Overseen by Robert Yori, SOM.
What is it called? What does it do? How is it structured? Do members do project work? How is it funded? How does it “fit” in the firm? Where and how is R&D done? Can it be a career path? How does professional development work? How is knowledge retained and shared? Does a firm have to be a certain size? Discipline? Why have a defined group at all?
Digital Practice vs Digital Design, practice is a much wider scope, which shows the power of the name of a group can often define its scope so be aware of that. Separate yourselves from IT and the concept of support. The problem can also be the inverse when there is too much of a disconnect. “the department of No”.
BIT = Building Information Technolgy Department
DTM or DTL = Design Technology Manner or Design Technology Lead.
Teams can evolve with time as your grow the business and it reacts to stages of your journey.
Bringing in IT to make it part of the firm so that they can better help with the direction of the firm. External detached IT support is not always the most effective.
IT is just plumbing. Business should write the brief and set the spec that IT should deliver.
Practitioners that just know an awful lot about technology which is not IT. A lot of companies outsource their IT to other companies. Define a scope and deliverable.
An understanding of what the company does, to give it a context.
Essentially the goal is to work your way out of a job, but technology keeps moving on.
Many (insert word of choice) Managers are the bridge between the business and the IT department.
Understanding the application of innovation within the scope of business activities.
Presenting the Value proposition.
Do not underestimate the areas of the business that you can and do effect.
Having a hand in everything gives you a much better idea of how good or bad things are.
Culture accounts for a lot of the challenges and understanding it is key. However (your group) can have the most knowledge about the culture.
Digital Practice Group – Another possible name.
Maybe take a complete approach, Process Architecture.
Some practices can have very high levels of technology but very low levels of process.
Defining people based on perceptions of their role can quite often happen.
Not everyone has a team, there are quite often one man departments.
People often do a better job when they know what we are supposed to be doing. People are binary.
One of the main roles is to go horizontally to join up disparate but similar activities. Keeping the bigger picture in mind. Being the communication conduit.
Being able to identify in house skills and creating a skills matrix.
Some specialists can be so creative they create dead ends due to their high skill level but no one else knows how to get it done.