Play the right game, IT!

Depending on Moore’s zones of Management, IT needs to recognize the playing field it is on and play the right game. Let’s break down the implications of Zone Management on IT:

As each of the four zones aims at different outcomes and operates on different management models, IT needs to adapt to these. Let’s have a more detailed look at the nature of the zones and its implications for IT:

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You are playing the wrong game! Learn to zone.

Most companies are struggling with innovation. Management is occupied fully with meeting quarterly sales and profit targets. Innovation has to take a back seat, at best.

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“Beside daily business, minor change is all we do here and we are doing it slow” might be common heard statement of any senior manager in most companies. This focus on “no nonsense” is de facto realistic, down to earth and accepting the realities in todays organizations. Most managers give you are blank stare or some shallow statements if asked about change, transformation and especially innovation. And they are right, they learned that their game is day to day operations. That’s what they are measured by at the end of the day.

There is a crisis of prioritization rampant in todays organizations. In case of conflict, innovation concerns will always loose out against established, daily business interests. Thereby companies get static, way to static to be able prosper in this age of accelerated change and digitalization.

Geoffrey Moore tackles this problem by separating management into zones – each with a clear priority: Zone Management.

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Get into the Flow! The way forward for IT (part II)

Adopting the 3 systems of engagement/transaction/perception layers and going for integration of the whole landscape via a platform as a service approach is a first important step. But it will be worth nothing if not combined with the ability to deliver changes fast. But fast deliveries are risky. The solution to this dilemma has been pioneered before, with overwhelming success, by the manufacturing sector:

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Combing speed of delivery, quality and productivity is a very hard task indeed. How the hell to do that all at once? Well, manufacturing has done exactly that, starting 60 years ago in the 1950’s.

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