Strategic Planning 

Given that our primary audience was non-technical, we approached every topic from a business-first view. The first section outlined the history of the IT industry. Since that industry was (and remains) in a state of chaos, it made the technology less threatening to management, who identified with the leaders of embattled companies like IBM and DEC. We structured our presentations around management vocabulary and metaphors. We stayed one step ahead of our audience, anticipating likely objections and practicing our responses. Establishing our credibility as business people first was essential. It showed that we had done our homework.

At the end of each Phase 1 section, we presented several issues related to the section subject. Each issue was numbered, titled, and listed several alternatives. We presented each issue, and waited silently. This implicitly forced the interactive dialog we needed from senior man-

agement. Since they were in a peer setting, they felt compelled to participate, which led to vigorous discussion and pulled our audience into the material. We carefully monitored and logged the outcome of each issue, and later built these outcomes into MIS strategies.

For Phase 2, our core group established a common presentation structure that each leader would follow. Each leader was allotted the same "air-time." We used PC-based presentation management software, stored centrally on a LAN server where all presentations were publicly accessible. The software made the presentations look professional, while establishing a software package standard that the department would later informally adopt. Practice sessions were conducted using both video camera and live audiences.

Phase 2 presentation day (July 19, 1993) arrived. Top management had blocked four hours, starting after lunch (the worst possible start time). We scheduled a conference room off-site to ensure no interruptions. As a joke, we left packs of caffeine tablets on the table in case of nodding heads. We were nervous.

Once the nervousness wore off, the team leaders demonstrated their confidence and command of each subject. Our audience was clearly impressed, and followed the presentations with generous praise. The COO commented that he could have listened to even more. We were all very proud. But although we did not realize it at the time, the most important results of ISP were still to come.

World Class Manufacturing Menu

Senior management's strong support, and the resulting excitement of the team leaders, built momentum that moved the entire MIS department to embrace changes. We made copies of the video of the final presentation and distributed them liberally. Even the department cynics who had been waiting for the project to crash and burn became advocates. The department became energized to a degree that I had not seen before. The people had become "unstuck" and were ready to move.

Soon after the ISP presentation, the teams concluded their activities and finalized their recommendations. In some cases, substantial work remained. But once the dust had settled, several significant changes were implemented in a very short time (less than 12 months):

1. We replaced silo-based project priority lists with a single company list based on overall value to the company External customers received priority over internal customers.

2. We changed application maintenance from a burden that everyone shared to the responsibility of a "dedicated support team." This freed the remaining devel-

opers to focus exclusively on project development The percentage of resource spent on maintenance and support declined steadily.

3. We implemented new procedures to promote sharing of applications resources (people) between applica­tions groups, allowing us to apply maximum resource on the most business-critical projects.

4. We developed and implemented a new system develop­ment methodology.

To be Continued