In too many organizations, IT is still considered a necessary cost to the business, not an asset (or capability) that can drive value. That needs to change. Unfortunately as talented as most IT executives, their teams, and even their business partners are, actually making that change is extremely difficult. Orgizational development gurus Bolman and Deal suggest, "The problem is not insufficient intellectual wattage but a lack of understanding of what [executives] are up against and what remedies might work."1
In software development a set of improvements between two versions of a software asset is referred to as a "Change Set". It's an incremental increase in value. From Version 1.0 to Version 2.0- is a big change, Version 1.0 to Version 1.1, not so big. As an IT community, we must find a way of applying a similar rigor to incrementally improve our IT management, delivery capabilities to ultimately be seen as a force for value creation.
Finding the right balance between the need for change and the risks of change is like determining how big a release you need to plan. Learning how to systematically impact your organizations' management systems and those nebulous forces against change: culture, fear, trust and politics, is what this community is about.
The goal of ChangeSets will bring together practitioners, academia, consultants, students and vendors to discuss and share concepts, research, ideas and tools to bring about sustainable, incremental change in IT organizations. We'll harvest general change and leadership concepts and apply them to the world of technology, software, and those people who manage them.
1. Bolman, L, and T E Deal. Reframing Organizations: Artistry, Choice, Andleadership. San Francisco, CA: Jossey-Bass, 1991.