Running a Steadfast Digital IT
Enterprise IT is reinventing its reputation for a reactive support center to a proactive strategy partner, from an overloading help desk to an adaptive changing organization. “Steadfast,” is perhaps a pertinent adjective to articulate the bi-model of the IT organization today: Keep steady for sustaining the business's bottom line, but also run fast with the accelerating speed to drive the organization’s digital transformation.
“Keep the light on,” is always fundamental for running IT smoothly: With increasing speed of changes, keep steady doesn't mean be static or slow to change. IT needs to do a better job of quantifying the value of the services they provide, measurements go beyond KPIs that focus on the warranty of the services. IT owns delivery of one of any organization's key assets - its information. Information is like the perished food, you have to process and deliver it timely, to ensure the right people getting the right information in making timely and effective decision. There is an “innate risks” in Information Management, keeping IT steady also means to have abilities for managing risks with the balancing act along a continuum of risks and rewards. So IT can reach the up level of operational efficiency and business effectiveness.
A steadfast IT would also puts its emphasis on speed, agility, beyond stability: The type of speed issues in the traditional IT organization (such as IT slow to change) comes from gaps created between IT and the rest of the company. When there is no willingness to serve users and on the other way round, no appetite from users to involve IT. The goals to accelerate IT is to achieve strategic responsiveness and organizational flexibility of the business. Enterprise leaders are increasingly looking to the IT function to introduce beneficial change into their business models to improve strategic performance, enforce customer intelligence and to position the enterprise for future industry leadership, etc. IT should be more integration focused rather than re-inventing the wheel with most custom development that takes place. With emerging digital technology trends such as SMAC (social, mobile, analytics and cloud), many IT organizations now explore the consumer based model -running faster, nimble and resilient IT with digital speed, to focus on IT agility -the IT capability and capacity to adapt to the changes. Because IT can no longer feel like it has a monopoly on delivering solutions to the business. At the higher level of maturity, IT needs to run as a business' innovation engine. Innovation management is about transforming new ideas to achieve its business value. You need to make sure, that your company has a steady flow of fresh ideas floating in your innovation pipeline, and, therefore, you need a methodological platform that allows you to do that.
Running steadfast digital IT means that IT has to not only improve its own speed, but also overall organizational agility. It intends to manage two coherent IT delivery modes: One focused on stability to “keep the lights on,” the fundamental IT responsibility to support business and serve internal customers, the other is even more aggressive to explore the new possibilities, and grasp opportunities for improving the top-line business growth and digitize the the touch point of the end customer experience. Hence, IT can unleash its digital potential and improve the overall business agility and maturity.
Follow us at: @Pearl_Zhu
“Keep the light on,” is always fundamental for running IT smoothly: With increasing speed of changes, keep steady doesn't mean be static or slow to change. IT needs to do a better job of quantifying the value of the services they provide, measurements go beyond KPIs that focus on the warranty of the services. IT owns delivery of one of any organization's key assets - its information. Information is like the perished food, you have to process and deliver it timely, to ensure the right people getting the right information in making timely and effective decision. There is an “innate risks” in Information Management, keeping IT steady also means to have abilities for managing risks with the balancing act along a continuum of risks and rewards. So IT can reach the up level of operational efficiency and business effectiveness.
A steadfast IT would also puts its emphasis on speed, agility, beyond stability: The type of speed issues in the traditional IT organization (such as IT slow to change) comes from gaps created between IT and the rest of the company. When there is no willingness to serve users and on the other way round, no appetite from users to involve IT. The goals to accelerate IT is to achieve strategic responsiveness and organizational flexibility of the business. Enterprise leaders are increasingly looking to the IT function to introduce beneficial change into their business models to improve strategic performance, enforce customer intelligence and to position the enterprise for future industry leadership, etc. IT should be more integration focused rather than re-inventing the wheel with most custom development that takes place. With emerging digital technology trends such as SMAC (social, mobile, analytics and cloud), many IT organizations now explore the consumer based model -running faster, nimble and resilient IT with digital speed, to focus on IT agility -the IT capability and capacity to adapt to the changes. Because IT can no longer feel like it has a monopoly on delivering solutions to the business. At the higher level of maturity, IT needs to run as a business' innovation engine. Innovation management is about transforming new ideas to achieve its business value. You need to make sure, that your company has a steady flow of fresh ideas floating in your innovation pipeline, and, therefore, you need a methodological platform that allows you to do that.
Running steadfast digital IT means that IT has to not only improve its own speed, but also overall organizational agility. It intends to manage two coherent IT delivery modes: One focused on stability to “keep the lights on,” the fundamental IT responsibility to support business and serve internal customers, the other is even more aggressive to explore the new possibilities, and grasp opportunities for improving the top-line business growth and digitize the the touch point of the end customer experience. Hence, IT can unleash its digital potential and improve the overall business agility and maturity.
Follow us at: @Pearl_Zhu
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