Run IT as a business -- why that's a train wreck waiting to happen

Posted by: Robert Lewis in Untagged  on Jan 26, 2010 Print 

Robert Lewis

"If you board the wrong train, it's no use running along the corridor in the other direction," said famed World War II German resistance fighter Dietrich Bonhoeffer. We in IT boarded the wrong train a long time ago. It's the "standard model" of information technology organizations -- the familiar litany that says CIOs should run IT as a business, meeting the requirements of its internal customers. This refrain has been endorsed by our holy trinity, too: analyst firms, most consultancies, and ITIL.

They call the standard model "best practice." When they're in a different mood, they also call desktop lockdown a best practice, leaving you to figure out how it is that you tell your customers what they can and can't do.

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written by Steph Young Gonzaga, January 28, 2010
Become so integrated into the enterprise that nobody would dream of working with anyone else. I agree!

True integration is the key to a successful partnership between business and IT. By removing IT from the 'order taker' perception and repositioning as an integrated peer-partner, IT can help the business better leverage the long term possibilities of technology.

This is contingent upon two other key integration elements: 1) Truly understanding the business and its current and future drivers. IT can no longer get away with mere surface knowledge of the business and expect to deliver real, forward thinking business solutions. IT should know the business as well (or better than) as the business does. 2) Listening to what the business challenges are from an operational perspective and anticipating future improvements. Only by thorough understanding of the business can IT recognize the future opportunities in the challenges of today. Combining these elements can result in true integration because with those credentials no one else could truly understand the business of the organization as completely as internal IT.
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