In order to investigate root causes of many common problems facing IT, IT management needs to work closely to enhance mutual understanding, trustful communication, and improve problem-solving effectiveness.
Traditional organizational management with siloed processes often causes bureaucracy. IT captures organizational knowledge to continuously investigate critical issues, improve performance. Dysfunction, incoherence, and bad reputation are not always easy to uncover. It takes processes, methodology, and practices to identify the real problems in order to improve IT from functioning to firm to delight.
Investigate root causes, rather than symptoms only: IT is often overloaded, understaffed, busy around to keep the business light on. Oftentimes, they have a tendency to try to fix a symptom that results from the actual cause of the problem. So the same issues will continue coming back, wasting corporate time and resources, increasing anxiety, causing IT inefficiency, and decelerating business speed.
Investigate root causes, rather than symptoms only: IT is often overloaded, understaffed, busy around to keep the business light on. Oftentimes, they have a tendency to try to fix a symptom that results from the actual cause of the problem. So the same issues will continue coming back, wasting corporate time and resources, increasing anxiety, causing IT inefficiency, and decelerating business speed.
In many organizations, one of the big hurdles IT has to overcome is to neglect the very negative effects when people have IT problems. People naturally and unconsciously seem to blame the people trying to fix the issue for the problem. IT leaders are not empowered by the top leadership team to work across the functional border and solve the issues via a holistic approach. To unleash the full potential of information technology, IT is not a function that can be handled only in IT or by IT managers. IT management is not just the business of the IT department, it’s the responsibility of the entire company.
Investigate innovative business solutions, orchestrate business capabilities, etc: Always investigate the better ways to do things, particularly when you look at a situation and wonder how to understand the real problems. However, in some traditional industries, lots of legacy businesses come with a legacy mindset, legacy technology, the old way to do things, and lack the important elements to spark innovation, and progression. IT has to take a holistic approach to handling the investigation of innovative business solutions and create business differentiation for building long term business advantage.
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 .So, it’s important to educate IT teams on the business and encourage them to engage with business counterparts in a value-oriented manner, communicate cross-functionally, ask tough questions, channel creative energy, the right dose of enthusiasm, and novel ideas, to not only come out one solution to the existing or new business problem but multiple solutions, and set choices to solve them innovatively, orchestrate differentiated business capabilities, and manage innovation in a structural way.
Investigate IT organizational brand & reputation: In many IT organizations, there is a perception discrepancy between how IT perceives itself and how business partners perceive IT. Sometimes, IT thinks they are the problem-solver worthy of respect; however, IT customers or other parts of the business perceive IT as a cost center and support function only. Thus, it’s important for IT management to investigate IT reputation and brand. IT has both internal users and external customers, what’s their perception of IT, is IT an integral part of the business? Does IT function as a reactive support center or a proactive change agent? Does IT only take care of short-term concern or be strategic to build business long-term advantage? Etc.
The responsibility for evaluating and monitoring the performance, reputation of IT investment lies with the C-Level/board leadership team. The challenge for the IT leader is to have a seat at the senior leadership team, set the right priority, collect customers’ feedback, manage the limited budget and resource, for “doing more with Innovation,” and making continuous improvement. It is strategic imperative to re-invent IT reputation from an isolated support function to a business growth catalyst via communication, collaboration, and innovation. CIOs have to get the transformation agenda right to refine IT reputation by demonstrating in very tangible ways that IT understands business, IT needs to be perceived as the change agent of the company, and move up its maturity from a reactive support function to an innovation engine.
In order to investigate root causes of many common problems facing IT, IT management needs to work closely to enhance mutual understanding, trustful communication, and improve problem-solving effectiveness. IT and stakeholder departments have clear objectives, processes and indicators with clear accountability and responsibility to increase business agility, deliver business objectives and implement business strategy steadily.
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 .So, it’s important to educate IT teams on the business and encourage them to engage with business counterparts in a value-oriented manner, communicate cross-functionally, ask tough questions, channel creative energy, the right dose of enthusiasm, and novel ideas, to not only come out one solution to the existing or new business problem but multiple solutions, and set choices to solve them innovatively, orchestrate differentiated business capabilities, and manage innovation in a structural way.
The responsibility for evaluating and monitoring the performance, reputation of IT investment lies with the C-Level/board leadership team. The challenge for the IT leader is to have a seat at the senior leadership team, set the right priority, collect customers’ feedback, manage the limited budget and resource, for “doing more with Innovation,” and making continuous improvement. It is strategic imperative to re-invent IT reputation from an isolated support function to a business growth catalyst via communication, collaboration, and innovation. CIOs have to get the transformation agenda right to refine IT reputation by demonstrating in very tangible ways that IT understands business, IT needs to be perceived as the change agent of the company, and move up its maturity from a reactive support function to an innovation engine.
In order to investigate root causes of many common problems facing IT, IT management needs to work closely to enhance mutual understanding, trustful communication, and improve problem-solving effectiveness. IT and stakeholder departments have clear objectives, processes and indicators with clear accountability and responsibility to increase business agility, deliver business objectives and implement business strategy steadily.
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