9-Layer OSI Model

We’re all familiar with the 7 layer OSI model, right?
7 Application Layer
6 Presentation Layer
5 Session Layer
4 Transport Layer
3 Network Layer
2 Data Link Layer
--LLC sublayer
--MAC sublayer
1 Physical Layer
Like many models, it’s good as far as it goes, but it doesn’t go far enough. The first 7 layers exist to enable interoperability and change. The final two layers exist to inhibit change. In any organization, the two most important layers are the 8th & 9th layers. Unless you can navigate the 8th and 9th layers you will never be able to drive meaningful change in your infrastructure.
The 8th and 9th layers are Religion and Politics. These are the layers that inhibit change. If you want to drive real change you must be willing to challenge the prevailing “Religion & Politics”. Careers are made and broken based on how you negotiate these layers and I’m not positioning myself as an expert here, but I can offer a few pointers.
How can you successfully challenge and change the prevailing “Religion & Politics”? Build the business plan/case and socialize it. Your team and IT as a whole should have an overall business plan—what’s important, how you’ll get it done, how you’ll measure success, and the resources you need to succeed. This business plan needs to be centered on how IT impacts the business. Too often in the past IT has viewed itself and been viewed by the business as a cost center. Reality Check—cost centers get outsourced. If you’re currently a cost center your first step is to become the most efficient and effective cost center you can be. Once you’ve done that you can start aligning IT with the business.
An economic downturn is the best opportunity to make strategic investments. Don’t cut to meet expense targets. Restructure and retool. Whatever you do now to weather the economic storm must also position you for the sunny days that will return. Cutting is expected and won’t be rewarded. Strategic restructuring that positions you for success when the economy improves will be.
Busines Plan advice from Guy Kawasaki – http://www.dmwmedia.com/news/2007/07/24/guy-kawasaki-how-to-write-a-business-plan-ten-questions-with-tim-berry
With an overall business plan in hand you can focus on the making the business case for the capabilities you need to execute the business plan.
Business Case Development models from Microsoft (includes guide and data collection worksheet) http://www.microsoft.com/business/enterprise/value.mspx
Don’t try to build either of these plans in isolation. Identify the other stakeholders in the change you want to drive. Do some ‘back of the envelope’ calculations of what the change would mean to the stakeholders and start with an informal discussion of your thoughts and calculations. If you get a positive response, enlist them to help you build out the plan. If you get a negative response, nurture them while you pursue more positive stakeholders.
Ideally, you’ll get the stakeholders to carry most of the workload. Guide them. When it’s time to present the work to the decision makers who can fund you plans, have the stakeholders present the parts that relate to their area. They will be most credible to the decision makers and will be fully bought in when it comes time to execute. As Lao Tzu said “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” You’ll have a solid team behind you and senior management will recognize your leadership.