Keep in mind, measurement is not just numbers, but stories.
The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.
The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.
79 Keep in mind, measurement is not just numbers, but stories.
80 IT assessment is a great way to help identify what is right and wrong in your IT environment.
81 IT metrics need to evolve to something that matters to the business audience, at the same time that “business sentiment” needs to get put into something more tangible.
82 The successful enterprises have IT systems that are not cumbersome but enabling.
83 IT leaders must keep in mind which KPIs best measure IT ability to deliver business value.
84 IT metrics have to evolve from being a cost center to becoming a revenue generator.
85 Each organization has specific, measurable goals and objectives they have to hit through investing in IT.
86 First, measure the right things, and then measure them right.
87 IT is a key enabler to build almost all differentiated digital capabilities nowadays.
88 The software can be measured in the “hard” way accordingly.
89 People do what you inspect, not what you expect.
90 Enterprise Performance Management is an overarching umbrella for the variety of management discipline.
91 Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard.
93 Enterprise Performance Management is an overarching umbrella for the variety of management disciplines.
94 The key challenge of IT branding is to demonstrate what your provide can help customers achieve some critical purpose of theirs.
95 To reimagine IT, IT branding needs to be part of IT transformation effort.
96 Today IT is so integral to the business that it is the part of the business.
97 IT brand identity should be supported by the message you create and how to distribute to your customers.
98 The data shows a disturbing gap between IT perception of itself as reasonably innovative and effective, and non IT’s lukewarm view.
99 Business and IT need to focus more on being objective in approaches and allow for the ever-changing markets and the environment.
100 In order to demonstrate IT value, organizations need to first know wherein lies the IT value.
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