- Research Feature
- Read Time: 43 min
Successful virtual offices require radical new approaches to evaluating, educating, organizing, and informing workers.
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Creating a business-driven IT infrastructure requires that executives thoroughly understand their firm’s strategic context. By formulating a series of business and IT maxims — short simple statements of the business’s positions — managers can identify the IT infrastructure service suited to their company. Organizational, political, cultural, and reward system issues, as well as a lack of IT leadership, may form implementation barriers.
Successfully managing technological change involves the ability to improvise in response to unexpected opportunities. Organizational changes associated with technology implementation don’t have a beginning and an end; they are ongoing. The authors identify three types of change that build on each other over time. Two conditions that enable the use of an improvisational model are internal alignment and adequate resources.
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.
The three communities of executives, engineers, and operators do not really understand each other very well. A lack of alignment among the three groups can hinder learning in an organization.
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.
A firm decided to redesign its research and development process. Because the effort was critical to its success, the firm applied two parallel approaches to the process. One was a classical reengineering effort in which a small group of managers and consultants designed a radically different way to do research.
Although most managers recognize the critical role a companywide vision can play today, many are intimidated by the challenge of developing one. The author offers guidance by first explaining how and why a vision works. He then presents a template tested in the corporate, nonprofit, and public sectors for creating an effective vision. Finally, his analysis of why some great visions fail can help executives avoid potential pitfalls.
A revolution is now underway. Most innovation occurs first in software.1 And software is the primary element in all aspects of innovation from basic research through product introduction:Software provides the critical mechanism through which managers can lower the costs, compress the time cycles, and increase the value of innovations.
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