The following is an excerpt from a recent column that I wrote for ITSM Portal on understanding and managing the politics of an ITSM adoption effort.
When we launch an ITSM adoption effort, we have plans for everything: project plans, resource plans, documentation on the process scope, timelines, milestones and so on. But the one thing that is almost never planned for is often the biggest challenge to most ITSM adoption efforts: managing the political landscape.
Politics is often viewed as a dirty word or an evil that should be wiped from the face of an organization. But politics are a reality in any group of people and is really just a way of saying that we all have motivations, needs and aspirations that we may not share openly with others, but which may drive our behavior in some way. It is a fact of life, yet most ITSM adoption efforts spend little to no time understanding the political landscape nor devising a strategy to manage it.
Now, I’m not advocating that you should actually write a formal Political Action Plan. The point is that it is not enough to merely acknowledge (or bemoan) that politics exist. You must actively seek to understand the politics and culture of your organization and take steps to either leverage or mitigate it in an effort to achieve your project objectives. Let me also be clear that actively managing politics is not the same thing as manipulating people to get what you want. The goal of any ITSM adoption effort should be to create a collaborative and energized working environment – and manipulation will never get you there. But you also cannot ignore that while each of us may express our desire to do things “for the good of the company,” we all have things that drive us. The better you understand those drivers, the more successful you will be in making your adoption effort a success.
About the Author:
Founder & Institute Fellow
Charles Araujo is a technology analyst and internationally recognized authority on the Digital Enterprise and Leadership in the Digital Era who advises technology companies and enterprise leaders on how to navigate the transition from the Industrial Age to the Digital Era. Having spent over thirty years in the technology industry, he has been researching Digital Transformation long before it became the uber-buzzword of today, and is now focused on helping Digital Era Leaders prepare themselves and their organizations as the macro trends of the primacy of the customer and the primacy of the algorithm collide, ushering us into what he calls The New Human Age.
Principal Analyst with Intellyx, founder of The Institute for Digital Transformation, author of three books, and most recently the co-founder (with his wife) of The MAPS Institute, he is a sought-after keynote speaker and has been quoted or published in CIO, Time, InformationWeek, CIO Insight, NetworkWorld, Computerworld, USA Today, and Forbes.