"What" Is More Important Than "How"

In IT, we get paid for the "how."  From the beginning, it has always been that there is some problem that needs to be solved - and IT was HOW it could be solved. This has led to innumerate advances in technologies and processes over the years and it is a big reason that technology and IT has been the primary driver of productivity for the last twenty years or so.

In some cases, however, this focus on the "how" can work against us.

As we enter this new era for IT - what I am calling the Quantum Age of IT - the problems are not quite so apparent.  It is no longer as simple as having a better way to do something.  IT must now be a part of creating its own destiny.  In short, IT leaders and entire organizations need to begin focusing on the "what."

While this can sometimes be foreign to IT professionals, it is actually a very proven and intuitive approach.  Before you worry about how you will you do something, you need to know what it is that you want to accomplish.  It is kind of like trying to plot the fastest way to go someplace.  You need to know where that place is first.  This sounds simple, but the truth is that for most of IT's existence, someone else has picked the destination.  Our job was simply to find the most effective and most efficient way to get there.

But things have changed.

IT must now be a part of picking that destination.  That means that we must be focused on the "what."

Whether you are establishing the entire vision for the IT organization or just focused on a specific component of its operation, the process is the same.  You need to follow a simple equation:

• Clearly articulate what you want to achieve - where you want to go, the end-state you seek (Note: this isn't what tasks you want to complete, it is what you expect it to look like when you are done.)
• Understand what obstacles are in your way and are stopping you from achieving this end-state
• Determine what you will need to change, fix or create to overcome those obstacles
• Then - and only then - figure out how you will you do it

This simple formula can be repeated in greater detail as you start putting your plan together.  The first iteration will be a vision and a high-level plan.  Each component of that plan can use the same process to figure out what needs to be done and so on.  In truth, this simple, intuitive approach can be used in any effort - no matter how large or small.

Focusing on the "what" is not always natural for IT pros.  We are natural problem solvers and we thrive on being the hero that can come up with solutions to the most vexing problems.  But the world is changing and our customers are expecting far more from us than just problem solving today. They are looking to us to help drive technology-enabled efficiencies and innovation deep into the core of the business.  They want us to help identify the problems that need fixing in the first place.  And that requires a lot more imagination and creativity - and a lot more focus on the "what."

Comments

[Bryan Oak]

Hi Charles thanks for this blog, for me it gets right to the heart of why so many consultancies, as well IT organisations struggle to deliver business value.

I've worked in large consultancy and SI companies for many years now, principally in the implementation of SAP. The tendency for clients to focus on and SI's to emphasise methodology (an element of the "How?") over the benefits sought by solving the client's problem is alarming. As if having a "recipe book" is the key to successful projects.

I'd be tempted to take your "How?" to "What?" one step further and ask "Why?". For me success is addressing the business reasons why the problem exists to be solved; why the business wants a solution - the strategic objectives that they have and the benefits they are trying to achieve; why they might have failed in the past, etc.. The "Why?" coupled with the "What?" is a powerful combination in driving any change activity.

Regards
Bryan

[Charles Araujo]

Bryan - very well said. 'Why' is what ultimately gets to the heart of the matter. The challenge is that I believe that before you can ask 'why?' you must be prepared for the answer. It requires a high level of maturity - a deep enough understanding of the business to be able to process the "why." Which is why I think most IT organizations (and probably SIs) don't really want to ask the question.

But you are correct in that those who ask the question and have the ability to process and act on the answer have an undeniable advantage. They will be the ones who do, in fact, drive lasting change. Thanks for the comment!

Charlie