The DIS Transition Team met on February 8, 1999 in Room 386 of the Capitol Annex. All team members were present.

There are a variety of aspects of organizational change. Two of the topics discussed at this meeting included how to manage change and what needs to be changed.
 

Change Management

A large part of the discussion focused on change management and how to facilitate that process within DIS. The team concluded that there are at least three (3) key aspects of organizational change that should be considered initially. The first is to clearly describe the need for change. The second is to involve as many people as possible in shaping the change. The third is to make sure that employees are encouraged to participate in, and support, the change process.

Why Change Now:

The team reviewed the high level need for change presented from an organization perspective. Factors include: critical shortage of IT resources; a desperate need for special skills; a dramatic increase in the number of major projects, many of them cross-cabinet enterprise wide; continuing increase in the cost for IT; and, the additional demands of Year 2000.

Steve Dooley shared with the group his perspective on why change is so critical.

• The customer base for DIS is no longer confined to Executive Branch agencies in state government. DIS now services K-12 educational organizations, local libraries, Area Development Districts, local governments, and the Kentucky Community and Technical College System to mention just a few.
• Quite a bit of the growth in demand for service is in areas for which DIS currently has little expertise.
• There is no way to "grow the organization" fast enough to meet the demand for services from all customers.
• It is critical that every service performed by staff has a value added to it by their participation. We don’t have enough resources to devote time to "commodity services".
• Many other areas of state government are undergoing organization change and re-engineering the processes they use to provide service to their customers. The IT support organization must also change to meet the demands of our customers. Beyond legacy system maintenance, little of the new work of the organization is for "stovepipe" or single-agency systems.
• If the organization doesn’t change, it will become irrelevant and unnecessary. No one wants that to happen. Flexibility is key to future success.

Agency-wide Involvement:

In order to begin soliciting input from others in the organization, the Transition Team will conduct a joint meeting with the DIS management team (directors and branch managers). That meeting is currently scheduled for March 4, 1999.

The tentative agenda is as follows:

• Why do we need to change?
• What should change:
  • How we do our job? (Envisioning exercise)
  • How we are organized? (review the proposed organization map)

The team discussed the need to make sure that organization reward systems properly reflect participation in the changed organization. The employee evaluation and DSA systems should be reviewed by DIS management and adjusted accordingly.

Change is Happening Today

Change is not something that will start happening down the road. Two projects are already underway – consolidation of enterprise –wide messaging services (e-mail) and a pilot project to investigate issues surrounding the consolidation of production control and operations.

For more information about the benefits of these two projects, please refer to page four of the document located at: http://www.state.ky.us/agencies/citti/execbrief/8.pdf.
 

Organizational Structure

Organizational Mapping

The team heard a report from Linda, Jennifer, Ruth Ann and Ron regarding their preliminary review of mapping the current DIS/CIO organization to the new structure. Linda, Susan, Tommy, Ron and Gerry will take this first draft and further refine the mapping, add roles of the new organization units, and identify gaps.

This group has committed to provide a draft to the rest of the team before the next team meeting on February 18, 1999.

Work Plan

By July 1999, we will have . . .

• A shared services organization and common understanding of it
  • a new name proposed
  • a new organizational structure created by the Transition Team
  • an organization well-equipped to execute the IT Strategic Plan
  • Email and RJE operating as a shared service
  • One or two other shared service pilots well under way
• An operational CIO organization

• Key skills development underway for IT staff
  • particularly in the areas of customer service and project management

Summary of the Day

By July 1999, the new CIO organization will be operational. The new shared services organization will be operational. An IT skills development methodology will be in place.

Employees will be asked to change. They may or may not change the organizational structure within which they operate. All will change the way they do business.

"Change" is already happening today. Some examples include the RJE consolidation pilot and the enterprise messaging services consolidation project.