The Cathedral : Foundations of Inertia
The Cathedral approach to IT strategy and delivery embodies a traditional model characterised by heavy investments in long-term planning, centralised decision-making, and a structured framework for development. At first glance, this model may seem appealing, presenting an image of stability and control. However, beneath this facade lies a series of challenges that can hinder progress and adaptability, often resulting in what can be termed as “foundations of inertia.”
The Hallmarks of the Cathedral Model
Heavy Investments in Strategy and Architecture:
Organisations employing the Cathedral model often dedicate significant resources to crafting comprehensive IT strategies and architectural blueprints. This extensive planning phase can span months or even years, leading to a false sense of security. Leaders may feel confident that they have established a solid framework, but this confidence can obscure the model’s inherent limitations.
Bottlenecks and Inefficiencies:
While a centralised approach may streamline decision-making in theory, it frequently results in bottlenecks in practice. When only a select few individuals or teams hold the authority to approve changes or updates, responsiveness is significantly hampered. As a result, Organisations find themselves stuck in a slow-moving cycle, unable to adapt quickly to emerging challenges or opportunities.
Outdated Repositories:
Long planning cycles often lead to repositories—containing valuable guidelines, templates, and frameworks—that quickly become outdated. Once these documents are finalised, they may go untouched for extended periods, creating a knowledge gap. When teams attempt to reference these materials, they may find that they no longer reflect current realities or best practices.
Lack of Responsiveness:
In a rapidly changing digital landscape, the inability to respond in real time can be detrimental. Organisations adhering to the Cathedral model may struggle to pivot or adjust their strategies when new information arises. This rigidity often prevents them from capitalising on innovative solutions or emerging technologies.
The Reasons Organisations Cling to the Cathedral Model
Comfort in Structure:
Many Organisations find solace in the structure provided by the Cathedral model. The familiarity of established processes can create an illusion of safety, especially in industries where compliance and regulatory requirements are paramount. This adherence to structure, however, can come at the cost of flexibility and innovation.
Fear of Chaos:
The prospect of shifting to a more decentralised, collaborative approach can be daunting. Leaders may fear that without strict guidelines, chaos will ensue, leading to disOrganisation and ineffective execution. This apprehension often reinforces the status quo, trapping Organisations in a cycle of inertia.
Reinforcement of Silos:
The Cathedral model tends to reinforce departmental silos, as teams operate within defined boundaries and rarely interact with one another. This isolation can stifle cross-functional collaboration and limit the sharing of knowledge and resources. Consequently, the Organisation loses the benefit of diverse perspectives and innovative ideas that can emerge from a more integrated approach.
Fostering Shared Knowledge
Despite the challenges associated with the Cathedral model, Organisations can take steps to mitigate its pitfalls. By fostering a culture of shared knowledge, companies can begin to dismantle the silos that inhibit collaboration:
Encouraging Open Communication:
Establishing channels for open communication across departments allows for the free flow of information, fostering a collaborative environment. Regular meetings, cross-functional teams, and collaborative tools can help break down barriers and promote engagement.
Embracing Iterative Development:
Moving toward a more iterative development process can help Organisations remain responsive. By implementing feedback loops and agile methodologies, teams can continuously refine strategies and adapt to changing conditions.
Regularly Reviewing and Updating Repositories:
Creating a culture where documentation is regularly reviewed and updated ensures that repositories remain relevant. Encouraging team members to contribute to and refine these materials fosters a sense of ownership and shared responsibility.
In conclusion, while the Cathedral model may offer stability, it can also create significant inertia within Organisations. By recognizing its limitations and actively working to foster shared knowledge and collaboration, Organisations can begin to shift toward a more responsive and adaptive approach—one that empowers all team members to contribute to the Organisation’s success. In the next post, we’ll explore the contrasting Bazaar model and its potential to drive innovation and agility in today’s digital landscape.
