In Episode 13, Mike, Nate, and special guest Nathan Doyle discuss Chapter 15 of the IT Survival Guide.  Chapter 15 covers Governance, and implementing good governance in your first year as a new IT Leader can be very difficult without consideration for all of the critical areas in which governance plays a part.  We do our best to break it down for you.

Links to the tables referenced are here:
Chapter Read time mark 01:15:30
Chapter Read time mark 01:37:48
Chapter Read time mark 01:44:00
Chapter Read time mark 02:08:00

We also take time to break down what decentralized, federated, and matrixed IT organizations mean and supply the usual banter, including introducing the Mighty Tekakord!

Post-chapter 15 analysis/reflection questions:

1. What are the most critical areas of governance that need to be addressed in Year 1 based on the state of your company?
2. How will you educate others in the business on the importance and value of IT governance?
3. What goals should you achieve regarding IT governance components by the end of Year 1, and how will you evaluate and iteratively improve your governance over time?
4. How can you determine what level of governance is realistic given your current maturity and resources vs. aspirational?
5. Where else in the business is governance developing that you could support or collaborate on, including partnerships that could help promote acceptance of IT governance across departments?
6. What are the risks of IT not introducing governance promptly, and who will take the lead if IT does not?
7. What tools or techniques could help analyze past data growth to inform governance needs?
8. What strategies and challenges are there to ensure they align with organizational standards and regulatory requirements?
9. What is the importance of having clear and realistic policies and procedures in IT governance, and what is the role of leadership in fostering a governance culture?
10. How might emerging technologies/trends impact the future direction of IT governance, and what proactive steps can organizations take to prepare?
11. What are some strategies for prioritizing IT projects based on available resources?

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In Episode 12, Mike and Nate discuss Chapter 14 of the IT Survival Guide.  We are leaping from your initial strategic plan formed in the first 90 days to fleshing out the rest of your strategic plan for Year 1 and, to a degree, Year 2.   We also spend some time discussing the effect of the ongoing web browser revolution and take some time to discuss wtf is going on with some of the more rapid releases of AI and their impacts on the world. 

Link to the wikimedia page with the history of the browser is here.

I also promised to display the chapter table in the video portion of the podcast, but it was so big it just didn't make sense, so the link to the table is here.

Then there is the usual stuff, including our new merchandise (kick-ass shirts) and the other shenaniganery, as well as Nate saying the word strategic 300 freaking times.

Post-chapter 14 analysis/reflection questions:

1. Reflect on aligning IT strategic goals with corporate strategic goals. Why is this alignment critical, and what steps can be taken to achieve it effectively?
2. Do you agree that a 3-year strategic plan balances reality and aspiration for an early-stage life sciences company? Why or why not?
3. Which of the strategic goals presented do you think will be most important or impactful for the company? Which may be less important or impactful?
4. What role should employees play in developing future iterations of the strategic plan? How can buy-in from employees be gained?
5. How might the strategic plan be adjusted or augmented in future years as the company and business environment change?
6. What other key stakeholders beyond the CFO should review and provide input to the strategic plan (e.g., clinical, commercial, and other department heads)?
7. Reflect on a situation in which you had to transition from a tactical to a strategic focus. What challenges were present, and how were they addressed?
8. In your view, what is the role of consistent communication in executing a strategic IT plan, and how can it influence the organization's perception of IT?
9. Can you provide an example from your experience or hypothetical scenario in which flexibility in planning significantly improved outcomes?
10. How can using platforms like Asana for task and strategic goal management impact the execution and visibility of an IT strategic plan?
11. What are some best practices for tracking and measuring progress against strategic goals?

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In Episode 11, Mike and Nate discuss Chapters 12 and 13 of the IT Survival Guide.  Chapter 12 focuses on the closeout of your first 90 days, and Chapter 13 takes a deeper look at the budgeting process and reforecasting for the rest of your first year.   We also spend some time discussing the moral hazard of AI and trying to answer whether it matters if "it's a human.  

You can find the research appendix for the episode's discussion on moral hazard and Human-AI interactions here:
https://docs.google.com/document/d/1vJbO4UU1TDtqCmAfIHf34RC5b0O9-tuiy392dpaashk/edit?usp=sharing  

Then there is the usual stuff, including Mike's new Apple VR Headset and the other shenaniganery.

Post-chapters 12/13 analysis/reflection questions:

1. What budget items from your original submission could be cut or deferred during the first reforecast period?
2. How do you document and defend each line item in your proposed budget, and what additional evidence could strengthen your case?
3. How might you adjust your budget to accommodate another department's request for additional funding?
4. What cost savings or efficiencies have you identified that could help you manage new unplanned expenses?
5. How do you establish trust with finance partners to gain support for budget requests?
6. What strategies could you employ to negotiate more flexible payment terms with vendors?
7. How do you determine what budget flexibility to include initially to allow for adjustments at reforecast?
8. How do you defend critical projects while supporting overall corporate objectives that may require budget reductions?
9. What changes within your business environment should be considered in budget planning for the remainder of the year and the next year?
10. How do you approach initial budgeting to ensure flexibility for future reforecasting without compromising strategic goals?
11. How do you identify and prioritize potential areas for adjustment during a reforecast?
12. How do you balance the need for investment in new technologies with financial constraints during budgeting and reforecasting?
13. How do you defend your budget and proposed adjustments during reforecasting against skepticism or resistance?
14. How do you ensure budgeting and reforecasting processes are transparent and aligned with the organization's strategic goals?
15. What role does collaboration with other departments play in your budgeting and reforecasting efforts?
16. How do you anticipate changes in technology or business practices impacting your budgeting and reforecasting approach?

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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In Episode 10, Mike and Nate, along with special guest Kate Bosman (Digital Forces Sorceress at Xilio Therapeutics), discuss Chapter 11 of the IT Survival Guide, which is focused on the activities required to establish a successful services and support model at your new company.   We also spend some time discussing the continuing loss of autonomy we are experiencing when making decisions through the use of technology and how that will continue to evolve both as it relates to support and from a general experience perspective.  

Then there is the usual stuff, such as digging into what is new and novel in AI today and what is happening with recent Apple privacy decisions.

Post-chapter 11 analysis/reflection questions:

1. How can IT transform from a reactive to a proactive support model?
2. How might surveying employees help establish a baseline for support and identify areas for improvement, and what types of questions should be included?
3. What are the pros and cons of allowing employees to select urgency/priority levels for their support tickets?
4. How important is establishing self-service options and setting clear expectations for users on when to submit tickets versus asking questions?
5. What metrics are most important to track for support, and how can they demonstrate the value IT provides?
6. What factors should be considered when determining appropriate response times, and how can consistency and managing expectations be balanced?
7. What guidance does the chapter provide around first responses to tickets and the balance between automation and manual intervention?
8. How can status updates and policies around reopening tickets ensure issues are fully resolved from the customer's perspective?
9. How do you balance standardized incident management procedures with the need for flexibility in unique or urgent requests?
10. What strategies encourage users to adhere to formal incident submission processes and eliminate informal "drive-bys"?
11. What challenges have you encountered when implementing a new IT Service Management (ITSM) tool, and how have you managed data integrity and user adaptation?
12. How do you approach incident categorization within your support model to ensure efficient routing and resolution?
13. What role do surveys and feedback play in your IT Service and Support strategy, and how do you ensure high participation and actionable insights?
14. How have you addressed IT support challenges across different time zones or remote locations, especially with limited resources?
15. Looking forward, how do you see the role and delivery of IT Service and Support evolving with trends like automation, AI, and remote work?

Support the show

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"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
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In Episode 9, Mike and Nate, along with returning guest Kevin Dushney and special guest Bob Litterer (CISO at Teradyne), discuss Chapter 10 of the IT Survival Guide, which is focused on the philosophy and initial activities behind the construction of a security stack at your new company.  Though this chapter was written in late 2019, the paradigm introduced is still a pivotal moment in the start of your IT journey.  Bob helps us uncover new insights into other considerations when it comes to security and how the industry at large is evolving.   

We take a deep dive into AI as a pure revenue concept (which it is) and how one day it may be used for the betterment of humankind, how far away we may be from an alternative Hollywood, and the other usual stuff.

Podcast References:

The Markup.org report

The Pew Report

Post-chapter 10 analysis/reflection questions:

1. Which perspective - technology, governance, or growth - should be prioritized in the first 90 days, and why?
2. What challenges might arise in balancing security needs with business productivity, and how would you address them?
3. From a technology and governance perspective, which phase 1 objectives should be the focus?
4. How would you unite stakeholders to build consensus around a new security strategy?
5. How would you prioritize addressing security gaps in systems, policies, procedures, and cultural awareness?
6. Which stakeholder groups might resist changes in security approaches, and how would you gain their buy-in?
7. What key questions need answers from stakeholders when planning your initial security strategy?
8. How do you balance differing views on security within your strategy while ensuring adequate protection of the organization's assets?
9. Which foundational elements of your security plan do you prioritize in the short term, and what is your implementation plan?
10. How do you decide between using Managed Security Services Providers (MSSPs) and building internal security capabilities?
11. Discuss the role of governance in ensuring adherence to security policies, procedures, and controls.
12. As an IT leader, how do you stay updated on security threats and technologies and incorporate this knowledge into your planning?
13. What approaches for raising security awareness have you found effective in educating the business and gaining stakeholder buy-in?

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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In this episode, Nate goes solo and takes a few moments to address a recent New York Times Book Review essay by A.O. Scott regarding the use of AI in the creation of literature.  Nate also reads Chapter 9 of the Life Sciences IT Survival Guide, which covers how and when to communicate with the business during periods of change.

Post-chapter 9 analysis/reflection questions:

1. Which types of communications are your strengths, and which require improvement?
2. How will you balance the right amount of communication and manage the frequency and method for different IT updates?
3. What feedback strategies and effectiveness measures will you implement to ensure the effectiveness of your communications, and how will you incorporate stakeholder feedback to improve your communication strategies?
4. How can you communicate major changes to gain support and buy-in from stakeholders? Based on past experiences, what pitfalls around communication would you like to avoid?
5. What templates or standard formats will you use to streamline repeated communications, and can you provide examples?
6. How will you ensure that your communication style remains professional yet distinctive, and how will you adapt it based on audience feedback?
7. When communicating directly to stakeholders, especially in short update meetings, how will you ensure clarity and conciseness for a diverse audience with varying technical expertise?
8. What communication channels are most effective for your industry/organization, and how will you utilize a variety of platforms (e.g., email, Slack, dashboards) to convey IT-related information effectively?
9. How can you overcome "communication fatigue" to keep people engaged with important updates, and what strategies do you employ to encourage and gather feedback?
10. Reflect on an experience where communication was crucial to an IT project's success or failure. What lessons did you learn, and how do you balance technical detail with accessibility in IT communications?
11. Discuss the importance of maintaining open communication channels with key stakeholders and ensuring these channels remain effective over time.

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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In Episode 7, Mike and Nate and returning special guest Kevin Dushney discuss Chapter 8 of the IT Survival Guide, which focuses on creating your first budget at your new company.  Many pieces of information go into your first budget, many of which you have already gathered by this time in your tenure.  Now, you need to go and put someone together to form a spending framework for the balance of your first year.  Nate, Kevin, and Mike break this process down and discuss all of the additional nuances that come with this process 

We also discuss the evolution of OpenAI, how we will begin to find ways to transition from the cleverness of GAI to the usefulness of CAI, and the other usual stuff.

Post-chapter 8 analysis/reflection questions:

1. What challenges do you anticipate in developing your first IT budget, and how might these differ in an established company compared to an early-stage company?
2. Which stakeholders are crucial to engage during the IT budgeting, and why?
3. Which aspects of the budgeting process require the most effort, and are you concerned about gathering the details for a "bottom-up" budget?
4. Was any content in the chapter unclear, or do you have additional questions that need more explanation?
5. How would you decide which technology costs belong in the IT budget versus other departmental budgets?
6. From the tips provided, which will be most beneficial during the budgeting process?
7. What risks should you monitor when developing your IT budget, and how can forecasting and adapting to budget changes help manage these risks?
8. How would you dissect a high-level budget to uncover detailed IT spending, and how important is building a relationship with Accounts Payable and financial personnel in this process?
9. Reflect on an experience where you had to analyze spending deeply. How did you ensure accuracy, and what did you learn from budget discrepancies or optimization opportunities?
10. Discuss prioritizing IT spending with limited resources and the challenges of managing software and hardware renewals within the budget.
11. Share your method for forecasting IT spending and adapting the budget throughout the year, considering known and unpredictable factors.
12. How do you approach centralizing IT spending within your department, and what lessons have you learned from past budgeting errors or oversights?
13. Can you expound on the reforecasting process and strategies for justifying outcomes versus the budget at the end of the fiscal year?

Support the show

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"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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In Episode 6, Mike and Nate discuss Chapter 7 of the IT Survival Guide, which is focused on handling your Managed Services Provider (MSP). When you step into your new company, you will likely partner with an MSP. How you manage them and how long you keep them around are key questions you must resolve immediately.  

We also discuss the rise of Generation Alpha, the browser as a service model, the evolution of AI pay-for-play, and other usual banter.

Post-chapter 7 analysis/reflection questions:

1. How would you assess your organization's current MSP relationship, and what metrics would be most informative for evaluating their performance and services?
2. What potential issues could arise from an MSP relationship if not properly managed, and how could insights into licensing agreements and contracts inform your strategy for managing these risks?
3. What steps would you take to ensure a smooth transition of responsibilities when parting ways with the MSP, including creating a transition plan with agreed-upon tasks and timelines?
4. What challenges might you encounter when assuming control of responsibilities previously managed by the MSP, and how can you prepare for these, including potential "hidden" issues?
5. How would you navigate potential conflicts between an MSP's goals and your company's objectives to ensure your IT strategy remains uncompromised?
6. Reflect on a time when you had to evaluate the effectiveness of an MSP. What key indicators led to your decision, and what strategies have you used to renegotiate terms for more favorable conditions?
7. Discuss transitioning IT services from an MSP to an in-house team, including the critical steps and considerations for maintaining service continuity and obtaining full administrative access.
8. Share your approach to documenting interactions and agreements with an MSP and how maintaining a positive relationship benefits your organization, even when planning to transition away from their services.

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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In Episode 5, Mike and Nate, along with special guest Kevin Dushney, discuss Chapter 6 of the IT Survival Guide, which is focused on initiating the process of building out your IT Organization within the business, including hiring your first key role.  This is an essential step in your IT leadership journey as the first hire is not only the most key role you will hire but also substantially reflects your capabilities as the IT Leader for the company.

There is a hefty dose of the usual banter, with some discussion of AI and SLMs and a review of the 2023 technology year.

Post-chapter 6 analysis/reflection questions:

1. How would you select the right partner to help build the IT department from the ground up? What criteria would you use?
2. What are some strategies for ensuring equality and an open dialogue between the IT Leader and their partner in the early stages?
3. How can the IT Leader best leverage their partner's skills and contributions to gain support from the wider business?
4. How can an IT department encourage a culture of continuous learning among staff from the beginning?
5. What innovative perks could an IT Leader consider to attract the best talent within a startup's budget constraints?
6. How would you balance hands-on, tactical work with higher-level strategic planning in your first year as an IT leader?
7. What vetting processes would you implement to minimize risks when hiring for important leadership roles?
8. How can an IT Leader ensure they continue to learn and develop technical skills even as the department grows?
9. What policies or best practices would help an early-stage IT department adapt effectively to long-term remote or hybrid work models?
10. If you were the IT Leader, what would be your top priorities for the first three months after hiring your initial partner?
11. How do you assess the gaps in your expertise and knowledge when deciding on the type of role to hire as your first IT partner in a new company?
12. Considering the business needs and IT requirements outlined, how do you prioritize which role to fill first when budget constraints limit the number of hires you can make?
13. Discuss the balance between hiring for technical skills versus cultural fit. How do you ensure your first IT hire aligns with the company's technical needs and culture?
14. Discuss the challenges of building an IT team in a Life Sciences startup, where rapid pivots and changes are common. How do you ensure flexibility in your organizational modeling to adapt to these changes?
15. How can an IT Leader effectively communicate the value and contributions of their partner to the wider business?

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
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In Episode 4, Mike and Nate discuss Chapter 5 of the IT Survival Guide, which is focused on rolling up everything you have so far (Foundational Plan, 90-Day Plan, Key Stakeholder Output) into an executive summary that you can now present to the Executive Leadership team.  We have already discussed your Foundational Plan (Episode 1), 90-day Plan (Episode 2), and Key Stakeholder Meetings. Now, we have the next piece in the progression of establishing yourself as the IT leader in your new company.

We also tackle key topics such as strategic planning for training and development,  AI in the workplace in 2024,  policy development, and jorts.

Post-chapter 5 analysis/reflection questions:

1. What insights did you gain about the organization's priorities and challenges from reading the consolidated feedback?
2. Which short-term objectives outlined seem most critical or impactful? Why?
3. Which longer-term strategic objectives seem most ambitious or transformative? What challenges might arise in achieving them?
4. How well do the tactical and strategic plans outline a way to address the recurrent feedback themes identified? Are there any noticeable gaps?
5. What role or responsibilities might different departments/teams need to take on for effective cross-functional collaboration on initiatives?
6. How might empowering employees and encouraging feedback through initiatives like the new service portal over time impact culture and productivity?
7. What performance metrics or key indicators could be used to track progress on short and long-term priorities over the next 1-2 years?
8. How might IT organization structure and staffing evolve to support the plans outlined and maintain business alignment?
9. Discuss the challenges and strategies of balancing short-term response actions with the longer-term alignment strategy in your planning.
10. How do you prioritize IT initiatives when there's a discrepancy between what stakeholders believe they need and what the business can realistically implement or afford?
11. How do you decide the level of detail to include in your presentation to ensure it is informative but not overwhelming for the audience?
12. How do you handle feedback or pushback from stakeholders or the executive team when presenting your consolidated plan and strategic initiatives?
13. Discuss the importance of revisiting and revising your strategic plan based on ongoing stakeholder feedback, business evolution, and unforeseen challenges.
14. What potential risks or challenges could arise in implementing the short-term response strategy?

Support the show

The Calculus of IT website - https://www.thecoit.us
"The New IT Leader's Survival Guide" Book - https://www.longwalk.consulting/library
"The Calculus of IT" Book - https://www.longwalk.consulting/library
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Email - [email protected]
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