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Blind Spot: A Leader's Guide To IT-Enabled Business Transformation, by Charlie Feld
Free PDF Blind Spot: A Leader's Guide To IT-Enabled Business Transformation, by Charlie Feld
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Blind Spot: A Leader s Guide to IT-Enabled Business Transformation describes a framework developed and enriched by Charlie Feld over the last 30 years in a variety of organizations, including Frito-Lay, Burlington Northern Santa Fe, Delta Air Lines, Home Depot, and Southwest Airlines. This framework demystifies technology, serves as a foundation and confidence builder, and is durable through the eras, across industries, and is simple in nature. This way of doing things is woven into a management system that has been proven to work in many large enterprises. The framework focused on business leadership defines and describes the principles and mechanisms for an IT-enabled business transformation: WHY (Why do anything?) WHAT (What will we do?) HOW (How will we do it?) WHO (Who will lead and manage the change? If you embrace this framework, you will dramatically improve your business agility, reduce the risk of the journey, and increase your probability of success. And if there s a time that you cannot afford to fall behind in modernizing your business, that time is now.
- Sales Rank: #566701 in eBooks
- Published on: 2010-01-01
- Released on: 2010-01-01
- Format: Kindle eBook
Review
Charlie Feld has an amazing ability to demystify IT and communicate with business leaders clearly and colorfully. His book is a must have for every business leader s library.
----Gary Kelly, Chairman and CEO, Southwest Airlines
In Blind Spot, Charlie Feld provides a clear and simple framework for managing major IT-enabled business transformation. I developed and then taught the Frito-Lay case study at the Harvard Business School for many years. The reason it has been so popular with senior executives is it is more about a business model transformation that was enabled by IT than about technology.
----Lynda Applegate, Harvard Business School
About Blind Spot: A Leader s Guide To IT-Enabled Business Transformation.
Think of it as a prescription for bringing clarity, direction and yes, even sanity to the process of deciding how and where to successfully apply information technology to create true business value. In his new book, Blind Spot, veteran CIO and IT turnaround artist Charlie Feld lays out a proven step-by-step framework for IT-enabling a business enterprise. He begins at the very beginning namely, with conceiving and articulating an IT strategy that is aligned with business goals . He walks readers through the process of drawing a clear, well-defined future- state picture of the enterprise. He then leads readers through four successive legs on the journey to IT-enabled business transformation. What s especially refreshing about this book and Feld s framework overall is that it is based in reality. Throughout the book, Feld provides real-life examples of the challenges and solutions, problems, pitfalls and successes he encountered during his work at Frito-Lay, Burlington Northern Santa Fe Railroad, Delta Air Lines, Home Depot and Southwest Airlines. Indeed, it s Southwest founder Herb Kelleher who wrote the book s forward in which he says I understood why the accountants need computers to close the books, but no one ever showed me the value inclusive IT can bring to things that matter to customers like on-time arrivals, ease of boarding or ability to respond to a weather delay until I met Charlie Feld in 2001. This book is required reading for anyone whose work involves identifying and communicating where and how information technology can create business value. The goal of the book is to bring an executive team from a major enterprise together around a framework they can follow to first, envision the possibilities that IT can enable and then to execute on that vision.
----Julia King, Executive Editor/National Correspondent, Computerworld
About the Author
As founder and CEO of The Feld Group based in Dallas, Texas Feld built a team of information technology executives that enabled dramatic results in Fortune 500 companies through the transformation of their own IT organizations. The Feld Group was acquired by EDS in 2004, which was subsequently purchased by Hewlett-Packard in 2008. In September 2008, Feld retired as a senior executive vice president and member of EDS Executive Committee. The Feld Group was re-launched as a Leadership Development firm in 2009.
Feld has garnered accolades from numerous sources, including Business 2.0 and Computerworld magazines. He has also been featured in InformationWeek and CIO magazines, which placed him among its 5 Top CIOs in 2001. In 1997, Feld was named One of the 12 Most Influential IT Executives of the Past Decade by CIO magazine and Computerworld named him as one of 25 IT People to Watch in 1998. His articles on IT leadership topics have appeared regularly in Computerworld Executive Suite, Harvard Business Review, and CIO magazine. He has received several industry awards, including the Smithsonian Award for Technology Excellence and the Carnegie Mellon Award for Innovative Technology. In addition, The Feld Group s work has been the subject of multiple case studies appearing in the Harvard Business School, MIT and McKinsey Quarterly.
Charlie Feld earned his bachelor s degree in economics from the City University of New York, Hunter College.
Most helpful customer reviews
7 of 7 people found the following review helpful.
Business Executives Guide to Business Transformation Thru IT
By L. Tieman
Charlie Feld is one of the great CIO's that laid the foundation for the IT executive. In this most-readable book he explains his framework for IT-enabled business transformation.
His understandable, powerful framework has four planks 1. WHY (Why do anything?), 2 WHAT (What will we do?), 3 HOW (How will we do it?) and 4. WHO (Who will lead and manage the change?). Within those planks are time-boxed phases which set the pace and cadence of the business transformation. The focus of the book is on the framework; the four planks.
In many ways this book and the framework described is little different than the approaches of many consulting companies. But in critical aspects this book is very powerful. Mr. Feld is writing to CEO's, CFO's, and only somewhat to CIO's. He explains very well, and uses real company examples to illustrate, the critical role of senior business leaders in any "IT-enabled business transformation". Further, he makes it clear that any business transformation today has to be IT-enabled and senior executives must have a competency in managing IT as a critical part of their business.
This quick-read, unpretentious book may become a classic. It reminds me of Fred Brooks The Mythical Man-Month. Short, simple, full of important, useful information and makes some powerful points. I recommend it for everyone in the C-suite.
0 of 0 people found the following review helpful.
Platform for Change!
By O. Halabieh
Charlie defines the title as: " A blind spot can be described as a subject that is obscure or unintelligible to otherwise sharp and intelligent people. Information technology (IT), unfortunately is that kind of subject to many business leaders. I say "unfortunately" because IT can either enable or disable an enterprise to sustain vibrancy and success in the 21st century. " He then goes on to introduce the main premise of the book: " This book describes a framework that I have developed and improved over the last 30 years with a variety of organizations, including Frito-Lay, Burlington Northern Santa Fe, Delta Air Lines, Home Depot, and Southwest Airlines. This framework consists of four planks that form a platform for change and five phases that pace the execution over several years. Together they create a journey. The beauty of this framework is that it demystifies technology to the non-experts among us, is simple, and--like most principle-based approaches--is durable through the eras and across industries."
Below are key excerpts from the book that I found particularly insightful:
1- "My belief is that information technology should not be viewed as a complex functional area. It is an integrating discipline that enables the other functions to operate as a seamless, well-run business."
2- "The impetus to start making big changes in the midst of turbulent times like these may seem counterintuitive. However, right now you have what may constitute a once-in-a-lifetime license to make dramatic change. The economic downturn has created a global referendum for change, and you hold the keys to change in your organization."
3- "I realized then that the HOW alone will never drive change in an organization. The WHY and the WHAT must also be powerful and compelling."
4- "The WHY change (WHY do anything?). This plank gives the platform durability. It more than anything else will enable the organization to mobilize, make investments, set priorities,take risks, and sustain the effort throughout the transformation. It is the business imperative that must be articulated by the executive team, or there is no point in launching a major transformation. Crafting the WHY is the responsibility of the executive leadership team (including the CIO)."
5- "Successful modern enterprises have created a new competitive model that deals with the "and" versus the "either/or." These enterprises are simultaneously centralized for leverage. operational excellence, and global consistency--and decentralized for insightful decision-making, innovation, and speed."
6- "It may seem counterintuitive, but the more standardized your systems and processes are, the more flexible you can be."
7- "Many IT investments fail or fall short because they are positioned as IT projects, when in reality they are business-change initiatives that require IT enablement. This is particularly true when you are defining the WHY change and WHAT your business architecture should be."
8- "Plan big and implement in small chunks. That, when combined, will dramatically change the customer experience and productivity end to end. Watch for this pattern because it is the best formula for sustainable success, absorption. and affordability."
9- "The HOW to change (HOW will we do it?). This is the pathway Tom your current model to your future model, and it is where the heavy lifting comes in for both the business and the IT organization. To be successful, the following three principles within the HOW (discussed in detail in this chapter) must be adhered to; HOW Principle I: Define and design a business, application, and technology blueprint and architecture before you begin investment and construction. HOW Principle II: Enforce a "Common Way" for development and quality engineering. HOW Principle III: Be disciplined in your approach to program and project management."
10- "It helps you understand what you are buying, your investment risk tolerance, the level of quality you consider to be good enough, the timeline and sequencing you require--how you will phase it, where you will start, and more. You just cannot simply leave it to the electricians and the plumbers to make these decisions for you."
11- "The most successful answer from top-performing IT organizations is to build a culture of delivery. In a delivery culture, hands-on managers lead their teams. Project administrators. human resource generalists, and financial analysts support the teams during the lifecycle of a project. They do not control the agenda, nor are they accountable for the outcomes. Top-tier technicians, architects, and leaders participate in the tollgate sessions and project reviews. These are meant to be productive, working meetings that are non-punitive and owned by the leaders of the organization."
12- "The WHO (WHO will lead and manage the change?) This is the last plank in the platform. You will see my personal bias revealed in this chapter because, although I believe all of the planks are important, the human aspect makes the real difference! This chapter outlines the key human-resource principles required for sustained successes, including: WHO Principle I: Organization Matters WHO Principle II: Leadership Matters * WHO Principle III: Culture Matters WHO Principle IV: Performance Matters Ml of these human-resource principles matter whether you outsource, smartsource, or go it alone."
13- "If there's one thing I've learned over the years, it's that spending most of your time as a leader on the talent dimension is the difference between winning and losing at this sport. Every organization that gets IT right is good at this dimension."
14- "The first skill required for great leadership is pattern recognition. In essence, this is the ability to see underlying relationships and get at the meaning beneath the surface. Leaders with this skill can distinguish the important factors in a situation from the noise. demonstrate this insight to their colleagues through discussions and decisions, and craft a compelling story of the organizations challenges and opportunities...Having set the agenda, you have to sell your ideas and have the credibility that you can pull it off. Over the years, I have debated with management-development professionals about the difference between skills, competencies, qualities, and other such labels. My reaction has been to not care so much about classifications, but to instead focus on describing what a leader is and why leadership is critical. Character has been the most elusive--it's hard to explain, but you know it when it is there. Leaders must show personal character. This means doing and saying what's right, not just what is expedient or what others want to hear--even if it's at substantial personal risk...The final leadership skill within this category is influence and persuasion. I am convinced that in the next few years, the importance of influence and persuasion skills for leaders will only grow...Only by persuading others to support your course can you move the organization in the right direction on a sustained basis...All of the above--building the agenda and the foundation-- are critical pregame activities because the goal of every leader should be to have an impact. However, even teams with great skills and high levels of dedication can fail to have an impact because of their inability to form successful partnerships with their stakeholders, act decisively, or stay focused."
15- "However, once you have set a course, leaders need to be resilient and solutions oriented. When there are problems--as there inevitably are--leaders will need to emphasize solutions rather than hurdles. When you are engaged in game-changing initiatives, you're the one who needs to develop new approaches to work over, around. and through obstacles and setbacks. No matter how--or how much--you plan, in the end most great things are accomplished by resilient organizations."
16- "A high-performing team needs trust, hope, enjoyment, and opportunity."
3 of 3 people found the following review helpful.
Thought Provoking
By Joel Dobbs
Being a CIO is a tough job as Charlie Feld well knows from his many years as one. He wrote in an article I read some time ago that as a CIO "90 percent of what comes across your desk isn't good news." Having spent much of my own career as a CIO I can certainly attest to that and can appreciate the challenges one faces in attempting to use technology as one of the levers to transform a company.
Blind Spot is aptly titled as information technology for many executives is something that they fear, don't understand and, quite frankly, sometimes wish would simply go away. They also understand that IT holds the possibility, when properly used, to transform a business. Thus, IT is a blind spot for many executives.
I have found that business books generally fall into three categories:
1. "How To" books that prescribe a method for accomplishing something such as improving one's leadership effectiveness, managing change, or building teams.
2. "Fact" books. These are data sources containing facts and figures, results of studies and surveys or other such information. Their primary purpose is to inform or answer questions.
3. The final category are "Idea" books. Those that, through stories and example, serve to generate ideas and provoke thought.
Blind Spot falls into the third category. The methodologies (described by other reviewers so I won't repeat a description here) combined with the well-written case studies of Frito-Lay, The Home Depot, Burlington Northern Santa Fe and Southwest Airlines provide examples that, at least for me, served to stimulate ideas for different approaches to transformational initiatives within my own company.
Finally, this isn't an IT book, it is a business book. Even the most technophobic of executives will find this book useful. In fact, it is precisely these folks who may find it most useful.
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