The digital mantra for IT leaders is to run IT as a business.
The purpose of the book “100 IT Charms: Running Versatile IT to get Digital Ready“ is to articulate different flavors of digital IT organizations and brainstorm the best and next practices for running highly innovative and high-performance IT. Digital charm is not based on the style presented on the surface but on a set of unique competencies to make IT shine through as a business differentiator.
Present IT as Constructive Asset
Present IT Value Proposition as an “Asset Under Construction”Forward-looking organizations transform IT from a cost center to a value generator, IT management has to learn and explore different methods to set better performance metrics, play the number game wisely, present IT value proposition as an “asset under construction,” or the crucial investment expecting the return.
CIOs as “Chief Investment Officer”: How to Manage “SOFT” IT Asset Well to Improve Organizational Maturity Organizations have both tangible or physical assets and intangible or soft assets which enable business operating smoothly and build the competitive business advantage. As companies around the world transform themselves into the digital business that is based on information, and the business’s ability to explore intangible assets has become far more decisive than their ability to invest in and manage physical assets. Further, due to the digital nature of hyper-connectivity and interdependence, organizational management practices also become more holistic and people-centric. CIOs as “Chief Improvement Officer”: How to manage soft IT asset well to improve organizational maturity?
CIOs as “Chief Investment Officer”: How to Manage IT “Yield On Return” The digital mantra for IT leaders is to run IT as a business. Statistically, Information Management investment represents one of the largest categories in the business budget. Thus, for many CIOs, they need to be able to support the essential investment with sound Return On Investment reasoning. It tells business management how well IT investment repays the company. When CIOs can present the measurable business value of IT investment, they are on the right path to reinvent IT from a cost center to the value generator.
IT ROI: Hard Numbers or Fuzzy Logic IT investment in many organizations is a controversial subject, Statistically seventy percent of technology initiatives don't have a direct measurable effect on the bottom line, as there’re full of opportunities and risks; IT ROI is more like fuzzy logic these days and cause negative consequences: lack of business respect, mistrust of project intent and difficulty in entering into the mainstream strategy conversation of the company. So what are the best methodologies?
Three Perceptions of IT Value Proposition IT is working hard to transform from a cost center to value center, but some of the challenges facing in IT valuation is that we attempt to apply the same measurement approach to all investments - yet there are unique attributes that differentiate one investment category from another. Further, too often, IT is driving by a look at the rear mirror only, not pay enough attention to the front window and create forward-looking view upon how to run IT smoothly, or only focus on ‘tangible’ value, with ignorance of ‘intangible’ one. So what are the best way to present IT value?
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