The power of information technology management is to deal with information with both technology and human know-how, convert information into invaluable insight in handling “VUCA’ new normal.
IT management needs to clarify the expected organizational internal directions and goals, IT principles, strategies, architecture, governance, and application portfolios, and ensure that IT is not just “keeping the light on” only, but the strategic partner and change agent of the company.
IT principles are high-level statements about how IT will be used: In many organizations, IT is a support function, there is a gap between business and IT; business people cannot perceive information technology as an integral part of the company. Thus, IT management should clarify: What is the IT role in your company? Are you inside-out operation driven or outside in people-centric? Is IT expected to actively take part in strategic and tactical decisions? Does business perceive IT as a cost center or value generator? Etc.
IT should establish a good set of principles based on business value and strategy to guide their organization in the right direction at premium speed. Principles can be used to guide teams to address key challenges that plague an organization and which are often overlooked, such as change resistance, culture inertia, etc, to guide the organization for long term prosperity.
IT strategy describes the approach to building shared and standard IT services: IT is part of business, IT strategic planning must be closely tied to that of the business. IT strategic planning is a necessary process that parallels or follows a business strategic planning process, to articulate the resources and assets of the IT departments for creating the optimal business value.
Especially for many organizations that get stuck at the lower level of management maturity, strategies need to be first and foremost long-term, to allow for the organization to move coherently in the right direction, build differentiated competencies and reach the higher level of organizational maturity.
IT architecture is about the set of technical choices that guide the enterprise in satisfying business needs: IT architecture enables changes by describing how the organization will function when the current vision is implemented and in the various stepping stages. It can be used as a collaboration instrument to create a decent IT-enabled business capability map; take the lead in introducing process management into the entire company and integrate processes across the organization for improving business effectiveness, agility, and maturity.
IT architecture is a practical tool to help the management gain a holistic understanding of IT transition. IT enables early prediction of a business system’s qualities, considering the whole, and their purpose to achieve the goals for the thing being architected to unlock organizational performance. IT architecture helps to achieve a situational balanced trade-off, also understand IT management in the company scope, facilitate IT-enabled business initiatives, responsibility, objectives, and needed resources to be successful.
IT enabled business applications needs refers to applications that need to be acquired or built: Strategic application portfolio is the vehicle to implement business strategy. Good business sense suggests that knowing an application's utilization and resource consumption is necessary to make an objective assessment of the IT application portfolio effectiveness, and then, it also helps to make good IT investment decisions.
Understand real usage of applications and tie that information back to the end-user. IT organizations are transforming from inside-out operation driven to outside-in customer-centric, focusing on those business initiatives that can bring business value, increase customer satisfaction, improve organizational agility, and innovation.
The holistic approach for IT governance has been the one that has aligned IT architecture with tailored governance methodology and practices: Many IT organizations are overloaded, but under-budgeted, their significant portion of resources have been used to keep the light on only. Even in the simplest organizations, industrial 'speed' is not homogeneous across the enterprise. Different departments or divisions within an organization have different speeds. That makes the overall governance tricky since each department needs to align to its own speed in the market.
IT governance should facilitate faster, better execution through visibility and formal decision- making, to ensure consistency and compliance. It’s critical to leverage business/ITA architecture as a useful tool to challenge, debate, and learn by applying holistic thinking and opening the dialogues to close blind spots and bridge gaps for enhancing governance disciplines.
The power of information technology management is to deal with information with both technology and human know-how, convert information into invaluable insight in handling “VUCA’ new normal and solving business issues effectively. Organizations can make major leaps forward in developing business change capability and capacity by involving the entire organization in major change efforts that support key business strategies to accelerate performance and improve system resilience.
IT principles are high-level statements about how IT will be used: In many organizations, IT is a support function, there is a gap between business and IT; business people cannot perceive information technology as an integral part of the company. Thus, IT management should clarify: What is the IT role in your company? Are you inside-out operation driven or outside in people-centric? Is IT expected to actively take part in strategic and tactical decisions? Does business perceive IT as a cost center or value generator? Etc.
IT should establish a good set of principles based on business value and strategy to guide their organization in the right direction at premium speed. Principles can be used to guide teams to address key challenges that plague an organization and which are often overlooked, such as change resistance, culture inertia, etc, to guide the organization for long term prosperity.
IT strategy describes the approach to building shared and standard IT services: IT is part of business, IT strategic planning must be closely tied to that of the business. IT strategic planning is a necessary process that parallels or follows a business strategic planning process, to articulate the resources and assets of the IT departments for creating the optimal business value.
Especially for many organizations that get stuck at the lower level of management maturity, strategies need to be first and foremost long-term, to allow for the organization to move coherently in the right direction, build differentiated competencies and reach the higher level of organizational maturity.
IT architecture is a practical tool to help the management gain a holistic understanding of IT transition. IT enables early prediction of a business system’s qualities, considering the whole, and their purpose to achieve the goals for the thing being architected to unlock organizational performance. IT architecture helps to achieve a situational balanced trade-off, also understand IT management in the company scope, facilitate IT-enabled business initiatives, responsibility, objectives, and needed resources to be successful.
IT enabled business applications needs refers to applications that need to be acquired or built: Strategic application portfolio is the vehicle to implement business strategy. Good business sense suggests that knowing an application's utilization and resource consumption is necessary to make an objective assessment of the IT application portfolio effectiveness, and then, it also helps to make good IT investment decisions.
Understand real usage of applications and tie that information back to the end-user. IT organizations are transforming from inside-out operation driven to outside-in customer-centric, focusing on those business initiatives that can bring business value, increase customer satisfaction, improve organizational agility, and innovation.
IT governance should facilitate faster, better execution through visibility and formal decision- making, to ensure consistency and compliance. It’s critical to leverage business/ITA architecture as a useful tool to challenge, debate, and learn by applying holistic thinking and opening the dialogues to close blind spots and bridge gaps for enhancing governance disciplines.
The power of information technology management is to deal with information with both technology and human know-how, convert information into invaluable insight in handling “VUCA’ new normal and solving business issues effectively. Organizations can make major leaps forward in developing business change capability and capacity by involving the entire organization in major change efforts that support key business strategies to accelerate performance and improve system resilience.
0 comments:
Post a Comment