What's Important to IT Management in 2006?
The Oracles of Forrester recently peered into their crystal balls, and predicted what will be the focus for IT Management in 2006. Before the predictions however, they recapped the state of IT in 2005 -- as they expect the 2005 focus to continue, in addition to the new imperatives of 2006.
2005 was apparently all about "growing efficiency and business know-how." I'd say that has been the focus for a number of years. Specifically however, Forrester says that the following items were top in the minds of IT Management:
That's quite the focus for a year -- but these things don't end. Putting in processes is one thing. Sustaining them is another. It usually comes down to change -- a cultural change -- and sometimes that don't happen without a lot of soul searching, aortic palpitations and casualties left on the road to the future. If you're still there, the challenge doesn't stop. In 2006, the focus for IT Management should be on "roles and visibility" -- specifically:
Like I said, saying and doing are two different things. You will find a lot of folks being fully capable of miming the above -- but how many actually believe? -- actually have passion for it? -- actually think the destination is worth traversing the uncertain road for? One thing I know for sure, is that mimes that actually shut their mouths are more entertaining than the ones keep them open and yapping. If you're planning on being a mime, shut your mouth, because accomplishing the above while doing the day job will be enough of a challenge without the distraction.
2005 was apparently all about "growing efficiency and business know-how." I'd say that has been the focus for a number of years. Specifically however, Forrester says that the following items were top in the minds of IT Management:
- At the very minimum, every IT shop should be run as a utility -- ie. IT should be run as an efficient business, with service catalogues and chargebacks.
- Managing costs with transparency to "enable business participation in governance and tradeoffs."
- Regulatory and security compliance should be a commodity for IT shops.
- Management of vendors in order to extract the greatest value for price in a consolidating industry.
- Growing business knowledge and relationships in order to increase value being delivered by IT.
That's quite the focus for a year -- but these things don't end. Putting in processes is one thing. Sustaining them is another. It usually comes down to change -- a cultural change -- and sometimes that don't happen without a lot of soul searching, aortic palpitations and casualties left on the road to the future. If you're still there, the challenge doesn't stop. In 2006, the focus for IT Management should be on "roles and visibility" -- specifically:
- Increasing innovation capacity -- ie. work smarter with KTLO in order to spend less, then invest the savings on being a contributor to organization.
- Optimize the IT portfolio instead on focusing on the business executive that can shout the loudest and carry the biggest stick.
- Sustain enterprise risk management instead of fire fighting issues.
- Market IT to the organization.
- Focus on the enterprise via "business-based process governance."
Like I said, saying and doing are two different things. You will find a lot of folks being fully capable of miming the above -- but how many actually believe? -- actually have passion for it? -- actually think the destination is worth traversing the uncertain road for? One thing I know for sure, is that mimes that actually shut their mouths are more entertaining than the ones keep them open and yapping. If you're planning on being a mime, shut your mouth, because accomplishing the above while doing the day job will be enough of a challenge without the distraction.
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