IT management is the business of the entire company, not just the IT department.
Guidelines & rules: Digital principles and rules are statements of belief that reflect the values, culture, and real world concerns of the organization. Business rule as one of the important architecture components (Components = different artifacts) helps organizations improve performance, reduce risk, and encourage good behavior. By following the digital principles and rules, the business lifecycle could be viewed as resulting in emergent means of reorganizing, refocusing, rebalancing resources, and redirecting people to understand the whole, to ultimately achieve the seamless digital flow and high-level digital maturity.
In practice, there is the time to break the outdated rules and there is the time to bend the rules, and there is the time to set new rules. Digital principles and rules are statements of belief that reflect the values, culture and real-world concerns of the organization. A good rule is to ensure that business initiatives efforts are focused in that direction. The right set of ‘rules’ is not for limiting your imagination, but for framing the system to identify opportunities and mitigate risks. A well-defined set of digital rules are not for limiting innovation, but for setting the frame of relevance and guide through changes and digital transformation.
Checklists: What is required for IT management quality check is clarifying the purpose and engaging all the people involved working together as a team to excel in the delivery of product/service with accelerated speed. Set the right priority to ensure doing the things that really matter for the business, cascade the business’s strategic goal to IT investments and improvement efforts, and then, achieve well-setting business goals efficiently. That means, leaders need to keep in touch and engaged with the reality of what the organization is facing and how impactful it contributes to the success of the business. IT assessment needs to include techniques such as pure health check techniques, customer feedback, business partner relationship analysis, etc, that can be applied to give a holistic picture of what is working or not.
A CIO must be able to develop and optimize IT operational function within itself. Think of it as an IT checkup. Not everyone will be happy about it, but hopefully, you can detect issues before they start to cause major problems. IT assessment also includes cost estimation which includes operational cost, financials, or calculation of cost to fix varying problems such as structural quality, redundant processes or update technologies. It also includes IT vendor costs such as monthly service expense, license cost, purchasing cost,e etc, as well as people cost such as salary, training investment, or other incentives., etc. The right level of guidance and process is important, but the overly rigid processes or too ‘pushy’ goals will stifle
Standards: Standardization intends to generalize or figure out a “common formula” for dealing with certain business issues such as product or process development. Setting high standards is about following the progress principle to keep improving IT performance and maturity. Or put simply, make continuous improvement more than discover an elegant solution. There could be diverse levels of standardization. Usually, companies want standardization of internal reasoning (capitalization of previous experience, cost control, convenience, etc.). Also, companies are obliged by the external environment to be flexible (customers, suppliers, competitors). Ideally, standardization should provide benefits through reuse that accelerates solution implementation and reduces expenses and risks.
Usually, companies need standardization of internal reasoning via the capitalization of previous experiences, cost control, convenience, etc. Standardization should be done at the solution level and should only occur when the functional requirements for the different groups are the same or where there is a core set of functional requirements that all groups need and additional requirements are easily added without causing any significant side effects. For example, standardization perhaps has an adverse impact on the performance of the solution for those groups that do not need these added functions. Or it imposes addictions cost - dictating modifications to something that has already been implemented in order to be consistent with a specification.
Processes, tools and building blocks: The relationships of business processes in the context of the enterprise systems (architecture, organizational structure, strategies, etc.) create greater capabilities when analyzing and planning enterprise changes, “do & don't” practices, The goal of process management is to understand every workflow process , eliminate redundancy, complications and reduce the burden on the company while trying to stay current with ever-changing technologies and dynamic business environments, keep optimizing the organizational competency and capacity. In reality, the business processes that have evolved around the legacy applications are fossilized and constrained by the idiosyncrasies of the application. IT leaders should apply IT Architecture as an effective tool, take the lead in introducing process management into the entire company and integrate processes across the organization to form the foundation for the future and improve business effectiveness, responsiveness, agility, and maturity.
IT organizations are interlaced systems which have their own purpose, and the processes are determined by the intrinsic nature of the whole. The goal of process/procedure optimization is to eliminate unnecessary complication, but also encourage desired complexity. To dig through the root causes, inconsistent process management is often caused by lack of policies and governance procedures that define processes. Incoherent management processes further cause culture friction and decelerate performance. Inconsistent process management is often caused by lack of policies and governance procedures that define processes, and lack of talented people to streamline and optimize processes. Progressive IT leaders should, in fact, take the lead in introducing process management into the company and integrate processes across organization. IT has the necessary structure, methodology, and tool in shaping the new box of thinking and managing the emergent digital complexity.
IT management is the business of the entire company, not just the IT department. Thus, IT related decision making, especially at the strategic level, is teamwork, not based on the business executive’s intuition only, especially, it has to leverage the systematic governance processes, analytics tools, and collective insight to address diverse business perspectives and practicalities, define or develop business competencies, to manage a high-performance digital organization. To reinvent IT as a strategic business partner, leveraging unique IT knowledge and capability to build IT-enabled business competency is crucial for long term business success.
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