IT and matrixed organizations

Comments are great for me, because they remind me to check out blogs and other content I’ve neglected.  To that end, I finally bopped back over to Lui Sieh’s blog (here) and immediately saw a timely post on the role of the CIO and IT in matrixed organizations (here).

IMO, IT is plenty matrixed already in most firms, though I wonder how much thought went into many of these organizational designs.  In particular, there is traditionally a ton of emphasis placed on the direct reporting line of the CIO.  However, is that reporting line really as important as the relationship of the CIO’s direct reports to the business?

In other words, there are always risks in CIO reporting relationships — e.g., to the CEO can mean that IT gets too detached from day-to-day execution, to the CFO can mean too much emphasis on cost cutting, etc.   But a well-designed and well-aligned set of relationships among IT business partners — who should report to the CIO — and senior business leaders can mitigate this risk.  It is this second layer of governance that is critical.

In fact, this approach should extend to PMOs, where the IT PMO should be linked into PMOs covering research, marketing, capital projects, etc. to ensure appropriate understanding and prioritzation of initiatives across the enterprise (where via a formal or virtual enterprise PMO).

Podcast interview on global and virtual teams

Thanks for Bas de Baar for proposing this chat on global and virtual teams and for the honor of his first audio interview.  The link to Bas’s post is here.

A little background… Bas and I had a great conversation on the topics as a warm-up for the interview.  Unfortunately, as we started to transition to the formal discussion, some Skype gremlins hit.  Fortunately, Bas had forwarded the questions — and I had bothered to prep a bit — so the recording ended up sounding coherent.  I guess that the “6 P’s” and a bit of risk response planning do work!

Of course, the interview was supposed to be 10 minutes and it is just over 20.  Hmmm… I wonder if I was confirming this PM myth.  Maybe you should think of it as a “gold-plating special”,  just perfect for you insomniacs!

PM Quote of the Day — Francis Bacon

A prudent question is one-half of wisdom.

“Fools rush in” should be the motto for anyone leading a global, matrixed, or virtual team.  While many projects and firms are going to English as a common language, many colleagues simply won’t have the background to know how to express nuances or translate cognates.  Sometimes the results are funny — in Singapore, I had a French counterpart spend ten minutes grilling me about the meaning and derivation of middlebrow

Too often, however, the results are time consuming at best and disastrous at worst.  Having a sense for when a colleague is struggling to express an idea is essential for cross-cultural communication.  One of the benefits of learning a foreign language as a youth is a sensitivity to translation problems, especially when trying to express complex ideas.  Here are three approaches that have worked for me:

  1. Now, when my counterparts say something that sounds “off” or awkward, I ask a clarifying question about the phrase or word — often they’re trying to translate an idiom from their native tongue. 
  2. If a clarifying question doesn’t work, then I try to re-state their position myself and highlight where I am unclear about their intent. 
  3. Finally, sometimes the misunderstanding is driven by a literal translation.  I’ll ask straight out — How do you say “fill in English word in question”? — in their native language.
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