Wednesday, January 5, 2022

Innovateorganizationviait

IT leaders need to practice inherently cross-functional leadership to ride emergent trends, bridge chasms, grasp opportunities and help the business achieve the “art of possible.”


Change is still the new year theme. Information Technology will continue to be the disruptive force behind transformative change. It was not so long ago when organizations did not see the opportunity for IT to enable the business strategy, let alone actually drive the business strategy. 

A value driven Information Technology organization needs to understand stakeholders’ expectations and propose a service/solution portfolio that corresponds to both demand and cost drivers with a focus on business priority and unlock the full potential of the company.

The guardian of information management makes information available and useful for growing the business and delighting customers:
Things are changing faster than you think. Too long have you had silos for all the bits with so much resource and time and cost to pull it all together. IT has the “ownership & steward” role of information management to ensure information management integrity; Information quality – updated fact-based information, information assurance - information held is safe, secure and processes are legislatively compliant; information exploitation – enable and fully support business goals & objectives collaboratively. The information has to be approved and as up-to-date as practically possible in a system which can be accessed by people who need it to make better decisions.

Modern IT is an innovation engine of the company. Behind the scenes, information management is the crucial piece of solving the innovation puzzle by optimizing the value of information while minimizing risks. Information Management makes information available and useful for providing innovative ideas to either grow the business or delight customers. Information management systems play a fundamental role in deploying and continuously open to new information from the dynamic business environment, incorporating both ends and means, continuously open to new information from the dynamic business environment, and being able to circulate information within the ecosystem seamlessly and respond to changes continuously.

Continue to optimize business operation management capacity with a keen eye to grasp growth opportunities, manage risks, and improve operational efficiency by applying quality feedback and lightweight technologies seamlessly: With high expectations of customers, to keep IT relevant for the long run, IT shouldn’t spend all resources on gaining some short-term result. IT plays an important role in interpreting business issues into technology solutions, also, leveraging necessary resources to solve them for delivering multifaceted business value, enabling and catalyzing business innovation and beyond. IT leaders who are specialized generalists should have a balance of technology and business knowledge, and educate the business to understand multifaceted IT value. It’s critical to continue to optimize business operation management capacity, manage a healthy “run, grow, and transform” portfolio.

The complexity of running modern IT is due to business volatility, diversity, unpredictability, nonlinearity, rules and regulation, and increased business flux working and impacting together. IT shouldn’t act as a controller only, limit the business’s creativity. IT planning has to be steady and adaptive while coordinating different and sometimes competing for resources. To keep it relevant, IT has to shift its reputation from a cost center to a profit center. IT management that uses a structured approach will deliver results quicker; selecting the right tool to get the right result to improve quality; aligning the customer needs to meet the business goals will increase overall satisfaction.


IT leaders build a solid roadmap for managing a balanced “running, growing, and transforming” IT application portfolio:
Some IT organizations are maintaining legacy apps at the most basic level, increasing business risk and their costs of maintenance. Often the disconnect part is the bigger issue that causes dysfunctional IT systems, enlarges IT-business speed, and slows down the business speed. IT organizations have finite resources to apply to get the best yield possible to meet stakeholders’ expectations. It’s important to align strategic goals with application portfolios, enforcing the ability for applications to integrate with each other and exchange messages/enable workflows between them as part of a business process value chain.

Nowadays, more and more new applications or new versions of the existing application will be delivered with on demand models. and making a strategic shift. 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 vendor relationships are important to improve products/services reliability and innovativeness. As a trustworthy IT vendor focuses on process optimization, customer-tailored, and value deliveries, there's always an opportunity for improvement and to run IT as a value-added business partner.

IT leaders need to practice inherently cross-functional leadership to ride emergent trends, bridge chasms, grasp opportunities and help the business achieve the “art of possible.” IT is complex, IT investment is costly. Either at the strategic or operational level, IT leaders and professionals need to make better decisions regarding IT-enabled business initiatives, budgets, talent management, etc, to help their organization achieve either tangible value such cost savings efficiency, etc, or intangible business value such as brand equity, business growth enablement components of value. IT has to become the business optimizer for managing complexity and unlock organizational performance.

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