Cases: Organizational Culture in IT organizations
"Sell new technology or sell problems..."
Would you expect consultants who improve processes in software companies care about corporate culture? Maybe not. However, Jorge Boria and his company do because he found that it works best to start any change with respect for the current culture...
Jorge Boria is the Sr. Vice-President International Process Improvement Services, at Liveware Inc, a SEI partner. He is a Certified High Maturity SCAMPI Lead Appraiser and CMMI Instructor by the SEI, where he acts as Qualified Observer and Visiting Scientist. He has been confirmed as Senior Advisor in the governing body of the Modelo de Processos de Software do Brasil. He is also a Certified Scrum Alliance Scrum Master.
Jorge shares his experience and insights on the OCAI with us in this podcast.
Jorge: "We do consulting for software companies to improve their processes. For example, we help them set up requirements management, quality assurance, planning and tracking, etc.
Most of our colleagues think that there is only one way of doing this and go around with their hammer looking for a nail. We carry a hammer too, but also a screwdriver, a pair of pliers, and for very special occasions: A sledgehammer..."
Respect the current culture
"We have found that you should approach the introduction of process change, even when it is not primarily intended to be a cultural change, with respect for the current culture. You should always relate to that first. So in Adhocracy Culture, you have to sell the technology. With dominant Clan Culture, we sell the problem and people can discuss it around the bonfire, so to speak. In Hierarchy Culture, we first focus on procedures and efficient processes. In Market Culture we sell results and tickle their competitiveness..."