Every business initiative is to solve a certain problem and achieve certain business goals.
The true business goals are always related to business growth, customer satisfaction or cost optimization, and then, measure it to reach certain goals. The transition from a small initiative to demonstrate value to a large-scale initiative, the integrated solution is a journey that continues as the organization's information needs continue to evolve with the business to produce high performance results.
IT application initiative is the business initiative, the management must ensure that application development does not proceed without a "clear business rationale": The business line must be cognizant of growth opportunities and agree to proceed with the proof of concept if they see merit. Those opportunities can be customer initiated or IT initiated. Application development should not innovate simply to amuse itself. The application development is central to the business's ability to innovate & thus compete effectively.
If the application development can't keep up with the demand & pace of business change, then there are problems. Internal Application Development can add value to any organization if it understands the various business lines needs and wants; external application development can delight end customers, increasing business revenue. The management does need to ensure that the application development being carried out is well aligned with the business needs and the change that is taking place accordingly.
Running an innovation initiative , start small, and then scale up, via the CoE, to share the best practices: Generally speaking, smaller business initiatives with fewer deliverables and shorter dates will generally better focus and complete on time. The development teams work urgently from beginning and there is little desire to spend long windows debating solutions. A common problem is many enterprise-wide initiatives are developed on such a grand scale, it causes failure with short of expectation via various shareholders.
Larger initiatives are usually associated with strategic imperatives and viewed as critical path elements on the route to enterprise transformational goals. IT leaders need to walk through and cross the functions in order to solve the puzzles of the large scale of business initiatives. Clarify the opportunities for such initiatives such as the strategic value (fill up the gap or reduce the waste), oversight of the business operation; the resource/talent, process, and methodology in such initiatives. It’s also identify the challenge of such initiatives: The scope (cross-functional boundary), the status (uncertainty, unclear goal., etc), the talent shortage, the limited resources, other barriers, etc.
It’s important to build a healthy application portfolio with some small initiatives to reap quick benefit, as well as certain large scale initiatives to improve long term organizational competency: A better approach to tackle the application portfolio complexity is a combination IT organizational and IT management process changes. Take more of an application portfolio & lifecycle management approach and try to weave a few different practices from different areas together, including application modernization, rationalization, integration, optimization,
Since technology, and hence, application development is the key driver and support function for any change. It can provide cross line synergies by understanding the various lines and providing efficient interfaces between lines; understands the direction of the vertical industry and of the internal direction/goals and the organizations, industries future, expected direction. After recognizing and prioritizing the business initiatives that need to be managed, with the long-term perspective from the executive sponsorship, it’s important to implement them successfully via seamless strategic/technologic partners, change management, culture, etc, alignment and cross-functional collaboration.
Every business initiative is to solve a certain problem and achieve certain business goals. The best scenario to take such an initiative could be: communicate well, think big, start small; well define business goals, then, diagnose the current problems holistically, have cross-functional team buy-in, reap quick win and long term optimization. It’s important to set the right priority, align key success factors of the organization, streamline business resources, process, talent, capability, capacity to improve overall application portfolio effectiveness and maturity.
IT application initiative is the business initiative, the management must ensure that application development does not proceed without a "clear business rationale": The business line must be cognizant of growth opportunities and agree to proceed with the proof of concept if they see merit. Those opportunities can be customer initiated or IT initiated. Application development should not innovate simply to amuse itself. The application development is central to the business's ability to innovate & thus compete effectively.
If the application development can't keep up with the demand & pace of business change, then there are problems. Internal Application Development can add value to any organization if it understands the various business lines needs and wants; external application development can delight end customers, increasing business revenue. The management does need to ensure that the application development being carried out is well aligned with the business needs and the change that is taking place accordingly.
Larger initiatives are usually associated with strategic imperatives and viewed as critical path elements on the route to enterprise transformational goals. IT leaders need to walk through and cross the functions in order to solve the puzzles of the large scale of business initiatives. Clarify the opportunities for such initiatives such as the strategic value (fill up the gap or reduce the waste), oversight of the business operation; the resource/talent, process, and methodology in such initiatives. It’s also identify the challenge of such initiatives: The scope (cross-functional boundary), the status (uncertainty, unclear goal., etc), the talent shortage, the limited resources, other barriers, etc.
It’s important to build a healthy application portfolio with some small initiatives to reap quick benefit, as well as certain large scale initiatives to improve long term organizational competency: A better approach to tackle the application portfolio complexity is a combination IT organizational and IT management process changes. Take more of an application portfolio & lifecycle management approach and try to weave a few different practices from different areas together, including application modernization, rationalization, integration, optimization,
Every business initiative is to solve a certain problem and achieve certain business goals. The best scenario to take such an initiative could be: communicate well, think big, start small; well define business goals, then, diagnose the current problems holistically, have cross-functional team buy-in, reap quick win and long term optimization. It’s important to set the right priority, align key success factors of the organization, streamline business resources, process, talent, capability, capacity to improve overall application portfolio effectiveness and maturity.
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