Over the last few posts we have been looking at how to set up and fund business technology teams – teams that are directly linked to business functions and provide the technology component of the business as an integral part of the business rather than something provided by a separate IT group. These teams are funded by the business on an ongoing basis in order to deliver business outcomes.
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Value Stream based funding model
The inability to effectively fund long lived business technology teams is often the single biggest impediment to making a change within a business. In this blog, David Martin explains how you can move away from a project-based funding model and move into a value stream based funding model – a major rethinking of how funding works with huge benefits.
Lean-Agile Leadership Call to Action
Having the whole organisation trained in lean/agile ways of working is important because it provides a tangible roadmap for leading organisational change. It bridges the gaps between functional silos with a common organisational language, basic shared skills and common knowledge of the concepts and an understanding of the ‘why’.
How to best structure your Business Technology teams
In part one, we looked at why the old pattern of business and IT as separate entities is no longer appropriate for organisations today. In this article, we are going to look in more detail at how these new business technology functions should be organised.
Is it time to reimagine your IT department
While the idea of an IT department feels quite modern, the actual idea is pretty old. In the 60s and 70s, these systems were big and complex. Fast-forward 30 years and things are different.
We still talk about “business” and “IT” but that’s no longer really the case. Everything you do in your business relies on IT to happen. IT no longer supports your business. IT is your business.
Lean-Agile Leadership at all levels is about empowering those doing the work
Leadership had to take the wheel immediately. Working with SAFe Program Consultants (SPCs), a pragmatic curriculum of agile classes were implemented. Over the course of a fiscal quarter, everyone could have productive conversations, plan together and prioritise accordingly to the needs of the enterprise goals and market opportunities. One Product Owner even used her budget to fly dev team members into the PI Planning from across the continent!
Approaches to Blended Learning
Prior to 2020, our business model relied on face-to-face interaction to help align and excite organisations about agility and creating a learning organisation. When COVID hit, the world as we knew it changed in an instant. Like so many others it didn’t take long to see that our business model was no longer sustainable, and our digital strategy had to be accelerated.
Elabor8 establishes Automation Practice, headed by Craig Harvey
Elabor8 is delighted to announce the appointment of Craig Harvey to head up our newly formalised Automation Practice as the Practice Lead.
Global Division and appointment of Kim Ballestrin
Announcement: Global Division and appointment of Kim Ballestrin as head of the department
Elabor8 appoints new leader for Cloud Practice and Teaming Models offerings
We’re thrilled to welcome Chamara Somaratne as the lead on two important components of Elabor8’s transformation services, Cloud Practice and Teaming Models.
Transforming a complex organisation with transparency and support
Following the Banking Royal Commission, our customer, one of the largest banks in Australia and New Zealand, launched their largest transformation of the past 20 years.
Atlassian project collaboration tools help UoM’s LMS migration get top marks
Helping UoM switch to a modern cloud-based LMS, using Atlassian Jira and Confluence to manage the complex migration.