A very insightful comment in my blog from a well respected IT management consultant, Vaughan Merlyn, motivated me to write this follow up article. IT Accountability is an interesting topic and there is a lot to uncover and delve into. In Part One, I wrote about accountability as something that does not only happen when things go wrong — it is taking ownership from the beginning. It is continuous rather than something that has an end point. There are three important areas where IT accountability comes into play: (1) IT Accountability in Operative Teams; (2) IT Accountability Cost Management; and (3) IT Accountability to improve service delivery. These are just three of the many facets of IT organizations where accountability is an important driver for success. They are meant to illustrate the meaning of IT accountability and to provide examples.
Part Two aims to tackle the challenges on how to deal with the problem of lack of IT accountability. According to Mr. Merlyn, lack of accountability is a symptom of a lack of organizational clarity. I agree withVaughan. The main reason why IT leaders fail to address the accountability issue is a lack of clarity on what the team is accountable for in the first place. Accountability matters as much as any other IT capabilities. The key to directing individuals and teams towards success is to clarify the organizational purpose up front. The organizational purpose is a declaration of what the organization wants to be and, in broader terms, what it wants to achieve. It provides meaning to the day-to-day tasks, triumphs and setbacks that make up the daily operative grind. A lack of purpose will create disconnection among the different levels of the IT organization. Teams and individuals will not know why their effort matters. They cannot connect their work to a larger story. Their work becomes a matter of going through the motions. When that happens, team members lose accountability.
The following statement is Vaughan Merlyn’s assertion on this subject:
“If organizational purpose is not clear (i.e., the goals, values desired business outcomes and guiding principles for a given capability are defined and well understood?) then organizational commitment (i.e., sponsorship and accountabilities) will be lacking or confused. With weak organizational commitment, ability (i.e., clear processes, well-defined roles, competent resources filling those roles, appropriate tools and technologies supporting the processes) will be deficient. And with deficient ability, there is virtually no way accountability (i.e., criteria for success and related performance requirements) can be meaningful.”
Root Cause: Lack of Organizational Clarity
When there is a lack of organizational clarity, it will be harder for IT managers to inspire people because they don’t have a clear direction, performance measures and objectives to follow and to communicate to their teams. This disconnect will open the door for individual managers to interpret directions, formulate objectives and determine their own priorities. On the other hand, for IT team members, it will lead to inconsistent performance of day-to-day operations that will cause low morale and productivity. It will be impossible to expect accountability from team members who may ask themselves the question—“How do we know if we are doing a good job? How do we know if we are fulfilling our obligations to the team and we are achieving results for the company?” Without organizational clarity, chances are you will have a lack of accountability from your people.
Creating the culture of accountabilty starts with the IT leaders – to me this process is always top-down. They define the IT strategy and vision based on the desired results and business strategy of the company (IT to Business Alignment). The desired objective of IT or the entire company could be to: become the easiest to conduct business with, be the most innovative organization in the industry, have technological excellence, increase profitability, or create the best sales and distribution network. IT leaders must clearly understand the business strategy of the firm which it provides services to. They must also work to provide the right IT strategy, platform, experiences and actions to achieve these results. The role of IT leaders is to communicate this organizational purpose clearly to the whole team. It requires persistent effort and a clear message to get the right commitment. By doing this, they can be certain that their subordinates know or are reminded what they are accountable for. This is where IT leaders make all the difference. Leadership is about reminding people what it is that we are trying to achieve—and why it matters.
Photos courtesy of Renjith Krishnan and Sheelamohan