As part of our Unified Communications project, one of our SWAT team put together a proposal for a service offering that would provide IT consulting assistance helping departments use the new tool kit more effectively.
Everyone thought it was a great idea.
Nothing really happened.
The SWAT team forwarded the proposal to me.
“What do you think?”
I thought about our Telecommuting initiative.
How many departments were involved in the implementation (mostly IT, HR and Finance)
Where the initial driver was (our Innovation Task Force – and initially pushed at our Sr. VP level).
What worked and what didn’t.
My initial reaction – this needs to be championed at the Sr. VP level (at least) and, more successfully, at the President level (because we have academic departments involved).
Chances of that happening?
I wasn’t happy with my answer to the SWAT team.
Because, dangit, we were “asking for permission.”
Why be so helpless?
When I’ve been most successful at being a change agent, it has been because I made the change myself. Used the tool myself. Ate the dog food.
I hunted down the proposal author after a weekend of chewing on the issue.
When each of us use these tools – what would “efficient” look like?
What would “efficient” look like during team use?
To the team members?
To outsiders observing the operation of the team?
If we could get people to ask us “Hey – how did you do that?” – THEN we would have a consulting service.
There is no one stopping us from being the change we want to see.
The proposal author seemed to like this idea.
If we can manage to get our own house in order – it will be much easier to get the “executive support” we want. Because they will be racing to get in front of it.
Seen that dynamic way too many times.
And I’m thrilled to find another running partner.