IT has moved from providing largely back-office support to becoming the business change facilitator, value creator, and orchestrator of the large-scale business transformation.
IT leaders will be welcomed to the executive table if business executives hear the language they understand, aligning people, process, and technology with the company’s strategic plan propels your company far in front of your competition. The strategic goal is to build people-centric, IT-led intelligent organizations or human society.
Enhancing Information Management disciplines: Besides people, information is the most invaluable asset which can drive the progress of a business, forward-thinking organizations across sectors claim they are in the information management business of the digital age. Information Management is to make sure that the right information is in the right place at the right time and shared to the right persons for making the right decision to solve the right problems timely. When the corporate organization invests in information technology resources, it entrusts the IT organization with the stewardship of that considerable investment, managing their data assets to achieve its full potential for business growth and customer satisfaction.
An intelligent organization always looks for opportunities across the business to increase the usage of information. Information management is not the responsibility of the IT department only, as information flows across boundaries, businesses can manage information and climb the information-knowledge insight pyramid for shaping a highly responsive and intelligent organization by enhancing seamless IT-business integration and systematic GRC disciplines.
Identifying areas that need improvement, looking for new avenues of revenue, better practice, etc: Do a thorough analysis of IT activities, programs, and policies in terms of cost optimization, revenue growth, innovation and their contribution in maximizing shareholders benefit. IT is not just the sum of services or processes, or monolithic hardware, IT becomes more “I” driven rather than “T” focused. IT must partner with the business to listen to their feedback, understand their true need, and deliver the best solution to truly solve their issues. It is through this comprehensive understanding that IT can help to improve organizational effectiveness and efficiency through consolidation, modernization, integration, optimization, and innovation.
IT needs to weave all necessary hard and soft business elements to build unique competency in reaching high-level maturity. IT application development shouldn’t be strictly a service that follows the order only. The right IT applications blended with current digital trends can deliver the significant benefits to the business, such as customer satisfaction, business optimization, and change adaptability, etc, as well as build dynamic IT enable business capabilities. The breadth and depth of IT management improvement include people and process (, workflow, efficiency, effectiveness, organizational structure); technologies or assets already owned need to be centralized, re-allocated, updated or replaced if needed to optimize “people and process” for reaching the next level of organizational agility.
IT Governance facilitates faster, better execution through visibility, information-based decision making, and structural problem-solving: IT becomes a competitive advantage for supporting the business goals and objectives. IT governance is crucial because the rate of change is faster than the risk management capabilities of companies. This is compounded by the fact that the threat matrix is large enough to put the entire organization at risk. In fact, IT governance needs to be a complementary part of IT strategic management.
IT governance is converging with corporate governance. In practice, IT governance discipline should include not only IT-driven business solutions but also IT policy, process, change management to decide where to make IT investments, provide IT insights, and be the marketer for all the information to ensure consistency and compliance and can assist in risk management. Portfolio management as a governance discipline is also essential to and as such, a comprehensive fusing of a firm's strategic capabilities.
Enhancing Information Management disciplines: Besides people, information is the most invaluable asset which can drive the progress of a business, forward-thinking organizations across sectors claim they are in the information management business of the digital age. Information Management is to make sure that the right information is in the right place at the right time and shared to the right persons for making the right decision to solve the right problems timely. When the corporate organization invests in information technology resources, it entrusts the IT organization with the stewardship of that considerable investment, managing their data assets to achieve its full potential for business growth and customer satisfaction.
An intelligent organization always looks for opportunities across the business to increase the usage of information. Information management is not the responsibility of the IT department only, as information flows across boundaries, businesses can manage information and climb the information-knowledge insight pyramid for shaping a highly responsive and intelligent organization by enhancing seamless IT-business integration and systematic GRC disciplines.
Identifying areas that need improvement, looking for new avenues of revenue, better practice, etc: Do a thorough analysis of IT activities, programs, and policies in terms of cost optimization, revenue growth, innovation and their contribution in maximizing shareholders benefit. IT is not just the sum of services or processes, or monolithic hardware, IT becomes more “I” driven rather than “T” focused. IT must partner with the business to listen to their feedback, understand their true need, and deliver the best solution to truly solve their issues. It is through this comprehensive understanding that IT can help to improve organizational effectiveness and efficiency through consolidation, modernization, integration, optimization, and innovation.
IT needs to weave all necessary hard and soft business elements to build unique competency in reaching high-level maturity. IT application development shouldn’t be strictly a service that follows the order only. The right IT applications blended with current digital trends can deliver the significant benefits to the business, such as customer satisfaction, business optimization, and change adaptability, etc, as well as build dynamic IT enable business capabilities. The breadth and depth of IT management improvement include people and process (, workflow, efficiency, effectiveness, organizational structure); technologies or assets already owned need to be centralized, re-allocated, updated or replaced if needed to optimize “people and process” for reaching the next level of organizational agility.
IT governance is converging with corporate governance. In practice, IT governance discipline should include not only IT-driven business solutions but also IT policy, process, change management to decide where to make IT investments, provide IT insights, and be the marketer for all the information to ensure consistency and compliance and can assist in risk management. Portfolio management as a governance discipline is also essential to and as such, a comprehensive fusing of a firm's strategic capabilities.
IT has moved from providing largely back-office support to becoming the business change facilitator, value creator, and orchestrator of the large-scale business transformation. As a matter of fact, 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.
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