June 8, 2021

与技术的正确结合是实现战略目标的关键

By David Mustin, Vice President of Strategic Consulting, Marcum Technology

与技术的正确结合是实现战略目标的关键 Technology Consulting

A client recently approached Marcum Technology with an important question: “Are we getting value from our IT organization?正如他所解释的那样,it变得越来越技术化,失去了与业务的联系. IT部门不了解终端用户的需求,只是通过盒子和电线, and they were losing all relationship to the business’s objectives. The client felt like he was missing a golden opportunity to grow the business, and he needed IT to help him get there.

This is a common complaint from senior business leaders. “IT has become commoditized.” “It is more about technology than running the business.“我所在的IT组织所做的事情和能网上买彩票的app需要他们做的事情之间有很大的差距。.”

有三个常见的驱动因素会影响所有的组织,并导致这种脱节:

  1. “包办一切”的ERP系统的兴起,有效地将it的业务侧操作移交给了大型企业系统供应商. 虽然这已经创建了非常好的应用程序来支持业务的运行, it has reduced the need for business-centric IT leaders and analysts.
  2. Even before the pandemic, there was an increasing desire to be able to access information from anywhere. This was driven by flexible work-from-home arrangements, staff mobility and the rise of tablets and cell phones. 这推动了对更强大的技术资源的需求,这些资源可以开发和支持健壮的基础设施,以及该环境日益增加的技术需求. 支持弹性劳动力的需求加速了向云和混合云的迁移, where some solutions are on-premise and some in the cloud. Both scenarios have, again, led to more flexibility and better operational systems, 但往往缺乏能够专注于建设和转变业务的个人人才.
  3. The prevalence of ransomware, cyber security attacks, 网络钓鱼攻击和其他网络安全问题使得IT组织陷入了一种试图防范未知威胁的地堡心态,而将其他一切都排除在外, until it’s too late. 这是一项持续不断的努力,退一步说,它已经成为资源密集型和消耗一切的工作. It unfortunately has the effect of taking IT’s eyes off the prize, which is the ability IT should have to help drive business success.

这三个因素推动了IT作为解决业务目标的“机会”的根本性转变, create competitive advantage and transform into a leaner, more agile, more innovative organization, 作为一种高度技术化的资源,专注于保持组织的安全与正常运转.

寻求开发支持业务增长和加速的IT环境的业务领导人可以采取具体步骤来纠正错误. These changes take time, 但它们为组织数字化转型奠定了基础,而不仅仅是IT组织, but the entire enterprise, enabling teams to think, act and lead differently.

为了建立一个与业务一致的IT组织,领导者应该采取的关键步骤包括:

  • 聘请一位IT领导或IT合作伙伴,要有扎实的业务基础,并且要了解组织所在的行业. Business drivers, objectives, processes, and metrics all vary by industry. Your IT leader should have a thorough knowledge of those fundamentals. 一个合格的IT领导者还应该在执行桌上占有一席之地,成为战略讨论的一部分,并与其他领导者就他们的需求和技术如何支持业务目标进行交流.
  • 开发一个直接连接到业务目标的战略IT路线图. Businesses typically have 3-5 business objectives for the next 12 – 24 months. 专注于业务的IT领导者需要在IT能力和业务目标之间提供清晰的联系. This will likely require investment in IT capabilities, but the investment, and return on investment, 是否应该在IT战略路线图中明确说明,并在业务计划的高层中明确说明.
  • 在IT组织中获取和发展能够说业务领导语言的业务分析师. They should be able to set aside tech-speak and speak to revenue, margin, business processes and the metrics that are meaningful to the business leaders. 无论何时进行有意义的业务单元讨论,特别是在制定业务计划时,他们都应该有一席之地. 这些人成为业务单位和IT之间的桥梁,并在所有内部IT讨论中充当业务的倡导者.
  • Embed business metrics in IT dashboards and IT projects. 专注于交付业务影响和结果,而不仅仅是按时和在预算之内交付项目. Other than purely technical system refreshes, if a project can’t define the business impact, then should it be done?

外部因素已经将IT推向非常技术的方向,这对IT和业务都是不利的. 在许多组织中,IT领导已经失去(或从未找到)一个席位. However, with the rising need of increased and accelerated business impact, 对于IT来说,这是在推动业务增长和转型中确立其角色的最佳时机.

If you have opportunities to increase alignment of IT to your business, or would like to learn more, contact David Mustin at 440.459.5755 (david.mustin@marcumtechnology.com).

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