The shift from "IT vs. Business" to "IT as Business," is not only possible but the ‘must-have’ prerequisite in building a digital organization.
Digital means hyperconnectivity and interdependence. However, in most organizations today, the gap between business and IT still exists, and many think it is even enlarged due to the different parts of the company involve changes at different speeds. The chasms between business and IT are caused by silo mentality or isolated process, ‘the ownership vs. stewardship’ political dispute or ‘he said, she said’ miscommunication. So in order to run a holistic digital organization, how can businesses close the gap and improve the organizational maturity from “IT vs. Business” to IT like a business?
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The trust relationship between business and IT is a two-way street: The cause of most of the conflict is a lack of trust, in both directions. Trust is earned by business and IT working as a whole, head to head and hand in hand. Why isn't their trust? There’re a lot of reasons technically, economically, politically and cognitively. Businesses need to really gain an in-depth understanding of IT, just like IT has to know the business through. However, most of the business stakeholders are tempted to rely much on an estimation matrix than on IT side practice. Sometimes, the business just underestimates the complexity of technology and information management. For example, problems arise when expertise boundaries are crossed, either way, a business user thinks he/she knows more technically than the IT specialist and imposes his/her "way" on the project and it could be very counter-productive and it can work the other way around. Dig deeper through the symptom described above, the silo mindset is the root cause which causes the problems as following: IT and business do not share the common understanding of the problem, such misunderstanding leads to ineffective decisions, and consequently, things get so bad, the project fails, and it’s a lose-lose situation for both parties, and the company as a whole suffers. The trust also means IT and business work closely to deliver the business solution with optimal speed. The business needs to understand the change and complexity nature of IT, while IT can lead the charge in improving business-IT relations by simply not taking their customers for granted and focusing on customers as if they were in a competitive market.
First, seek to understand then be understood: Typically, one starts with communication and a process that allows people to discover that both sides of the business want to achieve the best results, but they see the outcome as something different and expect to achieve it differently. For example, there's a natural friction between the company executives’ business goals and IT leader’s risk management goals, whereas the other CXO roles tend to be driven by growing the business. But at the end of the day, all CXO roles have their crosses to bear, and most CIOs have the depth of knowledge to understand the nature of the role when they accept it. Top executives also need to have the breadth of business acumen to understand the business as a whole and the digital ecosystem, as nowadays, the territories between functions, companies, and industries are blurring, or often converged. Thus, interdisciplinary knowledge and even transdisciplinary insight would help business leaders to both gain insight and work hard at investing in a positive relationship with their executive peers by first 'seeking to understand then be understood.'
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IT and the business need to develop a true partnership and work to pursue the desired outcomes. The shift from "IT vs. Business" to "IT as Business," is not only possible but the ‘must have’ prerequisite in building a digital organization. It’s a journey with a step-wise approach and practices via effective cross-functional communication and collaboration, in order to reap high-performance business benefits.
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