The New Age of Corporate IT
What You Should Know About Corporate IT But Were Never Told
Behind the curtains of technical know-how, the corporate IT function is afflicted with a permanent state of immaturity that prevents it from growing into what should be expected from such a critical set of responsibilities.
Your organization’s IT is creating lower quality project outputs and systematically growing the complexity of information assets.
Overly complex and convoluted IT assets in turn slow down the same IT teams. And when such a critical unit is bogged down, the quality and complexity issue becomes a business issue, an impediment to business agility. There is no plan B that does it without IT.
By drawing a parallel with a very mature field – the civil construction industry – we will dive into the root causes of this eternal infancy: how roles and accountabilities are defined. What’s expected of corporate IT puts that function into a permanent state of conflict of roles.
The wonted responsibilities are composed of mutually incompatible accountabilities that should never be granted to the same persons or teams.
It wouldn’t work in the construction industry and it doesn’t work in corporate IT.
The effects of these ill-defined accountabilities are numerous and have widespread impacts on how IT departments deliver solutions.
The most business-debilitating effect is how it creates unnecessary complexity within your IT assets portfolio.
Complexity hides in every corner in the form of reinvented wheels, systems that cannot talk to one another, people that don’t want to talk to one another, assets put in place that cannot be removed after, all methodically fuelled by a decisional system that funnels everything in projects.
Agility-depriving complexity is not the only perverse effect of conflicting roles. Quality standards setting and quality controls are bypassed with little remorse as long as the solution delivered works. Estimation practice is scandalously left to approximate inklings. And finally, application assets that you pay for are not managed as assets. Instead, they are poorly documented, not measured and are treated like any other expense.
This book will provide a thorough and deep understanding of uncharted and deeply entrenched managerial and governance issues that plague most corporate IT functions.
Since the unwanted behaviors originate from non-technical issues, it paves the way for Volume Two, where several strategic options to change the model will be presented. By changing the game, you can lift corporate IT out of infancy and into a new age where the paying customer – that is you – gets the best value out of dearly paid investments.