Hur du styr en IT-avdelning

Den här artikeln är så sanslöst bra och träffande för...en...eh...*host* kompis jag har som jobbar med IT.

För den som inte orkar läsa hela, här är några citat:

“If someone has to constantly be taught Computers 101 every time a new problem presents itself, he can't contribute in the most fundamental way.”

"Creativity is the most valuable asset of an IT group, and failing to promote it can cost an organization literally millions of dollars."

"The more things that occur that make no sense, the more cynical IT pros will become. Standard organizational politics often run afoul of this, so IT pros can come to be seen as whiny or as having a victim mentality. Presuming this is a trait that must be disciplined out of them is a huge management mistake. IT pros complain primarily about logic, and primarily to people they respect. If you are dismissive of complaints, fail to recognize an illogical event or behave in deceptive ways, IT pros will likely stop complaining to you. "

“From the outside, nothing looks to be wrong and the work still gets done. But internally, the IT group, or portions of it, may cut themselves off almost entirely from the intended management structure.”

“As I mentioned, if you've managed to hire well in the lower ranks of your IT group, the staff already know how to manage things. Unlike in many industries, the fight in most IT groups is in how to get things done, not how to avoid work. IT pros will self-organize, disrupt and subvert in the name of accomplishing work. An over-structured, micro-managing, technically deficient runt, no matter how polished, who's thrown into the mix for the sake of management will get a response from the professional IT group that's similar to anyone's response to a five-year-old tugging his pants leg.”

“Finally, executives should have multiple in-points to the IT team. If the IT team is singing out of tune, it is worth investigating the reasons. But you'll never even know if that's the case if the only information you receive is from the CIO. Periodically, bring a few key IT brains to the boardroom to observe the problems of the organization at large, even about things outside of the IT world, if only to make use of their exquisitely refined BS detectors. A good IT pro is trained in how to accomplish work; their skills are not necessarily limited to computing. In fact, the best business decision-makers I know are IT people who aren't even managers.”