Heraclitus, the famous Greek philosopher, professed the doctrine that change is central to universe. His famous statement ‘nothing endures but change’ has witnessed many translations – the most popular being ‘change is the only constant’. The words of this wise man still hold true in contemporary times.
The modern-day business landscape portrays IT as the most dynamic component. Well this portrayal is true to a large extent.
For most enterprises their IT infrastructure depends on two critical factors:
(1) The technology available
(2) The business concepts applied
With time both these parameters change which causes enterprises to modify their view of IT in terms of operations and business contribution.
With the turn of the decade, once again we find ourselves at a threshold of change. Now that IT essentially drives the business strategy for enterprises, it’s prudent that we reset the context of IT. Today, IT needs to reflect on technical expansions, altered business scenarios, and changing management attitudes.
But changing IT perception doesn’t mean enterprises should just go and hoard themselves up with new technologies available. No, that’s not what we are saying. What we are suggesting here is ways for IT leaders to use the existing IT set up with a different purpose. They don’t need to do different things. They simply need to do things differently.
The fundamental areas where IT leaders need to re-innovate are:
Role of IT
This is the cardinal area where change is required. IT no longer supports business. In fact IT drives business. IT occupies a very significant place at the business decision-making table. IT more or less dominates the product lines and service levels at enterprises. To put it succinctly, IT has assumed strategic relevance for enterprises. Thus, IT leaders need to change the traditional perception of IT to attune it to the new one.
Organization of IT
This is again an area where IT leaders will have to heavily focus on. Traditionally, IT has had technically defined closed silos. These silos have tied up resources and in turn flexibility. IT leaders will have to identify these silos and break them down to infuse agility and dynamism in the IT architecture.
IT leaders will also have to focus on the skills of the technical team of their enterprise. They can train their IT guys to attain harmony between skills required and skills available. At the same time, IT leaders will also need to evaluate the new emerging outsourcing models and account for them in their IT strategies.
Traditionally, business was independent of IT. But now it’s hard to talk about business without referring to IT. Thus, IT leaders have to re-evaluate the IT processes, governance models, and management techniques. IT processes will have to be agile to go hand-in-hand with changing business scenarios.
Business and IT have always been in a tussle wherein business has accused IT of being non-productive. This is partly true due to the metrics followed to measure the value of IT. Now although it’s hard to gauge the precise monetary impact of IT, new metrics demonstrating IT’s business value need to be developed.
Thus, what we are proposing is not a complete revamp of IT nor reinventing the IT wheel. It’s merely a facelift of IT that we have in mind. We are suggesting you destroy a few traditional things to give rise to something new. After all, a phoenix always rises from the ashes!