Saturday, August 21, 2021


IT is not a fashion, but needs to be trendy, to predict the future of their organization, to prepare for the unexpected disruptions or unprecedented uncertainty…

Information abundance can bring new ideas; ideas have always driven business success. IT value needs to reflect such shifts. Information Technology is not the sum of services or processes, or monolithic hardware only, IT personalization, consumerization, and Information Technology brand-building are a few correlated, iterative, and integral efforts of IT transformation from a commodity service provider to a business solutionary, 

IT needs to build capability based unique competency via weaving all necessary hard and soft elements in reaching high-level maturity. The challenge is having a harmonized vision about overall IT capabilities and maturities in an IT organization.

Information Technology Personalization: IT is no longer that support center hidden somewhere in the organization, Personalized IT gives customers an impression on how IT can tailor their needs to solve problems and achieve higher-than-expected business results. IT has both internal and external customers. IT equips internal customers with great tools to improve their productivity and encourage innovation; IT delights external customers for enhancing loyalty, expanding new marketshare and boosting business growth. IT investments positively affect business productivity and the customer experience. IT proactively deploys a range of technologies that focus on improving the customer's experience, making the investment to deliver to them products/services which more closely tailor their needs and improve customer satisfaction.

The personalized IT is designed for change. A lot has to do with the more and more pervasive use of technology, newer generations growing up with technology. In many organizations that get stuck at a low level of maturity, sometimes, IT focuses on overcoming technology challenges, without solving customers’ problems and creating business value. IT management has to make many tradeoffs, and leverage multiple variables to transform from inside-out operation driven to outside-in customer focus, to build IT competency by personalizing their solutions and shortening the delivery cycle. You are doing so to a greater extent than your competitors, you are gaining the competitive business advantage. For internal users, personalized IT can engage and align employees’ talent with the business's differentiated capabilities, and build smart workforces which are futuristic, flexible, and innovative, to achieve business goals with accountability at all levels. For external customers, the balanced IT application portfolio can deliver lots of value for them in many ways, from digitizing touchpoints of customer experience to delivering intuitive product/services for increasing their satisfaction.

Information Technology Consumerization: The emergent IT consumerization trends transform IT from monolithic to mosaic, become nimbler, flexible and resilient. IT is the information steward of the business and application provider and customer champion. IT delivers perceived added value services at a reasonable cost, IT delivers to operational and service level agreements and commitments. Productivity is a noble business goal behind the consumerization of IT and innovation is the driver for the paradigm shift. In fact, consumerization is a snowballing trend that will be adopted by many different kinds of industries. There are a lot of risks and planning required for embracing the "consumerization of IT, because people use their favorite equipment and apps for work-related activities, which perhaps compromise security, loose standards, and make your business vulnerable. Thus, IT leaders need to strike the right balance of process and standardization, centralize and decentralize IT to improve organizational agility.

Learn your business, and its strategic imperatives. Make an assessment of IT applications by setting good criteria and reporting/analytics about what you have, who uses it and how much, who pays for it, how much it costs, etc. This can be measured in cost savings, additional revenue, increased customer satisfaction etc. It's important to plan well, keep the “big picture” in mind and improve the success rate of business initiatives and overall IT consumerization. IT Architecture is an important tool to deal with business initiatives, derived from strategy, improves visibility of applications, and maps the applications to the processes. IT leaders should apply IT Architecture as an effective tool, take the lead in introducing process/capability/capacity 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.

Information Technology on demand (Real-time IT): Organizations across-industrial sectors strive to run a real time intelligent business. The arrival of capacity and capability on demand will change the organizational mission, structure, and skillsets of enterprise IT and reinvent IT as a strategic business partner. The real paradox is that IT depends on the business to define their technology requirements but the business does not understand the capabilities of technology and it is difficult for them to provide functional requirements for applications. Business and IT need to work closely to shape a harmonized vision about overall IT capabilities and maturities in an IT organization. IT and business alignment is not only about conformity or order taking, but it also needs to include close interpersonal communication and seamless collaboration. Forward- thinking IT is moving from IT-business alignment to IT-business integration and IT-customer engagement.

To fulfill the vision of IT-on-demand, it’s important to make continuous on-time, on-cost, and on-value deliveries. Real-time IT plays a significant role in delivering “competitive capability” to business as many businesses will plateau without IT. IT has to oversee the full set of the business requirements to ensure the cohesiveness and to determine all the customers, users, and stakeholders and obtain their involvement. IT needs to take the traceability path of where the requirements come from. IT requirements are allocated to IT from the business requirements, and IT requirements need to be functionally structured to serve each functionality the enterprise needs, especially from a long term perspective. Top executives need to clarify their strategic goals, along with the IT strategy as an integral component of business strategy. IT should facilitate the business partners to the right solutions and help to implement them on need to have a very clear idea of the new product/service - its life cycle, the overall "value proposition," where it fits into the overall "product portfolio," the wider competitive landscape and your price/business model.

IT is not a fashion, but needs to be trendy, to predict the future of their organization, to prepare for the unexpected disruptions or unprecedented uncertainty; to set and adjust their immediate, and long term priority of their organization; to improve their organizational decision effectiveness and to generate multifaceted business value. It’s important to take the “lean and mean” approach, share some best practices for improving our ways to work, run business and make transformative change steadfastly.


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