Writer, classic rock lover, dog rescuer, company founder, software exec, and now independent management consultant--I speak, blog, and pester my friends about these topics. My current focus is getting IT and business organizations to collaborate more effectively and not kill each other. I also talk and write about big data, why analytics is fundamentally strategic, how to pitch business execs on IT projects, and why not to buy a dog from a pet store.

I’ve lived in London, Paris, and Sydney, but call L.A. home. #weatherwimp. I cultivate an organic vegetable garden and friends with issues. I’ve written three books, co-authored a fourth, and contributed to a bunch more. (I have another one in my head waiting to come out, but it’s crowded in there right now.) I prefer Def Leppard to Bon Jovi, mashed potatoes to brown rice, fly fishing to golf, Pinot Noir to Zinfandel, and nice people to assholes. I have a tattoo. I’m not telling you where. I feel guilty that I go hot and cold on social media, that I don’t spend enough face time with my friends, that my French is rusty, and that I ate that whole bag of Kirkland peanut butter cups in less than a week. I have to live with those things.

Q&A with Jill Dyché: Beware the Liaison

Q&A with Jill Dyché: Beware the Liaison

In which Jill invites a beloved reader to reconsider his career choice.
I’ve received many very kind notes of encouragement since my inaugural “Q&A with Jill Dyché” column. Of course this column might change all that. Why? Because I’m going to take on one of the analytics industry’s sacred cows: the role of the liaison.

A new reader and fan—though probably not for long—“Middleman” wants to be the tie that binds the business and IT at his company. But Middleman might want to think twice.

Dear Jill:

I attended your TDWI class “BI from Both Sides” a few years ago at the TDWI conference in Las Vegas. I particularly appreciated your discussion of alternate organizational models, but I was surprised you didn’t spend more time discussing the importance of liaisons.

I work for an insurance company and we have the usual politics between business and IT. It’s very clear to me that each side pretends to understand what the other side needs, but there’s very little collaboration between the parties.

I currently work in IT but came over from the business side. I’m seriously considering proposing myself as a Business Relationship Manager, translating requirements between business users and IT personnel. At present no such role exists here. Your thoughts on creating it?

                                               --Middleman in Minnesota

Middleman, first, allow me to celebrate your creativity. Too few people think outside their incumbent organizational structures—by which I mean “the box.” This is a testament to your integrity as an employee wanting to Do the Right Thing for his employer. If we were eating lunch together I would give you my pudding cup.

The idea of a liaison is as a universal translator that reads the brain waves of one party and explains the intent to the other party, often going back and forth until there’s consensus.

In other words, ARE YOU NUTS? Universal translators are still six and a half years away! The entire idea is outlandish!

The trouble with liaisons is that they are intermediaries, and I can already tell you that your company already has too many of them. Picture someone sitting between two people, turning to one to explain what the other says, and then back again. The two people could be trying to converse on their own, even using hand signals and stick figures to convey their points. The intermediary adds time, and often confusion. Moreover once the conversation ends, he takes credit for making the whole thing work.

Now I know it’s not your intent to lift your leg on every interaction between business and IT. I suspect your professional bona fides include perspectives and experiences that could benefit both sides. Before you hurl that pudding cup in my direction, let me offer some suggestions for how to make this work. The liaison role can actually be effective if it follows these three rules:

  1. The liaison must have the organizational authority to function in the role. That is, he needs to be a trusted broker between the business organizations and IT teams. He must have earned the right to engage both parties, both separately and together. This often means having played a key role in a successful project, or having held a senior position on one side or another (but preferably both).
  2. The liaison should be seen as delivering something. Show me someone who attends meetings and tries to bring people to consensus and I’ll show you someone who sits alone at lunch. Without pudding.
  3. The liaison can’t be called a liaison. The very word “liaison” in your title will cause people to delete meeting invitations from your email address, and quietly close their office doors when they hear you approaching. Better to be a data scientist, analytics director, or business sponsor, and embrace that title.

If you follow these three rules, you’ll likely have people asking you to help facilitate conversations, explain requirements, map objectives to projects, interview new hires, and other work that normal intermediaries only talk about.

Now it’s YOUR turn! Email me a question about analytics programs, data management, organizational issues, or culture at Jill@upside.com. If we choose your question, you’ll be put on a waiting list to win a universal translator, complete with 32GB of additional memory.

Original post on Upside.com. Photo credit: Bert and Ernie: Let me tell you a secret (CC BY-ND 2.0) by See-Ming Lee

Q&A with Jill Dyché: IT in Crisis

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