The consumerization of IT, digital business model disruption, and the need for greater speed in technology development are combining to dramatically change the role of IT service management. According to Dennis Drogseth of Enterprise Management Associates (EMA), “Both the ‘rules’ and the ‘roles’ governing IT Service Management (ITSM) are evolving” as the relationship changes “between IT and its service consumers.”
The confluence of disruptive business models, emerging technologies (cloud computing, IoT, wearables) and the consumerization of IT has dramatically redefined the role of the CIO. While there’s no question the CIO’s job description is evolving (a Google search for “changing role of the CIO”–in quotes–yields more than 30,000 results), there’s no clear consensus on exactly what that means.
But a recent research report from Deloitte and accompanying summary suggest a new twist on the title: the CIO as “chief integration officer.” In this role, the CIO “integrates” technology, ideas, and processes across business functions to drive innovation and improve business performance.
But while automation technologies broadly speaking (robots, “smart” machines, and software) may not destroy many jobs (if any) on net, they will certainly change the nature of the future of work.
The work of the future will be technology-assisted, data-driven, and collaborative. Simple, autonomous tasks (e.g., scanning a barcode) are easy to automate. Complex tasks requiring a mix of expertise (e.g., designing and developing a business software application) are far more difficult, and not candidates for automation any time soon.
When any portion of an enterprise network or data center fails, restoring operation as quickly as possible is the top priority. For complex problems, immediately setting up a virtual war room using online enterprise collaboration software is the most effective approach.
Data center downtime is horrendously expensive; while cost estimates vary widely by industry, some of the most comprehensive research concludes the “average cost of data center downtime across industries (is) approximately $7,900 per minute” while “the average reported incident length was 86 minutes, resulting in average cost per incident” of nearly $700,000.
Furthermore, outages are occurring more frequently. In addition to the increasing complexity and scope of operating systems and core management and control suites, as well as hybrid cloud network infrastructures, leading causes of outages include:
CIOs and other IT leaders are confronted with rapid and significant change on all sides: digital disruption is transforming business models, cloud computing is transforming infrastructure, and consumerization along with the increasing influx of millennial workers are transforming expectations of IT and its role in the enterprise.
It’s no surprise then, looking back at the top 10 posts here of 2015 so far, that current trends and predictions for the near-term future dominate the topics.
The top three posts all present research findings pertaining to technology trends and their effects on the future of IT service management and support. The fifth-most-read post even asks if the term “IT” is still appropriate (or whether “business technology” should replace it).
Now that cloud computing and the consumerization of technology enable non-technical business process owners to address many of their own data needs—and digital technology is finding its way into a vast range of products (i.e., the Internet of Things) —is the term “IT” still useful and accurate? Or is the abbreviation for “information technology” now too limiting, even counterproductive, in describing this function?
That’s the intriguing question raised by Robert Plant in a Harvard Business Review post. Plant writes that IT as a term “is no longer appropriate in a business context” and continues:
Two recent posts here have explored predictions for IT trends in the coming year and what IT may look like by 2020. While specifics vary, the common thread is that IT teams will be expected to accelerate their own workflow while delivering technology to transform business processes.
A new study from EMA Research on the future of ITSM, reported by Dennis Drogseth on APMdigest, reflects this theme as well while adding new insights. Here are half a dozen key findings from EMA’s survey, along with additional commentary and observations from this blog.
The tsunami of change washing over the landscape for CIOs can perhaps best be summed up by the phrase “digital enterprise”—a catchall term encompassing the fundamental redesign of business processes to adapt to big data, the Internet of Things, the consumerization of IT, cloud computing, and other developments.
The movement is nearly universal: in a recent Altimeter Group survey, 88 percent of “digital strategy executives interviewed said their organizations are undergoing formal digital transformation efforts this year.”
And there is no shortage of opinion about how this is reshaping and expanding the responsibilities of CIOs: a Google search for “CIO role digital enterprise” yields more than 920,000 results.