ORGANIZING FOR FULL-POTENTIAL ISE CONTRIBUTION

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ORGANIZING FOR FULL-POTENTIAL ISE CONTRIBUTION

Overview

We’ve portrayed what we believe is an extended and expanded value proposition for ISE. To sum- marize: the ISE is playing a key role in strategy and positioning, planning, change leadership and management, culture, measurement, learning, reengineering, and infrastructure. When you couple this view with the more traditional focus that is discussed in the bulk of the Handbook, we think you will get a flavor of the full potential for ISE and how exciting ISE will be in the decades to come. The issue here is how to position and organize the ISE role such that the potential contribution can be realized. The traditional view is that the ISE function should be located in a dedicated unit that is well connected to positions of power.

An alternative view is emerging. We believe that the environment that made the ISE department or function effective has changed. The challenge is to position the ISE value proposition, not the function. Once again, this transformation requires that there be strong motivation and enlightened executive sponsorship for deploying ISE skills throughout the organization. ISEs will be positioned in ways that were impossible to envision in the past.

Executive Sponsorship

At the risk of becoming too repetitive, we will reassert that full-potential organizations will have a senior leader (CEO, VP) who champions the ISE contribution. This sponsor will also have a clear mental model of what needs to be done for the organization to migrate toward full potential and how ISEs can support that. ISEs will be deployed throughout the business in positions of influence and support relative to key initiatives.

This may not seem too different from the current reality, but the major difference will be the extent to which oversight exists. The executive sponsor will own the process of positioning ISEs as their talents are expanded and applied across the enterprise. Review the readiness for change model presented in Section 3.2.3. All the requirements for successful change are present. We’ve seen ex- ecutive sponsorship work, and we believe it is the wave of the future.

Business Partner Relationship Management

Earlier in the chapter we noted that in our conceptual framework, organizations have only one cus- tomer. We have abandoned the term internal customer. Everyone inside the organization is a partner working on a team dedicated to serving the customer and filling the treasure chest. In this respect the executive sponsor for ISE is in partnership with other key executives working together to migrate the business toward full potential. ISEs are deployed as resources that can support functional and cross-functional efforts to ensure that improvements are well managed and produce the desired results. The model is value based and relationship based. To achieve full potential, it is necessary (but not sufficient) that relationships among employees, internal business partners, stockholders and stake- holders, customers, and suppliers / vendors be effectively managed. This is true for the executive sponsor of the ISE role, for the ISE, and for the partners of ISEs within the enterprise.

Integration Role

The word ‘‘integration’’ is central to the operational definition of ISE. It takes a lot of integration to achieve full potential. It should be clear by now that we view the ISE as a key integrator. Businesses are decentralized or differentiated to reduce span of control and enhance agility, responsiveness, and ownership. Differentiation escalates the need for integration, and integration requires information sharing and cooperation to achieve the higher good. The executive sponsor for ISE should be in a position to understand the higher good, be an integral contributor to organization’s senior leadership team, and passionately promote integration. ISEs throughout the organization will have to understand the big picture so that they too can promote integration. To do so, they will be in touch with what is going on across the organization, understand the high level strategy and actions, and share this knowledge when working on their projects throughout the business. This ensures that ISE and their colleagues don’t lose sight of the forest for the trees.

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