Join Peter High for an in-depth discussion in this video The changing nature of the IT role, part of Creating Your IT Strategy.
- If you think about the value that IT departments have historically provided, for several decades, it was responsible for creating systems that automate manual tasks, often within the finance or accounting departments. For example, the general ledger was an early candidate for automation. This was so codified, in fact, that business schools, professors who covered IT topics were in the accounting department. As a result, in the early days, most leads of technology typically reported either to the Chief Financial Officer or to someone else within the finance function. Interestingly enough, this relationship would continue until recent times, as the CFO has traditionally been the primary boss of the CIO.
That's only recently changed, however. There have been several drivers of this change. First, technology has become much more pervasive. You don't have to be a computer scientist to use technology daily. In fact, innovation in the consumer space is now driving innovation in the commercial space, whereas it was the reverse for many years. A great example of this is the app economy. You probably first were exposed to apps through personal use on your iPhone or Android device. Now your company probably has developed apps of various kinds for your colleagues and for your customers.
In this course, IT strategy consultant Peter High outlines how to create an agile IT department, measure IT performance, and create the role of business information officer. He also suggests ways in which leaders can change the organizational conversation about technology by sharing the IT mission, cocreating other departments' strategies, and finding areas of alignment.
- Recognize business trends that are enabled by technology.
- Explain where the Business Information Office should network.
- Recognize the importance of linking the IT mission to an enterprise mission.
- Explain why it is important to define success metrics when developing plans.
- Identify where the quantifiable metrics fall in the OGTM.