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8 Things We Hate About IT: How to Move Beyond the Frustrations to Form a New Partnership with IT
Why can't you get what you really want from IT? All you desire is a ready-and-willing partner to help you exploit IT to drive your business. Instead, you get endless rules and regulations, not to mention processes, projects, and technologies that deliver too little, too late, for too much. It's frustrating!
How to build a relationship that puts you firmly in control and produces the business results you need? In The 8 Things We Hate About IT, Susan Cramm provides the answers.
Start by understanding differences between operational and IT managers - in backgrounds, personality, pressures, and incentives. Cramm explains how differences prevent operational managers and IT from communicating what, why, and how they do what they do.
Citing case studies and stories, the author then presents practical strategies for overcoming the difficulty. These include seeing things from your IT partners' perspective, developing a single version of 'truth,' and assuming accountability for IT just as you've done for management of your firm's financial and human resources.
Brutally honest, provocative, and filled with sound advice, this book reveals that the key to solving the IT problem is decidedly it's a deeper understanding of human behavior, including how to apply your leadership skills to the world of IT.
How to build a relationship that puts you firmly in control and produces the business results you need? In The 8 Things We Hate About IT, Susan Cramm provides the answers.
Start by understanding differences between operational and IT managers - in backgrounds, personality, pressures, and incentives. Cramm explains how differences prevent operational managers and IT from communicating what, why, and how they do what they do.
Citing case studies and stories, the author then presents practical strategies for overcoming the difficulty. These include seeing things from your IT partners' perspective, developing a single version of 'truth,' and assuming accountability for IT just as you've done for management of your firm's financial and human resources.
Brutally honest, provocative, and filled with sound advice, this book reveals that the key to solving the IT problem is decidedly it's a deeper understanding of human behavior, including how to apply your leadership skills to the world of IT.
208 pages, Paperback
First published March 26, 2010
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Displaying 1 - 14 of 14 reviews
October 11, 2015
Definitely insightful. I have been working since 19 years old and most of those years, I am in the office using my computer so I have to deal with Information Technology (IT) people. Do I like them? Generally, yes. No, when I am busy and my computer or any of the applications that's in there is not working. I dread the days when I open my computer in the morning and it is not working so I have to call the IT Department and bring my unit there for them to check and troubleshoot. Then I will wait for an hour or so doing nothing. I just could sigh and sigh and drink coffee at the pantry while thinking why did God allow computers to be invented only to make my life miserable rather than productive.
Why do people hate I.T.? Generally, because they are after some kind of control. During those days that I mentioned, they follow a certain guidelines: you have to raise a ticket, you have to answer some questions, you have to wait when they troubleshoot, you have to sign a form as an acknowledgment that you receive your repaired computer. All of those eat up your time. The time that you wanted to spend for your backlogs.
On the other hand, I want my job done and I cannot do it without my computer.
The situation above is just the simplest way to describe a number of conflicting interests between I.T. and the Business. What this book is saying is that those interests should be reconciled. For me, that's what makes this book insightful. Each of these groups have objectives and if you really think about them, you can find common grounds that they can start with to collaborate.
BTW, I have been part of the business but I am now an I.T. guy. For more than a decade now. So, I can feel empathy to my users when they cannot log into the application that I am supporting. It makes me act quick and fast because I don't want them to feel being neglected and worse, make them unproductive.
Why do people hate I.T.? Generally, because they are after some kind of control. During those days that I mentioned, they follow a certain guidelines: you have to raise a ticket, you have to answer some questions, you have to wait when they troubleshoot, you have to sign a form as an acknowledgment that you receive your repaired computer. All of those eat up your time. The time that you wanted to spend for your backlogs.
On the other hand, I want my job done and I cannot do it without my computer.
The situation above is just the simplest way to describe a number of conflicting interests between I.T. and the Business. What this book is saying is that those interests should be reconciled. For me, that's what makes this book insightful. Each of these groups have objectives and if you really think about them, you can find common grounds that they can start with to collaborate.
BTW, I have been part of the business but I am now an I.T. guy. For more than a decade now. So, I can feel empathy to my users when they cannot log into the application that I am supporting. It makes me act quick and fast because I don't want them to feel being neglected and worse, make them unproductive.
June 13, 2017
Susan has formulated an elaborate guide on re-building the relationship with IT with careful analysis of viewpoints of both the parties (IT and Business). This book consists of different theories, examples and step-wise guides to enrich relationship with IT.
This book is targeted for people having good amount of exposure to business and IT; so the language has been selected accordingly. I would have preferred it in case the book has an underlying story, but the the book was more of a presentation with different subjects / modules in it.
This book is targeted for people having good amount of exposure to business and IT; so the language has been selected accordingly. I would have preferred it in case the book has an underlying story, but the the book was more of a presentation with different subjects / modules in it.
August 7, 2020
Should have read this book earlier in my IT career.
August 16, 2012
This was highly recommended by a college, who had just started reading it. I loved the concept and the first few chapters, but it became a bit bland and prescriptive after that.
I definitely see Lean ideologies showing up here, which I appreciated, especially the focus on delivering value early vs. waiting for a perfect monolithic build. Today is a great time for business leaders--at least those who can embrace the renewed focus on people vs. technology, and who can navigate the increasingly Agile playing field.
Susan writes a good book here, however I wanted more conceptual thought and fewer bullet points; more anecdotes, ideologies, and case studies vs. itemized instructions with at times what seemed a fairly shallow "why."
Very well documented and footnoted. Also, short and easy to read. I think anyone in the industry should set aside a weekend to read through this.
I definitely see Lean ideologies showing up here, which I appreciated, especially the focus on delivering value early vs. waiting for a perfect monolithic build. Today is a great time for business leaders--at least those who can embrace the renewed focus on people vs. technology, and who can navigate the increasingly Agile playing field.
Susan writes a good book here, however I wanted more conceptual thought and fewer bullet points; more anecdotes, ideologies, and case studies vs. itemized instructions with at times what seemed a fairly shallow "why."
Very well documented and footnoted. Also, short and easy to read. I think anyone in the industry should set aside a weekend to read through this.
September 18, 2014
The book is a solid call to action from a respected C-suite executive. IT is on the cusp of a significant change in its business relationships--rather than allowing business decisions to be abdicated to it, working with the business to help them make better IT-flavoured business decisions.
There are only two quibbles I have with this book: there is a need for an implicit understanding of Information Technology Infrastructure Library (ITIL) principles and practices, since they're referenced, but rarely expounded upon. The second issue with the book is that it assumes the IT department is ready and willing to change; as an IT and business professional, that is, in my experience, all too rarely the case.
There are only two quibbles I have with this book: there is a need for an implicit understanding of Information Technology Infrastructure Library (ITIL) principles and practices, since they're referenced, but rarely expounded upon. The second issue with the book is that it assumes the IT department is ready and willing to change; as an IT and business professional, that is, in my experience, all too rarely the case.
January 17, 2011
This is a must read for business leaders who have finally been positioned into having to deal with IT, as well as perhaps for the IT leaders who have been defending the walls. Cramm covers in broad strokes the purpose and normal organization of IT within business. What I find especially hopeful is her final call for a business / IT partnership that is not defined by territorialism masquerading as IT Policy and Control, but on stewardship and democratization of business/IT processes that enables front line and middle tier users to use technologies better.
July 1, 2012
This is a book that anyone that has to work with an IT department or works in one should read. Like couples therapy, this books takes two competing viewpoints and fuses them into a shared vision that IT and non-IT people can buy into to move forward together and get past the dysfunctional behavior they engage in. It's a quick and pleasant read.
April 23, 2010
Should be required reading for every aspiring IT executive! A must for every CIO's personal library.
Susan brings her years of experience and superior insight to present an intelligent view of what's good in IT, what's bad and what needs to be done about it!
Susan brings her years of experience and superior insight to present an intelligent view of what's good in IT, what's bad and what needs to be done about it!
September 22, 2010
Written for business execs but I think she accurately depicts the friction between any organization and its IT dept. There isn't a whole lot of useful advice for reducing that friction but she does a good job of describing the source(s) of frustration for each.
October 5, 2013
Excellent pointers to the line leaders, the business people who strive to get partnership with IT to work better. Also good for people within IT, as a way to look into a mirrow and maybe proactively respond to the issues raised.
January 22, 2015
The book itself is well written, with generally good arguments...but I tend not to agree with a lot of the conclusions. Nonetheless, these kinds of books are important to broaden perspectives, and the professionalism obvious in the author suggests that the opinions do reflect her experiences.
March 17, 2011
A very good examination of the struggles between business leaders and IT. My review and application of it for libraries is scheduled for end of March publication
January 29, 2016
Very insightful. Takes a hard look at the IT / Business partnership. Without saying so much as to be a spoiler, I will share this quote: "Every company has the IT capability it deserves."
February 15, 2013
It helps to have collaboration between IT and Business.
Displaying 1 - 14 of 14 reviews