Consider the big picture and not a point fix solution.
Strategic IT Partnering is not enabled through a job title or one person recruited into the role. It is enabled through collective endevour across the organisation. That means organisational change. The six drivers listed in the Organisation Partner Maturity chart demonstrate the areas that need to be looked at holistically if the organisation as a whole is going to improve.
You are what your strengths are - not your job title.
Agility and responsiveness requires multi-disciplinary workgroups that can form and disband quickly. So we suggest identifying the strengths, the capacity and demand for that work and allocating on the basis of who is willing and able. Does that mean you'll be doing more than role? Yes, but there is only one lead or coach to help build up the team's strengths in a particular competency, spot opportunities and mitigate the weaknesses across the team.
Variety of delivery models
In order to become Stratagic IT Partners, organisations have different challenges and people have different styles of learning, rates of progress and information needs. We deliver the Reconnaissance for IT framework in a variety of formats, such as:
- Blended learning for those who want to advance their career
- Custom client workshops for those who want to develop their team
- Coaching to provide insight further into the organisational challenges, attitudes and behaviours
- Interim Management to make a step change in performance quickly.
Succession planning and constant learning
Your team need dedicated time as part of the weekly / yearly schedule to learn and practice management approaches, new technologies and their application. Long term planning on what the skills are needed in the future and how people can reach their true potential is given by exposure to different areas of the business, different ways of thinking and increased responsibility.
Little and Often
You don't suddenly become a Strategic IT Partner because of a certificate. We believe it's by consistent, small incremental changes in the way that you work over a long period of time. We therefore structure the interventions to be spread out over period ranging from 6 months to 3 years.
Just like constant learning, taking this idea beyond lip service means dedicating time to this activity. Whatever the job, a personal commitment to improvement within a supportive environment can only deliver effective change.