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In order to successfully implement change, both line managers and IT specialists must give up their belief in the magical power of IT. The hard reality of IT-enabled transformation is that change is everyone’s job.
Assessing the value of information technology (IT) has never been easy. Delayed benefits, unintended uses, business changes, and hidden support costs inhibit meaningful evaluation of individual IT investments. This was true when most investments were focused on the support of a single business process or functional area.
In an overview of the future role of the IT organization, the authors examine the business and technological changes that are effecting change in many IT units. They cite eight imperatives in which IT organizations must excel in order to succeed. Additionally, they examine the evolving key of IT managers: ensuring that all line managers understand the potential of IT and how it can be used to implement business strategies effectively.
Information technology implementation in organizations has gone from automating back-office clerks to supporting the complex tasks of autonomous knowledge workers.
IBM is making a comeback. Although many observers had counted the company out — “It’s a dinosaur, an implosion, a wreck,” various commentators said — its revival was probable, even predictable, because cycles of decline and revitalization have been the company’s pattern through many decades.P
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While outsourcing IT has been a trend in the 1990s, it is not a new phenomenon. For example, systems development has been sourced from outside through application packages or software houses for many years.
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