It’s easy to bash the IT department; to deride it as the land of no and slow, a roadblock rather than a resource, a group it’s easier to work around than to work with when addressing urgent and rapidly changing business needs.
But given the current and on-the-horizon risks of digital disruption of business models (example: one-hour photo shops were a rapidly growing business in 1988, but their numbers have plunged from more than 3,000 shops across the U.S. in 1998 to less than 200 today) from developments like 3D printing, cloud computing, and the Internet of Things (IoT), technology is playing a bigger role than ever in businesses of all kinds.
That makes IT’s role more vital than ever. Practices, processes, and in some cases even attitudes need to change, to be sure, but now is the time to engage IT, not hate it. Forward-thinking companies like Nordstrom and Starbucks—while not “technology companies”—are embracing IT internally and externally to improve both operational efficiency and the user experience for customers and employees alike.
Yet inside many corporations, IT is viewed as an impediment rather than an enabler in embracing digital change. In her article 8 Things We Hate About IT, Susan Cramm acknowledges that “nobody hates the people in IT—it’s the system that’s broken. Continue reading “8 Things We DON’T Hate About IT”
As the focus of IT departments shifts from providing information and infrastructure to improving business processes, the mix of skills they require is evolving as well.
Writing on ZDNet, Brian Sommer contends in As IT’s industrial age ends, the humanist era begins that:
“Systems of Record are giving way to Systems of Engagement. User Interfaces are being updated to permit a better User Experience. Cloud solutions are displacing on-premises applications. Lighter, leaner IT groups are using utility computing (e.g., public) cloud solutions. Developers are building mobile and e-commerce apps. The list just goes on and on.”
Continue reading “The IT Skills Enterprises Need Next”
As noted in part one of this two-post series, ITSM tools and principles are being embraced in shared service functions (HR, finance, facilities, etc.) in an increasing number of organizations to reduce costs, improve processes, better align IT with the business, and make users happier.
Continue reading “Five More Key Takeaways from the HDI – itSMF USA Service Management Report”
Startup companies are widely perceived as being lean, agile, flexible, and most importantly: fast. Decisions are made and implemented quickly. They can “turn on a dime” when business needs or marketplace conditions require.
Large enterprises, in contrast, are known for none of these characteristics. They are however, generally, very good at “process.” Though sometimes derided as “bureaucratic,’ this process mentality is vital to successfully managing large-scale operations.
Continue reading “Agility, Evolution, and Teamwork: What Big Companies Can Learn from Startups (and Vice Versa)”
According to recent research, the top priority for CIOs is no longer cost cutting (as it had been for the past several years), but rather improving business processes. CIOs are well aware of the need to align IT with business goals and their teams are confident in their ability to deliver.
Yet their efforts are too often thwarted by well-meaning but ill-conceived shadow IT initiatives. As described in What CIOs Need to Know About Business Alignment in CIO Insight, in many cases, the best efforts of CIOs and IT departments to support business needs “are undermined by the existing corporate culture. It’s difficult, after all, to work with business teams on optimal IT acquisition and usage when those same business teams go out and buy a load of apps without even telling the CIO or his or her tech team.”
Continue reading “Four Easy Steps to Align IT with the Business”