions are being made and not when decisions have been made.

4. Team Article Presentation 2 � Team 3 4 TRANSFORMATION Increased collaboration and participative management style. Employees given increased sense of responsibilities. Leadership responsibility among all employees. 1. As a first step to reflect an increase in business confidence in and independence on IT the role of the CIO within the overall 3M organization was elevated. 1. As a first step to reflect an increase in business confidence in and independence on IT the role of the CIO within the overall 3M organization was elevated.

5. Team Article Presentation 2 � Team 3 5 SUMMARY The leadership initiative. The ability to be entrepreneurial and creative is more important than being technical. To encourage the idea of �everyone has responsibility for leadership. Transforming the Management Worker Relationship From command and control to collaborative. Employees being treated as assets. Workforce participation. In 3M�s case they moved from a hierarchical command and control to a more collaborative philosophy. The focus on empowering those at the lowest hierarchical levels to be involved in critical decisions. Under this model workers making a minimal effort at compliance at work feel dishonest as though they are letting others down. The key measure of success here is contribution rather than performance alone. In 3M�s case they moved from a hierarchical command and control to a more collaborative philosophy. The focus on empowering those at the lowest hierarchical levels to be involved in critical decisions. Under this model workers making a minimal effort at compliance at work feel dishonest as though they are letting others down. The key measure of success here is contribution rather than performance alone.

6. Team Article Presentation 2 � Team 3 6 SUMMARY (cont�nd) Personal leadership model Designed for IT professionals. Offered training to most employees. (get people to take responsibility, handle change and become adaptive) Positional Leadership model Designed for IT managers. Commitment, vision, architecture, alignment. Commitment: The commitment and understand among the team member of the objective of the projects at hand and the same end goal. Vision: A clear cut vision of the objective that is to be achieved by the team as a whole. Architecture: The structure of leadership and hierarchy that is developed to suit the project in the best possible way to ensure a successful project. Analyze your leadership / performance. Encouraging leaders to serve their work groups, first care for their people by helping them become stronger and healthier and self-reliant and competent. Commitment: The commitment and understand among the team member of the objective of the projects at hand and the same end goal. Vision: A clear cut vision of the objective that is to be achieved by the team as a whole. Architecture: The structure of leadership and hierarchy that is developed to suit the project in the best possible way to ensure a successful project. Analyze your leadership / performance. Encouraging leaders to serve their work groups, first care for their people by helping them become stronger and healthier and self-reliant and competent.

7. Team Article Presentation 2 � Team 3 7 SUMMARY (cont�nd) Lessons from 3M�s innovative experience Reorganizations to involve human resource solution rather than technology. Developing environment that ensures that the people are motivated and aligned to the same aspirations of the management. The shared leadership architecture. Share the vision. Multiple efforts over time.

8. Team Article Presentation 2 � Team 3 8 Motivation IT organization in 21st Century Needs to be adaptive and responsive. Suggest new and innovative ways to improve internal and external processes. Transformed to be closely aligned with business needs and serve strategic ends. How can IT leaders develop a workforce that is capable of fulfilling a strategic role?

9. Team Article Presentation 2 � Team 3 9 Contribution a transition model that describes the way IT managers and IT professionals should interrelate. model for IT professionals to take responsibility while aligning individual needs with organizational goals. Shared leadership architecture as a potential source of sustainable competitive advantage.

10. Team Article Presentation 2 � Team 3 10 Contribution Points out barriers of success to the transformation of IT human resources. �Changing pains� through the organization. Imbalances in leadership development Too long and too many resources. Recognize difficulty of journey.

11. Team Article Presentation 2 � Team 3 11 Integration with course concepts As information technology�s power and ubiquity have grown, its strategic important has diminished. The way you approach IT investment and management will need to change dramatically. (Carr 2003) 3M focused on the leadership skills involved in IT.

12. Team Article Presentation 2 � Team 3 12 Integration with Course Concepts Designing Information systems to help in decision making. (Gorry & Morton 1989). Dave Drew�s vision-�executives should be involving IT in decision-making as decisions are being made, not after decisions are made.� (Roepke & Ferratt 2000)

13. Team Article Presentation 2 � Team 3 13 Critique Sid Diamond� Alignment starts with the CIO CIO needs to communicate his vision to drive alignment. Must employ a formal IT orientation program. Hiring practices to hire managers and developers with �business knowledge and strong interpersonal skills.� Dave Drew, CIO at 3M, led the charge with above changes in order to attain successful IT human resource alignment.

14. Team Article Presentation 2 � Team 3 14 Critique Lin � IT execs are expected to run their organization like a business, with need to make wise investments and demonstrate IT�s value to the business. Lin points out Resistance in IT as one difficulty that Roepke does not mention. Pushes IT people out of their comfort zones and monopoly. Essential to have a well-designed and well-communicated plan.

15. Team Article Presentation 2 � Team 3 15 Critique Roepke does not mention sustaining IT-Business alignment. Luftman and Brier: sustaining IT-business alignment is even more difficult. �alignment behavior� must be developed and cultivated. significant behavioral traits that are characteristic of organizations that have linked IT and business strategies that should be adopted.

16. Team Article Presentation 2 � Team 3 16 References Carr, N.G. �IT doesn�t matter,� Harvard Business Review (May) 2003, pp. 41-50. Gorry, A.G. and Scott-Morton, M.S. "A Framework for Management Information Systems,� Sloan Management Review (Fall) 1971, pp. 21-36 Lin, George, �Challenges of running IT like a business,� Computerworld. Sep 29, 2003. Vol. 37, Iss. 39; pp. 46. Luftman, Jerry, �Achieving and sustaining business-IT alignment Tom Brier,� California Management Review, Fall 1999. Vol. 42, Iss. 1; pg. 109 � 123 Roepke, R., A., and Ferratt, T.W. �Aligning the IT Human Resource with Business Vision: The Leadership Initiative at 3M,� MIS Quarterly, (24: 2) 2000, pp. 327-353. Sid, Diamond, �Giving business an IT alignment,� Software Magazine. Feb 1994. Vol. 14, Iss. 2; pg. 100-102