Several weeks ago I was having a conversation with another
CIO and the topic of change and the perils of unaddressed complexity inside the
IT bubble surfaced. To clarify, I define unaddressed complexity as complexity
that exists for any reason other than as a requirement to solve a problem. It
is a weed in our technical garden.
The Chief Information Officer I was speaking with phrased his
personal and corporate initiatives on this risk as “attacking complexity.” I
love this type of phrasing because it genuinely focuses my thinking on the
challenges I face every day and my approach to solving them.
I started to develop a short list of concepts we should all
put into our tool belt as we tackle the complexity issue:
1.
The
problem will not solve itself. Simplification and the attack on complexity
must be supported by dedicated resources. It is, at the core, an exercise in
managing change. Managing change is as much about people as it is about
technology and process - boots on the ground will be a requirement.
2.
A value
proposition has to be developed that explains and measures the benefits of
simplification in the context of those who will be affected. Remember, this
is all about managing complexity as it relates to systems and technologies
under the IT umbrella. As a result it is easy for us to quantify the benefits
to IT when we simplify, but it is less clear how those benefits bleed into the
lines of business the systems support.
Additionally, while the “what helps me, helps you” argument is real – I
think every VP, SVP and CIO reading this knows a better cornerstone to your
argument will be to clarify direct financial, productivity or customer benefits
to the users of the platforms that will be simplified.
3.
Set
targets, manage progress and report results. You can’t really attack
complexity if you are afraid to shine a bright light on the problem. I am
appreciative of the politics and risks that often creep into these types of
exercises. Also, I understand that regardless of how “simple” we want the
results there are many instances where complicated solutions make the most
sense, but short term goals can be met by over complicated, poorly architected
application/platform infrastructures. Long term success requires and mandates
the attack on complexity. To reasonable and successfully manage to long term
goals a plan that puts the task and deliverables in play is critical – even if
it puts you or me at risk.
4.
Work
hard, roll your sleeves up and don’t be afraid to engage directly. It is
easy to try and stare at something long enough in the hopes it will go away,
but getting traction on the most difficult problems may not require much more
than an example. You, sitting in a room learning, partnering and contributing
to the process. Being a bridge from the
safety of the systems in place, even if it is too complex, to the benefits of a
simplified world is a worthy task for every CIO.
I am certain the ideas and approaches you all
have developed are varied and equally worth mentioning. This is just my short
list not “the” short list. Feel free to comment and share your ideas.
