Exploring the Benefits of the I.D.E.A. Continuous Process Improvement Model

Value creation is the main goal of any business. Managers should make decisions in order to maximize the value of their company, using minimal resources.

Many organizations utilize Lean management strategies to prioritize customer interests and enable workers to improve processes. Instead of the optimization of separate processes, Lean thinking focuses on processes alignment and continuous improvement.

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IT Governance Must Evolve or Die

Bureaucratic, static IT governance models of the past no longer work in organizations where the IT function is to enable business innovation and customer engagement. For IT governance models to be effective in today’s evolving marketplace, they must be more closely linked with business governance.

What concrete benefits and tangible value are you receiving today from your IT governance processes?

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What Does Talent Management Have to Do With IT_ Everything

What Does Talent Management Have to Do With IT? Everything.

As a leader at an IT organization, your first priority is successfully developing your IT product or services. Yet you might find yourself hindered by poor performing programs, or employees who are ill equipped to execute your vision.

One way to infer that your organization isn’t spending the time and effort necessary on talent management is if your employees say (or think) any of the following statements:

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PDCA to Jump Start Process Improvement Initiatives

Deploying “Plan-Do-Check-Act” to Jump-Start Your Process Improvement Initiatives

When you think of Lean Six Sigma, what is the first thing that comes to mind? For most people, it is associated with manufacturing organizations. This was true in the past, but today organizations outside of manufacturing have adopted the Lean Six Sigma framework for continuous improvement. These organizations can be found in a diverse set of industries, including services, financial, healthcare and nonprofit.

Just about any organization that has processes can put Lean Six Sigma to work. You might ask, doesn’t every organization have processes? The answer is YES, and more importantly, every process has some form of waste.

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PDCA (Plan-Do-Check-Act)

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There are many models of quality improvement used today, from Total Quality Management to Continuous Quality Improvement to Lean Six Sigma. (Each business management consultant has their favorite…) But there’s one trial and error approach to quality improvement that could benefit every management team.

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QC, QA, and Cost of Quality

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Quality Is What the Customer Says It Is

All customers, regardless of industry or market, internal or external to an organization, want quality. Quality is crucial to maintaining a competitive edge. But what is quality? The best definition of quality I have seen is “fitness for purpose.” This works everywhere from a business setting to a family meal.

No matter what definition you use, the quality of a product or service is ultimately defined by the customer.

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ROI vs. Outcomes: Prioritizing IT Projects for the Greater Good

How do you prioritize your IT project portfolio? If ROI is the driving force behind what gets funded and what doesn’t, you’re not alone.

When an organization views the IT department as a cost center, technology projects are typically justified based on ROI. These ROI calculations are made based on direct cost savings alone, not on the most effective use of time and resources.

“Cost savings” is a suboptimal reason for doing things.

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Establishing SLAs for Internal IT Services

Service Level Agreements (SLAs) are standard for measuring performance of an outsourced service.

But what happens when an IT service is managed internally? How are expectations set? How is performance measured?

When IT services are insourced, there should still be SLAs in place in order to sustain internal customer satisfaction and alignment with business priorities.

Without SLAs, the business resorts to a subjective assessment, often concluding that IT services are overpriced, slow, or inadequate, without the information needed to evaluate the real value of the team.

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IT Portfolio Management and the Squeaky Wheel Effect

We’ve all seen it: “the squeaky wheel gets the grease.”

This idiom has become synonymous with the idea that, in any organization, the person who complains, bellows, shouts, and stomps their feet the loudest will be first to get attention.

Squeaky-wheel types aren’t necessarily negative or harmful. Some Squeaky Wheels are simply annoying. Some have valid ideas that deserve the attention they seek.

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Lack of Governance is Always* the Problem

*For every single Abraic client engagement over the past 20 years, a lack of effective governance has been one of the first issues we identify and resolve.


When IT assets (e.g. software, hardware, or XaaS) are underutilized, underperforming, or underwhelming the business, the root cause of the problem is almost always ownership.

Consider an underperforming asset at your company. Is the department managing the technology the same department that paid for it?

Typically, IT assets are not purchased by IT.

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