Dynamics in a large organisations work in weird ways. I have tried to influence people on the business side to convince them that delivering infrastructure in a fragmentaric way and without having a wholistic information mgmt strategy at hand is a bad idea. You throw a lot of money and resources on something that will run like a car on three weels. But operationalisation of budget and project dynamics always got the upper hand - "we can't stop now..". I have tried to raise it at steering committees, i have tried to have external vendors drive home that point for me, ...
Guess what, I am two weeks on holiday, I get back and, suddenly, it is our very own ICT organisation that starts to nail down the point (they could have done that 6 months ago as well - grr). Admittedly, it also had probably to do with having the right people in the room at the right moment. Or with me being absent :-1
A tipping point ? We'll see..
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