Connecting the “IT” Dots

Information technology has become like one of those “connect the dots” workbooks I got as a child to keep me busy and not bother the adults.  Except, this book has no numbers . . . just the dots.  Makes it more difficult to connect to make a meaningful picture.

However, this is the world of IT.  Sell or solve a solution to an organizational function that doesn’t understand the root cause of what they are trying to fix.  Doesn’t matter whether the dots connect into a coherent picture, it depends on your view.  Like the optical illusion of whether you see the old or young lady.  I see only the old hag when I see IT.

The pursuit of answers require systemic solutions.  Yet, what I see in organizations are a mismatch of unconnected dots that secure the wasteful designs they are supposed to enable.  IT is like duct tape for organizations.  The functions and work design weren’t optimal to begin with and IT manages to entrap and disable the mess even more, resulting in additional waste and complexity.

Designing exceptional performing organizations doesn’t need IT to lead.  The dots must have numbers and a coherent picture has to emerge before IT can be pulled in and enable the work design.  Otherwise, we just have a bunch of dots.

Tripp Babbitt is a speaker, blogger and consultant to service industry (private and public).  His organization helps executives find a better way to make the work work.  Read his articles at Quality Digest and his column for  Learn more about the 95 Method for service organizations.  Reach him on Twitter at LinkedIn at

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