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Write short note on the knowing doing gap

Now however, with that all hopefully behind me, as I sit in my office looking out at the sunrise over beautiful Saanich Inlet, and the snow covered Vancouver Island mountains beyond, it seems as good a time as any to reflect on the fact that 2013 marks my 50th year working in, with and around technology.

Weighing in at around 4 tons, it needed a fully air conditioned room, with a raised floor, approximately twice the size of my living room. I have access to an ever growing body of knowledge that can answer almost any question I have, and, generally free through Skype, to anyone in the world I want to talk to and see.

I can manage my banking, pay bills, check my medical lab test results, organize my travel, shop, read books, listen to music, watch videos, play games, organize, edit and enhance my photographs and videos, and a myriad of other tasks.

On the technology front — everything, and at an increasingly rapid pace. All of which with a cost structure for using these data tools has now made it more widely available and accessible to a greater number of organizations, regardless of size.

Write short note on the knowing doing gap

Back in 1998, together with what was then DMR Consulting. It put forward the view that this was not a technology problem, but one that business leaders needed to own and step up to — that realizing the potential value of IT to organizations should be an imperative for all business managers.

The answer lies in what has not materially or broadly changed over the last 5o years, including: What needs to change? Do recognize that you are ultimately accountable for the overall value created by all business change investments — and ensuring that accountability for the realisation of business benefits anticipated from each investment is appropriately delegated to, and accepted by, other executives and managers.


Do demand rigorous analysis of every proposed business change investment, whether or not IT is involved. Ensure that you and your team know and can clearly define expected outcomes — valuethat there is a clear understanding of how that value is going to be achieved, that all relevant stakeholders have bought in to the required changes, and that they are capable of making or absorbing them and delivering on the expected outcomes.

Jeff Brunski

Do recognize that the business case is the most powerful tool that you have at your disposal to manage business change investments — insist on complete and comprehensive business cases, including desired outcomes, benefits, costs and risks, and clear explanation of how each benefit will be achieved with unambiguously assigned accountabilities, supported by relevant metrics.

So, what is it going to take to make these changes happen? For myself, I am going to continue to try to make a difference — but more directly, and more directed. Since the initial publication of The Information ParadoxI have travelled the world presenting to, talking and working with many hundreds of organizations and tens of thousands of individuals.

At the end of many presentations or discussions, I almost invariably get the same two comments. Where I and they have been successful, it is only when we have got the attention, understanding and commitment of of the Executive Team.

It has become quite clear that without this commitment, the best we can do is tweak around the edges — and that is just not good enough.

How to get stuff done (and maybe change the world, too)

The CEO, supported by the Board and Executive Management Team is accountable for ensuring that effective governance is in place around IT decision-making, with specific focus on value, as well as for the selection, oversight and optimisation of value from the portfolios of business change investments and assets.

This should be a condition of employment, and grounds for immediate dismissal if they with fail to do so. I will however be working to get in front of more boards, or organizations of directors, targeting articles to more business-oriented publications, presentations to more business-oriented events, and targeting presentations, seminars and workshops to business executives.

We can, and must all play our part in this.