IT leaders as “Chief Investigation Officer” need to enhance their management discipline, clarify their assumptions about something wrong, limiting, or not working in some way that requires 'fixing'; digging into root causes of problems.
IT failure can cause business failures and customer pains. Insightful leaders ask a series of questions to investigate the big “WHY” of IT initiative failures, fix relevant issues, build up the better standard with necessary flexibility in order to improve their organizational agility, performance and resilience.
Investigate beyond the surface of problems: Oftentimes, IT organizations are perceived as a support center only by business partners, they are overloaded, spend the majority of time and energy on fixing symptoms, but the real issues continue getting back. They didn’t contribute enough to generating business value and delight customers. When IT systems are dysfunctional, its value proposition fails to be translated into meaningful operational deliverables; IT incompetence perhaps further causes serious business problems. IT management needs to make a deep investigation of real issues underneath by communicating cross-functionally, and solving problems cross-disciplinarily.
IT failure is caused by the management of IT rather than just IT management. The breadth and depth of IT management include people, process, organizational structure design, and technology update. You can only manage what you measure. The wrong metrics selection or ineffective measurement practices perhaps mislead or cause management conflicts or resource misalignment. IT is an integral part of the business, investigate IT from technical, economical, innovation lens, improve IT agility and value creation.
Investigate IT-enabled business solutions: To break down the “we always do things like that,” mentality, improve IT reputation from a cost center to a value creator and an innovation hub. IT management needs to assess IT staff's professional capability, IT capacity and IT vendors’ overall competency. Always investigate the better ways to do things, particularly when you look at a situation and wonder how to understand the real problems and set choices to solve them innovatively otherwise, there's a great danger that the new "better" solution will fail because it runs straight into the same underlying factors that brought about the old state.
Businesses are looking for IT to add new innovative methods for management of complexity, develop the next practice for business transformation. IT management should handle investigations of innovative business solutions, to change the business’s perception, and reinvent IT by developing their people, evaluating and recognizing their innovative vendors and partners. IT can provide tailored solutions to not only fix the specific problems but also optimize the underlying functions or processes to develop competitive advantage.
Investigate hidden cost, risks, or gray area: Information technology permeates everywhere in the organizations. There'll need to be more IT involvement, not less for solving complex issues. To “just go ahead and fix it” carries assumptions, investigate hidden costs to improve operation excellence; investigate gray areas to enforce GRC. So the question boils down to figuring out the cost/benefits matrix of correcting or not correcting outputs and what cost/benefits factors get internalized, enabling IT management to improve their organization effectively.
Business opportunities and risks are co-existing in the organizations nowadays. In fact, every opportunity has risks embedded in it; and every risk perhaps brings opportunities as well. Strategic risks possibly cause fatal business failures for the long run. Do the cause-effect analysis thoroughly. If you don't understand all the causes, or most of the causes of the situation and also the context of the situation, then intervention may be worse than non-intervention.
IT leaders as “Chief Investigation Officer” need to enhance their management discipline, clarify their assumptions about something wrong, limiting, or not working in some way that requires 'fixing'; digging into root causes of problems, rather than seeing the symptom on the surface, keeping the end in mind, to ensure IT is strategically positioned to be ahead of where the business is moving next, understand the real-world business problems deeply and run a high performance organization.
Investigate beyond the surface of problems: Oftentimes, IT organizations are perceived as a support center only by business partners, they are overloaded, spend the majority of time and energy on fixing symptoms, but the real issues continue getting back. They didn’t contribute enough to generating business value and delight customers. When IT systems are dysfunctional, its value proposition fails to be translated into meaningful operational deliverables; IT incompetence perhaps further causes serious business problems. IT management needs to make a deep investigation of real issues underneath by communicating cross-functionally, and solving problems cross-disciplinarily.
IT failure is caused by the management of IT rather than just IT management. The breadth and depth of IT management include people, process, organizational structure design, and technology update. You can only manage what you measure. The wrong metrics selection or ineffective measurement practices perhaps mislead or cause management conflicts or resource misalignment. IT is an integral part of the business, investigate IT from technical, economical, innovation lens, improve IT agility and value creation.
Investigate IT-enabled business solutions: To break down the “we always do things like that,” mentality, improve IT reputation from a cost center to a value creator and an innovation hub. IT management needs to assess IT staff's professional capability, IT capacity and IT vendors’ overall competency. Always investigate the better ways to do things, particularly when you look at a situation and wonder how to understand the real problems and set choices to solve them innovatively otherwise, there's a great danger that the new "better" solution will fail because it runs straight into the same underlying factors that brought about the old state.
Businesses are looking for IT to add new innovative methods for management of complexity, develop the next practice for business transformation. IT management should handle investigations of innovative business solutions, to change the business’s perception, and reinvent IT by developing their people, evaluating and recognizing their innovative vendors and partners. IT can provide tailored solutions to not only fix the specific problems but also optimize the underlying functions or processes to develop competitive advantage.
Business opportunities and risks are co-existing in the organizations nowadays. In fact, every opportunity has risks embedded in it; and every risk perhaps brings opportunities as well. Strategic risks possibly cause fatal business failures for the long run. Do the cause-effect analysis thoroughly. If you don't understand all the causes, or most of the causes of the situation and also the context of the situation, then intervention may be worse than non-intervention.
IT leaders as “Chief Investigation Officer” need to enhance their management discipline, clarify their assumptions about something wrong, limiting, or not working in some way that requires 'fixing'; digging into root causes of problems, rather than seeing the symptom on the surface, keeping the end in mind, to ensure IT is strategically positioned to be ahead of where the business is moving next, understand the real-world business problems deeply and run a high performance organization.
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