Being a Change Agent: Leading IT Transformations

By: Leah Lewis, Director Cisco Consulting Services Public Sector

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3 © 2013 Cisco Systems, All Rights Reserved. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries.

4 © 2013 Cisco Systems, All Rights Reserved. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries.

Derived from Jim Canterucci and Dagmar Recklies, October 2001

Accepts and defends need for

change

Defines and initiates change in small increments

Leads change, translates the

vision into context and helps manage

Manages complex change,

understands cultural

dynamics, balances current reality with need for rapid change, takes bold action

Champions of change,

challenges the status quo,

uses crisis in order to support

dramatic transformations

Level 1

Level 2

Level 3

Level 4

Level 5

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Ø  Consolidation Legislation Passed in 2008 with a 192 to 1 vote

Ø  State CIO became a member of the Governor’s Cabinet

Ø  “Net Neutral”

Ø  “Revolving Fund”

Ø  Single Chain of Command for all IT employees

Ø  Funding

§  CapEx & OpEx stayed in the Departments §  Salary funds moved to the Office of Information Technology

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Obstructionists: Watch out – but don’t waste your time.

Pessimistic but not obstructionist: These will come along as you move the bell with the yellow folks

Skeptical but optimistic: Focus here to move the bell

Change Agents: Provide Vision and let them run

RESITERS EARLY ADOPTERS / CHANGE AGENTS

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DIRECTORATE OFCORPORATE AFFAIRS

..

HM PRISONSERVICE

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Barriers to effectiveness ranked in order of mention by respondents

Item Percent Inadequate budgets 71%

Agency resistance to change 67%

Conflicting priorities among state programs 55%

Lack of time for strategic thinking and planning 20%

Aligning IT goals with state strategic goals 16%

Lack of support 12% New federal or externally directed initiatives 12%

Disconnects with executive peers 10% Overwhelming pace of technology change 10%

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Trust Team Sport

Aristides Zavaras, Executive Director Colorado Department of Corrections

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•  Ari’s passion: Reduce recidivism through vocational training

•  His success: The IT Helpdesk Training Program

•  His fear: I was going to take it all away

Women’s Correctional Facility Canon City, CO – IT Helpdesk

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•  The 2010 round of budget cuts closed the Canon City Facility •  We went as a team to the Joint Budget Committee hearings to

lobby for funds to move the program to the Denver Women’s Correctional Facility

•  The program still exists today

•  Ari became a vocal supporter our consolidation efforts

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Human Resources

Procurement

Communicating / Marketing

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Build Relationships

Understand Motivations

Make IT a Team Sport

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15 © 2013 Cisco Systems, All Rights Reserved. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries.