IT should not just run the business today, but help to “grow the business” for tomorrow. Partner with the business to understand entry, existence, risk permanence, and value generation strategy.
Digital transformation is a natural evolution as most business initiatives today involve IT to create differentiated business capabilities and bridge today and tomorrow of the company. IT has moved from providing largely back-office support to becoming the prime facilitator, value creator, and orchestrator of the total business.
Change/culture management: Due to high velocity of the business environment, organizational change becomes common practice within an organization. In fact, it turns out to be one of the most crucial business capabilities to improve the strategic responsiveness of the company. High mature IT organizations have become synonymous with the change department and play a change agent role in Business Transformation via well-thought-out planning and proactively participating in business conversations and problem-solving. There are no IT projects, only business initiatives. Change Management should be an adequate, logical, and systematic effort to any environmental shift. IT leaders should be able to leverage quality information to envision not only where a company believes it is going but also how it will get there and how it might be missing out on opportunities, to ensure IT is strategically positioned to be ahead of where the business is moving next, and ultimately becomes the change agent.
Culture is a collective mindset, attitude, and behavior, how people do things there. IT is at the center of culture changes because it is in the unique position to well align people, process and the latest technology to reinvent culture and bring visibility of such an invisible and soft business element to improve the long-term business advantage. Creating and maintaining the right corporate culture is in itself a competency. Also, pay more attention to the change pitfalls, take a serious awareness of the adverse impact (monetary or brand value) due to the failed change. You are doing so to a greater extent than your competitors, you are gaining market share and building business competency.
IT investment management: IT investment is usually costly. Considering many companies across sectors making a huge investment in sophisticated information technology tools are greatly wasted and fail to reach customers’ expectations. So it’s important to identify and predict specific measurable results from the IT investment before the investment is made. It’s also critical to manage resources, assets, and cost properly, and keep track of the multidimensional business value after the investment is made. IT has to be an integral part of the company for driving business value. Besides financial results, it’s also important to evaluate the overall business value from IT investment, such as quality, performance, customer satisfaction, and the varying matters that stakeholders consider important to them.
Organizations are at a different stage of the business growth cycle, they have different strategies for IT investment, invest IT aggressively but with a cautious attitude. It’s important to show the clear business goals of the investment with three critical elements: Financial returns, return timeline, and risk assessment. IT and business should work closely to assess performance benefits from an IT investment portfolio, and then determine what IT investment will accelerate the changes you want to see in your performance indicators.
Portfolio management: The de facto best practices of managing an IT project portfolio need to include such as, only manage a business project, not for technology's sake, prioritize the portfolio, and manage the full application lifecycle. IT portfolio is a collection of programs and projects that are designed to help the organization achieve its targeted performance. They are the means through which a vision is translated into practice. It is important to have IT resources, assets, and talent aligned with business strategies and refined to the point to make sure that IT is nimble and adaptable to changing business demands in a timely fashion and it can be reapplied to altering business priorities. IT should not just run the business today, but help to “grow the business” for tomorrow. Partner with the business to understand entry, existence, risk permanence, and value generation strategy.
The goals of portfolio management are not only for the strategic alignment and value leverage; but it's also a mix of short, mid, and long-term projects that need to make up a project pipeline. IT needs to reinvent itself as the innovation engine of the organization. It helps the business build a balanced portfolio of projects, across the matrix of three types of innovation (process, product/service, business model), advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole. IT should not just run the business today, but help to “grow the business” for tomorrow. Partner with the business to understand entry, existence, risk permanence, and value generation strategy.
Due to the rapid changes and people centricity as a digital theme, more and more businesses expect the consumerization style responsiveness from IT and make IT management shift from inside-out operation driven to outside-in business-oriented and people centric; from delivery of IT products/services to developing IT-enabled business capabilities.
Change/culture management: Due to high velocity of the business environment, organizational change becomes common practice within an organization. In fact, it turns out to be one of the most crucial business capabilities to improve the strategic responsiveness of the company. High mature IT organizations have become synonymous with the change department and play a change agent role in Business Transformation via well-thought-out planning and proactively participating in business conversations and problem-solving. There are no IT projects, only business initiatives. Change Management should be an adequate, logical, and systematic effort to any environmental shift. IT leaders should be able to leverage quality information to envision not only where a company believes it is going but also how it will get there and how it might be missing out on opportunities, to ensure IT is strategically positioned to be ahead of where the business is moving next, and ultimately becomes the change agent.
Culture is a collective mindset, attitude, and behavior, how people do things there. IT is at the center of culture changes because it is in the unique position to well align people, process and the latest technology to reinvent culture and bring visibility of such an invisible and soft business element to improve the long-term business advantage. Creating and maintaining the right corporate culture is in itself a competency. Also, pay more attention to the change pitfalls, take a serious awareness of the adverse impact (monetary or brand value) due to the failed change. You are doing so to a greater extent than your competitors, you are gaining market share and building business competency.
IT investment management: IT investment is usually costly. Considering many companies across sectors making a huge investment in sophisticated information technology tools are greatly wasted and fail to reach customers’ expectations. So it’s important to identify and predict specific measurable results from the IT investment before the investment is made. It’s also critical to manage resources, assets, and cost properly, and keep track of the multidimensional business value after the investment is made. IT has to be an integral part of the company for driving business value. Besides financial results, it’s also important to evaluate the overall business value from IT investment, such as quality, performance, customer satisfaction, and the varying matters that stakeholders consider important to them.
Organizations are at a different stage of the business growth cycle, they have different strategies for IT investment, invest IT aggressively but with a cautious attitude. It’s important to show the clear business goals of the investment with three critical elements: Financial returns, return timeline, and risk assessment. IT and business should work closely to assess performance benefits from an IT investment portfolio, and then determine what IT investment will accelerate the changes you want to see in your performance indicators.
Portfolio management: The de facto best practices of managing an IT project portfolio need to include such as, only manage a business project, not for technology's sake, prioritize the portfolio, and manage the full application lifecycle. IT portfolio is a collection of programs and projects that are designed to help the organization achieve its targeted performance. They are the means through which a vision is translated into practice. It is important to have IT resources, assets, and talent aligned with business strategies and refined to the point to make sure that IT is nimble and adaptable to changing business demands in a timely fashion and it can be reapplied to altering business priorities. IT should not just run the business today, but help to “grow the business” for tomorrow. Partner with the business to understand entry, existence, risk permanence, and value generation strategy.
The goals of portfolio management are not only for the strategic alignment and value leverage; but it's also a mix of short, mid, and long-term projects that need to make up a project pipeline. IT needs to reinvent itself as the innovation engine of the organization. It helps the business build a balanced portfolio of projects, across the matrix of three types of innovation (process, product/service, business model), advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole. IT should not just run the business today, but help to “grow the business” for tomorrow. Partner with the business to understand entry, existence, risk permanence, and value generation strategy.
Due to the rapid changes and people centricity as a digital theme, more and more businesses expect the consumerization style responsiveness from IT and make IT management shift from inside-out operation driven to outside-in business-oriented and people centric; from delivery of IT products/services to developing IT-enabled business capabilities.
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