Index

POET

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Organisation Structure

Management
Workers

Culture Trumps Everything

For Better or Worse
The Power of Culture
Immense Problems
Immense Opportunities

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Fundamentals
Comparison
Architects and Engineers Who Are You

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

PEAF

Adoption

Step 5
Actions
Prepare Culture Change
Step 6
Actions
Rollout Culture Change

Culture

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison
       
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- PB-CULTURE


PEAF>Culture>IT-vs-The-Business>Is-IT-Special>What-vs-How ◄◄◄           .           ►►► PEAF>Culture>IT-vs-The-Business>When-Two-Tribes-Go-To-War

With a third SBU, we are beginning to approximate the complexity of many Enterprises today. We have also replaced the SBU monikers with representative names of Finance, IT and HR.

Essentially we are showing that a large proportion of How the PBUs do what they do, is done by IT. We are also showing that a large proportion of How Finance and HR do what they do, is also done by IT.

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PEAF>Culture>IT-vs-The-Business>Is-IT-Special>What-vs-How ◄◄◄         Enroll to Self Study Now!         ►►► PEAF>Culture>IT-vs-The-Business>When-Two-Tribes-Go-To-War

Keypoint

Adopt this component by...

IT is special not because it is IT, but because IT tends to be responsible for a large part of HOW an Enterprise does what it does.

Management: Ensure everyone in the Enterprise understands that IT is special, but not because its IT.

Questions to ponder...

Does the Leadership of your Enterprise understand how much IT contributes to the bottom line?

Does your Enterprise treat IT Operations as a cost centre or a revenue stream?

What percentages would apply to your Enterprise?

Which PBU or SBU is responsible for most of the “How they do it” of your Enterprise?

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