One of the divisions most affected by a company’s move to Lean IT is the Human Resources Department. This is to be expected as Lean IT is about a business’s people and their development.
She noted that while silos still exist at Amadeus, as they do in any company, communication is now much better, gatekeepers prevent bad data coming in, and the goals are clearer.
“Because they now do their own performance management reviews, silo managers are more mindful of the impact of their work on other departments, and of the whole process of getting IT projects out of the door. We have stopped having a separate cadre of project inspectors. The team that does the project is in the business of experimentation, not compliance and it rates itself against outcomes for the customer.
“We find that staff work best when they have the time to allow them to think. A robot can’t think. People, by contrast, really want to achieve something, including recognition, whether it’s for pragmatic acts or strategy conceptions. The people view behind Lean IT is to put the power to make decisions in those who can really improve the work and that means the technicians not just the managers.”
Given that Lean IT is, at its core, about a company’s people and their development, Ms. Ribeiro’s observations go a long way to demonstrating how that happens in actual practice when embarking on the Lean IT journey.