Lowering the Center of Gravity around Enterprise IT

Lowering the Center of Gravity around Enterprise IT

Amy C. Hutchins, Brian D. Goodman, John W. Rooney
Copyright: © 2010 |Pages: 17
DOI: 10.4018/978-1-61520-643-8.ch002
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In this chapter, we look at three key reasons why corporate development projects fail and how a technology and innovation management program can change a company’s approach to information technology. First, we briefly provide context to typical IT management issues, covering business-as-usual management with the role it plays as part of supporting the enterprise and the issues that arise because of it. We then review three common issues – solutions that are dead on arrival, dead by committee and dead by adoption. An introduction to IBM’s Technology Adoption Program describes one such innovation management discipline demonstrating through three brief case studies how to mitigate the common plagues of development projects. While the issues with technology and innovation management are obviously wide and varied, this chapter focuses on the need for a formal initiative to manage innovation. Similarly, fully understanding the workings of a program such as TAP is of considerable scope. The benefit to the reader is our focus on driving the decision making around technology to the users – the community – as a core part of making decisions.
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Business As Usual

The job of the Chief Information Officer (CIO) is complex. Consistently under pressure to reduce the costs associated with the delivery of Information Technology (IT) services, CIOs are being asked to deliver strategic value for the enterprises they serve. Many organizations are looking to their teams to provide the foundation to fuel business growth in the coming years. In this environment, senior IT executives are challenged to find business methods and processes that allow them to effectively manage their investments while still meeting their growth objectives. By necessity, they must place their primary focus on a model of delivering a company’s information on a technology infrastructure that is efficient; keeping an eye on stability of their systems, reliability of their information and cost-effectiveness of the delivery. Once they have squeezed the last drops of efficiency out of the system, reduced costs to near minimum, and implemented IT as a service utility to their organization, these same senior IT executives turn to drive flexibility into their organizations.

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