Business Demands, Digital Disruption, Bimodal IT Pressures, and Cost Pressures – Should IT Be Driver or Passenger?
Today, an IT leader in an enterprise faces the full brunt of four major forces:
- Business demands
- Digital disruption & modern IT complexity
- Bimodal IT pressures, and
- Cost pressures
Business Demands as a result of innovations in globalization, digitialization, and new business models are happening at a rapid clip. Business concepts such as consumerization and omni-channel, once the realm of academia, are now common-place in large businesses, made possible by the rapid innovations in digitalization and modern IT. Business now demands IT departments to keep up with these innovations, deliver applications that leverage them, and integrate all the multi-channel applications in a manner that is seamless to the end-user. Business is also impatient. If IT departments don’t meet their demands fast, business resorts to “shadow IT” while completely bypassing IT — something that is very easy to do nowadays with the easy access and proliferation of cloud computing, .
Digital Disruption & Modern IT Complexity
Digital disruption, modern IT, and the complexity it brings, is pounding an enterprise. Tremendous and rapid-fire innovations are happening continuously in the world of cloud, mobility, social media, business intelligence, virtualization, software-defined-networks, and other fields. While they bring new innovations and capabilities, they also bring significant complexity to the world of IT.
Bimodal IT Pressures comes from the requirement for IT to be both a marathon runner and a sprinter at the same time. It is the capability for IT teams, on one hand, to control and govern the “traditional side of IT” effectively, while, on the other hand, and at the same time, to develop agility and speed to execute new “modern IT”. Needless to say, the pressures it places on IT teams to execute is immense, causing many sleepless nights for IT execs.
Cost Pressures also rain down on the CIO and IT executive, who is under constant pressure from the CEO and/or CFO to reduce costs with IT and pare it down to increase profitability of the enterprise. Industry analysis and trends don’t bode well either for IT departments. Gartner estimates that by 2017, 50% of IT teams will be outdated and face major budget cuts. They also say that 40% of technology budget is already outside of IT, and controlled by “shadow IT”.
An IT leader in the enterprise faces the full brunt of these pressures, and many struggle to cope. So, what should an IT leader do? Here are some key questions they should ask themselves.
- How can we better harness “digital disruption” and the influx of modern IT technologies?
- How do I get control of the tremendous complexity of IT modernization and “modern IT” technologies?
- How can my organization respond better to the demands of the business?
- How do I conquer the forces and processes of “bimodal IT”?
- How do I achieve better efficiencies and cost control with my IT organization?
A combination of industrialized services, automation, analytics, integrations, cloud, and business service mapping are needed to make it happen. The job is too big and the timing too critical. Use of next gen IT infrastructure management services may help you conquer the complexity of modern IT and bimodal IT, and set you on the path to becoming a strategic partner and service provider to your business. It may yet be your best option for taking control of digital disruption and IT complexity.