Sunday, April 1, 2018

The New Book “Digital Maturity” Chapter 5 Introduction: IT Maturity is Proportional to the Overall Business Maturity

Digital IT is a business conductor in knitting all important business factors to improve business changeability, and responsiveness.

IT is the linchpin of digitalization. It is imperative for IT and business leaders to work effectively together to ensure that they are leveraging IT across their companies to attain enterprise-wide digital maturity; not just using IT as a digital extension, but running IT as a digital engine.

Making an objective assessment of IT maturity: Is IT there to just keep the lights on, or it IT expected to actively take part in strategic and tactical decisions? IT has to continue working together with businesses to find out what they need and develop tailored business solutions side by side to advance the company. Through cross-functional communication and collaboration, the business will come to have a better understanding of the contribution that IT function makes and empowers IT to take initiatives for leading changes and digitalization. IT leaders should make an objective assessment of IT performance and maturity, not just through the financial lens, but also bring the broader perspective on how IT creates the competitive advantage of the business. IT leaders must keep in mind which performance indicators best measure IT ability to deliver business value. IT performance metrics need to evolve to something that matters to the varying business audience, at the same time that “business sentiment” needs to get put into something more tangible, to ensure that IT is on the right track to improve its performance and maturity.

The three stages of IT maturity:
The digital connectivity and IT consumerization bring both challenges and opportunities for IT to shift from a support center to the differentiated business solutionary and move up its maturity level as a trusted business partner. (1) from surviving to striving to thriving mode: The majority of IT organizations today is still running in the surviving mode, they react to the customers’ requests, overloaded and understaffed. To improve IT maturity, the forward-looking IT leaders must be able to develop and optimize the IT operational function within itself and scale the best practice to the company scope. Being striving is to try to achieve the optimized result, and make the strenuous effort on IT management effectiveness and operational excellence. To moving up further, IT should not only work harder, but get smarter, and become the strategic business partner for overcoming varying business challenges in better ways. (2) From deficiency to efficiency to proficiency: It is the paradigm shift from information scarcity in the industrial age to knowledge abundance in the digital era. Information and knowledge should be managed holistically as the corporate asset; if done properly, it can turn the most valuable personally-owned information and knowledge assets into corporately owned assets. (3) from controlling to changing to catalyzing mode: With faster pace of changes and continuous disruptions, to improve its maturity, IT should update its management philosophy from “built to last,” to “built to change,” ride above the learning curve faster than the rest of the organization and become the change department for driving digitalization.

Leveraging IT to improve digital maturity: The multidimensional digital effects provide impressive advantages in term of the speed of delivery and unprecedented business opportunities. A company must leverage IT and encompass all of the relevant disciplines in place and actively monitor opportunities in order to recognize and act on them in a time frame that will yield strategic advantages. IT is the core competency. Foresightful business leaders are increasingly looking to the IT function from introducing beneficial changes into their business models to improve strategic performance and position the enterprise for future industry leadership. Digital IT is a business conductor in knitting all important business factors to improve business changeability, responsiveness, agility, flexibility, and maturity.

High mature organizations are moving solidly from doing digital via applying digital technologies to going digital and being digital via expanding both horizontally and vertically, across all business dimensions to optimize underlying functions and processes, build business competency, improve both organizational flexibility and strategic responsiveness, in order to reach the high level of digital maturity.

The New Book Introduction: "Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight"?

The New Book “Digital Maturity” Introduction Chapter 1 The Characteristics of Digital Organizations

The New Book Introduction Chapter 2 The Interdisciplinary Aspects of Orchestrating a Digital Business Ecosystem

The New Book "Digital Maturity" Introduction Chapter 3 Fine-Tune Organization Structures to Get Digital Ready

The New Book “Digital Maturity” Introduction Chapter 4: The Next Practices to Orchestrate Digital Paradigm Shift Seamlessly

The New Book “Digital Maturity” Chapter 5 Introduction: IT Maturity is Proportional to the Overall Business Maturity

The “Digital Maturity” BookIntroduction Chapter 6: Take a Holistic Approach to Measure Digital Transformation

The New Book “Digital Maturity” Introduction Chapter 7 The Pitfalls in Digital Managment

The New Book “Digital Maturity” Introduction Chapter 8 From “Doing Digital” to “Being Digital”

The New Book “Digital Maturity” Book Conclusion: Develop the strong Pillars to Build High-Mature Digital Organization


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