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Background- the journey to date

Background- the journey to date. Initiated by Jean Irvine as an ex-FT Client four years ago Set up to meet the need of experienced business leaders driving major IT-enabled change programmes Developed to members’ priorities, now migrating towards a Learning Network

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Background- the journey to date

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  1. Background- the journey to date • Initiated by Jean Irvine as an ex-FT Client four years ago • Set up to meet the need of experienced business leaders driving major IT-enabled change programmes • Developed to members’ priorities, now migrating towards a Learning Network • Good feedback on the 25 events held to date • peer to peer shared experience/case studies most popular • opportunity to discuss /networking • Some key issues emerging strongly • shared rather than solved... • FT Change Leadership Framework very well received

  2. Style • Exploration and mutual learning • Members as individuals not organisations- no substitutes • Member-driven agenda • Building mutual support • Giving back – bringing the best of experience and practice into the public domain • Open, honest and confidential environment • Capability to focus in small groups

  3. Background (2) • Bi-monthly/quarterly meetings • 130+members registered: • 25% active (normal for Networks) • Dominance of public sector/utilities • Diverse roles: • MDs • Finance Directors • CIOs • Programme Sponsors • HR Directors • Six monthly Board dining club “Board Room Conversations Around Change”

  4. Sample Topics • The role of the CEO and the Board in oversight of major change • Managing transformational change in crisis situations • Programme sponsorship roles and behaviour • Delivery through outsourcing/partnerships • Delivering change across organisations • Managing IT infrastructure/the information asset base • Creating a Vision and engaging the front-line

  5. Avenues for Network development • Moving from problem sharing to solution development • Extending networking/information share • Extending “best practice” development • health checks/diagnostics • commissioning research on critical areas • case studies • identifying successful responses and approaches • Joint initiative with the Chartered Management Institute and the British Computer Society on change capability/skills development • Engaging with the Research community

  6. Engagement of a Business Network with Academic Research- some observations • Relevance/ time frames- advice now v. research results 12 months hence (or anticipated 12 months ago) • Acceptable evidence base- research “rigour” v. decades of pragmatic experience • World view/language differences • Cultural differences – action v. reflection • Developing a “mutual model” between business and academic researchers: • Seeing organisational and personal change experience as a journey • Businesses not just “zoo animals” but equal participants A potentially rich seam to mine but few well understood models?

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