Where we started: The lock and key For many years the information technology department was isolated from other business units both physically and psychologically. Due to data security concerns and the notion that IT staff performed better in isolation and seclusion, boundaries were created that restricted communication and prevented collaboration.

Additionally, some technology leaders were single-minded technologists, and when charged with developing a solution or solving a problem, isolated themselves to both define the problem and create a solution without any input from other business units. Only after the solution was defined would they engage the other business units to present their findings. Resistance or opposition was often met with sharp criticism.

IT staffers soon became known only as problem solvers and independent thinkers. But since they held the keys to approve and deny new technology enhancements, they soon leveraged this authority to prioritize their own agenda, leaving others’ suggestions and ideas pushed aside or completely dismissed.

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