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By Paul Duchouquette
Network World | Mar 27, 2015 7:38 AM PT
I believe the starting point for any business manager is to establish the
group’s identity by defining its essential purpose and how it will drive the
three cornerstones. This process may seem obvious, but it’s actually quite
subtle. For instance, one’s job should involve more than just earning a
paycheck – it should reflect a sense of belonging to something larger
than one’s self.
+ ALSO ON NETWORK WORLD Southwest Airlines’ CTO talks about tech
and business transformation +
This kind of shared purpose is crucial for creating buy-in from team
members. Our IT team defines our central mission as “business
technology enablement.” To us, this is why IT exists — business
technology enablement is our core function, or even our calling if you will.
Everything we do ties back to this specialized purpose of enabling
business technology across our company.
Sometimes the little things make a big difference in IT, just as in life. For
example, Digital Aviation consists of four separate, wholly owned, but
non-integrated subsidiaries and a small portion of Boeing employees
assigned through Commercial Aviation Services. Each has their own
security, their own firewalls and their own RAA (Responsibility,
Accountability and Authority) to protect their entities’ personally
identifiable information, even from each other. Providing access by each
group using their own security models and yet having a common
capability was a major challenge for IT.
This story, "Boeing exec details 6 steps toward transforming its business" was
originally published by Network World.
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