nd financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced "Its never lonely at the top of an IT organization, primarily because the IT Director is never there." - Bryce's Law

INTRODUCTION

In past bulletins, I have discussed how the corporate culture can be greatly influenced by the "Top Dog," meaning the head of the company. There are also subordinate "Top Dogs" who lead departments and their influence is limited only by what is allowed by their superior. This can be considerable if departments or divisions operate autonomously and inevitably results in subcultures that often operate at odds with the overall corporate culture. This phenomenon is particularly apparent in IT Departments who often have a revolving door policy for appointing managers or directors. This "changing of the guard" can be construed as good or bad depending on the current environment. What is important for the employees in the trenches is how to roll with the punches during this transitional state from one manager to another. Let me give you an example.

INSURANCE COMPANY

Years ago, we were engaged in a consulting contract with a large insurance company located in Toronto. Prior to our contract, the IT department was in disarray. End users weren't happy with their systems, they didn't trust the information produced, projects were late and over budget, and nothing was documented, making maintenance a nightmare. Things were so bad, that the executives were dependent on a certain systems programmer remembering to run the year-end financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced

imited only by what is allowed by their superior. This can be considerable if departments or divisions operate autonomously and inevitably results in subcultures that often operate at odds with the overall corporate culture. This phenomenon is particularly apparent in IT Departments who often have a revolving door policy for appointing managers or directors. This "changing of the guard" can be construed as good or bad depending on the current environment. What is important for the employees in the trenches is how to roll with the punches during this transitional state from one manager to another. Let me give you an example.

INSURANCE COMPANY

Years ago, we were engaged in a consulting contract with a large insurance company located in Toronto. Prior to our contract, the IT department was in disarray. End users weren't happy with their systems, they didn't trust the information produced, projects were late and over budget, and nothing was documented, making maintenance a nightmare. Things were so bad, that the executives were dependent on a certain systems programmer remembering to run the year-end financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced

f the guard" can be construed as good or bad depending on the current environment. What is important for the employees in the trenches is how to roll with the punches during this transitional state from one manager to another. Let me give you an example.

INSURANCE COMPANY

Years ago, we were engaged in a consulting contract with a large insurance company located in Toronto. Prior to our contract, the IT department was in disarray. End users weren't happy with their systems, they didn't trust the information produced, projects were late and over budget, and nothing was documented, making maintenance a nightmare. Things were so bad, that the executives were dependent on a certain systems programmer remembering to run the year-end financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced

ocated in Toronto. Prior to our contract, the IT department was in disarray. End users weren't happy with their systems, they didn't trust the information produced, projects were late and over budget, and nothing was documented, making maintenance a nightmare. Things were so bad, that the executives were dependent on a certain systems programmer remembering to run the year-end financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced nd financial reports (usually late). The current IT Director liked to hobnob with the corporate brass instead of his own staff, thereby leaving them in the dark. This helter skelter mode of operation affected harmony in the IT staff who ran around second guessing as to what was to be done. Conditions became so intolerable that the IT Director was finally ousted and replaced by a senior end-user who was also the most vocal critic of the department. Interestingly, he had no prior experience with systems and computing but was bent on cleaning up the mess left by his predecessor. This is when we were asked to come in.

Remarkably, the IT Director didn't find it necessary to fire anyone from the current staff but, instead, instituted a new organizational structure, imposed discipline, and created a quality consciousness. We were contracted to install the "PRIDE" Methodologies for IRM which greatly facilitated his goals.

To overcome his immediate problem of constantly working in a fire fighting mode of operation, his first project was to document the company's information resources, which was no small effort. There was a great temptation by developers to try to correct or improve the existing systems but, based on our suggestion, they resisted doing so since it would have resulted in a never ending project. Instead, problem areas were identified, cataloged, and prioritized. After the documentation project, this listing was used to formulate a systems strategy for improvements.

The documentation project benefited the company almost immediately. First, Operations began to run smoothly and on time. For example, with adequate documentation in place, they were no longer at the mercy of waiting for the systems programmer to run the year-end financial reports. Further, redundant data bases were spotted and merged, thereby bringing consistency to the i