Organizations should be aware that in the digital arena, IT management and its dynamics have a significant difference compared to the previous age.
We are experiencing rapid change and exponential information growth; knowledge is only a few clicks away in the age of digitalization. In order to deal with constant ambiguity, increasing complexity, rapid change, and unprecedented uncertainty, IT leaders need to ask: Why is IT not part of the inner cycle, could it be that IT is still perceived as a cost center, not a strategic partner?
It’s important to “keep the end in mind” for spotting business pain points, fixing crucial business issues. IT management needs to enforce cross functional communication, continuously look for a cost-efficient replacement of unstable or “old” processes, tighten coordination and collaboration with business partners. IT ensures the ongoing alignment of strategy, operations, and projects in terms of both strategic importance and resource availability at operational levels, as well as adhering to governance constraints.
IT management has to weigh risks & reward, grasp the business growth opportunities proactively: To reinvent IT as a growth engine and the trustful business partner, IT management needs to be in the continuous tuning mode through consolidation, modernization, integration, optimization, and innovation. The emerging on-demand IT service model pushes IT organizations to make radical changes and increase their unique competency. The value of IT programs is derived from the business and often competing business units will argue that they are more valuable than others.
IT has both internal users and end customers; IT needs to be one of the key differentiators to build a strong business brand. The growth perspective for IT is to support business processes to market, digitalize customer experience, capture opportunities for developing new services/products or optimizing current ones, to delight customers and achieve multifaceted business value.
IT needs strategic guidelines & policy to make transformative changes: There are changes in two shapes: One is internal where IT transforms itself to get digital ready; the second is where IT helps to transform or change the business in line with new strategic imperatives. Transformation is strategic organizational alignment, leveraging “core capabilities” to achieve business goals with clear ownership and accountability at all levels.
IT enables all critical business processes, which underpin business capabilities in enabling business transformation. Information is one of the most crucial business assets for any organization to make data-driven decisions and capture business insight. IT engineering and innovation practices and disciplines require structural approaches and problem-solving capabilities. A well respected and business savvy CIO can drive transformative change with effective organizational design and dot-connecting innovation. It takes greater transparency, trust, and collaboration; sponsorship from C-levels, applying repeatable process, expectation management to make seamless IT transformation.
Organizations should be aware that in the digital arena, IT management and its dynamics have a significant difference compared to the previous age. Great IT leaders are the one who can step out of a conventional IT thinking box, or linear patterns. see things further or deeper, take the holistic approach to problem-solving and build an IT woven innovation ecosystem for thriving.