XOIT –  Game to learn the governance role

Was happy to see a game developed by our most talent Eric Levick (https://www.linkedin.com/in/levickerin) to learn the governance meeting process.

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XOIT – Starting Governance

Here is a quick update on our XOIT journey thus far. After our implementation road map (https://friedkingroupcio.com/2016/07/19/xoit-self-management-implementation-road-map/) this week we have begun implementation of governance meetings for the Shared Services group.

While all IT groups have begun to practice tactical meetings, representatives from our Shared Services group are attending a one day training course on how to run governance meetings. In addition to practicing running governance meetings they will also go through an adjusted training on Crucial Conversations.

Following this training it is our hope that the elected representatives will be able to successfully run governance meetings on their own.

I’ll keep you posted.

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XOIT (self-management) -Some results Part 2 [Let the metrics talk]

In this post I want to share with you the progress that we have done in the last four months (since we started XOIT implementation) base on key metrics results. while we still have a lot of opportunities, I believe that the metrics demonstrate progress in almost all of the metrics we are measuring for all IT:

metrics-1metrics-2

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XOIT (self-management) -Some results Part 1

We are already 6 months into XOIT implementation and we start to see some results that I want to share. One of our goals for implementation XOIT was to create a culture that will attract new generation. Therefore, the note sent by our intern on Friday really encouraged me:

“From my time with Friedkin Information Technology, I found that my perception of corporate life was very misguided. I had applied this image of a highly rigid and structural company to F.I.T and was rather blown away with the creative freedom I had.”

Part 2 will show the progress based on our metrics.

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XOIT – Nikon, my D810 camera and why any company needs some level of self management.

Photography is one of my hobbies (you can see my work at http://www.nattygur.com). Before taking three weeks of vacation to Israel, I bought a new D810 so I could capture the landscape as I traveled across the country. Regretfully, after two weeks of taking pictures the camera stopped working.

Upon returning to the states, I followed the instructions on the Nikon support site and sent my new camera in for repair, which is a pretty normal sequence until now. The twists in the story start when I received my camera back. After eagerly opening the box, I was both disappointed and surprised to find that Nikon had shipped me a D800 camera instead of my D810. Quick observation of the D800 camera revealed that the camera I received actually belonged to the US Navy.

So, with an increasing level of dissatisfaction (and decreasing level of confidence) with Nikon I called their customer support and asked for a new camera, since I did not have a clue who had my camera. The customer service representative that I spoke with told me that to return the camera I had received from them and once they have it, then they will ship me my camera. Undeterred, I made my point for getting a new camera, but the representative simply reiterated Nikon’s official policy. You could hear in her voice that she felt differently, but her voice conveyed the Nikon process.

After several days a supervisor called and assured me that there was nothing else that could be done but me other than my receiving my old camera back. His proposed agility solution was for Nikon to return my old camera and once I received it back, then I could return the US Navy’s camera. At this point I had lost all interest in Nikon or in using Nikon Cameras.

From here my wife took the lead and, upon receiving my D810 she returned the US Navy’s D800. You will understand that when I arrived home from work that evening I was NOT surprised to find that my “repaired” camera was still having the same symptoms that it had when I had sent it to Nikon almost 3 weeks ago. So my better half then called Nikon support, only to hear from the representative the official version, which is that we needed to send the camera back and that and we were not eligible for a new camera. The representative promised her that she will escalate the issue to her manager.

At this point in time they lost me completely. I have gone from happy customer to a most unsatisfied customer. Nonetheless, we shipped the defective camera and this time received a brand new D810. Obviously that didn’t make me a happy customer, it was too late at this point.

Why am I telling you this story? Because I’m sure that if Nikon would have implemented self-management into their Customer Support Team their Customer Support Representatives would have the authority to make decisions to fulfill the roles they fill and would have sent me new camera when I called the first time – keeping a happy customer.

new-d810

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XOIT – Self-management is not coming easily

After several weeks of exercising XOIT we found out how difficult is for people to get rid of old habits. Although we communicate more than once that every associate that filling a role have complete authorization to make decision to perform his role the best that he can, we are still getting messages like the following:

chat

I’m sure that it will take a while for people to get comfortable with the fact that they can make decision, that they are accountable for those decisions and that they need to inform all affected roles.In the meantime it’s our job to make sure they aware of it and to support them when it’s needed.

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XOIT (Self-management) implementation road-map

I took three weeks of vacation, but our XOIT initiative kept on running while I was having fun. Before I left we converted our strategy into a tangible plan with timelines and outcomes. Our current schedule looks like this:

Tasks Training Communication
Jun 1 Operate existing SCRUM meetings using Tactical meeting approach
2
3
4 Tactical Video

QRC for Tactical

Establish the groups, learning and practice tactical meetings, roles and accountabilities. HR processes will be in effect in Jan/2017

 

We want to start practicing tactical meeting in current structure. Including the QRC and link to the video

Jul 1 Live with SS tactical (Sec, Soft, Compute, Connectivity) Orientation (Roles and accountabilities) & Practice operational meetings & QRC
2 (Collaboration, Authentication, DB) Orientation (Roles and accountabilities) & Practice operational meetings & QRC Mention Community in all team event
3 Community engagement. Going live with Tactical & Gov. meetings

 

(BCP,EA,End user)

Orientation (Roles and accountabilities) & Practice operational meetings & QRC
4 Communicate Rep election and his responsibilities
Aug 1 Elect Reps for SS Starting Crucial conversation Why we need to understand team dynamic and communication in Self Mgmt team
2
3
4 Start Rep. group and discuss the role of a Rep. Invitation to Rep group meetings
Sep 1 SS goes Live with Governance (Sec, Soft, Compute, Connectivity)

All Groups live with Tactical(Create new Assets, IT strategy)

1) Tactical Orientation  Practice Governance meetings & QRC

2) Governance Orientation (Roles and accountabilities) & Practice operational meetings & QRC

 

Starting next step by practicing Governance

 

Mention working in different group in IT meeting

2 (Collaboration, Authentication, DB)

(Customer support, Cost Ef., Operations)

1) Tactical Orientation  Practice Governance meetings & QRC

2) Governance Orientation (Roles and accountabilities) & Practice operational meetings & QRC

 

3) Start Self development

3 (BCP,EA,End user) Governance Orientation (Roles and accountabilities) & Practice operational meetings & QRC
4
Oct 1
2
3
4
Nov 1 All groups implement Governance
2 Governance Orientation (Roles and accountabilities) & Practice operational meetings & QRC
3
4
Dec 1 HR processes Orientation
2
3
4
Jan 1 Begin HR processes

So far we have the training for the Tactical meeting in place and delivered it to most of our associates. The training is a clear indication to people that this change is going to happen.  Once they understand it, they become more opinionated.  So if I were to do it again, I would start with training sooner.

We have also set up around 12 groups that have started executing tactical meetings. Most encouraging to me is that all of this happened once I was on vacation.

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