1. Myth: If you get more “efficient” at IT, you will get a more “efficient” organisation. Reality: The more cost you take out of IT, the worse it is for users and customers. Optimising your cost base to the point, for example, where users have a PC that is orders of magnitude less capable than their delightful home consumer experience will just cause them to bring their own laptops to work. Then they’ll break all your security rules in order to use them. And what are you going to do about it? Fire them?
2. Myth: You must have IT security people who must approve everything you do in order to secure the organisation and manage your risk. Reality: Most Some IT security people don’t have much understanding of the new stuff they’re asked to adjudicate on. They just make it up as they go along. The worst ones can’t be bothered to keep up because it involves too much work, and anyway, they always have the ability to just say “no”. This doesn’t manage your risk, all it does is slow you down.On the other hand, count your blessings if you have been lucky enough to get a security group that know how to show you what you can do to do new things safely and efficiently.
3. Myth: High quality on-time and on-budget delivery are the development objectives and this will make you an IT leader. Reality: Who cares about whether you’re an IT leader or not from a development perspective? Superb delivery is a waste of time if what you’re delivering is crap in the first place. Forgive me the arrogance, but my observation is that many traditionalists don’t get the way the new world is changing as a result of technology, so what makes you an IT leader is if you can help them understand that, actually, what they’re trying to build is rubbish.
4. Myth: Most IT projects fail or are late, so we have to improve our failure rate to be successful. Reality: Causing any change whatsoever to happen is a success, since everything is optimised around stopping change in an IT organisation. If improving the “success rate” means doing less new stuff, then you’ve got a big fail coming up when your organisation fails to adapt because IT stopped it doing so. All in the name of improvement.
5. Myth: Governance is the key to discipline and control in an IT organisation. Reality: Governance is like a virus. It grows as swiftly as possible to consume all available resources, and then declares success when there are no project failures. Usually, this will be because there are no projects, or at least, none that have much way of progressing. Why does this happen? Because Governance is a licence for people without much capability to drive change themselves to get in the way of those who can and declare that they’re “part of the journey”. ‘Tis a rare Governance person who knows when not to govern.
What other sacred cows do you have in your IT-Shop?