[Shunji Brown-Woods]

I recently became the Integration Management leader for my organization. I inherited a few open integration projects that are in various phases. What advice or feedback would you share from your experiences that may strengthen my knowledge in this role? It appears that IMO governance models are applied differently based on who leads the function. Thoughts?

[Mia Taney]

Congrats on your new role, Shunji! One thing I would recommend is having a core steering team of functional leaders who can oversee the integration process/outcomes for transactions in your organization. I use a steering team model with more senior leaders (typically VP and above) who are the “accountable” leaders (accountable to ensure the work is successfully completed on time, provide oversight of the end to end process for their respective functional areas, serve as barrier busters, etc.). Each steering team member pulls in a team of subject matter experts (SMEs) who are the “responsible” leaders who do the work/assigned tasks. (Noting that in this model we do have accountable leaders who are actively involved in doing the work/tasks in some instances.) I find that having clear roles and structure, and consistency in the people who lead and are responsible for integration is key.

[Shunji Brown-Woods]

Thank you for your inputs. I agree that having “responsible” leaders and “accountable” leaders is a key part of the structure. Over time, it seems that we have an opportunity to tighten the structure and engagement level of steering team members to maintain momentum. Thanks again for your response.

[Author]

Posts