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Archive for October, 2011

Generation Expectation – GENeX

October 20, 2011 1 comment

Individuals are living longer, technology is becoming more and more pervasive – moving from corporate lives into the daily lives of consumers and expectations are very high for our millennium and gen Y population.  You’ve seen the YouTube video of baby girl having a hard time transition from iPad to magazine – if not, here is the link.

If corporations do not take action to ensure the what I call GENeX (generation expectation) of our younger generation are aligned to technology solutions and capabilities, they will be negatively impacted on multiple dimensions:

  1. productivity – future employees coming out of universities and joining the work force will have an expectation that the applications, equipment and peripheries will be state of the art to what they used during their studies.
  2. retention – if organizations fail to bridge the gap, they will be challenged with high attrition.
  3. revenue vis-a-vis these individuals are also consumers – we often forget that organizations are sometimes their worst enemy.   If the technology being developed are not meeting expectations of their employees, how does that experience transcend itself into technologies developed/deployed that are external facing.

Organizations cannot wait any longer – the time is now.  My series will continue with thoughts on how organizations can bring innovation and capabilities into the work place to ensure they are not faced with green-screens – YIKES!

The misconception of an IT Strategy – Part 2

October 14, 2011 Leave a comment

My previous blog spoke about the importance of ensuring a holistic view of the business is taken into context in order to develop an IT Strategy.   Just to summarize, businesses not able to articulate their vision (beyond 6 months) should not spend time developing an IT strategy.  What they need to focus on is the development of an IT plan – which is purely tactical and may even be throw away from an investment perspective.

The next part of this series is focused around partnership.  The old saying goes, ‘it takes two to tango’ – this phrase is foundational in the development of an IT strategy.  Businesses developing their vision without IT stakeholders at the table are fooling themselves.  In this age of technology advancement (with the likes of Social Media, Web 2.0, mobility, Big Data and the like) – how would any organization realistically achieve business differentiation, market growth, product innovation, client servicing, etc. WITHOUT IT at the table.  Simply developing the business strategy and then throwing it over the fence for IT to figure out how the pieces come together from a technology perspective is just insane.  Yet, many organization have taken that approach, making statements such as IT doesn’t understand our business, IT doesn’t need to be at the table, and the classic – IT should not tell the business what they need to do.

I encourage you to build the partnerships with the business – this is easier said than done and it takes time.  IT needs to be build the trust with the business, talk in business terms, translate technical-speak to basic business terms and be able to deliver quality solutions.

The misconception of an IT Strategy – Part 1

October 13, 2011 Leave a comment

I have developed IT blueprints, roadmaps and what is most commonly known as strategies for fortune 100 organizations throughout my career.  The methodology and framework to establish a true strategy is not rocket science, the true science in a good IT strategy is the alignment to the business strategy.  That sounds logical enough – however, many IT executives don’t understand the importance of the linkage to business objectives.

Creating an IT strategy absent of understanding how it aligns to the business aspirations will inevitably gain no adoption or buy-in.  Even if the IT strategy is focused on IT initiatives only – for example, if the objective is to reduce redundant systems, which is perceived to be an IT objective – sunsetting legacy or redundant systems impacts business process and people.  So by taking out System A without understanding how it impacts the business process or people will not be a recommended approach.  That is one misconception of an IT strategy.

Organizations need to developed a deep understanding of where and what the business wants to be in 1, 3 or 5 years and ensure the underlining strategies are aligned to those business objectives.  And make no mistake, the underlining strategies are not just IT – but organizationally, process-wise, financial and the like.  The key is to ensure objectives can be measured and holistic enough to understand the impact if the business strategy changes – how does it impact the underlining strategies.

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